Vol umeOne Oper at i ngBudget Ci t yofScot t sdal e, Ar i z ona Adopt edFY2014/ 15Budget 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. Table of Contents FY 2014/15 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 Community Profile ................................................. ix Demographics ...................................................... xiii Assets and Facilities .......................................... xvii Final Budget Transmittal ...................................... xxi Proposed Budget Transmittal ............................. xxiii Budget Award ................................................... xxiv ICMA Performance Measures Award .................. xxv 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: ......................................... 59 Transportation Fund ......................................... 61 Preservation Privilege Tax Fund ....................... 69 Special Programs Fund .................................... 73 Tourism Development Fund.............................. 85 Debt Service Funds: ............................................. 91 Debt Service Expense – All Funds.................. 100 Long-term Debt Outstanding – All Funds ........ 102 Legal Debt Margins ......................................... 104 Enterprise Funds: ............................................... 105 Water & Water Reclamation Funds................. 107 Solid Waste Fund ........................................... 115 Aviation Fund .................................................. 121 Internal Service: .................................................. 127 Fleet Management Fund ................................. 129 PC Replacement Fund.................................... 135 Risk Management Fund .................................. 139 Healthcare Self-Insurance Fund ..................... 145 Grants, Trust, & Special Districts: ....................... 153 Grant Funds .................................................... 155 Trust Fund ...................................................... 158 Special Districts Fund ..................................... 159 Table of Contents CIP Funds............................................................. 163 Divisions How to Use This Section .................................... 169 Authorized Personnel Positions by Division ...................................................... 174 Authorized Personnel Positions by Division & Fund ......................................... 175 Authorized Personnel Positions by Division, Department &Title ....................... 176 FY 2014/15 Classification/Compensation Schedule ........................................................ 204 Operating Budgets by Division, Department & Account Category ....................................... 214 Operating Budgets by Division, Department & Funding Source .......................................... 217 Division/Department Relationship with Strategic Goals ....................................... 220 Division-Department Information: Mayor and City Council .................................. 223 City Attorney .................................................. 229 City Auditor .................................................... 243 City Clerk ....................................................... 249 City Court ....................................................... 255 City Manager ................................................. 261 City Treasurer ................................................. 267 Administrative Services .................................. 289 Community & Economic Development............ 309 Community Services ...................................... 333 Public Safety - Fire ........................................ 357 Public Safety - Police ..................................... 377 Public Works .................................................. 399 Water Resources ........................................... 423 Appendix Operating Projects .............................................. 449 Acronyms ............................................................ 450 Glossary ............................................................. 453 Budget Adoption Ordinance ............................... 460 Property Tax Levy Ordinance ............................ 476 The City of Scottsdale Photo by Bill Timmerman A report to our citizens - Fiscal Year 2013/2014 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 met 31 evenings during the year and decided on 576 items. The city employed 2,147 full-time and 299 part-time workers at the end of the year. There were two fewer full-time and 17 fewer part-time workers than the prior year. More than 4,000 residents volunteered 200,000 hours with the city. About 150 residents volunteer on the city’s boards, commissions and task forces. The City Council appoints six officers to advise them on policy issues and run day-to-day 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. For more information about demographics, leadership, or a community profile, visit www.ScottsdaleAZ.gov/about. CIXGOAL S STRATEGI C GOALS TY OODS ALIT Y ES What we accomplished: Highlights in Priority Areas Percent “excellent” or “good” Value Scottsdale’s Unique Lifestyle and Character Quality of life C IT Y C HA R AC T E R SUSTA I N A B I L I T Y • Completed multi-use Arizona Canal Path from 64th Street to Goldwater Boulevard • Bil Keane’s ‘The Family Circus’ cartoon commemorated in bronze statute at McCormick –Stillman Railroad Park C I T Y C H AR AC T E R ES ALIT Y 2006 Support Economic Vitality • The 275,000 square foot Tony Nelssen Equestrian Center expansion opened at WestWorld in January • Negotiated operating agreement and identified funding to build Scottsdale’s T RAN SP ORTATIIX ON EGIC G OALS EC O N O MI C V IS TAL I T YSTRAT T R ANS P O RTAT I O N Museum of the West 2006 2006 T R AN S P O RTAT I O N 2006 Seek Sustainability SUSTA I N A B I L I T Y C IT Y C HA R AC T E R 2013 2013 2010 2013 2010 2013 City employees • All three major credit rating agencies affirmed the city’s “AAA” bond rating – the highest possible rating • Refinanced $106 million of city bonds, saving $7.5 million of debt service over CIT Y C H ARof AC Tthe E R bonds the life Advance Transportation EC ON O MI C V I TAL I T Y T R AN S PORTAT I O N 2010 City services Preserve Meaningful Open Space E C O NO M I C V I TA L I T Y 2013 Appearance • Used federal grants to upgrade 266 street lights to LED energy efficient lighting in four neighborhoods • Rehabilitated eight-unit housing complex on Belleview Street in partnership with NE I G HB OR HO O D S S U STAI NABIfor L I T Y Humanity C I T Y C H A R AC T E R Habitat O PE N S PAC E S 2010 As a place to live Enhance Neighborhoods • Added 2,365 acres to the McDowell Sonoran Preserve assisted by state grants • Opened Brown’s Ranch trailhead (pictured above) and the first phases of Granite STRATEGI C GOALS Mountain and Fraesfield trailheads CIXGOAL S OODS TY How Our Residents Rate Scottsdale • Completed Northsight extension, Hayden roundabout and the Rawhide Wash bridge on Scottsdale Road • Added fuel-efficient trolleys to the neighborhood and downtown routes 2006 2010 2013 Value of services for taxes paid 2006 2010 2013 T R ANS P O RTAT I O N Note: These are selected accomplishments grouped by strategic goal. The strategic goals are the major divisions of the voter-approved 2001 General Plan. -i- Complete survey results online at www.ScottsdaleAZ.gov/CitizenSurvey 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 rates are lower than all but two or three of the largest cities. Scottsdale’s values are shown along with the high and low city in the region. Estimated City Property Tax on a $250,000 House Tempe $609 Glendale $538 Phoenix $455 Peoria $360 Scottsdale $311 Mesa $296 Chandler $295 Gilbert $266 Glendale $550 Phoenix $500 Tempe $450 Peoria $450 Mesa $438 Scottsdale $413 Chandler $375 Gilbert $375 Mesa $100 Glendale $82 Phoenix $77 Tempe $70 Peoria $69 Scottsdale $69 Gilbert $63 Chandler $63 Source: City budget offices. Based on adopted FY 2014/15 rates. Estimated City Sales Tax on a $25,000 Car Source: Arizona Department of Revenue As of Aug. 1, 2014 Monthly Residential Utility Bill Source: City of Tempe. Typical water, garbage and sewer charges as of July 2014 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 SUSTAINAB ILIT Y 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 2014 25 2,365 Annual attendance at parks, community centers and libraries (in millions) 8.7 7.8 EC O N O M IC VITALIT Y TR AN S PO RTAT I O N 137,887 83,441 Responses by the Fire Department to calls for emergency services 23,953 28,544 Average Fire Dept. travel time to calls for emergency services (in minutes) 4:23 4:27 34.3 27.8 Average Police Department response time to emergency calls (in minutes) 5:07 5:04 TR AN S PO RTAT I O N Drinking water supplied (million gallons per day) 69.4 70.2 Homes serviced by residential trash and recycling collections 78,607 New jobs created in targeted industries 394 1,069 Average hotel occupancy rate 59% 66% Total citywide transit ridership (in millions) 3.5 2.6 Scottsdale Airport takeoffs & landings 169,972 Maintained landscaped medians and rights of way (in millions of square feet) 17.0 22.5 Maintained city facilities (in millions of square feet) 2.3 3.3 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 5-Year Trend Acres of land acquired for the McDowell Sonoran Preserve 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 2009 C I T Y C H A R AC T E R EC O N O M IC VITALIT Y ITYY CCH HARAC ARACTER TER CCIT 80,354 TRANSPO ORTATIO RTATION N TRANSP 142,248 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 - ii - 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 for the fiscal year ending June 30. 2014 actual $62.4 $133.0 $359.3 2015 What financial resources are available for budget the City of Scottsdale? (in millions of dollars) 5% $63.4 9% Property taxes are collected to support city services, and also to pay for debt service on property, buildings and infrastructure. 2014 actual $164.5 Other financing sources include funds carried over from prior years for capital and utilities designated purposes. 27% 14% $149.1 The city also sets aside about 14% of the total budget for contingency and reserves. This is the city’s savings account. The capital budget is used to acquire, build or rehabilitate major facilities including buildings, roads and water infrastructure. The fund balance consists of the accumulated surpluses from prior years held in contingency and reserve. $517.4 59% $510.9 $803.2 $1,355.8 $1,359.5 Total financial resources available $506.1 43% The city receives revenue from local sales and business taxes (25% of total), and service charges from customers (30% of total). $801.1 What are the expenses for running the budget City of Scottsdale? (in millions of dollars) 43% $118.0 $374.9 2015 The operating budget is used to pay for city services and to pay employees that provide those services. For key breakouts see charts below. $517.2 $1,192.9 $1,172.3 Maximum expenditure limit Two looks at the total operating budget 74% 23% 26% 60% 40% of budget 26% Payments to private sector through contracts and direct purchases of products and services. 23% long-term debt 28% Note, these numbers are as adopted by the City Council in June 2014. 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. - iii - Photo by: C. E. B. Imagery Challenges Moving Forward The fiscal year 2014/15 budget is balanced and it includes the priorities and policy direction given by the city council. When developing the budget, we focused on spending money smarter, making city government leaner and more efficient. The economy continues its slow recovery, while the city’s budget also must reflect rising operating costs. General fund revenues are projected to increase by $9.1 million – about 4 percent. Some of the increase will be used to cover increasing operating expenses. These increased expenses include the maintenance and replacement of city vehicles, computers and equipment, and employee health care and retirement rate increases. Spending was reduced by $2.7 million and 18 fulltime positions were eliminated in the general fund. This permitted 3 percent of payroll to be set aside for salary increases for high performing employees, consistent with council’s goal of reinvesting in a high performance organization. What are our priorities for Fiscal Year 2014/15? The Scottsdale City Council adopted a new mission statement and priorities in December, and reviewed progress and reaffirmed the priorities at a strategic planning workshop in April. Mission Statement: Simply better service for a world-class community. City Council priorities: • Partner with residents and businesses to revitalize the McDowell Road corridor • Provide strategic support for tourism and visitor events • Create and adopt a comprehensive economic development strategy S IX ST RAT E G IC G OAL S S IX ST RAT E G IC G OAL S • Develop a transportation strategy that anticipates future needs • Prepare and adopt fiscally sustainable operating and capital budgets • Reinvest in a high performance organization and work culture In addition, a list of key objectives to advance each strategic goal are developed by staff. N E I G H BO R H OOD S 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 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 Preserve Meaningful Open Space Support Economic Vitality O PE N S PACE S OM I C V I TA L I T Y T R AN S P ORTAT I ON OP E N S PACE S OM I C V I TA L I T Y T R AN S P ORTAT I ON • Acquire twoE CON properties near Pima and •E CON Coordinate with Scottsdale Convention & S IX ST RAT E G IC G OAL S Dynamite for future Preserve trailhead Visitors Bureau to host 2015 Super Bowl S IX ST RAT E G IC G OAL S and wash protection events in Scottsdale • Complete construction and open the Scottsdale Museum of the West In addition, $13 million will be transferred from Enhance Neighborhoods • Complete renovations to the TPC the general fund to the Capital Improvement Scottsdale clubhouse and Stadium Course 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 Program (CIP) for critical infrastructure projects. N E I G H BO R H OOD S S U STA I N A B I L I T Y CI T Y CH A R ACT E R • Redesign ScottsdaleAZ.gov website to We project to spend $230 million on capital accommodate tablets and mobile phones projects in the next fiscal year. Advance Transportation • Double wireless capacity at public Finally, consolidating city staff into other libraries in response to continued facilities will allow the sale of excess city OP E N S PACE S E CON OM I C V I TA L I T Y AN S P ORTAT I ON increases in customer demand • T RImprove traffic signal performance 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 buildings. Proceeds from those sales (when they • Purchase land and begin design of a by repair, replacement or upgrade of happen) will contribute one-time money to the permanent location for Fire Station 613 equipment and signal timing CIP, return property to the tax rolls and reduce SI X STR ATEG I C G OAL S near Scottsdale and Jomax • Begin construction of transit ongoing maintenance costs. improvements and roundabout adjacent to Mustang Library Please contact us if you have comments or Seek Sustainability • Improve storm drainage north of Shea suggestions on how we can improve this 90th and 96th and along Granite report. In addition, please let us know if you S IX ST RAT E G IC G OALbetween S N E I G H BO R H O O D S U STA I N A BI L I T Y CI T Y CH A R ACT E R like this report, or if you would like to see other • SIncrease residential recycling diversion Reef south of Chaparral information included next year. Please contact rate from 28 percent to 35 percent or the City Manager’s Office to provide your Value Scottsdale’s Unique greater by the year 2020 comments. Lifestyle and Character • Ensure water supply sustainability by increasing stored water credits for O PE N S PAC E S E C O N O MI C V I TA L I T Y T R AN S P ORTAT I ON N E I G H B OR H OOD S Scottsdale’s City Manager’s Office S U STA I N A B I L I T Y CI T Y CH A R ACT E R drought reserve • Begin construction of a multi-use path 3939 N. Drinkwater Blvd. • Initiate education campaign on salinity along the Arizona Canal from Chaparral Scottsdale, AZ 85251 to reduce salt in wastewater and Road to McDonald Drive 480-312-2800 environment • Add bicycle and pedestrian capacity feedback@ScottsdaleAZ.gov • Upgrade treatment technology Road bridge over the OP E N S PACE S atE CON OM I C V I TA L I T Y T Rto AN Sthe P ORTATMcDowell I ON Chaparral Water Treatment Plant to meet Indian Bend Wash Greenbelt stricter regulations • Complete bicycle lanes and pedestrian amenities on Thomas Road from Scottsdale Road to Indian Bend Wash 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 This report prepared according to AGA citizen centric reporting standards. Photo by: Archie Tucker Photo by Ken Greshowak 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. Organization Chart July 2014 Mayor and City Council City City Auditor City Clerk Boards, Commissions, Task Forces City Manager City Treasurer Presiding Judge City Court Civil Budget Business Services Services Finance Risk Management Public Safety Services Community Services Public Works Water Resources Airport Human Services Human Resources Economic Development Libraries Technology Planning & Development Parks & Fleet Water Quality Preserve Solid Waste Water Services Police Fire Community & Economic Development Purchasing Capital Projects Services Street Tourism & Events -v- Planning & Engineering 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’s Arizona Bioscience Roadmap Steering Committee. He is the immediate past president and a member of the Arizona Municipal Water Users Association, and a member of the Executive Committee of the League of Arizona Cities and Towns. He is treasurer of the Maricopa Association of Governments Regional Council, a member of the Executive Committee, Economic Development Committee, and past Chair and member of the Transportation Policy Committee. Mayor Lane also serves on the boards of Scottsdale Leadership, Health Records Banking Alliance, the Rio Salado Foundation, and the Scottsdale Convention and Visitor’s Bureau. He is a Governor’s Appointee to the Arizona Game and Fish Appointment Recommendation Board, and a member of the Municipal Tax Code Commission. Mayor Lane has owned and operated businesses in construction, mining, computer technology, telecommunications, regional aviation and financial consulting. Mayor Lane was 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 fbehring@ScottsdaleAZ.gov 480-312-2800 Carolyn Jagger City Clerk cjagger@ScottsdaleAZ.gov 480-312-2411 Bruce Washburn City Attorney Sharron Walker City Auditor Jeff Nichols City Treasurer Joseph Olcavage Presiding Judge bwashburn@ScottsdaleAZ.gov 480-312-2659 jenichols@scottsdaleaz.gov 480-312-2364 - viii - swalker@ScottsdaleAZ.gov 480-312-7867 jolcavage@ScottsdaleAZ.gov 480-312-7604 Welcome to Scottsdale, Arizona A world-class community Located in the beautiful Sonoran Desert, Scottsdale is nestled between Paradise Valley and the McDowell Mountains. Scottsdale is a premier community known for a high quality of life with attractive residential, working and shopping areas. It is an internationally recognized visitor destination and a thriving location for business. Scottsdale consistently ranks among the nation’s best places to live, with top-rated schools, awardwinning parks, low crime and a vibrant economy. Downtown Scottsdale is home to more than 20 hotels, 90 restaurants, 320 retail shops and 80 art galleries. Scottsdale’s McDowell Sonoran Preserve, in the city’s northern reaches, is the largest urban wilderness area in the United States. There are recreational opportunities for everyone with many golf courses, tennis courts, parks, pools, bike paths and trails. Scottsdale was founded by Army Chaplain Winfield Scott in 1888, but was not incorporated until 1951 when Scottsdale was a small community of 2,000 residents situated on about two square miles of land. In 2014, Scottsdale has almost 225,000 residents spread across 185 square miles. Photo by Maureen Isree - ix - 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 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. Unincorporated County Land Scottsdale McDowell Mountain Regional Park Phoenix Fountain Hills Paradise Valley Fort McDowell Indian Community Average Daily Maximum and Minimum Temperatures Salt River Pima Indian Community 73 69 Mesa 42 39 Tempe Jan Feb 78 46 95 86 103 60 52 Mar Apr 68 May Jun 105 103 75 75 Jul Aug 100 68 Sep 89 78 56 45 Oct 68 38 Nov Dec Source: The Weather Channel, weather.com, July 2014 Scottsdale’s Population Growth 1951 1960 2,021 10,026 1970 1980 67,841 88,364 1990 2000 130,069 202,705 2010 217,365 2014 2020 2030 224,800 252,200 283,000 2040 296,300 Scottsdale’s Population in Comparison to Our Neighbors Phoenix 1,495,900 Mesa 452,900 Chandler 247,100 Glendale 234,100 Gilbert 231,200 Scottsdale 224,800 Tempe 167,900 Peoria 164,400 Source: U.S. Census, Population Division, Arizona Office of Employment and Population Statistics and Maricopa Association of Governments - xiii - SkySong All work and all play Business Scottsdale is one of the state’s leading job centers with a diverse economy built on medical research, high-tech innovation, tourism and corporate headquarters. The Scottsdale Airport and the surrounding commerce Airpark is home to nearly 2,500 businesses and more than 48,000 jobs. The high-tech innovation center SkySong, located just a few miles from Downtown, is designed to help companies grow through a unique partnership with nearby Arizona State University. Downtown is an emerging center for high-tech businesses. Farther north, the Scottsdale Cure Corridor is a partnership of premier health care providers and biomedical companies seeking to advance medicine and patient care through cutting-edge research. Tourism With great weather, fantastic scenery and a calendar full of special events, Scottsdale is among the most popular tourist destinations in Arizona. More than 8 million people visit Scottsdale annually. The city boasts more than 70 hotels and resorts, 600 restaurants and 50 spas. That activity adds up to big business. The annual economic impact of Scottsdale visitors is estimated at $2.9 billion. Annual tax revenue generated by visitors is $35.4 million – representing about one in every five city tax dollars. Special Events Every January through March, Scottsdale captures the national spotlight with an eclectic mix of sport and cultural events that draw thousands of spectators and millions of television viewers. Scottsdale resorts annually host both Fiesta Bowl teams and the city’s Downtown becomes the focal point for pep rallies and fan parties. The Barrett-Jackson Collector Car Auction headlines a week of local automotive attractions and becomes the star of more than 40 hours of live TV coverage. The Waste Management Phoenix Open unfolds at the Scottsdale Tournament Players Club, featuring more national TV coverage and the largest, loudest galleries in golf. The All Arabian Horse Show – among the largest horse shows in the nation – and Scottsdale’s festive Parada del Sol Parade and Rodeo follow later. In March, Major League Baseball takes center stage. Downtown Scottsdale serves as the spring home of the San Francisco Giants and makes the city a headquarters for visiting fans and media from across the nation. Scottsdale’s Top Destinations D R. WestWorld Pinnacle Peak Park McDOWELL SONORAN PRESERVE TPC Scottsdale Preserve Gateway Scottsdale Scottsdale Airport / Airpark Taliesin West McDOWELL SONORAN PRESERVE 101 McCormick-Stillman Railroad Park PIESTEWA PEAK FWY. Scottsdale Fashion Square Downtown Scottsdale Indian Bend Wash Greenbelt 101 Phoenix Mesa Tempe Scottsdale Stadium - xi - SkySong the ASU Scottsdale Innovation Center What others are saying Scottsdale is consistently rated as one of the top places to live in the nation, and has been ranked among the best-run cities in the nation. Scottsdale’s strong tourism industry keeps taxes low and city service levels high. Scottsdale is one of only a handful of cities nationwide to enjoy a “AAA” bond rating from all major financial rating organizations. Here is what other people are saying about Scottsdale: “The city’s high rating is primarily based on the city’s large and diverse tax base, high wealth indices, and overall rebounding economy that has regained strength. Also, the city has a history of strong fiscal management even through the downturn.” - Moody’s “The city packing the heaviest post-65 punch in America sits just off the northeastern fringe of Phoenix, luring newcomers -- or retaining longtime locals -- with plenty of play and rays.” - MSN Money “Scottsdale bills itself as “The West’s Most Western Town.” It’s also a richer, safer sister to Arizona’s capital, Phoenix. Scottsdale residents earn almost $40,000 more in median household income. They can spend that money in the seven small districts of Scottsdale’s downtown area, which house more than 80 art galleries.” - Bloomberg Businessweek “The city has a growing and diversified local economic base, low unemployment rates, and wealth levels that are well above state and national averages. Long term regional economic prospects remain positive.” - FitchRatings “Sunny Scottsdale was able to vault to the number one spot… You could take the kids to a tournament at TPC Scottsdale; or perhaps, even play it… One thing that separates adults from children is their affinity for mud. Mighty Mud Mania is an annual event in Chaparral Park.” MyLife.com “Now if you are looking for the best of everything, then Scottsdale is your city… It is home to top rated spas, resorts, restaurants and an amazing selection of retail stores. Along with having the best of everything, you will be impressed with how safe you will feel in Scottsdale.” - AreaVibes “Scottsdale’s best features are its beautiful natural environment and its arts and cultural amenities. The charm of old town, the uniqueness of its southwestern heritage, the trolley system, well-maintained parks, art events and diverse businesses have “something for everyone” which appeals to residents and tourists alike. The sense of community, safe neighborhoods and quality roads add to its appeal.” - Future Leaders Town Hall “Come playtime, Scottsdale shines. Indian Bend Wash, a 7½-mile greenbelt, links five community parks; McDowell Sonoran Preserve, a 16,000-acre sanctuary, is open for hiking, biking, and horseback riding.” - Sunset Magazine “Scottsdale’s climate attracts full-time residents and visitors, and the city’s web-savvy businesses are connecting tourists and locals alike with the area’s outdoor activities, restaurants and shops.” - Google eCity “Scottsdale’s become synonymous with swank, but the town’s Western, outdoorsy roots are still alive and kicking.” Sunset Magazine - xii - 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 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. Unincorporated County Land Scottsdale McDowell Mountain Regional Park Phoenix Fountain Hills Paradise Valley Fort McDowell Indian Community Average Daily Maximum and Minimum Temperatures Salt River Pima Indian Community 73 69 Mesa 42 39 Tempe Jan Feb 78 46 95 86 103 60 52 Mar Apr 68 May Jun 105 103 75 75 Jul 100 68 Aug Sep 89 78 56 45 Oct 68 38 Nov Dec Source: The Weather Channel, weather.com, July 2014 Scottsdale’s Population Growth 1951 1960 1970 1980 1990 2000 2010 2014 2020 2030 2040 2,021 10,026 67,841 88,364 130,069 202,705 217,365 224,800 252,200 283,000 296,300 Scottsdale’s Population in Comparison to Our Neighbors Phoenix 1,495,900 Mesa 452,900 Chandler 247,100 Glendale 234,100 Gilbert 231,200 Scottsdale 224,800 Tempe 167,900 Peoria 164,400 Source: U.S. Census, Population Division, Arizona Office of Employment and Population Statistics and Maricopa Association of Governments - xiii - Scottsdale’s Residents Residents Grouped By Age Birth to 5 8,295 20 34,713 Median Age: 44.4 25 12,501 Sex 55 75 92,149 residents 57,428 18,431 Race and Ethnic Origin Hispanic or Latino - 9% - 20,488 Male (of any race) Asian - 4% - 9,901 49% 51% Black or African American - 2% - 5,231 Two or more races - 1% - 1,561 Female Native American - 1% - 1,671 White - 83% - 184,665 Housing Occupancy Total Housing Units - 125,076 Seasonal Housing & Vacant Units - 24,214 (19%) Occupied Housing Units - 100,862 (81%) Owner Occupied - 66,101 (66%) Renter Occupied 34,761 (34%) Homeowner vacancy rate 2% Rental vacancy rate 10% Educational Attainment Graduate or Bachelor’s Degree professional degree 54,820 (33%) 36,663 (22%) 168,008 (Population 25 years and older) Associate Degree/ Some College 48,074 (29%) - xiv - High School Graduate 22,573 (13%) Less than High School Graduate 5,878 (3%) Household Income Distribution $200,000 + 11,037 11% Less than $25,000 16,451 16% General Plan Land Use Source: City of Scottsdale $50,000 - $99,999 28,555 28% $ $100,000 - $199,999 24,614 24% $25,000 - $49,000 20,205 20% Median Household Income $72,102 Mean Household Income $109,302 47% Residential 3% Mixed Use 43% Open Space 7% Commercial/Employment/ Office/Public (non-residential) Median Housing Value Phoenix Mesa Chandler Glendale Scottsdale Gilbert Tempe Peoria $140,500 $129,400 $201,400 $124,800 $355,200 $209,300 $174,200 $162,900 - xv - Major Employers by Number of Employees 6,134 2,929 2,186 1,501 Recreated PMS 2,583 2,446 1,851 1,000 1,088 1,350 Total Annual Employment 113,444 in June 2014 Occupational Composition Civilian employed population 16 and over: 112,778 Management, business, science and arts - 59,979 - 53% Sales and office - 31,791 - 28% Service - 13,927 - 12% Production, transportation and material moving - 4,497 - 4% Natural resources, construction and maintenance - 2,584 - 2% Source: Except as noted, all information in this report is from the U.S. Census Bureau 2012 American Community Survey, 1-year estimate More demographic information is available in the comprehensive annual financial report available at: www.ScottsdaleAZ.gov/finance Simply Better Service for a World-Class Community People who provide the service The city employed 2,147 full-time and 299 part-time workers at the end of the year. There were two fewer full-time and 17 fewer part-time workers than the prior year. More than 4,000 residents volunteered 200,000 hours with the city. About 150 residents volunteer on the city’s boards, commissions and task forces. 1,003 City Employees by Division 2008/09 versus 2014/15 932 2808 FTEs for FY 2008/09 (peak employment) 2418 for FY 2014/15 545 448 303 279 229 193 295 157 188 121 City Officials & Charter Officers 328 Administrative Services 205 Community & Economic Development Community Services Public Safety Public Works Water Resources Workforce Statistics Sex Male 68% Female 32% Age 15-35 55+ Race and Ethnic Origin 18% 31% 51% 78% White 16% Hispanic 3% African American 2% Asian 1% Native American 36-54 Years of Service 35% 32% 29% 4% 5 or less 5 to 10 10 to 25 Over 25 - xvii - Simply Better Service - Keeping the Community Safe 4 POLICE 15 FIRE stations stations 359 police vehicles 10,874 fire hydrants 297 13 engine companies traffic signals 4 Ladder Companies 4 Brush Trucks 1 Hazardous Material Response Vehicle 1 Airport Rescue Fire Fighting Vehicle quivalent 2,947 e 12' wid e lane miles of road 2,079 miles of water mains 1,429 miles of sanitary sewers 188 miles of storm sewers - xviii - Simply Better Service - Services that Enhance Quality of Life 30,165 acres of preserve land 42 975 total acres 11 trailheads a nd 115 miles o f non motorized tra il s 70 45 miles of paved pathway 30 40 basketball volleyball 6 centers community courts courts 4fitness facilities 4 aquatic facilities 1 railroad park 3areas off-leash 2 skate parks 3 equestrian 55 7spray pads 2 senior centers facilities - xix - 2 s playgroun ds 5 libraries World Class Community - Arts, Culture and Tourism As the West’s Most Western Town, our roots are reflected in the arts, culture and events in Scottsdale. There are more than 70 public art works in Scottsdale. Here are some of our favorite equine sculptures in the public art collection. Passing the Legacy Bronze Horse Fountain by Herb Mignery by Bob Parks Jack Knife The Yearlings by George-Ann Tognoni Water Mark by Ed Mell by Laura Haddad and Tom Drugan Tony Nelssen Equestrian Center The expanded Tony Nelssen Equestrian Center at WestWorld opened in January 2014 as a flexible space for a wide variety of events and shows. At 63 feet, it’s taller than a fivestory building. It covers more than 257,000 square feet about the same floor area as a typical 25-story building. You could fit a football field with 12 rows of bleachers and a press box inside the North Hall -- but your punts might hit the ceiling Two Boeing 747s could fit inside the North Hall… if you could get them through the door. Most of WestWorld, including the Tony Nelssen Equestrian Center, sits on federal land managed by the Bureau of Reclamation - xx - More than 70 events were booked at WestWorld in 2014 including horse shows, auto auctions, rodeos, bull riding, home shows, a pet expo and a circus. City Manager PHONE 3939 N. Drinkwater Blvd. Scottsdale, AZ 85251 FAX WEB 480-312-2800 480-312-9055 www.ScottsdaleAZ.gov July 1, 2014 Honorable Mayor and City Council: The Fiscal Year 2014/15 budget is balanced and incorporates the priorities and policy direction expressed by the city council over the previous year. Throughout the budget process we focused on spending money smarter, making city government leaner and more efficient. The economy continues its slow recovery, while the city’s budget also must reflect rising operating costs. In the next fiscal year, general fund revenues are projected to increase by $9.1 million – about 4 percent. Some of this additional money must be used to cover increasing operating expenses. These expenses include an additional $2.1 million for maintenance, operation and replacement of city vehicles, computers and equipment, and an additional $2 million to cover rate increases for employee healthcare and retirement. We reduced ongoing spending by $2.7 million in the general fund and eliminated 18 fulltime positions (two non-general fund positions also were eliminated). These actions allow us to set aside 3 percent of payroll for salary increases for employees who perform well, consistent with council’s goal to reinvest in a high performance organization. In addition, $13 million will be transferred from the general fund to the Capital Improvement Program (CIP) for critical infrastructure projects. We project to spend $230 million on capital projects in the next fiscal year, highlights include: • Complete Scottsdale’s Museum of the West • Complete renovations to the TPC Scottsdale clubhouse and Stadium Course • Begin construction of a multi-use path along the Arizona Canal from Chaparral Road to McDonald Drive • Add bicycle and pedestrian capacity to the McDowell Road bridge over the Indian Bend Wash Greenbelt • Begin construction of a multilane roundabout and transit improvements at 90th Street and Shea Boulevard adjacent to Mustang Library • Complete bicycle lanes and pedestrian amenities on Thomas Road from Scottsdale Road to the Indian Bend Wash Greenbelt bridge • Purchase land and begin design of a permanent location for Fire Station 613 (near Scottsdale and Jomax roads) • Upgrade treatment technology at Chaparral Water Treatment Plant to meet stricter regulations • Complete storm drainage improvements for the Upper Camelback Wash Watershed (from Shea Boulevard to Sweetwater Avenue, 90th Street to 96th Place) • Begin storm drainage improvements in the Granite Reef Watershed (from Chaparral Road to the Salt River, Granite Reef Road to Pima Road) - xxi - Additionally, consolidating city staff into other facilities will allow the sale of excess city buildings. Proceeds from those sales (when they happen) will contribute one-time money to the CIP, return property to the tax rolls and reduce ongoing maintenance costs. This budget provides the financial resources and policy direction to achieve the new city mission adopted by the City Council in December 2013: Simply Better Service for a World Class Community. Sincerely, Fritz Behring City Manager - xxii - -xxiii - Budget Award for Fiscal Year 2013/14 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, 2013. 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. - xxiv - This Certificate of Excellence is presented to Scottsdale, AZ for exceeding the standards established by the ICMA Center for Performance Analytics™ in the identification and public reporting of key outcome measures, surveying of both residents and employees, and the pervasiveness of performance management in the organization’s culture. Presented at the 100th ICMA Annual Conference Charlotte/Mecklenburg County, North Carolina 15 September 2014 Rob e rt J. O’Ne i ll Jr. I C MA Ex e c utive Di r e ctor Si mon Far b r oth e r I C M A Pr e s i de n t Ran dall H. Re i d Di r e ctor of Pe r f or manc e In itiative s I C MA Ce nte r f or Pe r f or manc e Analy tic s - xxv - FY 2014/15 Adopted Budget - xxvi - 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 2014/15. 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 2014/15 budget. Each of these items was discussed during City Council’s public budget review sessions:  $5.8 million, or the equivalency of 3 percent of payroll, for a pay program designed to reward employee performance and address other pay 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 3.3 percent healthcare premium rate increase and increases to certain co-pays (employees and applicable spouses can earn an incentive payment of up to $240 by completing a wellness exam and health risk assessment)  This budget incorporates $2.7 million in spending cuts in the general fund. This is achieved primarily though the elimination of 18 general fund positions (two non-general fund positions also were eliminated). Many of these positions are vacant, but some are filled.  Selling excess city buildings and transferring the $3.5 million of one-time proceeds along with $7.0 million of accumulated prior year surpluses to the Capital Improvement Plan for improvement for the upkeep of the city’s infrastructure.  Water Rate and Charges o No overall rate increase o Service charge adjustments adopted to meet cost recovery requirements for various services  Water Reclamation Rate and Charges o No overall rate increase o Elimination of the Customer Service Charge of $1.35 per month, per user o Implementation of a base fee determined by meter size o Reduction in volumetric charges as an offset to revenues generated on base fees  Rate/fee adjustments for City Attorney, City Court, Community and Economic Development, Community Services, Public Safety – Fire and Public Safety – Police City of Scottsdale FY 2014/15 Adopted Budget - Volume One -1- Table of Contents Overview Executive Summary How the adopted budget will affect citizens’ property tax rates The FY 2014/15 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 Self-Insurance Fund reserve of $2.1 million for tort liability claim payments made during calendar year 2013. For FY 2014/15, the city’s total adopted primary property tax levy of $27.82 million is an increase of $2.17 million over the prior year levy (the total increase is the result of new growth on the tax roll and the tort recovery). 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 $0.5342 cents increased by $0.0238 to $0.5580 cents per $100 of assessed valuation in FY 2014/15 (the rate increased due to the increased tort levy). For FY 2014/15, the city’s adopted secondary property tax levy is slightly decreasing over the FY 2013/14 adopted budget by approximately $1.1 million to $35.6 million. The prior year secondary tax rate of $0.7604 decreased by $0.0735 to $0.6869 per $100 of assessed valuation in FY 2014/15 (mainly due to the 7.2 percent increase in the city’s secondary assessed valuations and the $1.4 million decrease in the levy). The combined tax levy is the aggregate of the primary (limited) and secondary (unlimited) levies. For FY 2014/15, the city’s total adopted combined property tax levy increased over FY 2013/14 by approximately $1.0 million. In FY 2014/15, citizen tax bills will reflect an estimated combined property tax rate of $1.2449 which is $0.0497 less than the adopted combined FY 2013/14 rate of $1.2946. 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. How the adopted budget will affect compensation and staffing levels Compensation and benefits – The budget includes $5.8 million ($4.6 million General Fund) for a pay program designed to reward employee performance and address other pay issues. Additionally, the amounts that the city and employees will pay for health insurance premiums and retirement benefits have increased. The city will pay an additional $0.8 million (all funds) for health insurance premiums and an additional $1.5 million (all funds) in retirement contributions for FY 2014/15. Staffing Changes – Approximately 18.0 full-time equivalents (FTE) in the General Fund, 20.0 FTEs all funds have been eliminated to achieve $2.7 million in spending cuts. These actions allow us to provide salary increases up to 3 percent for employees who perform well, consistent with council’s goal to reinvest in a high performance organization. With these additions, the city’s total FTE count will be 2,418. This total is 14 percent lower than the city’s peak authorized staffing of 2,808 in FY 2008/09. These staffing changes are summarized in the following schedule, using full-time equivalent positions (FTEs). City of Scottsdale FY 2014/15 Adopted Budget - Volume One -2- Table of Contents Overview Executive Summary FTE Changes: FY 2013/14 Adopted FTEs FY 2014/15 Adopted FTEs: 2,429.72 Administrative Secretary Auditor, Sr. (1.00) (1.00) Court Services Rep (0.60) Customer Service Rep Financial Analyst, Sr. (1.00) (1.00) Firefighters 8.00 * Grant Program Specialist (1.00) Human Resources Analyst, Sr. (2.00) Human Resources Manager (2.00) Human Resources Rep., Sr. (0.50) Intern Library Aide 0.47 (0.62) Library Assistant Management Analyst (0.75) (1.00) Municipal Sec. Guard, Lead (1.00) Personnel Supervisor (1.00) Planner, Principle (0.50) Recreation Leader I Recreation Leader II (0.41) (1.16) Secretary Service Support Worker (1.00) (1.00) Tax Audit Manager (1.00) Tax Auditor, Sr. Net Change FY 2014/15 Adopted FTEs Decrease (1.00) (12.07) 2,417.65 (0.5%) * Added by City Council during FY 2013/14. Fund Highlights The remainder of this Executive Summary highlights the key elements of each fund in the FY 2014/15 budget. Because of the size and importance of the General Fund, it is presented first and in more detail. City of Scottsdale FY 2014/15 Adopted Budget - Volume One -3- Table of Contents Overview Executive Summary 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 2014/15 are $254.4 million, approximately $15.6 million (6.5 percent) more than the FY 2013/14 adopted budget. The following chart summarizes the major revenues. General Fund Sources FY 2014/15: $254.4 ($ millions) 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 2014/15 forecast amount of $106.7 million is about $13.5 million or 11.2 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One -4- Table of Contents Overview Executive Summary 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 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 70 percent of the General Fund transfers-in. Property Tax – For FY 2014/15, the city’s total adopted primary property tax levy of $27.82 million is an increase of $2.17 million over the prior year levy (the total increase is the result of new growth on the tax roll and the tort recovery). 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 $0.5342 cents increased by $0.0238 to $0.5580 per $100 of assessed valuation in FY 2014/15 (the rate increased due to the increased tort levy). General Fund - Uses The adopted FY 2014/15 General Fund uses budget is projected to be approximately $286.4 million (including $26.4 million in contingency and reserves) or $7.7 million (2.8 percent) more than the FY 2013/14 adopted budget. The following chart provides a summary of the General Fund uses. General Fund Uses FY 2014/15: $286.4 ($ millions) City of Scottsdale FY 2014/15 Adopted Budget - Volume One -5- Table of Contents Overview Executive Summary General Fund Balances and Reserves The FY 2014/15 budget includes the following: General Fund Reserve – This reserve is budgeted to be $23.4 million at June 30, 2015; or ten percent of annual General Fund operating 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 $3.0 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 $8.0 million is expected at June 30, 2015. 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 $34.0 million. Uses total about $34.5 million; $25.3 million represents operating expenses and $9.2 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 $7.0 million for transit contracts (which includes an increase of $0.4 million from the FY 2013/14 adopted budget related to the Intergovernmental Agreement with the City of Phoenix to restore pre-recession routes and expanded service with SkySong/Light Rail routes) and $3.7 million for the street overlay program (which includes one-time funding of $0.9 million for deferred street overlay work and concrete repair). 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 $33.3 million. Approximately $32.7 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, 2015 is expected to be $23.9 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One -6- Table of Contents Overview Executive Summary in May 2012, identifies the authorized expenditures to be made from this fund. This fund became active after the start of FY 2012/13. 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 $83.7 million for FY 2014/15. A total of about $83.6 million is planned for debt service payments in FY 2014/15, which is relatively flat to the FY 2013/14 adopted budget. 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 needs identified through the asset management program  Operating cost increases for purchased water which includes price increase to purchase Central Arizona Project (CAP) water for fiscal year 2014/15 and beyond  Operating cost increase for electricity rates  Operating cost increases for compliance with federal regulations  Operating cost decrease related to citywide indirect cost allocations Sewer Fund – Revenue requirements for the Sewer Fund are significantly impacted by wastewater collection system maintenance and improvements which are essential to ensure regulatory compliance with new Capacity, Management, Operations and Maintenance (CMOM) regulations and minimize wastewater system overflows. Other cost factors affecting the sewer/water reclamation enterprise fund revenue requirements over the five year planning period include:  Capital costs for rate-funded wastewater system improvements to address aging infrastructure replacement needs identified through the asset management program effort  Capital projects related to the Multi-City Sub-regional Operating Group (SROG) 91st Avenue Water Reclamation Treatment Plant and collection system  Operating cost increase for electricity rates  Operating cost increases for compliance with federal and state regulations  Operating cost decreases from the renegotiation of an effluent sales contract between the SROG and the Palo Verde Nuclear Generating Station  Operating cost decrease related to city wide indirect cost allocations Solid Waste Fund - Existing rates and fees are expected to generate sufficient revenue to cover forecasted FY 2014/15 costs for both the Residential and Commercial Solid Waste programs. Therefore, no adjustments were made to the solid waste rates and fees for FY 2014/15. City of Scottsdale FY 2014/15 Adopted Budget - Volume One -7- Table of Contents Overview Executive Summary Aviation Fund estimates sufficient revenues to cover expenses and maintain an operating reserve; therefore, no rate or fee increases are included for FY 2014/15. 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. 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 ($7.2 million), and fuel costs ($4.9 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 $7.6 million as of June 30, 2015 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 2014/15, user divisions are assessed estimated costs of $1.0 million – leaving an ending fund balance of $1.3 million on June 30, 2015. 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 $9.2 million. The ending fund balance as of June 30, 2014 of about $14.6 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 $27.4 million in healthcare costs is shared by the city, its employees and retirees. For FY 2014/15, there was a 3.3 percent overall healthcare premium rate increase for active employees and increases to certain co-pays (employees and applicable spouses can earn an incentive payment of up to $240 to offset some of this increase by completing a wellness exam and health risk assessment). The ending fund balance as of June 30, 2015 of $6.8 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 $15.5 million total grants are two larger grants – Section 8 Housing at $6.0 million and the Community Development Block Grants (CDBG) $2.8 million. In addition to numerous identified smaller grants, the city includes $4.8 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 2014/15 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One -8- Table of Contents Overview Executive Summary 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 are estimated at $0.5 million and expenditures are estimated at $0.6 million for FY 2014/15. The ending fund balance of all Special 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 bonds, 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 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 2014/15 total $506.1 million and consist of the following: $367.5 million (or 73 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. $138.6 million (or 27 percent of the total CIP budget) of new funding for new and existing projects. Below is a brief summary of the $506.1 million capital budget highlights by program, along with some notable examples in each capital program area: Community Facilities ($40.6 million) – this program focuses on providing parks, park improvements, multiuse paths, neighborhood enhancements, youth sports lighting, aquatic centers, library facilities and senior centers. Approximately 8.0 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, the TPC Clubhouse and Stadium Course Renovations and the Scottsdale Museum of the West. Preservation ($174.9 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 34.6 percent of the CIP addresses this program. Significant proposed preserve projects include the North Area Access Control and Stabilization, the North Area Trail Construction and the Pima/Dynamite Trailhead. Drainage and Flood Control ($13.2 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 2.6 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 and the Granite Reef Watershed. City of Scottsdale FY 2014/15 Adopted Budget - Volume One -9- Table of Contents Overview Executive Summary Public Safety ($9.6 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 1.9 percent of the CIP addresses the public safety needs of the city. The proposed Public Safety budget includes key projects such as the completion of the Special Investigations Building, Fire Radio Replacements and the design of the Relocation and Construction of Fire Station 613. Service Facilities ($13.0 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 2.5 percent of the CIP addresses this program. Service Facilities projects include Facilities Repair and Maintenance Program, Network and Server Infrastructure replacement program and North Corporation Yard Compressed Natural Gas Compliance. Transportation ($114.3 million) – this program addresses the multi-modal transportation needs. Approximately 22.6 percent of the CIP addresses the transportation needs of the city. Significant proposed Transportation projects include a new maintenance facility at the Airport, a multi-use path along the Arizona Canal from Chaparral Road to McDonald Drive, the addition of a bicycle and pedestrian capacity to the McDowell Road Bridge over Indian Bend Wash and a multilane roundabout and transit improvements at 90 th Street adjacent to Mustang Library. Water Management ($140.5 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 27.8 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 2014/15, the budget assumes the General Fund will transfer a total of $5.5 million to the CIP. City of Scottsdale FY 2014/15 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 2014/15 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 2014/15 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, 2014. 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 2014/15 adopted classification / compensation schedule. 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 2014/15 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 2014/15 Adopted Budget - Volume One - 11 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 12 - Table of Contents Overview Budget Development Process Overview Budget Development Process 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 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. The term stakeholder refers to anyone affected by or who has a stake in government. This term stakeholder includes, but is not limited to: citizens, customers, elected officials, management, employees and their representatives (whether unions or other agents), businesses, vendors, other governments, and the media. It is vital that the budget processes include diverse stakeholders. The budget process should accomplish the following:  Involve stakeholders  Identify stakeholder issues and concerns  Obtain stakeholder support for the overall budgeting process  Achieve stakeholder acceptance of decisions related to goals, services, and resource utilization  Report to stakeholders on services and resource utilization, and serve generally to enhance the stakeholders’ view of government The importance of this aspect of the budget process cannot be overstated. Regular and frequent reporting is City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 13 - Table of Contents Overview Budget Development Process Overview Budget Development Process necessary to provide accountability and educate and inform stakeholders. Communication and involvement are essential components of every aspect of the budget process. Principles and Elements of the Budget Process 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 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. 4) Evaluate Performance and Make Adjustments – Program and financial performance should be continually evaluated, and adjustments made, to encourage progress toward achieving goals. 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. 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. 1) Budget Roles and Responsibilities 2) 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 a) Monitor, measure, and evaluate performance b) Make adjustments, as needed 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 division 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 14 - Table of Contents Overview Budget Development Process Overview Budget Development Process 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, division 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 division 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 division director is responsible for evaluating, reviewing, justifying and prioritizing all operating and capital budget requests for their division. Only those requests, that a division director believes support the City Council’s broad goals, the city’s general plan, city manager’s work plan, 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 summarizing budget requests from divisions and preparing budget review materials for the city treasurer, division directors, city manager, City Council, media and citizens. The city treasurer and division 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. 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 bi-weekly meetings with the budget director and city treasurer to ensure the staff is preparing a proposed budget that addresses 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 decisionmaking. The City Council reviews key aspects of the city manager’s proposed budget such as -- the city’s multiyear financial plan including an examination of the revenue forecast and related assumptions, employee compensation including healthcare and retirement costs, changes to rates and fees, comprehensive financial policies, debt schedules, property tax rate and the capital budget. The budget process culminates in late spring with the Mayor and City Council holding public budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 15 - Table of Contents Overview Budget Development Process Overview Budget Development Process hearings. The Mayor and City Council are ultimately responsible for the review of the city manager’s proposed budget, tentative budget adoption (mid-May) and final adoption of the budget (early June). All City Council budget hearings are open to the public for comment and are broadcast on CityCable 11 and the city’s web page. 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 work study session 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, and discuss relevant issues such as the most recent economic / revenue forecast and emerging budget / legislative / policy issues. The work study session 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. 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, 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 decision-making. The division 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. Later in the fall after the CIP is underway, the city staff update their proposed performance measurements. The City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 16 - Table of Contents Overview Budget Development Process Overview Budget Development Process 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 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, division 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 through televised public meetings, Internet and/or a combination of these formats. The City Council holds public meetings to review key operating and capital budget policy items. The discussions also focus on the city’s five-year financial plans and how the divisions’ 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. 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 17 - Table of Contents Overview Budget Development Process Overview Budget Development Process 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) 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 the following funds — Special Revenue, Debt Service, Enterprise, Internal Service, Grants, 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 City Treasurer’s Office 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. 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 City Treasurer’s Office staff, division 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 18 - Table of Contents Overview Budget Development Process Overview Budget Development Process 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 City Treasurer’s Office staff. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 19 - Table of Contents Overview Budget Development Process 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 Implementation, Monitoring and Amending the Budget July - June Implement Adopted Budget Monitor Citywide Financial Performance Budget Process Review & Adjustment City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 20 - Hold Public Budget Forums and Hearings Present Key Issues Table of Contents Overview Budget Development Process Overview Budget Development Process 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 unexpected 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 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.  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 Management 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. 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. 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, and Capital Improvement Plan. 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 City of Scottsdale’s Budget for FY 2014/15 is comprised of two volumes: The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are: Operating and Capital Budget Relationship 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 2014/15 through FY 2018/19. This section also provides five-year historical summaries for revenues and expenditures by fund. A City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 21 - Table of Contents Overview Budget Development Process Overview Budget Development Process summary by division section is included and contains 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 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 City Treasurer’s Office 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 22 - Table of Contents Overview Budget Development Process Overview Budget Development Process pending legislative changes all intended to avoid 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 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 2014/15 Adopted Budget - Volume One - 23 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 24 - Table of Contents Overview Budget Calendar BUDGET PLANNING AND DEVELOPMENT FISCAL YEAR 2014/15 CALENDAR Strategic Planning Process Needs Assessment and Financial Capacity Forecast Multi-year Revenues Evaluate Infrastructure Needs Developing Broad Goals & Strategic Directives Create Fiscal Forecasting Assumptions Develop Financial Trends 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.) Internal Service Rates Finalized Line Item Analytical Review City Management Review Mission Statements Preparation/Review Organizational Charts Preparation/Review Finalize Proposed Five-Year Financial Plans Operating 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 2014/15 Adopted Budget - Volume One - 25 - Table of Contents Overview Budget Liaisons and CIP Liaisons 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 the City Treasurer’s Office 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 City Treasurer’s Office 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........................................................ Ken Kung* Public Safety – Police ................................. Christy Alonzo* City Manager ........................................... Brent Stockwell Public Works ............................................... Monica Staats* City Treasurer ............................................. Ryan Fielder* Water Resources ...........................Gina Kirklin/Ron Dolan* City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 26 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance Operating Management 1. 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. 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. 5. The full City Council will solicit citizen input and review the operating and capital budget recommendations from a divisional, program, and goals perspective. 6. 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. 7. A diversified and stable revenue system will be developed to protect City services from short-term fluctuations in any single revenue source. 8. 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. 9. 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. 10. All other user fees and charges will be examined periodically to determine the direct and indirect cost of service recovery rate, excluding voterapproved debt service. The acceptable recovery rate and any associated changes to user fees and charges will be approved by the City Council. 11. 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 development-related expenses and be approved by City Council. Any unfavorable balances in cost recovery will be highlighted in budget documents. 12. The use or replacement of Fleet and Information Technology (PC, phones and copier systems) will be accounted for through the use of a direct or 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 equipment. Replacement costs will be based upon equipment lifecycle financial analysis. 13. 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 27 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance only after all program priorities and alternatives are considered during the budget process. 14. 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. 15. 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. 16. Uncollectible accounts will be no more than 0.5 of one percent (1%) of revenue on an annual basis unless otherwise approved by City Council. 17. 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. 18. 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. 19. 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. 20. Property tax will be levied to recover: (1) 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 over the previous year’s primary levy. 21. (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 the 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. 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 28 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance may be allocated without limitations, except that they may 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 twentyfive 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 (excluding Preserve General Obligation debt) will be managed on an annual basis to match funds to Capital Improvement Plan cash flow requirements. The City will not exceed $1.50 combined property tax per $100 assessed value unless otherwise directed by City Council. 29. Non-voter approved debt, will be utilized only when a dedicated revenue source (e.g., facility revenue and bed tax) can be identified to pay, or reimburse the city for paying, debt service expenses. City Debt Service (excluding enterprise, general obligation and preservation) costs (Municipal Property Corporation, Revenue Bond, and Contractual Debt) should not exceed five percent (5%) of the city’s current or future annual operating revenue in order to control fixed costs and ensure expenditure flexibility. The following considerations will be made to the question of pledging of project (facility) revenues towards debt service requirements: a. The project requires monies not available from other sources. b. Matching fund monies are available which may be lost if not applied for in a timely manner. c. Catastrophic conditions. d. 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 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 29 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance 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 fifty 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. The following stabilization reserves will be maintained for unforeseen emergencies or catastrophic impacts to the City: a. General Fund Stabilization Reserve of 10 percent of annual General Fund operating expenditures; b. Transportation Fund Stabilization Reserve of 10 percent of annual Transportation Fund operating expenditures. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 30 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance 36. Debt Service Reserve will be funded with secondary property taxes, levied by City Council, sufficient to pay the bonded indebtedness for General Obligation bond principal and interest. A debt service sinking fund will be maintained to account for these restricted revenues and debt payments, as well as any additional debt amounts deemed to be advisable and necessary for any public or municipal purposes. 37. A privilege tax debt reserve will be funded at no less than the annual debt service for all currently outstanding one percent (1%) privilege tax supported debt to be temporarily used for unforeseen emergencies or catastrophic impacts to the city. 38. Contingency Reserves for each fund to be established annually will be maintained to offset unexpected expenditure increases. Contingency reserves may also be used for unanticipated and/or inadequately budgeted events threatening the public health or safety. Use of contingency funds should be utilized only after all budget sources have been examined for available funds, and subject to City Council approval. 39. Separate Operating Fund Reserves will be maintained for the City’s Water, Sewer, Solid Waste Management, and Aviation Enterprise Funds. Such reserves shall be funded between 60 and 90 days of budgeted operating expenditures, excluding expenditures for debt service. Operating Fund Reserves shall be maintained to provide contingency funding and expenditure flexibility in the event of unexpected declines in revenue or increases in costs. 40. Replacement and Extension Reserves will be maintained by the Water and Sewer Enterprise Funds to ensure adequate resources for replacement of water and sewer infrastructure. Such reserves shall equal two percent (2%) of the gross book value of all tangible fixed assets of the system and shall be utilized only to provide contingency funding and expenditure flexibility during times of unusual circumstances. 41. Self-Insurance Reserves will be maintained at a level, which, together with purchased insurance policies, will adequately indemnify the City’s property, liability, and health benefit loss exposures. An independent actuarial firm shall be retained on an annual basis to develop appropriate reserve levels, which will be considered when establishing such reserve. 42. The Fleet Fund and PC Replacement Fund will be maintained to ensure adequate funding for systematic replacement and operational needs. 43. Any intentional drawdown of fund reserves requires City Council approval. Financial Reporting 44. 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. 45. 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. 46. Financial systems will maintain internal controls to monitor revenues and expenditures on an ongoing basis. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 31 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 32 - Table of Contents Budget by Fund Fund Accounting - Fund Types Fund Accounting Structure Special Revenue Trust Fund 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 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 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. 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 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 Funds – 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 2014/15 Adopted Budget - Volume One - 33 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 34 - Table of Contents Budget by Fund Total Budget Overview Adopted Budget $1,172.3 Million (a) Grants, Trust,& Special Districts Operating Budgets $501.1M (a) $16.1M Capital Projects $506.1M Contingencies / Reserves $149.1M General Fund $234.5M Grant Funds $15.5M Community Facilities $40.6M General Fund $26.5M Special Revenue $43.7M Trusts & Special Districts $0.6M Preservation $174.9M Special Revenue $7.0M Debt Service Funds $83.6M Drainage / Flood Control $13.2M Grant Funds $3.0M Enterprise Funds $133.0M Public Safety $9.6M Enterprise Funds $70.2M Internal Service $6.3M (a) $56.1M (b) Service Facilities $13.0M Internal Service $27.1M Transportation $114.3M Capital Projects $15.3M Water Management $140.5M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $49.8M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $49.8M City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 35 - Table of Contents Budget by Fund Total Budget Overview The total Scottsdale budget consists of $984.6 million in revenue, $274.0 million in prior year CIP unexpended funds, $118.0 million in anticipated bond proceeds, $63.4 million in property taxes, and $529.2 million in operating, capital, and contingent revenues. A complete detail of sources can be found on the Total Budget Appropriation schedule. Below is the sources breakdown by fund type. The total Scottsdale adopted budget appropriates $1,172.3 in uses, with the Capital Improvement Funds accounting for the largest portion of the annual budget appropriation. This is a decrease of approximately $21 million or 2 percent from the FY 2013/14 adopted budget. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 36 - Table of Contents Budget by Fund Total Budget Overview The largest expense category in the FY 2014/15 budget is for Capital Outlay. Expenses for Personnel, Contractual, and Commodities together account for $435.1 million, or approximately 37 percent of the total authorized budget. Total Budget Appropriation $1,172.3 million by Expense Type Debt Service $116.1 10% Other* $106.3 9% Personnel $208.2 18% Contractual $180.5 15% Commodities $46.4 4% Capital Outlay $514.9 44% *Other includes Contingency, Reserve Appropriations, Internal Service Funds Offsets and Indirect Costs Sources Beginning Balance Revenue Uses Transfers In Contractual & Commodities Debt Service Personnel General Fund $ 39,988,808 244,405,209 9,990,042 Special Revenue Funds Transportation Grants Special Districts Preservation Special Programs Tourism Development $ 8,297,131 $ $ 68,314 $ 23,323,667 $ 6,500,055 $ 7,619,146 33,973,267 18,477,620 533,043 33,296,678 10,271,355 17,414,500 Debt Service Funds $ 16,472,642 Enterprise Funds Water/Water Reclamation $ 82,902,115 Solid Waste $ 11,742,082 Aviation $ 3,635,096 Capital Outlay Transfers Out Other* Ending Balance $ 168,756,715 57,678,844 7,819,636 210,324 26,446,552 25,460,876 $ 60,000 - $ $ $ $ $ $ 5,862,461 762,373 1,866,800 170,757 18,477,487 14,056,892 599,654 2,200 4,062,852 10,273,623 865,067 653,555 1,418,527 2,620 85,300 184,000 425,000 3,029,032 3,000,000 1,500,000 2,500,000 9,256,133 4,600 32,689,178 1,074,601 8,900,300 $ 4,694,918 $ 200 $ 1,703 $ 23,928,967 $ 6,724,630 $ 2,761,346 37,030,180 46,682,377 $ - 83,567,557 - - - - $ 16,617,642 142,285,121 20,139,178 3,554,161 16,001,422 430,000 $ 18,480,871 $ 6,904,410 $ 1,139,703 59,463,961 11,545,742 885,243 26,616,889 757,928 75,455 126,475 56,590 67,590,834 6,781,927 2,817,824 63,107,320 303,600 133,020 $ $ $ 8,011,112 5,802,308 5,587,653 2,511,422 Internal Service Funds PC Replacement Fleet Risk Health Self Insurance $ $ $ $ 824,679 8,337,244 8,633,952 6,331,715 372,600 2,401,849 7,823,472 - $ $ $ $ 3,361,775 776,721 112,046 1,535,145 7,398,442 27,054,512 7,852,211 94,038 210,000 551,467 7,168,626 - (546,384) (14,167,041) 5,262,100 (13,221,368) 609,400 4,500 - $ 819,596 $ 2,349,728 $ (2,500,000) $ (3) Trusts $ 3,121 16,000 - $ - 6,000 - - 10,000 - Capital Improvements $ 150,181,223 412,604,399 87,854,309 $ - - - 506,110,100 15,250,000 19,474,622 $ 3,121 $ $ 109,805,209 Total All Funds $ 374,860,990 $ 984,598,632 $ 161,018,150 $ 208,194,632 $ 296,608,154 $ 46,365,926 $ 514,917,882 $ 106,253,476 $ 161,018,150 $ 187,119,552 Total Budget Appropriation** $1,172,340,070 *Other includes Operating Contingency, Reserve Appropriations, Internal Service Offsets and Indirect Costs **Total Budget Appropriation excludes Transfers Out City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 37 - Table of Contents Budget by Fund Total Appropriation General 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 City Attorney Service Enhancement Fee 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 Special Revenue 39,988,808 97,214,941 9,491,270 25,744,348 8,443,750 3,395,000 267,000 897,600 45,808,313 16,472,642 Enterprise 98,279,293 Internal Service 24,127,590 Trusts Capital 3,121 Total 150,181,223 15,794,000 35,567,691 374,860,990 97,214,941 18,413,065 18,982,541 14,236,906 9,491,270 63,388,888 15,794,000 8,443,750 3,395,000 267,000 897,600 18,413,065 18,982,541 14,236,906 19,642,557 26,314,255 7,686,538 Debt Service 2,076,849 19,642,557 26,314,255 1,317,489 1,317,489 12,944,922 675,539 12,361,600 19,784,952 1,046,384 37,465,240 12,944,922 7,686,538 13,037,139 19,784,952 1,046,384 37,465,240 12,332,184 3,537,796 3,920,520 664,400 1,805,192 300,000 12,332,184 3,537,796 3,920,520 664,400 1,805,192 300,000 4,528,736 2,110,289 237,528 369,468 4,528,736 2,110,289 237,528 369,468 574,573 1,836,120 77,231 1,600,000 508,683 652,633 91,692,000 10,398,600 37,877,000 19,254,497 3,528,531 6,439,205 1,024,105 4,380,669 1,247,165 91,692,000 10,398,600 37,877,000 19,254,497 3,528,531 524,741 16,877,620 533,043 6,000 35,500 8,771,355 3,036,176 6,953,866 9,990,042 254,395,251 109,466,463 37,030,180 60,000 12,284,874 34,397,503 60,000 46,682,377 4,500,000 4,500,000 114,026,463 83,712,557 110,000 6,766,200 400,000 297,010 2,719,149 118,045,000 145,000 244,405,209 165,978,460 16,431,422 16,431,422 182,409,882 1,813,120 3,436,120 (49,775,504) 10,597,921 273,971,956 6,000 412,604,399 13,116,002 17,534,333 56,590,074 613,900 - - - 10,000 10,000 10,597,921 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 38 - 16,000 87,854,309 500,458,708 6,963,946 110,000 23,649,820 533,043 1,424,105 7,432,328 1,247,165 8,771,355 118,045,000 145,000 273,971,956 (49,775,504) 980,088,632 25,460,876 54,968,012 63,543,940 613,900 16,431,422 161,018,150 4,510,000 4,510,000 1,145,616,782 Table of Contents Budget by Fund Total Appropriation General Expenditures Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager City Treasurer Administrative Services Community and Economic Development Community Services 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 Citywide Pay 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 Drainage / 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 Special Revenue 761,731 5,923,923 848,781 1,000,448 4,044,001 1,046,891 5,314,877 15,358,147 23,252,414 34,039,350 32,036,337 87,013,834 18,308,732 Debt Service 75,000 Enterprise Internal Service Trusts Capital Total 110,000 - 946,731 5,923,923 848,781 1,000,448 5,908,971 1,046,891 16,617,365 43,262,848 46,405,534 37,833,839 32,038,637 88,625,546 71,645,151 72,316,076 1,983,100 (4,155,800) 5,608,276 6,963,946 (49,775,504) 385,044,759 - 15,452,729 605,654 16,058,383 1,864,970 3,033,588 21,026,545 3,794,489 2,300 1,611,712 15,217,341 2,126,575 18,125,935 72,316,076 8,268,900 27,904,701 19,993,143 1,900,000 (3,800,000) 4,585,954 49,900 (156,300) 228,628 231,635,420 43,714,585 - - 15,452,729 599,654 16,052,383 - 679,155 6,963,946 - - 35,567,691 24,211,105 6,478,073 2,548,679 281,420 2,830,099 2,200 2,200 26,446,552 10,029,032 26,446,552 10,029,032 260,912,071 69,798,200 13,116,002 14,491,133 103,355,275 - - 17,310,688 4,540,288 25,121,650 83,567,557 29,661,938 83,567,557 (49,775,504) 6,339,479 - - - 6,000 6,000 - - 40,596,000 174,906,300 13,158,600 9,640,700 13,001,500 114,268,300 140,538,700 506,110,100 - 34,397,503 25,460,876 51,924,812 286,372,947 121,723,012 8,011,112 38,111,764 35,567,691 24,211,105 6,478,073 4,540,288 42,432,338 2,548,679 283,620 116,061,794 15,250,000 27,102,811 10,000 15,250,000 51,735,584 5,135,663 2,365,027 27,102,811 62,725,949 149,065,034 203,243,852 33,442,290 16,000 521,360,100 1,172,340,070 56,590,074 613,900 3,043,200 87,854,309 16,431,422 3,036,176 60,000 46,682,377 16,431,422 - 19,474,622 6,953,866 161,018,150 62,725,949 70,226,639 27,102,811 3,036,176 60,000 12,284,874 40,596,000 174,906,300 13,158,600 9,640,700 13,001,500 114,268,300 140,538,700 506,110,100 10,000 5,135,663 2,365,027 - 33,200 (199,500) 114,539 6,953,866 63,543,940 613,900 83,567,557 266,787,792 34,056,190 16,000 540,834,722 1,333,358,220 16,617,642 13,901,383 669,321 3,121 109,805,209 187,119,553 - City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 39 - Table of Contents Budget by Fund General Fund Overview Adopted Budget $1,172.3 Million (a) Grants, Trust,& Special Districts Operating Budgets $501.1M (a) $16.1M Capital Projects $506.1M Contingencies / Reserves $149.1M General Fund $234.5M Grant Funds $15.5M Community Facilities $40.6M General Fund $26.5M Special Revenue $43.7M Trusts & Special Districts $0.6M Preservation $174.9M Special Revenue $7.0M Debt Service Funds $83.6M Drainage / Flood Control $13.2M Grant Funds $3.0M Enterprise Funds $133.0M Public Safety $9.6M Enterprise Funds $70.2M Internal Service $6.3M (a) $56.1M (b) Service Facilities $13.0M Internal Service $27.1M Transportation $114.3M Capital Projects $15.3M Water Management $140.5M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $49.8M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $49.8M City of Scottsdale FY 2014/15 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 $ 25.7 106.7 53.6 46.2 12.1 $ 244.4 10.0 $ 254.4 10% 42% 21% 18% 5% 4% 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 $ 168.8 59% $ 54.8 19% $ 7.8 3% $ 0.2 0% $ 2.8 1% $ 26.4 9% $ 260.9 12.3 13.1 0.1 $ 286.4 4% 5% 0% Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 41 - Table of Contents Budget by Fund General Fund Summary Actual 2012/13 Beginning Fund Balance General Fund Reserve TPC Debt Reserve Operating Contingency Unreserved Fund Balance Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 23,711,113 5,000,000 16,073,841 24,298,045 5,000,000 12,572,586 24,133,333 5,000,000 13,812,604 25,507,420 3,000,000 11,481,388 44,784,954 41,870,631 42,945,937 39,988,808 89,002,477 8,678,567 91,547,240 8,934,324 94,820,595 9,256,350 97,214,941 9,491,270 17,793,363 22,205,411 7,272,993 18,783,710 24,252,542 7,246,102 18,783,710 24,252,593 7,246,102 19,642,557 26,314,255 7,686,538 838,117 894,540 894,540 897,600 11,463,650 3,620,580 2,890,073 724,292 1,738,675 - 9,900,000 3,623,879 3,167,710 660,344 1,765,875 - 13,800,000 3,623,879 3,167,710 660,344 1,765,875 - 12,332,184 3,537,796 3,920,520 664,400 1,805,192 300,000 4,083,868 2,174,145 252,521 337,877 4,035,165 2,330,443 236,268 357,011 4,035,165 2,330,443 236,268 357,011 4,528,736 2,110,289 237,528 369,468 1,419,727 2,259,183 1,000,000 1,969,068 600,000 1,969,068 574,573 1,836,120 7,036,850 1,129,191 1,448,864 2,532,620 1,256,383 31,000,000 6,502,362 1,221,208 863,119 1,402,161 - 6,502,362 1,121,208 863,119 1,402,161 - 6,439,205 1,024,105 4,380,669 1,247,165 - 24,899,953 25,510,031 25,510,031 25,744,348 Subtotal 8,171,355 3,461,000 260,324 257,952,059 8,412,000 3,023,984 274,000 227,913,086 8,412,000 3,400,000 274,000 235,284,534 8,443,750 3,395,000 267,000 244,405,209 Transfers In Special Assements Fees Special Programs Fund (30-Day Tow Program) Special Programs Fund / Other Tourism Development Fund Enterprise Franchise Fees Subtotal 246,145 314,804 414,704 1,500,000 6,739,722 9,215,375 314,800 3,548,000 7,049,712 10,912,512 314,800 3,548,000 7,049,712 10,912,512 386,176 2,650,000 6,953,866 9,990,042 267,167,434 238,825,598 246,197,046 254,395,251 Total Beginning Fund Balance (a) 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 City Attorney Service Enhancement Fee Fines & Forfeitures Court Fines Photo Enforcement Revenue Parking Fines Library Fines & Fees Interest Earnings/Property Rental Interest Earnings Property Rental Other Revenue Indirect/Direct (Fire) Cost Allocation 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 Total Sources City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 42 - Table of Contents Budget by Fund General Fund Summary Expenditures Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager City Treasurer - Finance & Accounting Administrative Services Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Citywide Pay Program Citywide Pay ProgramTail Public Safety Compensation Subtotal Contracts Payable & Certificates of Participation (COPs) Contracts Payable Certificates of Participation - Radio Financing Subtotal TOTAL OPERATING BUDGET Transfers Out Debt Service Fund - MPC Excise Debt CIP - Stadium CIP - PAYGO Water Reclamation Account Correction Special Programs Fund - Community Services Special Programs Fund - SW Gas Special Programs Fund - Preservation Rehab Special Programs Fund - Public Safety Tourism Development Fund Subtotal Total Uses Actual 2012/13 Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 772,184 5,682,956 665,267 889,725 3,603,109 828,066 5,321,248 14,280,049 53,115,792 33,273,704 29,245,300 79,805,971 17,758,961 245,242,332 811,892 5,707,884 750,053 1,217,619 3,896,081 1,360,642 5,687,153 15,206,255 22,826,306 33,689,227 31,033,628 83,708,665 18,525,257 1,800,000 (3,900,000) 2,773,632 2,500,000 227,594,294 817,405 5,810,389 857,143 1,028,087 3,878,735 945,953 5,394,502 15,316,071 23,360,953 33,946,877 31,908,539 84,662,356 20,288,085 968,592 (1,669,510) 642,652 228,666,484 761,731 5,923,923 848,781 1,000,448 4,044,001 1,046,891 5,314,877 15,358,147 23,252,414 34,039,350 32,036,337 87,013,834 18,308,732 1,900,000 (3,800,000) 4,585,954 231,635,420 1,846,299 2,548,679 4,394,978 611,224 2,548,679 3,159,903 268,020 2,548,679 2,816,699 281,420 2,548,679 2,830,099 249,637,310 230,754,197 231,483,183 234,465,519 10,656,210 63,422 5,237,043 24,815 173,471 51,702 60,000 84,186 3,018,292 19,369,141 11,878,185 67,400 5,450,173 60,000 17,455,758 11,751,307 131,482 5,728,203 60,000 17,670,992 12,284,874 67,400 13,048,602 60,000 25,460,876 269,006,451 248,209,955 249,154,175 259,926,395 Sources Over/(Under) Uses (1,839,017) (9,384,357) (2,957,129) (5,531,144) Ending Fund Balance General Fund Reserve TPC Debt Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance (a) 24,133,333 5,000,000 13,812,604 42,945,937 25,435,026 5,000,000 2,051,248 32,486,274 25,507,420 2,301,644 12,179,744 39,988,808 23,446,552 3,000,000 8,011,112 34,457,664 (a) Excludes revenue accruals of $7.5 million in FY 2012/13 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 43 - Table of Contents Budget by Fund General Fund Five-Year Financial Forecast Forecast 2015/16 Beginning Fund Balance General Fund Reserve TPC Debt Reserve Operating Contingency Unreserved Fund Balance Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 23,446,552 1,150,000 3,000,000 6,861,112 24,103,000 1,150,000 3,000,000 7,246,164 25,422,200 1,150,000 3,000,000 2,303,864 25,450,600 1,150,000 3,000,000 6,593,264 34,457,664 35,499,164 31,876,064 36,193,864 98,271,400 9,592,300 101,466,700 9,907,100 104,817,700 10,237,500 108,303,500 10,581,100 20,814,000 26,803,100 7,686,500 22,125,000 27,278,700 7,686,500 22,855,000 28,097,000 7,686,500 23,609,000 29,221,000 7,686,500 906,700 915,800 925,100 934,400 12,578,800 3,544,600 4,900,700 617,500 1,841,100 303,000 12,830,400 3,550,300 5,096,700 624,400 1,878,000 306,000 13,087,100 3,555,100 5,096,700 632,000 1,915,600 309,100 13,348,700 3,558,500 5,096,700 639,800 1,953,800 312,200 4,614,500 2,131,300 244,500 367,900 4,704,200 2,152,700 247,800 372,900 4,796,900 2,174,200 250,300 377,900 4,892,100 2,196,000 252,800 367,900 1,283,700 2,127,300 2,123,500 2,162,700 2,863,600 2,184,700 3,124,200 2,193,100 6,579,600 1,024,100 3,882,400 1,268,200 - 6,722,900 1,024,100 884,100 1,289,600 - 6,869,300 1,024,100 885,900 1,312,600 - 7,019,000 1,024,100 887,700 1,336,100 - 26,937,500 28,268,800 29,658,100 31,115,600 Subtotal 8,639,000 3,395,000 244,000 250,598,700 8,828,000 3,395,000 230,000 256,071,900 9,022,000 3,395,000 218,000 264,247,000 9,221,000 3,395,000 200,000 272,469,800 Transfers In Special Assements Fees Special Programs Fund (30-Day Tow Program) Special Programs Fund / Other Tourism Development Fund Enterprise Franchise Fees Subtotal 386,200 1,500,000 7,120,700 9,006,900 386,200 1,500,000 7,287,900 9,174,100 386,200 1,500,000 7,460,700 9,346,900 386,200 1,500,000 7,636,500 9,522,700 259,605,600 265,246,000 273,593,900 281,992,500 Total Beginning Fund Balance (a) 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 City Attorney Service Enhancement Fee Fines & Forfeitures Court Fines Photo Enforcement Revenue Parking Fines Library Fines & Fees Interest Earnings/Property Rental Interest Earnings Property Rental Other Revenue Indirect/Direct (Fire) Cost Allocation 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 Total Sources City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 44 - Table of Contents Budget by Fund General Fund Five-Year Financial Forecast Expenditures Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager City Treasurer - Finance & Accounting Administrative Services Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Citywide Pay Program Citywide Pay ProgramTail Public Safety Compensation Subtotal Contracts Payable & Certificates of Participation (COPs) Contracts Payable Certificates of Participation - Radio Financing Subtotal TOTAL OPERATING BUDGET Transfers Out Debt Service Fund - MPC Excise Debt CIP - Stadium CIP - PAYGO Water Reclamation Account Correction Special Programs Fund - Community Services Special Programs Fund - SW Gas Special Programs Fund - Preservation Rehab Special Programs Fund - Public Safety Tourism Development Fund Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance General Fund Reserve TPC Debt Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance (a) (a) Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 775,800 5,984,200 860,200 742,800 4,295,400 1,057,000 5,388,400 15,303,400 23,999,100 34,252,700 32,492,300 88,192,100 18,362,600 1,910,000 (3,895,000) 4,736,300 3,728,100 238,185,400 806,800 6,239,600 892,400 773,100 4,679,600 1,112,500 5,606,000 15,887,300 24,721,300 35,569,400 33,850,800 91,766,400 18,872,300 1,920,000 (3,999,800) 5,075,100 7,590,500 251,363,300 806,200 6,105,500 882,300 759,400 4,610,100 1,078,200 5,539,800 15,664,700 24,507,500 35,181,500 33,498,400 90,380,300 19,042,400 1,930,000 (4,114,700) 5,052,500 10,707,600 251,631,700 822,200 6,171,500 894,600 768,400 4,674,600 1,088,800 5,624,700 15,860,800 24,721,000 35,685,200 34,038,900 91,544,800 19,397,800 1,940,000 (4,240,500) 5,218,000 13,860,200 258,071,000 295,600 2,548,700 2,844,300 310,400 2,548,700 2,859,100 325,800 2,548,700 2,874,500 342,200 2,548,700 2,890,900 241,029,700 254,222,400 254,506,200 260,961,900 12,375,100 67,400 5,031,900 60,000 17,534,400 12,474,300 67,400 2,045,000 60,000 14,646,700 12,577,100 67,400 2,065,400 60,000 14,769,900 12,679,600 67,400 2,086,100 60,000 14,893,100 258,564,100 268,869,100 269,276,100 275,855,000 1,041,500 (3,623,100) 4,317,800 6,137,500 24,103,000 1,150,000 3,000,000 7,246,164 35,499,164 25,422,200 1,150,000 3,000,000 2,303,864 31,876,064 25,450,600 1,150,000 3,000,000 6,593,264 36,193,864 28,760,800 1,150,000 3,000,000 9,420,564 42,331,364 Excludes revenue accruals of $7.5 million in FY 2012/13 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2014/15 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 Revenue, Tourism and Enterprise Funds. For FY 2014/15 estimated General Fund revenues and transfers-in equal $254.4 million, an increase of approximately $15.6 million, or 7 percent, from the FY 2013/14 adopted budget of $238.8 million. Revenue in the General Fund is anticipated to increase approximately $16.5 million from FY 2013/14 adopted budget. These increases are attributed to a $6.2 million increase in local sales tax revenues, a $3.4 million increase in State-Shared Revenues, a $2.4 million increase in Building Permit Fees & Charges, as well as an increase of $3.5 million in Miscellaneous due to the one-time sale of three buildings. Transfers-in are anticipated to decrease by $0.9 million from the FY 2013/14 adopted budget. Certain components of the revenue sources are subject to dramatic peaks and valleys from year to year. Scottsdale continues to experience positive trends in revenue recently, with the majority of revenue categories 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 $145.5 million represent 60 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 combined 1.65 percent. A total of 1.1 percent is retained by the General Fund, and 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 2014/15 Adopted Budget - Volume One - 46 - Table of Contents Budget by Fund General Fund Sources Privilege (Sales) Tax - General Purpose Privilege (Sales) Tax -General Purpose represents the 1.00 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 2014/15, the anticipated revenue budget is $97.2 million, which is approximately a $2.4 million or a 3 percent increase over the FY 2013/14 year-end forecast of $94.8 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 97.2 97.2 * 2013/14 91.5 94.8 * 2012/13 2011/12 88.7 80.9 89.0 84.6 2010/11 80.5 80.1 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- The 1.00% 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 Business Category Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other T axable Rental Restaurants Utilities Other Total FY 2012/13 Actual 11,048,893 9,018,454 6,474,703 4,526,337 9,165,996 14,462,678 7,093,513 12,559,728 8,055,000 4,386,310 2,210,862 89,002,475 % of Total 12% 10% 7% 5% 10% 16% 8% 14% 9% 5% 2% 100% FY 2013/14 Forecast 12,075,584 11,092,477 6,622,303 4,925,018 9,369,308 15,657,550 7,553,393 12,509,429 8,409,485 4,348,953 2,257,095 94,820,595 % of Total 13% 12% 7% 5% 10% 17% 8% 13% 9% 5% 2% 100% FY 2014/15 Adopted 12,927,581 10,194,163 6,787,860 5,176,998 9,590,452 16,462,532 7,779,995 12,864,923 8,779,247 4,348,953 2,302,237 97,214,941 % of Total 13% 10% 7% 5% 10% 17% 8% 13% 9% 4% 2% 100% Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other T axable Rental Restaurants Utilities Other Total FY 2015/16 Forecast 13,573,960 8,127,296 6,923,618 5,405,494 9,911,989 17,329,275 7,935,594 13,250,871 9,094,364 4,370,697 2,348,283 98,271,441 % of Total 14% 8% 7% 6% 10% 18% 8% 13% 9% 4% 2% 100% FY 2016/17 Forecast 14,252,658 8,179,765 7,062,090 5,675,768 10,111,565 18,196,189 8,094,306 13,648,397 9,458,138 4,392,551 2,395,248 101,466,675 % of Total 14% 8% 7% 6% 10% 18% 8% 13% 9% 4% 2% 100% FY 2017/18 Forecast 14,965,291 8,261,563 7,203,332 5,959,557 10,313,796 19,105,998 8,256,192 14,057,849 9,836,464 4,414,514 2,443,155 104,817,710 % of Total 14% 8% 7% 6% 10% 18% 8% 13% 9% 4% 2% 100% City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 47 - FY 2018/19 % of Forecast Total 15,713,556 15% 8,344,178 8% 7,347,398 7% 6,257,534 6% 10,520,072 10% 20,061,298 19% 8,421,316 8% 14,479,584 13% 10,229,922 9% 4,436,586 4% 2,492,018 2% 108,303,464 100% Table of Contents Budget by Fund General Fund Sources Privilege (Sales) Tax - Public Safety Privilege (Sales) Tax - Public Safety represents the 0.10 percent of the total 1.65 percent sales tax rate and is dedicated exclusively to public safety. The Public Safety sales tax revenue budget for FY 2014/15 revenues is $9.5 million versus an expected FY 2013/14 year-end of approximately $9.3 million. This designated sales tax only covers 8.0% of the FY 2014/15 Public Safety Police and Fire General Fund budgets. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 9.5 9.5 * 2013/14 8.9 9.3 * 2012/13 2011/12 8.6 7.8 8.7 8.2 2010/11 7.8 7.8 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- The same business category analysis used for the General Fund 1.0 percent tax was applied when forecasting the Public Safety 0.10 percent Privilege Tax. Public Safety 0.10% Privilege (Sales) Tax Five-Year Forecast by Business Category Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other T axable Rental Restaurants Utilities Other Total FY 2012/13 Actual 1,104,887 901,804 647,469 452,633 916,598 1,446,264 708,953 1,256,346 804,983 438,630 8,678,567 % of Total 13% 10% 7% 5% 11% 17% 8% 14% 9% 5% 0% 100% FY 2013/14 Forecast 1,207,558 1,109,248 662,230 492,502 936,931 1,565,755 755,339 1,250,943 840,949 434,895 9,256,350 % of Total 13% 12% 7% 5% 10% 17% 8% 14% 9% 5% 0% 100% FY 2014/15 Adopted 1,292,758 1,019,416 678,786 517,700 959,045 1,646,253 777,999 1,286,492 877,925 434,895 9,491,270 % of Total 14% 11% 7% 5% 10% 17% 8% 14% 9% 5% 0% 0% Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other T axable Rental Restaurants Utilities Other Total FY 2015/16 Forecast 1,357,396 812,730 692,362 540,549 991,199 1,732,928 793,559 1,325,087 909,436 437,070 9,592,316 % of Total 14% 8% 7% 6% 10% 18% 8% 14% 9% 5% 0% 100% FY 2016/17 Forecast 1,425,266 817,977 706,209 567,577 1,011,156 1,819,619 809,431 1,364,840 945,814 439,255 9,907,143 % of Total 14% 8% 7% 6% 10% 18% 8% 14% 10% 4% 0% 100% FY 2017/18 Forecast 1,496,529 826,156 720,333 595,956 1,031,380 1,910,600 825,619 1,405,785 983,646 441,451 10,237,455 % of Total 15% 8% 7% 6% 10% 19% 8% 14% 10% 4% 0% 100% City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 48 - FY 2018/19 Forecast 1,571,356 834,418 734,740 625,753 1,052,007 2,006,130 842,132 1,447,958 1,022,992 443,659 10,581,145 % of Total 15% 8% 7% 6% 10% 19% 8% 14% 10% 4% 0% 100% 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 fourth year in a row, Scottsdale is not imposing a levy increase for FY 2014/15. Primary property tax accounts for approximately 10 percent of the total adopted FY 2014/15 General Fund sources. The FY 2014/15 revenue forecast of $25.7 million represents an increase of $0.2 million from the FY 2013/14 year-end forecast of $25.5 million, attributable to valuations of new construction. The adopted primary property tax rate of approximately 56 cents per $100 of assessed valuation represents a 2.38 cent increase from the FY 2013/14 rate. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 25.7 25.7 * 2013/14 25.5 25.5 * 2012/13 2011/12 25.3 25.0 24.9 24.8 2010/11 24.7 24.6 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- Transient Occupancy ("Bed") Tax Transient Occupancy (“Bed”) Tax forecast reflects a five percent tax on hotel and motel room rentals in addition to the sales tax. During FY 2012/13 Bed Tax revenue was moved to a newly created Tourism Development Fund, with a transfer-in to the General Fund of $1.5 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 - -* 2013/14 2012/13 13.4 -* - 2011/12 2010/11 12.2 10.6 FISCAL YEAR 13.4 13.1 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.9 0.9 * 2013/14 2012/13 0.9 0.9 0.9 * 0.8 2011/12 2010/11 0.9 0.9 0.9 0.8 FISCAL YEAR City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 49 - Table of Contents Budget by Fund General Fund Sources 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 $12.1 million budgeted for FY 2014/15, the electric and gas franchise tax revenue budget is $8.4 million which is remaining relatively flat to the FY 2013/14 year-end forecast. The next largest component is the cable TV franchise fees, which are remaining relatively flat with the FY 2013/14 year-end forecast of $3.4 million. The final component is the Salt River Project In-Lieu Tax of $0.3 million, which is also relatively flat to the FY 2013/14 year-end forecast of $0.3 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 12.1 12.1 * 2013/14 11.7 12.1 * 2012/13 2011/12 11.5 11.1 11.9 11.8 2010/11 11.6 11.2 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 revenue budget is $19.6 million versus the FY 2013/14 yearend forecast of $18.8 million, an increase of $0.9 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 19.6 19.6 * 2013/14 2012/13 18.8 18.2 18.8 * 17.8 2011/12 16.4 17.0 2010/11 17.6 17.8 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- State Revenue Sharing (Income Tax) Cities and towns in Arizona are prohibited by law 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 twoyear 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 $26.3 million for FY 2014/15, an increase of $2.0 million from the FY 2013/14 year-end forecast of $24.3 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 26.3 26.3 * 2013/14 24.3 24.3 * 2012/13 2011/12 22.2 18.3 22.2 18.3 2010/11 22.8 22.8 FISCAL YEAR ------------------------------------------------------------------------------------------------------------------------------------------------------------------ City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 50 - Table of Contents Budget by Fund General Fund Sources Auto Lieu Tax Auto Lieu Tax is part of the vehicle license fees collected by Maricopa County, but is actually a State revenue source. 25 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 2014/15 is $7.7 million, which is $0.5 million more than the FY 2013/14 year-end forecast of $7.2 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 7.7 7.7 * 2013/14 7.2 7.2 * 2012/13 2011/12 7.2 7.3 7.3 7.0 2010/11 8.2 7.7 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- Licenses, Permits & Fees Revenue Licenses, Permits & Fees Revenue include revenue from various business licenses, all fees recovered as a part of the development process, and recreation fees. This category includes building, electrical, mechanical, and plumbing permits, as well as subdivision, zoning, and plan check fees. Recreation Fees include revenue from the various recreational programs, classes, entry fees, and WestWorld event revenue. In accordance with Scottsdale’s adopted financial policy, all rates and fees are reviewed annually. The attractiveness of Scottsdale, low commercial vacancy rates and low mortgage interest rates are major contributors to the Licenses, Permits & Fees Revenue. ------------------------------------------------------------------------------------------------------------------------------------------------------------------ Building Permits Fees & Charges Building Permits Fees & Charges include fees assessed to developers/builders that recover the cost of four primary functions: 1) reviewing/processing development applications, 2) plan review of construction documents, 3) the issuance of building, electrical, mechanical and plumbing permits, and 4) the inspection of buildings/structures in the construction phase. The FY 2014/15 revenue budget is $12.3 million, a decrease of $1.5 million from the FY 2013/14 year-end forecast. FY 2013/14 favorable activity was attributed to numerous large multi-family residential projects. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 12.3 12.3 * 2013/14 2012/13 9.9 8.7 13.8 * 11.5 2011/12 8.4 8.4 2010/11 8.2 6.9 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- Recreation Fees Recreation Fees are budgeted at $3.5 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 3.5 3.6 3.5 * 3.6 * 2012/13 2011/12 3.7 3.8 3.6 3.8 2010/11 3.4 3.6 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------- ------------------------------------ City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 51 - Table of Contents Budget by Fund General Fund Sources 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 $3.9 million are budgeted in FY 2014/15 versus the FY 2013/14 year-end forecast of $3.2 million. The FY 2014/15 revenue budget is based on future confirmed bookings for WestWorld, feed and bedding, and increased utilization during summer months due to the completion of the Tony Nelssen Equestrian Center. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 3.9 3.9 * 2013/14 3.2 3.2 * 2012/13 2011/12 2.7 2.5 2.9 2.6 2010/11 2.6 2.6 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- Fire Service Charges Fire Service Charges include service fees for the cost recovery of fire and medical standbys at special events, after hour’s inspections, ambulance staffing, and medical enhancement costs associated with the ambulance agreement. In addition, the department collects fees for CPR classes, permits and incident reports. For FY 2014/15 revenues are forecasted relatively flat as they are again budgeted at $0.7 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.7 0.7 * 2013/14 2012/13 0.7 0.5 0.7 * 0.7 2011/12 2010/11 0.4 0.6 0.5 0.8 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- Business Licenses & Fees Business Licenses & Fees include the licensing of business activity and the associated fees relating to the licensure and regulation of specific activities. Revenues of $1.8 million are budgeted for FY 2014/15, which remains flat with the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.8 1.8 * 2013/14 2012/13 1.8 1.8 1.8 * 1.7 2011/12 2010/11 1.7 1.7 1.8 1.7 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- City Attorney Service Enhancement Fee This is a new fee adopted in FY 2014/15 by City Council as part of the annual analysis of Rates and Fees. A fee of $10 will be imposed on every civil and criminal citation, excluding parking violations. The intent of the fee is to have the cost of enhanced services such as diversion, probation, and home monitoring, that cause the City Attorney's office to incur extra costs is paid for by those who cause the extra costs to be incurred. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.3 0.3 * 2013/14 - - 2012/13 - - 2011/12 2010/11 - - FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 52 - Table of Contents Budget by Fund General Fund Sources Fines and Forfeitures Revenue Fines and Forfeitures Revenue include court, photo enforcement, parking, and library fines. The combined revenue for these items in FY 2014/15 is budgeted at $7.2 million, which is up from the FY 2013/14 year-end forecast of $7.0 million. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 default fees. Revenues of $4.5 million are budgeted for FY 2014/15, which reflects a $0.5 million increase from the FY 2013/14 year-end forecast of $4.0 million. This increase is the result of an increase in criminal and civil citations. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 4.5 4.0 4.5 * 4.0 * 2012/13 4.3 4.1 2011/12 6.2 4.2 2010/11 7.3 4.3 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 $2.1 million for FY 2014/15, which is a decrease of $0.2 million from the FY 2013/14 yearend forecast. The use of photo enforcement by Public Safety Police is designed as a deterrent to unsafe driving and to modify driving habits, not as a revenue producer. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 2.1 2.3 2.1 * 2.3 * 2012/13 2011/12 2.1 1.9 2.2 2.3 2010/11 1.8 2.0 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15. The revenue budget is flat compared to the FY 13/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.2 0.2 0.2 * 0.2 * 2012/13 0.3 0.3 2011/12 0.2 0.3 2010/11 0.4 0.3 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Library Fines & Fees Library Fines & Fees are monies collected when library materials are returned after their due date, are lost, and/or are damaged. The FY 2014/15 revenues are budgeted at $0.4 million, which is relatively flat compared to the FY 2012/13 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.4 0.4 * 2013/14 0.4 0.4 * 2012/13 0.3 0.3 2011/12 0.4 0.4 2010/11 0.3 0.4 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 53 - Table of Contents Budget by Fund General Fund Sources 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 nonoperating revenue such as copies of materials and passport fees. In aggregate, the revenue for these items in FY 2014/15 is budgeted at $13.1 million, which is an increase of approximately $3.2 million from the FY 2013/14 adopted budget. This is due to the planned sale of 3 city owned buildings. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 budget and are not included in General Fund revenues. Interest Earnings Revenue is budgeted at $0.6 million in FY 2014/15. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.6 0.6 * 2013/14 2012/13 1.0 1.1 0.6 * 1.4 2011/12 0.4 1.5 2010/11 1.0 1.2 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 revenue of $1.8 million is slightly less than the FY 2013/14 year-end forecast of $2.0 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.8 1.8 * 2013/14 2012/13 2.0 3.3 2.0 * 2.3 2011/12 2.8 3.6 2010/11 2.8 3.2 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 miscellaneous revenue is $4.4 million, which is significantly higher than the FY 2013/14 adopted budget of $0.9 million. The FY 2014/15 adopted budget includes the planned sale of 3 city owned buildings. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 4.4 4.4 * 2013/14 0.9 0.9 * 2012/13 2011/12 0.8 0.8 1.4 1.1 2010/11 0.5 0.6 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 54 - Table of Contents Budget by Fund General Fund Sources Reimbursements This category represents General Fund reimbursements from outside sources. FY 2014/15 revenues are budgeted at $1.2 million, of which the most significant reimbursement revenue is related to jail fees. Reimbursements from defendants who are sentenced to county jail are approximately $1.0 million for FY 2014/15. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.2 1.2 * 2013/14 1.4 1.4 * 2012/13 2011/12 1.8 0.4 2.5 3.2 2010/11 0.4 3.4 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 interlibrary use. FY 2014/15 revenues are budgeted at $1.0 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.0 1.0 * 2013/14 1.2 1.2 * 2012/13 2011/12 0.9 0.8 1.1 0.8 2010/11 0.9 0.9 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Indirect/Direct Cost Allocation The indirect component of this revenue is reimbursement to the General Fund for centralized Services provided to the Enterprise Funds for payroll, accounts payable, human resources, information technology, city administration, etc. The indirect cost allocation methodology continues to be revised over the fiscal years to more accurately capture the cost of these services. Factors such as fulltime 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 that are 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. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Indirect/Direct Cost Allocation Of the $6.4 million budgeted for FY 2014/15 for this revenue group; the indirect cost allocation component is $6.1 million, which reflects a $0.1 million decrease from the FY 2013/14 year-end forecast of $6.2 million. The FY 2014/15 budgeted revenue for the direct cost of fire services at the Scottsdale Airport is $0.3 million, which is relatively flat with the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 6.4 6.4 * 2013/14 6.5 6.5 * 2012/13 6.7 7.0 2011/12 8.2 8.2 2010/11 12.3 12.3 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-In The budget for Transfers-In to the General Fund includes ongoing franchise fees from the Enterprise Funds, reimbursement of Police 30-day Tow Program 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 the establishment of the Tournament Players Club (TPC) debt service reserve in FY 2014/15. The reserve is being held in the General Fund as Federal Internal Revenue Service regulations state that tax-exempt debt service funds should not carry a significant fund balance from year to year. ) In total, the transfers-in for FY 2014/15 are budgeted at $10.0 million. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 55 - Table of Contents Budget by Fund General Fund Uses General Fund Expenditures By Expenditure Type The General Fund expenditures are presented by the following six major operating expenditure categories: personnel services, contractual services, commodities, capital outlay, debt service, and operating projects. There are also cash transfers-out to other funds. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Personnel Services Personnel Services include the salaries and wages paid to employees, plus the city’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The FY 2014/15 adopted budget of $168.8 million is $3.7 million more than the FY 2013/14 adopted budget. This increase includes funding for a citywide pay program based on performance as well as a funding to cover increased healthcare and retirement costs. This increase was mitigated by savings achieved through the elimination of 18 General Fund positions. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 168.8 165.1 168.8 * 165.7 * 2012/13 2011/12 157.8 153.8 157.7 154.2 2010/11 162.5 158.0 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The FY 2014/15 adopted budget of $53.2 million is $1.0 million, or 2 percent, greater than the FY 2013/14 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 rate increases. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 53.2 52.2 53.2 * 52.6 * 2012/13 2011/12 49.6 45.4 76.1 43.9 2010/11 54.8 46.4 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 adopted budget of $7.7 million is equal to the FY 2013/14 adopted budget. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 7.7 7.7 7.7 * 7.8 * 2012/13 2011/12 7.8 7.3 7.9 7.2 2010/11 8.9 7.2 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 adopted budget of $21,724 has been identified for ongoing replacement of office furniture and equipment, and other machinery and equipment for various deferred maintenance. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 21,724 156,900 21,724 * 156,900 * 2012/13 53,400 124,336 2011/12 2010/11 20,450 348,905 169,129 193,566 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 56 - Table of Contents Budget by Fund General Fund Uses 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 2014/15 adopted budget is $1.6 million. Of this budget, $1.3 million is allocated for contractual expenses, $0.1 million is allocated for commodities and $0.2 million is allocated for capital outlay. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 1.6 2.3 1.6 * 4.1 * 2012/13 2011/12 3.2 1.8 3.4 2.5 2010/11 3.9 2.8 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Debt Service - Contracts Payable Contracts Payable is primarily contractual debt related to sales tax development agreements, and will vary based on the actual sales tax collections at each developed site. The FY 2014/15 Contracts Payable budget of $0.3 million is related to various sales tax development agreements. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.3 0.3 * 2013/14 0.6 0.3 * 2012/13 2011/12 3.7 3.1 1.8 3.6 2010/11 3.1 3.5 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 budget of $2.5 million is related to the FY 2010/11 COPs issuance. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 2.5 2.5 2.5 * 2.5 * 2012/13 2011/12 2.5 5.9 2.5 6.0 2010/11 1.4 1.5 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-Out Transfers-Out are the authorized movement of cash to other funds, divisions, departments, and/or capital projects. Transfers-Out in FY 2014/15 total $25.5 million and include: $12.3 million to the MPC Excise Debt Fund, $13.1 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). ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 57 - Table of Contents Budget by Fund General Fund Uses General Fund Balance/Reserves/Operating Contingency Fund Balance/Reserves/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 it is allocated or spent as budgeted expenditures. The specific make-up of the city’s General Fund reserve and operating contingency is 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 Fund total annual operating costs. Based on the revenue and expenditure estimates included in the adopted budget, the ending FY 2014/15 General Fund Reserve is $23.4 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 The Operating Contingency was reduced from $5.0 million to $3.0 million in FY 2014/15 which aligns more with usage in prior years. The Operating Contingency is for unforeseen expenses that may 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 2014/15 ending unreserved fund balance is $8.0 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 2014/15 Adopted Budget - Volume One - 58 - Table of Contents Budget by Fund Special Revenue Overview Adopted Budget $1,172.3 Million (a) Grants, Trust,& Special Districts Operating Budgets $501.1M (a) $16.1M Capital Projects $506.1M Contingencies / Reserves $149.1M General Fund $234.5M Grant Funds $15.5M Community Facilities $40.6M General Fund $26.5M Special Revenue $43.7M Trusts & Special Districts $0.6M Preservation $174.9M Special Revenue $7.0M Debt Service Funds $83.6M Drainage / Flood Control $13.2M Grant Funds $3.0M Enterprise Funds $133.0M Public Safety $9.6M Enterprise Funds $70.2M Internal Service $6.3M (a) $56.1M (b) Service Facilities $13.0M Internal Service $27.1M Transportation $114.3M Capital Projects $15.3M Water Management $140.5M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $49.8M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $49.8M City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 59 - Table of Contents Special Revenue Funds Overview Budget by Fund 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 $ 18.4 33.2 12.9 15.8 4.9 2.4 7.9 95.5 0.1 95.5 19% 35% 14% 17% 5% 2% 8% 0% 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 $ $ 7.9 8% 32.9 33% 2.3 2% 0.7 1% 0% 4.5 4% 48.3 $ 3.0 3% 34.4 34% 14.5 14% 100.2 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 60 - 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 $ $ $ 18.4 12.9 0.7 1.4 0.5 34.0 34.0 54% 38% 2% 4% 2% 0% Transportation Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/ Reserve Adopted Budget Transfers Out CIP Transfers Total Uses $ $ 5.9 16% 18.5 49% 0.9 2% 0.1 0% 3.0 8% 28.3 $ 9.3 25% 37.6 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 61 - Table of Contents Budget by Fund Transportation Fund Summary Actual 2012/13 Beginning Fund Balance Transportation Fund Reserve Contingency Unreserved Fund Balance Total Beginning Fund Balance (a) Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 5,045,188 5,045,188 5,067,320 5,067,320 8,024,511 8,024,511 500,000 7,797,131 8,297,131 11,903,032 16,851,862 1,298,286 826,060 639,253 557,776 237,436 32,313,705 12,262,558 17,332,585 643,370 737,377 643,370 545,505 91,200 32,255,965 12,262,558 17,957,319 643,370 737,377 643,370 545,505 91,200 32,880,699 12,944,922 18,413,065 675,539 750,000 650,000 524,741 15,000 33,973,267 Total Sources 32,313,705 32,255,965 32,880,699 33,973,267 Expenditures Divisions Community & Economic Development Public Works Community Services Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Citywide Pay Program Citywide Pay Program Tail Subtotal 8,196,793 11,608,504 1,047,678 20,852,975 8,916,082 13,638,668 1,050,671 49,900 (156,300) 97,045 23,596,066 8,798,785 13,730,704 1,050,671 12,013 (1,153) 23,591,020 9,208,553 14,967,341 1,066,815 49,900 (156,300) 154,006 25,290,315 TOTAL OPERATING BUDGET 20,852,975 23,596,066 23,591,020 25,290,315 8,443,832 9,363 28,212 8,481,407 8,666,293 38,400 8,704,693 8,978,660 38,400 9,017,060 9,206,533 49,600 9,256,133 29,334,382 32,300,759 32,608,080 34,546,448 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 Out CIP Fund - Privilege Tax Allocation CIP Fund - Tech. Replacement Other Subtotal Total Uses Sources Over/(Under) Uses 2,979,323 Ending Fund Balance Transportation Fund Reserve Contingency Unreserved Fund Balance Total Ending Fund Balance (a) 8,024,511 8,024,511 (a) (b) (44,794) 5,022,526 5,022,526 272,620 8,297,131 8,297,131 Excludes revenue accruals of $2.3 million in FY 2012/13 and unknown revenue accrual amount in current and future years. Includes one-time funding of $900,000 for street overlays and concrete repair. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 62 - (573,181) 2,529,032 500,000 4,694,920 7,723,951 (b) Table of Contents Budget by Fund Transportation Fund Five Year Financial Forecast Forecast 2015/16 Beginning Fund Balance Transportation Fund Reserve Contingency Unreserved Fund Balance Total Beginning Fund Balance (a) Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 2,529,032 500,000 4,694,920 7,723,951 2,491,500 500,000 5,090,951 8,082,451 2,570,400 500,000 5,184,351 8,254,751 2,606,700 500,000 5,559,851 8,666,551 13,333,300 18,609,100 689,000 750,000 656,500 567,700 15,000 34,620,600 13,600,000 19,219,900 689,000 750,000 656,500 584,500 15,000 35,514,900 13,871,900 19,860,700 689,000 750,000 656,500 587,300 15,000 36,430,400 14,010,600 20,527,400 689,000 750,000 656,500 597,400 15,000 37,245,900 Total Sources 34,620,600 35,514,900 36,430,400 37,245,900 Expenditures Divisions Community & Economic Development Public Works Community Services Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Citywide Pay Program Citywide Pay Program Tail Subtotal 9,371,200 14,294,500 1,072,800 52,400 (164,100) 159,000 128,800 24,914,600 9,590,200 14,703,700 1,095,200 55,000 (172,300) 170,400 262,000 25,704,200 9,715,100 14,818,600 1,118,200 57,800 (180,900) 169,300 369,000 26,067,100 9,888,500 15,092,800 1,141,700 60,700 (189,900) 174,800 477,000 26,645,600 TOTAL OPERATING BUDGET 24,914,600 25,704,200 26,067,100 26,645,600 9,304,600 42,900 9,347,500 9,610,000 28,400 9,638,400 9,930,400 21,100 9,951,500 10,263,700 66,400 10,330,100 34,262,100 35,342,600 36,018,600 36,975,700 Sources Over/(Under) Uses 358,500 172,300 411,800 270,200 Ending Fund Balance Transportation Fund Reserve Contingency Unreserved Fund Balance Total Ending Fund Balance (a) 2,491,500 500,000 5,090,951 8,082,451 2,570,400 500,000 5,184,351 8,254,751 2,606,700 500,000 5,559,851 8,666,551 2,664,600 500,000 5,772,151 8,936,751 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 Out CIP Fund - Privilege Tax Allocation CIP Fund - Tech. Replacement Other Subtotal Total Uses (a) Excludes revenue accruals of $2.3 million in FY 2012/13 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 63 - Table of Contents Budget by Fund Transportation Fund Sources Transportation Fund Sources Transportation Fund sources for FY 2014/15 equal $34.0 million which is an increase of $1.1 million from the FY 2013/14 year-end forecast. In November of FY 2013/14 Council adopted a financial policy to reserve 10 percent of the annual Transportation Fund operating expenditures to create a Transportation Fund Stabilization Reserve for unforeseen emergencies or catastrophic impacts to the city. More specific information on revenues is detailed below. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Highway User Revenue Tax (HURF) Highway User Revenue Tax (HURF), also known as a gas tax, is distributed by the State of Arizona based upon the population of each city and the county of origin for the sales of fuel. The State constitution requires that all highway user revenue be used solely for street, highway or transit purposes. Cities and towns receive 27.5 percent of the highway user revenue fund of which one half of the monies are distributed based on the proportion of Scottsdale's population to the total population of all incorporated cities and towns in the State. The remaining half is distributed based on the basis of the "county of origin" of gasoline sales and the relation of Scottsdale's population to the total incorporated population of Maricopa County. The adopted FY 2014/15 budget of $12.9 million represents a 6 percent increase from the FY 2013/14 year-end forecast. In recent years the Arizona Legislature diverted HURF funds to the Arizona Department of Public Safety and the Arizona Motor Vehicle Division, the increase reflects the amount restored by the Arizona Legislature. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 12.9 12.3 12.2 10.9 13.8 12.9 * 12.3 * 11.9 10.9 13.4 2014/15 2013/14 2012/13 2011/12 2010/11 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 budget of $18.4 million represents an increase of $0.4 million or 3 percent over the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 18.4 17.3 16.8 15.3 15.2 18.4 * 18.0 * 16.9 16.0 15.0 2014/15 2013/14 2012/13 2011/12 2010/11 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 $0.7 million from this regional sales tax in the FY 2014/15, which is slightly higher than the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.7 0.6 0.5 0.5 0.3 0.7 * 0.6 * 1.3 2.1 0.6 2014/15 2013/14 2012/13 2011/12 2010/11 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 64 - Table of Contents Budget by Fund Transportation Fund Sources Grants/Other Revenue Revenue for Federal and State Grants and Miscellaneous Reimbursements for FY 2014/15 is $1.4 million. Scottsdale is able to leverage grants received to offset transportation fund operating expenditures. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.4 1.5 1.4 0.9 2.0 1.4 * 1.5 * 1.7 0.7 4.6 2014/15 2013/14 2012/13 2011/12 2010/11 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Direct Cost Allocation - Alley Maintenance Solid Waste transfers funds to cover the cost associated with alley maintenance performed by the Street Operations 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 2014/15 is $0.5 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.5 0.5 - 0.5 * 0.5 * 0.6 - 2014/15 2013/14 2012/13 2011/12 2010/11 --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 65 - 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, capital outlay, plus transfers-out to other funds. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Personnel Services Personnel Services include the salaries and wages paid to employees, plus the city’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The adopted FY 2014/15 personnel services budget of $5.9 million is an increase of $0.2 million from the FY 2013/14 adopted budget. This increase includes a citywide pay program based on performance and to cover the costs of increased healthcare and retirement. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 5.9 5.7 5.4 5.3 6.2 5.9 * 5.7 * 5.4 5.1 6.3 2014/15 2013/14 2012/13 2011/12 2010/11 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. Supplies are not included in the contractual services account. The adopted FY 2014/15 contractual services budget of $18.5 million is an increase of $1.6 million, or approximately 9 percent, from the FY 2013/14 adopted budget. The most significant increase in this category is the one-time funding of $0.9 million for street overlays and concrete repair that was included for FY 2014/15. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 18.5 16.9 16.6 15.3 19.7 18.5 * 16.9 * 14.8 14.7 15.4 2014/15 2013/14 2012/13 2011/12 2010/11 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Commodities Commodities are expendable items purchased through the cityapproved 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 2014/15 adopted budget of $0.9 million remains flat with the FY 2013/14 adopted budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.9 0.9 0.7 0.8 0.8 0.9 * 0.9 * 0.7 0.6 0.6 2014/15 2013/14 2012/13 2011/12 2010/11 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 of $0.1 million is related to capital contractual engineering and machinery and equipment. Adopted Budget to Actual/Forecast* FISCAL YEAR 2014/15 2013/14 2012/13 2011/12 2010/11 ADOPTED BUDGET ACTUAL / FORECAST* 85,300 70,000 60,000 11,500 256,975 85,300 * 70,000 * 1,015 168,129 2,970,259 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 66 - Table of Contents Budget by Fund Transportation 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 2014/15 budget includes approximately $9.2 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 operating costs. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Transportation Fund Balance The adopted FY 2014/15 Transportation Fund ending fund balance is projected to be just over $7.7 million of which $2.5 million is the Transportation Fund Stabilization Reserve, $0.5 million operating contingency and $4.7 million of Unreserved Fund Balance. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 67 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 68 - 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 $ $ 33.2 0.1 33.3 33.3 100% 0% 0% Preservation Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlay Other Adopted Budget Transfers Out Debt Service Transfers CIP Transfers Total Uses $ 0% $ - 94% $ 30.7 2.0 32.7 0% 0% 0% 0% 6% Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 69 - Table of Contents Budget by Fund Preservation Privilege Tax Fund Summary Beginning Fund Balance Unreserved Fund Balance Total Beginning Fund Balance Revenues Privilege Tax (0.20%) Privilege Tax (0.15%) Interest Earnings Miscellaneous Base Fines Subtotal Total Sources Expenditures Operating Miscellaneous Subtotal Total Expenditures Transfers Out Debt Service Fund (Preserve GO Bonds) Debt Service Fund (Preserve Revenue Bonds) CIP Fund (General Capital Projects) Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Unreserved Fund Balance Total Ending Fund Balance Actual 2012/13 Adopted 2013/14 24,093,557 24,093,557 18,970,495 18,970,495 23,230,150 23,230,150 23,323,667 23,323,667 17,354,174 13,017,874 163,268 140,706 30,676,022 17,868,644 13,401,483 151,105 31,421,232 18,512,700 13,884,525 151,105 32,548,330 18,982,541 14,236,906 77,231 33,296,678 30,676,022 31,421,232 32,548,330 33,296,678 - 2,200 2,200 2,200 2,200 2,200 2,200 - 2,200 2,200 2,200 21,283,878 6,486,383 3,769,168 31,539,429 24,396,795 6,474,913 3,820,000 34,691,708 22,157,700 6,474,913 3,820,000 32,452,613 24,211,105 6,478,073 2,000,000 32,689,178 31,539,429 34,693,908 32,454,813 32,691,378 93,517 605,300 23,323,667 23,323,667 23,928,967 23,928,967 (863,407) 23,230,150 23,230,150 (3,272,676) 15,697,819 15,697,819 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 70 - Forecast 2013/14 Adopted 2014/15 Table of Contents Budget by Fund Preservation Privilege Tax Fund Five Year Financial Forecast Forecast 2015/16 Beginning Fund Balance Unreserved Fund Balance Total Beginning Fund Balance Revenues Privilege Tax (0.20%) Privilege Tax (0.15%) Interest Earnings Miscellaneous Base Fines Subtotal Total Sources Expenditures Operating Miscellaneous Subtotal Total Expenditures Transfers Out Debt Service Fund (Preserve GO Bonds) Debt Service Fund (Preserve Revenue Bonds) CIP Fund (General Capital Projects) Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Unreserved Fund Balance Total Ending Fund Balance Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 23,928,967 23,928,967 18,419,667 18,419,667 16,202,967 16,202,967 13,799,867 13,799,867 19,184,600 14,388,500 172,600 33,745,700 19,814,300 14,860,700 285,400 34,960,400 20,474,900 15,356,200 384,900 36,216,000 21,162,300 15,871,700 420,000 37,454,000 33,745,700 34,960,400 36,216,000 37,454,000 2,200 2,200 2,300 2,300 2,300 2,300 2,400 2,400 2,200 2,300 2,300 2,400 28,481,800 6,491,000 4,280,000 39,252,800 27,779,100 6,115,700 3,280,000 37,174,800 29,207,000 6,129,800 3,280,000 38,616,800 29,827,600 6,147,300 2,280,000 38,254,900 39,255,000 37,177,100 38,619,100 38,257,300 (5,509,300) (2,216,700) (2,403,100) 18,419,667 18,419,667 16,202,967 16,202,967 13,799,867 13,799,867 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 71 - (803,300) 12,996,567 12,996,567 Table of Contents Budget Fund Budget byby Fund Preservation Fund Sources Preservation Privilege Tax Fund Sources and Uses Preservation Fund Revenues The Preservation Privilege Tax Fund revenues for FY 2014/15 are budgeted at $33.3 million, an increase of $0.8 million from the FY 2013/14 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 – Preservation (0.20 percent) 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 2014/15 budget of $19.0 million represents an increase of $0.5 million from the FY 2013/14 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 19.0 19.0 * 2013/14 17.9 18.5 * 2012/13 2011/12 17.3 15.8 17.4 16.5 2010/11 15.6 15.5 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Privilege (Sales) Tax – Preservation (0.15 percent) 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 2014/15 budget of $14.2 million represents an increase of $0.3 million from the FY 2013/14 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 14.2 13.4 14.2 * 13.9 * 2012/13 2011/12 12.9 11.8 13.0 12.3 2010/11 12.1 11.7 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 budget of $0.1 million is developed by staff based on current interest rates and the available cash balance. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.1 0.2 0.1 * 0.2 * 2012/13 2011/12 0.3 0.1 0.2 0.3 2010/11 0.2 0.3 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 and transfersout to the Capital Project Fund for land acquisition and construction of essential preserve related assets such as proposed trailheads. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-Out Transfers-Out are authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2014/15 adopted budget of $32.7 million consists of $30.7 million in transfers-out to the Debt Service Fund for debt payments on Preservation bonds and $2.0 million in transfers-out to the Capital Project Fund. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Preservation Privilege Tax Fund Balance The projected ending fund balance for FY 2014/15 is $23.9 million. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 72 - 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 Fire Police Community Services Contingency/Reserves Total Revenue $ Transfers In Total Sources $ 2.3 0.3 0.4 0.0 3.1 2.6 1.5 10.2 0.1 10.3 22% 2% 4% 0% 30% 25% 15% 1% Special Programs 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 $ 18% $ 1.9 4.1 1.4 0.2 1.5 9.0 4% $ 0.4 0.1 0.6 10.1 40% 14% 2% 15% 1% 6% Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 73 - Table of Contents Budget by Fund Special Programs Fund Summary Actual 2012/13 1,500,000 Adopted 2013/14 1,500,000 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 1,669,554 62,986 21,650 2,391,762 4,185,446 781 449,291 237,000 252,994 9,271,464 1,691,962 150,000 75,000 2,544,292 5,700,440 300 440,000 250,000 10,851,994 1,691,962 150,000 75,000 140,000 2,544,292 5,700,440 300 300,000 250,000 10,851,994 2,280,430 150,630 12,000 20,000 140,000 2,579,556 3,121,939 500 216,300 250,000 8,771,355 Subtotal 60,000 174,843 84,186 51,702 429,488 1,380,078 2,180,297 60,000 60,000 60,000 60,000 60,000 60,000 11,451,761 10,911,994 10,911,994 8,831,355 Operating Contingency (a) Beginning Fund Balance City Court Community & Ec. Development - EV (CVB) (b) Community & Ec. Development (DT Cultural/Comm. Arts) Community & Ec. Development Operation Fix It Economic Development Contributions Economic Development - MPC Debt - McDowell MT Golf Community and Economic Development 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 Fee Agreement Total Beginning Fund Balance Revenues City Court Community & Ec. Development (DT Cultural/Comm. Arts) Community & Ec. Development Operation Fix It Economic Development Contributions Economic Development - MPC Debt - McDowell MT Golf 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 & Economic Development GF - Community Services GF - Public Safety - Fire (Heart Monitors) GF - Public Works SW Gas Franchise Agreement CIP Fund - Communty & Economic Development - AIPP CIP Fund - Public Works - AIPP Total Sources City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 74 - Forecast 2013/14 1,500,000 3,889,688 81,941 460,820 13,807 424,399 1,918,523 (596,785) 2,761 237,000 926,328 1,380,078 53,840 8,792,400 Adopted 2014/15 1,500,000 3,396,165 81,941 434,670 13,807 13,122 424,399 1,770,987 (322,017) 2,761 187,000 443,380 53,840 6,500,055 Table of Contents Budget by Fund Special Programs Fund Summary Actual 2012/13 Expenditures Programs City Court Community & Economic Development Community & Ec. Development - DT Cultural/Comm. Arts Community & Ec. Development - Operation Fix It Economic Development Contributions Community Services Public Safety - Police Public Safety - Fire Public Safety - Fire (Heart Monitors) Community & Economic Development - WestWorld Community & Economic Development - AIPP Public Works - SW Gas Franchise Agreement Citywide Pay Program Citywide Pay Program Tail Subtotal TOTAL OPERATING BUDGET Transfers Out GF - Community Services (Parks) GF - Public Safety - Police (30-Day Tow) GF - Community & Economic Development - EV MPC Debt - McDowell MT Golf CIP Fund - City Court CIP Fund - Community Services CIP Fund - Public Safety - Police CIP Fund - Public Safety - Police (30-Day Tow) 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 Economic Development Contributions Economic Development - MPC Debt - McDowell MT Golf Community & Economic Development 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 (a) (b) (c) Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 1,793,372 17,982 25,000 7,843 2,118,795 1,452,357 533,477 50,000 401,854 250,856 6,651,536 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 2,070,485 60,000 176,150 75,000 2,691,028 1,667,772 300 350,000 482,948 250,000 7,823,683 1,864,970 80,000 176,150 25,807 20,000 2,727,674 1,611,712 2,300 280,000 443,380 250,000 50,186 7,532,179 6,651,536 7,619,703 7,823,683 7,532,179 41,084 314,804 237,000 300 113,500 2,991,483 3,698,171 314,800 115,000 800 100,000 3,343,100 1,380,078 5,253,778 314,800 126,878 115,000 800 100,000 3,343,100 1,380,078 5,380,656 386,176 108,325 1,700 2,100 70,200 500 505,600 1,074,601 10,349,707 12,873,481 13,204,339 8,606,780 1,102,054 (1,961,487) (2,292,345) 1,500,000 1,500,000 1,500,000 1,500,000 3,889,688 81,941 460,820 13,807 424,399 1,918,523 (596,785) 2,761 237,000 926,328 1,380,078 53,840 8,792,400 3,232,410 370,534 382,381 1,647,260 519,789 885 140,000 845,234 51,702 7,155,038 3,396,165 81,941 434,670 13,807 13,122 424,399 1,770,987 (322,017) 2,761 187,000 443,380 53,840 6,500,055 3,809,925 81,941 409,150 44,797 404,399 1,620,769 225,734 961 123,300 53,840 6,724,630 224,575 The Operating Contingency for the Special Programs Fund is an unfunded contingency that allows for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. Any use of this unfunded contingency requires City Council's approval. Reflects the liability for the CVB contract stated on a CAFR versus Budget basis. Negative balances result of a timing issue on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 75 - Table of Contents Budget by Fund Special Programs Fund Five-Year Finacial Forecast Forecast 2015/16 1,500,000 Forecast 2016/17 1,500,000 Forecast 2017/18 1,500,000 Forecast 2018/19 1,500,000 3,809,925 81,941 409,150 44,797 404,399 1,620,769 225,734 961 123,300 53,840 6,774,816 4,436,025 81,941 383,650 78,497 384,399 1,904,569 420,834 661 143,300 53,840 7,887,716 5,286,525 81,941 358,150 114,697 364,399 2,094,569 438,534 361 163,300 53,840 8,956,316 6,196,425 81,941 332,650 148,397 344,399 2,262,769 723,834 61 183,300 53,840 10,327,616 Subtotal 2,324,000 150,700 12,000 20,000 140,000 2,707,000 2,228,000 300 300,000 250,000 8,132,000 2,392,100 150,700 12,000 20,000 140,000 2,675,700 2,241,800 300 300,000 250,000 8,182,600 2,463,600 150,700 12,000 20,000 140,000 2,677,100 2,241,800 300 300,000 250,000 8,255,500 2,518,200 150,700 12,000 20,000 140,000 2,689,400 2,241,800 300 300,000 250,000 8,322,400 Subtotal 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 8,192,000 8,242,600 8,315,500 8,382,400 Operating Contingency (a) Beginning Fund Balance City Court Community & Ec. Development - EV (CVB) (b) Community & Ec. Development (DT Cultural/Comm. Arts) Community & Ec. Development Operation Fix It Economic Development Contributions Economic Development - MPC Debt - McDowell MT Golf Community and Economic Development 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 Fee Agreement Total Beginning Fund Balance Revenues City Court Community & Ec. Development (DT Cultural/Comm. Arts) Community & Ec. Development Operation Fix It Economic Development Contributions Economic Development - MPC Debt - McDowell MT Golf 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 & Economic Development GF - Community Services GF - Public Safety - Fire (Heart Monitors) GF - Public Works SW Gas Franchise Agreement CIP Fund - Communty & Economic Development - AIPP CIP Fund - Public Works - AIPP Total Sources City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 76 - Table of Contents Budget by Fund Special Programs Fund Five-Year Finacial Forecast Forecast 2015/16 Expenditures Programs City Court Community & Economic Development Community & Ec. Development - DT Cultural/Comm. Arts Community & Ec. Development - Operation Fix It Economic Development Contributions Community Services Public Safety - Police Public Safety - Fire Public Safety - Fire (Heart Monitors) Community & Economic Development - WestWorld Community & Economic Development - AIPP Public Works - SW Gas Franchise Agreement Citywide Pay Program Citywide Pay Program Tail Subtotal TOTAL OPERATING BUDGET Transfers Out GF - Community Services (Parks) GF - Public Safety - Police (30-Day Tow) GF - Community & Economic Development - EV MPC Debt - McDowell MT Golf CIP Fund - City Court CIP Fund - Community Services CIP Fund - Public Safety - Police CIP Fund - Public Safety - Police (30-Day Tow) 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 Economic Development Contributions Economic Development - MPC Debt - McDowell MT Golf Community & Economic Development 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 (a) (b) (c) Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 1,697,400 80,000 176,200 12,000 20,000 2,422,500 1,497,100 600 280,000 250,000 51,800 41,200 6,528,800 1,541,600 80,000 176,200 12,000 20,000 2,485,500 1,538,900 600 280,000 250,000 55,500 83,300 6,523,600 1,553,700 80,000 176,200 12,000 20,000 2,508,700 1,550,300 600 280,000 250,000 55,200 116,700 6,603,400 1,580,900 80,000 176,200 12,000 20,000 2,554,600 1,578,400 300 280,000 250,000 56,900 149,900 6,739,200 6,528,800 6,523,600 6,603,400 6,739,200 386,200 106,300 500 700 50,000 99,600 643,300 386,200 103,800 200 24,000 275,000 789,200 386,200 106,300 200 20,000 512,700 386,200 103,600 20,000 509,800 7,172,100 7,312,800 7,116,100 7,249,000 1,019,900 929,800 1,199,400 1,133,400 1,500,000 1,500,000 1,500,000 1,500,000 4,436,025 81,941 383,650 78,497 384,399 1,904,569 420,834 661 143,300 53,840 7,794,716 5,286,525 81,941 358,150 114,697 364,399 2,094,569 438,534 361 163,300 53,840 8,817,516 6,196,425 81,941 332,650 148,397 344,399 2,262,769 723,834 61 183,300 53,840 10,155,716 7,133,725 81,941 307,150 184,797 324,399 2,397,569 981,034 61 203,300 53,840 11,461,016 The Operating Contingency for the Special Programs Fund is an unfunded contingency that allows for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. Any use of this unfunded contingency requires City Council's approval. Reflects the liability for the CVB contract stated on a CAFR versus Budget basis. Negative balances result of a timing issue on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 77 - Table of Contents Budget by Fund Special Programs Fund Sources 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 Revenues Revenues received in the Special Programs Fund consist of various Fines, Fees, Forfeitures and Permits; Racketeering Influenced Corrupt Organization (RICO) revenue, Contributions/Donations; and Other Revenues. The revenues by program area are detailed in the following sections. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City Court City 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 2014/15 budget for restricted City Court Revenue is $2.3 million, which is $0.6 million more than the FY 2013/14 adopted budget. This is due to the Court Enhancement fee increasing from $15 to $30 as part of the FY 2014/15 rates and fees changes approved by City Council. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2.3 2.3 * 2013/14 2012/13 1.7 1.6 1.7 * 1.7 2011/12 2010/11 1.7 1.1 1.8 1.1 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 budget for this revenue source is $0.1 million. Community Arts Trust Revenue - This account hold funds that are generated by the lease agreement with the Scottsdale Artists' School at Loloma. The FY 2014/15 budget for this revenue source is $0.1 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.2 0.2 * 2013/14 2012/13 0.2 0.2 0.2 * 0.1 2011/12 0.2 0.2 2010/11 0.2 - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Operation Fix It (CED) The city receives donations from individuals and businesses to be used for the maintenance, repair, and improvement to residential properties located within the City of Scottsdale. In FY 2014/15 the estimated amount of donations will be $12,000. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 12,000 12,000 * 2013/14 2012/13 75,000 - 75,000 * 21,650 2011/12 2010/11 - FISCAL YEAR - ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 78 - Table of Contents Budget by Fund Special Programs Fund Sources 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, Charros/Giants for capital improvement, 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 2014/15 special revenues are forecast at $2.6 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 2.6 2.5 2.6 * 2.5 * 2012/13 2011/12 2.9 2.2 2.4 3.0 2010/11 1.7 2.1 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Public Safety - Police Revenue estimated through restricted revenue sources for FY 2014/15 is $3.1 million, a decrease of $2.6 million from the previous fiscal year. The decrease is primarily attributed to the decrease in anticipated Racketeering Influenced Corrupt Organization (RICO) funds from Federal Forfeitures. Police revenue is generated from the following seven 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. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 3.1 3.1 * 2013/14 5.7 5.7 * 2012/13 2011/12 6.1 2.8 4.2 3.0 2010/11 3.6 1.9 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 budget for this restricted revenue source is $500. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 500 500 * 2013/14 300 300 * 2012/13 400 781 2011/12 400 925 2010/11 500 395 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 79 - Table of Contents Budget by Fund Special Programs Fund Sources Economic Development Contributions Economic Development receives donated funds to be used for marketing, promotion, events and other activities which support economic development including business attraction, retention and expansion. Approved by Council on March 4th, 2014 with the passage of Resolution 9670, the FY 2014/15 revenues are budgeted at $20,000. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 20,000 - 20,000 * -* 2012/13 2011/12 - - 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Economic Development - MPC Debt McDowell Mtn Golf The city receives the greater of 4 percent or 140,000 per year, based on gross sales at the McDowell Mtn Golf Course which is restricted to repay the city for its investment in the clubhouse at the golf course. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.1 0.1 * 2013/14 - 0.1 * 2012/13 2011/12 - - 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 budget for this restricted revenue source is $0.2 million. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 216,300 440,000 216,300 * 300,000 * 2012/13 500,000 237,000 2011/12 2010/11 1,200,000 200,000 60,496 10,000 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Public Works - Gas Franchise The city receives annual payments from Southwest Gas Corp. for a Gas Franchise Agreement allowing for the use of city right of ways. These payments are used to offset costs associated with maintaining various city right of ways. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.3 0.3 * 2013/14 0.4 0.3 * 2012/13 0.3 0.3 2011/12 - - 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-In Transfers in to the Special Programs Fund represent support for specific programs from the General Fund. The FY 2014/15 budget includes a transfer in of $60,000 which consists of $50,000 for the General Fund match for WestWorld Bureau of Reclamation funded projects, as well as $10,000 for the preservation and maintenance of properties on Scottsdale's Historic Register. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 80 - 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 - -* -* 2012/13 2011/12 6.7 6.1 6.7 2010/11 5.0 6.3 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City Court City Court expenditure budget for FY 2014/15 is approximately $1.9 million and includes the following specific uses: 1) 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.; 2) Additional expenditures, 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, for the maintenance and enhancement of the Court’s ability to collect and manage monies; 3) Finally, beginning in FY 2014/15 the City Court will begin accepting jury donations with proceeds to be spent on services to enhance the experience of citizens serving on juries. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 1.9 2.0 1.9 * 2.1 * 2012/13 2011/12 1.9 2.0 1.8 1.9 2010/11 1.4 1.3 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Downtown Cultural/Community Arts (CED) The adopted budget for FY 2014/15 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.2 0.2 * 2013/14 0.2 0.2 * 2012/13 0.2 - 2011/12 0.2 - 2010/11 0.2 - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 81 - Table of Contents Budget by Fund Special Programs Fund Uses Public Safety – Police Police expenditures budget for FY 2014/15 is $1.6 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 1.6 1.5 1.6 * 1.7 * 2012/13 2011/12 1.8 1.6 1.5 1.4 2010/11 1.9 1.4 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Community Services Community Services expenditures budget for FY 2014/15 is $2.7 million. Expenditures include youth sports field and pool maintenance, Silverado golf course maintenance and improvements, Charros/Giants for capital 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2.7 2.7 * 2013/14 2.7 2.7 * 2012/13 2.7 2.1 2011/12 2010/11 2.3 2.3 2.3 1.9 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Community & 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 2014/15 adopted budget is $105,807. This funding includes resources available for the city’s Preservation Rehabilitation and Historic Preservation special programs. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 105,807 105,807 * 2013/14 2012/13 135,000 60,000 135,000 * 25,825 2011/12 152,797 5,938 2010/11 125,000 21,459 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 82 - Table of Contents Budget by Fund Special Programs Fund Uses Community & Economic Development – Contributions Economic Development receives donated funds to be used for marketing, promotion, events and other activities which support economic development including business attraction, retention and expansion. Approved by Council on March 4th, 2014 with the passage of Resolution No. 9670, the FY 2014/15 expenses are budgeted at $20,000. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 20,000 - 20,000 * -* 2012/13 2011/12 - - 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Public Safety – Fire Fire expenditures include public education support, equipment acquisition, and fire station enhancements. The FY 2014/15 adopted budget is $2,300. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2,300 2,300 * 2013/14 300 300 * 2012/13 2011/12 1,495 6,900 6,281 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Community & Economic Development – WestWorld WestWorld expenditure budget for FY 2014/15 is $0.3 million. Expenditures made from this fund are to be used for projects related to maintaining and preserving the assets at the McDowell Mountain and Tournament Players Club 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* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 280,000 350,000 280,000 * 350,000 * 2012/13 500,000 50,000 2011/12 2010/11 1,200,000 200,000 10,496 10,000 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Community & Economic Development – AIPP Art In Public Places (AIPP) supports vendors and exhibits of Public Art. The $0.4 million budget represents the former program for AIPP that Community & Economic Development will administer until funds are depleted. Effective FY 2012/13 a new Art in Public Places (AIPP) operating project was created in the Public Works Division and then subsequently moved to the Capital Improvement Plan. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.4 0.4 * 2013/14 0.5 0.5 * 2012/13 0.5 0.4 2011/12 - - 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 83 - Table of Contents Budget by Fund Special Programs Fund Uses Public Works - Gas Franchise The city receives annual payments from Southwest Gas Corp. for a Gas Franchise Agreement allowing for the use of city right of ways. These payments are used to offset costs associated with maintaining various city right of ways. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.3 0.3 0.3 * 0.3 * 2012/13 2011/12 0.3 - 0.3 - 2010/11 - - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-Out Transfers-out are the authorized movement of cash or other resources to fund programs in the General Fund supported by Special Programs (Police 30-Day Tow) or to fund debt service and/or capital projects. The FY 2014/15 budget for transfers out of $1.1 million consists of $0.6 million to the Capital Improvement Fund for Police and RICO projects; $0.4 million goes to the General Fund Police for the 30-Day Tow program support; $0.1 million to MPC for debt service related to McDowell Mountain Golf Course. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Special Programs Fund Balance Special Programs ending fund balance of $6.8 million for FY 2014/15 represents the following individual ending fund balances: $3.8 million for City Court, $0.4 million for Downtown Cultural/Community Arts (CED), $0.2 million for Public Safety - Police, $1.6 million for Community Services, $0.7 million for Community & Economic Development, and $0.1 million for Public Works - Southwest Gas Franchise Capital Program. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 84 - 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 other related miscellaneous revenues all of which are to be used for tourism related activities and General Fund support. Ordinance No. 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 Miscellaneous Total Revenue Transfers In Total Sources $ $ $ 15.8 91% 1.6 9% 0.0 0% 17.4 0% 17.4 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 10.3 0.0 0.4 2.5 13.4 1% 46% 0% 2% 11% $ 2.7 3.6 2.7 22.3 12% 16% 12% Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 85 - Table of Contents Budget by Fund Tourism Development Fund Summary Actual 2012/13 Beginning Fund Balance (a) Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 - 2,500,000 4,372,180 6,872,180 2,500,000 4,391,540 6,891,540 2,500,000 5,119,146 7,619,146 13,851,417 81,007 1,439,195 15,371,619 13,989,000 85,000 1,600,000 15,674,000 13,989,000 85,000 1,600,000 15,674,000 15,794,000 1,600,000 20,500 17,414,500 3,105,767 3,105,767 - - - 18,477,386 15,674,000 15,674,000 17,414,500 Expenditures Division Community & Economic Development Marketing - SCVB Events & Event Development Hospitality Trolley Administration and Research Mayor and City Council Capital - Undesignated Citywide Pay Program Citywide Pay Program Tail Subtotal 6,925,708 1,024,569 168,482 372,168 8,490,927 6,994,500 1,200,000 180,000 495,989 500,000 4,011 9,374,500 6,994,500 700,000 180,000 499,694 500,000 8,874,194 7,897,000 1,795,000 180,000 495,655 75,000 425,000 4,345 10,872,000 TOTAL OPERATING BUDGET 8,490,927 9,374,500 8,874,194 10,872,000 1,906,416 1,188,503 3,094,919 3,548,000 2,402,739 150,000 6,100,739 3,548,000 1,994,200 530,000 6,072,200 2,650,000 3,600,000 2,650,300 8,900,300 11,585,846 15,475,239 14,946,394 19,772,300 Sources Over / (Under) Uses 6,891,540 198,761 727,606 Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 2,500,000 4,391,540 6,891,540 2,500,000 4,570,941 7,070,941 2,500,000 5,119,146 7,619,146 Revenues Bed Tax Hospitality Trolley Scottsdale Fairmont-Princess Hotel Miscellaneous Revenue Subtotal Transfers In General Fund Subtotal Total Sources Transfers Out General Fund Debt Service Fund CIP - Tourism Projects Subtotal Total Uses (a) This was a new fund beginning in FY 2012/13. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 86 - (2,357,800) 2,500,000 2,761,346 5,261,346 Table of Contents Budget by Fund Tourism Development Fund Five Year Financial Forecast Forecast 2015/16 Beginning Fund Balance Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 2,500,000 2,761,346 5,261,346 2,500,000 5,147,246 7,647,246 2,500,000 7,945,746 10,445,746 2,500,000 11,176,746 13,676,746 16,491,000 1,600,000 20,500 18,111,500 17,316,000 1,600,000 20,500 18,936,500 18,181,000 1,600,000 20,500 19,801,500 19,091,000 1,600,000 20,500 20,711,500 - - - - Total Sources 18,111,500 18,936,500 19,801,500 20,711,500 Expenditures Division Community & Economic Development Marketing - SCVB Events & Event Development Hospitality Trolley Administration and Research Mayor and City Council Capital - Undesignated Citywide Pay Program Citywide Pay Program Tail Subtotal 8,245,500 1,200,000 180,000 492,200 500,000 4,500 3,300 10,625,500 8,658,000 1,200,000 180,000 488,600 500,000 4,800 6,600 11,038,000 9,090,500 1,200,000 180,000 486,200 500,000 4,800 9,000 11,470,500 9,545,500 1,200,000 180,000 483,700 500,000 4,900 11,400 11,925,500 TOTAL OPERATING BUDGET 10,625,500 11,038,000 11,470,500 11,925,500 1,500,000 3,600,000 100 5,100,100 1,500,000 3,600,000 5,100,000 1,500,000 3,600,000 5,100,000 1,500,000 3,600,000 5,100,000 15,725,600 16,138,000 16,570,500 17,025,500 Sources Over / (Under) Uses 2,385,900 2,798,500 3,231,000 3,686,000 Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 2,500,000 5,147,246 7,647,246 2,500,000 7,945,746 10,445,746 2,500,000 11,176,746 13,676,746 2,500,000 14,862,746 17,362,746 Revenues Bed Tax Hospitality Trolley Scottsdale Fairmont-Princess Hotel Miscellaneous Revenue Subtotal Transfers In General Fund Subtotal Transfers Out General Fund Debt Service Fund CIP - Tourism Projects Subtotal Total Uses City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 87 - Table of Contents Budget by Fund Budget by Fund Tourism Development Fund Sources Tourism Development Fund Sources Tourism Development Fund Revenues There are two main revenue sources for the Tourism Development Fund: Transient Occupancy (Bed) Tax and lease revenue from the Scottsdale Fairmont-Princess Hotel. Additionally there is miscellaneous revenue related to tourism activities. More specific information on these revenues is detailed below. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Transient Occupancy (Bed) Tax Transient Occupancy (“Bed”) Tax reflects a voter approved Transient Occupancy Tax of 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. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 15.8 15.8 * 2013/14 14.0 14.0 * 2012/13 - 13.9 2011/12 - - 2010/11 - - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 $75 million in addition to a set amount of $1.5 million annually. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.6 1.6 * 2013/14 2012/13 1.6 - 1.6 * 1.4 2011/12 2010/11 - FISCAL YEAR - --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 Charges for Services- Miscellaneous Revenue. Starting in FY 2014/15 this revenue source will be less than in historical periods and will be tracked as a miscellaneous revenue. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 - -* 2013/14 2012/13 0.1 - 0.1 * 0.1 2011/12 2010/11 - FISCAL YEAR - --------------------------------------------------------------------------------------------------------------------------------------------------------------- Miscellaneous Revenue Miscellaneous Revenue includes various revenues the city receives in the Tourism Development Fund during any given year that are not attributable to one of the specific revenue categories previously noted. The FY 2014/15 miscellaneous revenue is budgeted at $20,500. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 20,500 20,500 * 2013/14 2012/13 - -* - 2011/12 - - 2010/11 - - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 88 - Table of Contents Budget by Fund Budget by Fund Tourism Development Fund Sources Tourism Development Fund Uses Tourism Development Fund Expenditures 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, health, and workers’ compensation insurance. The adopted FY 2014/15 personnel services budget of $0.2 million is unchanged from the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.2 0.2 * 2013/14 0.2 0.2 * 2012/13 - 0.2 2011/12 - - 2010/11 - - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The adopted FY 2014/15 contractual services budget of $10.3 million is an increase of $3.3 million, or 47 percent from the FY 2013/14 year-end budget. Of this budgeted amount, $7.9 million is for the Destination Marketing Contract with the Scottsdale Convention and Visitors Bureau, which is an increase of $0.9 million from the FY 2013/14 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 10.3 10.3 * 2013/14 2012/13 7.0 - 7.0 * 6.7 2011/12 2010/11 - FISCAL YEAR - --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 adopted budget includes an allowance of $0.4 million in the event that capital purchases arise over the course of the fiscal year. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.4 0.4 * 2013/14 2012/13 0.5 - 0.5 * - 2011/12 - - 2010/11 - - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2014/15 budget includes $8.9 million in transfers-out. 1) $1.5 million is a transfer to the General Fund for bed tax support. 2) $1.2 million is a transfer to the General Fund for the establishment of the Tournament Players Club debt service reserve in FY 2015/16. (The reserve is being held in the General Fund as Federal Internal Revenue Service regulations state that tax-exempt debt service funds should not carry a significant fund balance from year to year.) 3) $3.6 million is a transfer to the Debt Service Fund to cover debt expenses related to tourism funded projects. 4) $2.7 million is a transfer to the CIP fund to fund tourism projects. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Tourism Development Fund Balance The adopted FY 2014/15 Tourism Development Fund ending fund balance is $5.3 million. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 89 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 90 - Table of Contents Budget by Fund Debt Service Funds Overview Adopted Budget $1,172.3 Million (a) Grants, Trust,& Special Districts Operating Budgets $501.1M (a) $16.1M Capital Projects $506.1M Contingencies / Reserves $149.1M General Fund $234.5M Grant Funds $15.5M Community Facilities $40.6M General Fund $26.5M Special Revenue $43.7M Trusts & Special Districts $0.6M Preservation $174.9M Special Revenue $7.0M Debt Service Funds $83.6M Drainage / Flood Control $13.2M Grant Funds $3.0M Enterprise Funds $133.0M Public Safety $9.6M Enterprise Funds $70.2M Internal Service $6.3M (a) $56.1M (b) Service Facilities $13.0M Internal Service $27.1M Transportation $114.3M Capital Projects $15.3M Water Management $140.5M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $49.8M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $49.8M City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 91 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 92 - Table of Contents Budget by Fund Budget by Fund Debt Service 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 $ $ $ 35.6 42% 1.5 2% 37.0 46.7 56% 83.7 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 $ 0% 0% 0% 0% 100% $ 83.6 83.6 0% 0% 0% $ 83.6 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 93 - Table of Contents Budget by Fund Debt Service Funds Summary Actual 2012/13 15,306,254 Adopted 2013/14 15,614,201 Forecast 2013/14 20,150,654 Adopted 2014/15 16,472,620 Subtotal 36,163,846 590,875 1,762,943 160,206 94,184,911 6 654,819 3,044 133,520,650 36,712,519 1,238,750 145,000 38,096,269 36,711,530 1,566,000 145,000 38,422,530 35,567,691 1,317,489 145,000 37,030,180 Cash Transfers In Preservation Privilege Tax Fund - G.O. Bonds Preservation Privilege Tax Fund - Rev Bonds McDowell Preserve Priv Tax General Fund - MPC Bonds Special Programs (McDowell Golf) Fund - MPC Bonds Tourism Dev Fund - MPC Bonds Subtotal 21,079,523 6,486,383 955,500 8,570,152 600,000 37,691,558 24,396,795 6,474,913 11,878,185 2,402,739 45,152,632 22,157,700 6,474,913 11,751,300 126,878 1,994,200 42,504,991 24,211,105 6,478,073 12,284,874 108,325 3,600,000 46,682,377 171,212,208 83,248,901 80,927,521 83,712,557 38,699,329 90,135,332 18,277,278 955,500 766,875 4,844 6,486,383 10,793,761 166,119,302 36,712,520 24,396,795 6,474,913 15,871,613 83,455,841 36,711,530 23,386,460 2,569,560 6,474,913 15,463,091 84,605,554 35,567,691 24,211,105 6,478,073 17,310,688 83,567,557 166,119,302 83,455,841 84,605,554 83,567,557 248,507 248,507 - - - 166,367,809 83,455,841 84,605,554 83,567,557 Beginning Fund Balance Revenues: Property Tax (Secondary) Special Assessments MCSD and AZSTA Contributions Spring Exhibition Surcharge Miscellaneous - G.O. Preserve Miscellaneous - G.O. General Fund - MPC Bonds Bond Premium Miscellaneous - MPC Total Sources Expenditures Debt Service by Type General Obligation Bonds G.O. Payment to Refunding Bond Agent Preserve G.O. Bonds Payment of Corp of Engineers Debt MCDowell Preserve Priv Tax Special Assessment Bonds Special Assessment - Series 104 Preserve Revenue Bonds (SPA) MPC Bonds Subtotal Total Operating Budget Cash Transfers Out Special Assessment Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance 4,844,399 20,150,653 (206,940) 15,407,261 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 94 - (3,678,033) 16,472,620 145,000 16,617,620 Table of Contents Budget by Fund Debt Service Funds Five Year Financial Forecast Forecast 2015/16 16,617,620 Forecast 2016/17 16,762,520 Forecast 2017/18 16,907,920 Forecast 2018/19 17,052,820 Subtotal 33,957,000 2,672,900 145,000 36,774,900 34,832,200 3,681,400 145,000 38,658,200 34,910,400 4,437,400 145,000 39,492,800 32,886,100 6,735,400 145,000 39,766,500 Cash Transfers In Preservation Privilege Tax Fund - G.O. Bonds Preservation Privilege Tax Fund - Rev Bonds McDowell Preserve Priv Tax General Fund - MPC Bonds Special Programs (McDowell Golf) Fund - MPC Bonds Tourism Dev Fund - MPC Bonds Subtotal 28,481,800 6,491,000 12,375,100 106,300 3,600,000 51,054,200 27,779,100 6,115,700 12,474,300 103,800 3,600,000 50,072,900 29,207,000 6,129,800 12,577,100 106,300 3,600,000 51,620,200 29,827,600 6,147,200 12,679,600 103,600 3,600,000 52,358,000 87,829,100 88,731,100 91,113,000 92,124,500 33,957,400 28,481,700 6,491,000 18,754,100 87,684,200 34,832,200 27,778,900 6,115,700 19,859,300 88,586,100 34,910,700 29,206,900 6,129,800 20,720,700 90,968,100 32,886,499 29,827,401 6,147,300 23,118,600 91,979,800 87,684,200 88,586,100 90,968,100 91,979,800 - - - - 87,684,200 88,586,100 90,968,100 91,979,800 144,900 145,000 144,900 144,700 16,762,520 16,907,920 17,052,820 17,197,520 Beginning Fund Balance Revenues: Property Tax (Secondary) Special Assessments MCSD and AZSTA Contributions Spring Exhibition Surcharge Miscellaneous - G.O. Preserve Miscellaneous - G.O. General Fund - MPC Bonds Bond Premium Miscellaneous - MPC Total Sources Expenditures Debt Service by Type General Obligation Bonds G.O. Payment to Refunding Bond Agent Preserve G. O. Bonds Payment of Corp of Enginees Debt MCDowell Preserve Priv Tax Special Assessment Bonds Special Assessment - Series 104 Preserve Revenue Bonds (SPA) MPC Bonds Subtotal Total Operating Budget Cash Transfers Out Special Assessment Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 95 - Table of Contents Budget by Fund Budget by Fund Debt Service Fund Sources 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 voterapproved general obligation bonds. The FY 2014/15 revenue of $35.6 million is a decrease of $1.1 million from the FY 2013/14 year-end forecast of $36.7 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 35.6 36.7 35.6 * 36.7 * 2012/13 2011/12 36.7 37.0 36.2 36.6 2010/11 37.9 37.5 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Special Assessments - Improvement Districts Special Assessment Revenue results from billings to the property owners within an Improvement District. Districts are formed when owners desire improvement to their property, such as roads, water lines, sewer lines, streetlights, or drainage. The expenditure of funds to construct the specific capital improvements and to pay the debt service on bonds is appropriated as part of the city’s budget; however, the debt service is repaid by the property owners through a special assessment on their improved property. Improvement District debt will be permitted only when the full cash value of the property, as reported by the Maricopa County Assessor’s Office, to debt ratio (prior to improvements being installed) is a minimum of 3:1 prior to issuance of debt and 5:1 or higher after construction of improvements. Should the full cash value to debt ratio not meet the minimum requirements, property value may be determined by an appraisal paid for by the applicant and administered by the city. In addition, per adopted financial policy, the city’s cumulative improvement district debt will not exceed 5 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 allows for improvement districts with special assessments levied on property owners to pay debt associated with improvements. Since debt associated with improvement district has been fully paid effective FY 2012/13, there will be no further assessments levied to collect payments towards debt service for FY 2014/15. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 - -* 2013/14 2012/13 0.8 -* 0.6 2011/12 0.8 0.8 2010/11 0.8 0.7 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Maricopa County Stadium District (MCSD) and Arizona Sports and Tourism Authority (AZSTA) Maricopa County Stadium District and Arizona Sports and Tourism Authority 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; 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.3 1.3 * 2013/14 2012/13 1.2 0.7 1.6 * 1.8 2011/12 1.1 0.7 2010/11 0.3 - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 96 - Table of Contents Budget by Fund Budget by Fund Debt Service Fund Sources Debt Service Funds Sources Spring Exhibition Surcharge Spring Exhibition Surcharge represents the $1 ticket surcharge assessed on San Francisco Giants spring training games held in Scottsdale. The FY 2014/15 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.1 0.1 0.1 * 0.1 * 2012/13 2011/12 0.1 0.2 0.2 0.2 2010/11 0.1 0.2 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-In Transfers-In are 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, Special Programs Fund, and the Tourism Development Fund for MPC debt service payments (for years prior to FY 2010/11), and the Preservation Privilege Tax Fund for the payment of Preserve general obligation debt service and Preserve revenue bond debt service. Total transfers-in for FY 2014/15 equal $46.7 million, consisting of $24.2 million from Preservation Privilege Tax Fund-G.O. Bonds, $6.5 million from Preservation Privilege Tax Fund-Revenue Bonds, $12.3 million from General Fund-MPC Bonds, $0.1 million from the Special Programs Fund (McDowell Golf) and $3.6 million from Tourism Development-MPC Bonds/Bed Tax Funds. --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 97 - Table of Contents Budget by Fund Budget by Fund Debt Service Fund Sources 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 2014/15 budget totals $59.8 million, which represents a decrease of approximately $0.3 million from the FY 2013/14 year-end forecast of $60.1 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 59.8 61.1 59.8 * 60.1 * 2012/13 2011/12 58.9 57.2 147.1 54.8 2010/11 57.5 53.5 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 of funds to construct the specific capital improvements and to pay the debt service on bonds is appropriated as part of the City’s budget; however, the debt service is repaid by the property owners through a special assessment on their improved property. The last debt service payments occurred in FY 2012/13. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 - -* 2013/14 2012/13 0.8 -* 0.8 2011/12 2010/11 0.8 0.8 0.8 0.8 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 percent sales tax authorized by voters in 1995 and the 0.15 percent sales tax authorized by voters in 2004. Obligations for FY 2014/15 total $6.5 million which is unchanged from the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 6.5 6.5 * 2013/14 2012/13 6.5 6.5 6.5 * 6.5 2011/12 6.5 6.5 2010/11 6.7 5.9 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 for the sole 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 2014/15 total $17.3 million, a $1.8 million increase over FY 2013/14 year-end forecast due to the full year debt service related to the debt for the bond issuance for the Western Art Museum. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 17.3 17.3 * 2013/14 2012/13 15.9 12.6 15.5 * 10.8 2011/12 9.9 9.3 2010/11 7.9 7.6 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 98 - Budget by Fund Budget by Fund Table of Contents Debt Service Fund Sources Debt Service Funds Uses 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 FY 2014/15 ending fund balance is approximately $16.6 million, which is slightly higher than the FY 2013/14 forecasted ending fund balance of $16.5 million. --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 99 - Table of Contents Budget by Fund Debt Service Expense - All Funds Budget 2013/14 General Fund Contracts Payable & Service Concession Arrangements U.S. Corps of Engineers - IBW BOR Administration/Westworld BOR Administration/TPC Hotel Valley Ho Total General Fund Contracts Payable $ Leases Police/Fire Radio Communication Total Certificates of Participation and Leases 231,166 134,010 134,010 112,038 611,224 $ 2,548,679 2,548,679 T otal 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 ($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 Adopted Budget 2014/15 Estimate 2013/14 2,569,560 134,010 134,010 108,463 2,946,043 $ 2,548,679 2,548,679 140,710 140,710 112,802 394,222 Forecast 2015/16 $ 2,548,679 2,548,679 3,159,903 $ 5,494,722 $ 2,942,901 $ $ 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 $ 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 8,680 36,712,879 $ 6,334,250 5,694,000 10,720,750 7,828,656 3,147,625 191,900 1,641,710 8,800 35,567,691 $ 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 $ 2,548,679 2,548,679 $ 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: $12M issue Mar 2014 Future G.O. Bond: $100M issue Jan 2015 Preserve General Obligation Bonds - Preserve Sales Tax Supported 147,746 147,746 117,314 412,806 Forecast 2016/17 $ 2,961,485 155,133 155,133 122,006 432,272 Forecast 2017/18 $ 2,548,679 2,548,679 $ 2,980,951 162,890 162,890 126,887 452,667 Forecast 2018/19 $ 2,548,679 2,548,679 Final Payment Date 171,034 171,034 131,962 474,030 2032 2033 2035 2019 2,548,679 2,548,679 2020 $ 3,001,346 $ 3,022,709 - $ 609,000 11,895,750 8,400,031 3,255,625 1,601,900 8,186,428 8,300 33,957,034 (8,299) $ - $ 12,495,750 8,750,032 3,409,125 1,601,400 8,567,628 7,850 34,831,785 (7,850) 12,545,750 9,041,782 3,506,625 1,617,200 8,191,178 7,850 34,910,385 $ 12,151,500 9,173,781 3,580,625 7,972,328 7,850 32,886,084 2014 2016 2015 2014 2024 2028 2030 2018 2021 360,693 7,532,878 1,631,619 1,334,594 1,672,050 2,737,750 1,601,250 1,808,765 3,395,200 4,550 526,200 1,605,556 24,211,105 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 4,550 526,200 4,816,667 28,481,673 1,832,192 7,570,903 1,624,119 1,340,469 1,673,500 2,842,850 1,601,250 1,581,047 2,365,200 4,550 526,200 4,816,667 27,778,947 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 4,550 526,200 4,816,667 29,206,910 1,798,312 7,623,750 1,616,819 1,334,656 1,652,900 3,934,050 1,573,250 1,581,047 3,365,200 4,550 526,200 4,816,667 29,827,401 2019 2014 2024 2024 2034 2034 2024 2034 2025 2034 24,396,796 360,693 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 1,820 175,400 23,386,460 3,462,750 1,599,063 1,406,600 6,500 6,474,913 3,462,750 1,599,063 1,406,600 6,500 6,474,913 3,473,250 1,599,063 1,397,500 8,260 6,478,073 3,480,750 1,599,063 1,402,800 8,260 6,490,873 4,709,063 1,401,800 4,760 6,115,623 4,725,763 1,399,200 4,760 6,129,723 4,737,463 1,405,000 4,760 6,147,223 2016 2024 2022 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 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 11,785 194,217 - 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 13,285 85,990 175,174 900,000 900,000 117,650 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 94,672 174,654 900,000 900,000 114,600 104,400 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 16,285 94,755 175,266 900,000 900,000 116,250 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 94,693 172,854 900,000 900,000 117,450 1,383,200 1,438,000 6,735,410 131,250 600,000 2,459,000 648,156 2,434,844 2,327,900 103,575 1,461,375 1,200,000 11,785 94,481 171,335 900,000 900,000 118,200 2019 2034 2021 2035 2035 2030 2031 2031 2028 2033 2033 2033 11,751,307 1,994,217 126,878 1,590,689 12,284,874 3,600,000 108,325 1,317,489 12,374,836 3,600,000 106,325 2,672,883 12,473,931 3,600,000 103,825 3,681,383 12,576,907 3,600,000 106,325 4,437,445 12,679,526 3,600,000 103,575 6,735,410 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 Fiscal Agent Fees and Arbitrage Fees Total Scottsdale Preserve Authority Bonds 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 and Arbitrage Fees Future Bonds - TNEC ($1.25M Aug 2014) Excise Tax funded Future Bonds - TPC (portion of $14.1M Aug 2014) Excise Tax funded Future Bonds - TPC (portion of $14.1M Aug 2014) Tourism (Princess) funded Future Bonds - Western Art Museum (portion of $14.0M Mar 2014) Tourism funded Future Bonds - Western Art Museum (portion of $14.0M Mar 2014) Excise Tax funded 602,739 Subtotal: MPC - General Fund/Excise Tax funded MPC - Toursim funded MPC _ Special Program (McDowell Golf) funded MPC - MCSD and AZSTA funded 11,773,510 2,402,739 104,675 1,590,689 Total Municipal Property Corp. Bonds T otal Debt Service Funds 15,871,613 $ 83,455,841 15,463,091 $ 82,037,343 17,310,688 $ 83,567,557 18,754,044 $ 87,683,625 19,859,139 $ 88,585,494 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 100 - 20,720,677 $ 90,967,695 23,118,511 $ 91,979,219 2034 2034 2034 2034 2034 Table of Contents Budget by Fund Debt Service Expense - All Funds Budget 2013/14 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 03/2014) Future Revenue Bonds - Water/Sewer ($20M 01/2018) Fiscal Agent Fees (Future Bonds @ $1,000/bond) Total MPC Bonds - Water and Sewer Supported T otal Water and Sewer Funds TOTAL DEBT SERVICE $ 1,039,100 3,939,038 850 4,978,988 Adopted Budget 2014/15 Estimate 2013/14 $ 1,039,100 3,939,038 850 4,978,988 $ 1,043,600 3,495,838 850 4,540,288 Forecast 2015/16 $ 1,050,000 3,491,638 850 4,542,488 3,722,250 3,166,500 5,525,500 7,571,625 3,797,500 10,125 731,376 3,722,250 3,166,500 5,525,500 7,571,625 3,797,500 10,125 312,583 3,155,250 9,125,500 7,569,125 3,929,900 8,125 1,332,750 3,417,750 9,090,500 7,584,125 4,056,300 8,125 1,333,000 1,000 24,525,876 1,000 24,107,083 1,000 25,121,650 1,000 25,490,800 29,504,864 $ 116,120,608 $ 29,086,071 $ 116,618,136 $ 29,661,938 $ 116,172,396 $ 30,033,288 $ 120,678,398 Forecast 2016/17 $ 4,549,438 400 4,549,838 Forecast 2017/18 $ 12,693,250 7,565,375 4,196,700 6,825 1,332,250 2,000 25,796,400 $ 30,346,238 $ 121,912,683 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 101 - 4,564,688 400 4,565,088 Forecast 2018/19 $ 12,626,500 7,589,125 4,350,300 6,825 1,330,500 906,375 2,000 26,811,625 $ 31,376,713 $ 125,345,754 $ Final Payment Date 4,566,188 400 4,566,588 2016 2014 12,574,250 7,577,875 4,496,300 6,825 1,332,750 1,381,250 2,000 27,371,250 2014 2016 2030 2032 2036 31,937,838 $ 126,939,766 2039 2041 Table of Contents Budget by Fund Long-Term Debt Outstanding - All Funds Long-Term Debt Outstanding - All Funds As of 6/30/14 through 6/30/18 Balance at 6/30/14 General Fund Contracts Payable & Service Concession Arrangements BOR Administration/Westworld BOR Administration/TPC Total General Fund Contracts Payable Balance at 6/30/15 Balance at 6/30/16 Balance at 6/30/17 Balance at 6/30/18 Final Payment Date 1,439,286 1,551,438 2,990,724 1,359,326 1,477,560 2,836,886 1,279,365 1,403,682 2,683,047 1,199,405 1,329,804 2,529,209 1,119,445 1,255,926 2,375,371 2033 2035 13,913,555 13,913,555 11,762,134 11,762,134 9,546,338 9,546,338 7,264,240 7,264,240 4,913,857 4,913,857 2020 16,904,279 14,599,020 12,229,385 9,793,449 7,289,228 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 60,750,000 75,225,000 39,800,000 16,779,993 192,554,993 2016 2015 2024 2028 2030 2018 2021 Preserve General Obligation Bonds - Preserve Sales Tax Supported 2002 G.O. Refunding Bonds-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 63,085,000 12,900,000 17,075,000 20,260,000 25,850,000 50,000,000 44,243,260 75,000,000 11,715,000 328,228,260 8,100,000 58,240,000 11,850,000 16,500,000 19,475,000 24,240,000 50,000,000 44,020,007 74,000,000 108,048,333 414,473,340 5,030,000 53,135,000 10,750,000 15,900,000 19,475,000 22,530,000 50,000,000 44,020,007 74,000,000 108,048,333 402,888,340 3,405,000 47,780,000 9,600,000 15,275,000 18,665,000 20,665,000 50,000,000 44,020,007 74,000,000 108,048,333 391,458,340 1,725,000 42,165,000 8,400,000 14,625,000 17,835,000 18,685,000 48,600,000 44,020,007 74,000,000 108,048,333 378,103,340 2019 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 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 26,485,000 5,000,000 31,485,000 2016 2024 2022 4,875,000 29,965,000 23,170,000 18,200,000 25,485,000 7,715,000 29,500,000 25,465,000 1,395,000 36,055,000 26,997,033 228,822,033 3,770,000 29,965,000 22,905,000 17,275,000 25,485,000 7,400,000 28,400,000 24,550,000 1,345,000 34,810,000 27,316,432 223,221,432 2,610,000 29,965,000 21,275,000 16,250,000 25,485,000 7,075,000 27,250,000 23,535,000 1,295,000 33,535,000 26,273,614 214,548,614 2,610,000 28,760,000 18,555,000 16,250,000 24,380,000 6,735,000 26,025,000 22,405,000 1,245,000 32,215,000 25,210,394 204,390,394 1,330,000 28,760,000 14,945,000 16,250,000 23,180,000 6,375,000 24,725,000 21,155,000 1,190,000 30,855,000 24,126,774 192,891,774 2019 2034 2021 2035 2030 2031 2031 2028 2033 2033 2033 894,107,033 947,379,765 900,141,947 849,903,727 795,035,107 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 2002 G.O. Refunding Bonds 2004 G.O. Var. Purpose 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 2013A MPC Garage 2013B MPC McDowell Mnt 2013C MPC TNEC Future MPC Bonds Total Municipal Property Corp. Bonds Total Debt Service Funds City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 102 - Table of Contents Budget by Fund Long-Term Debt Outstanding - All Funds Long-Term Debt Outstanding - All Funds As of 6/30/14 through 6/30/18 Balance at 6/30/14 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 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 6/30/15 Balance at 6/30/16 Balance at 6/30/17 Balance at 6/30/18 Final Payment Date 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 19,715,000 19,715,000 2016 2023 6,105,000 110,510,000 90,100,000 74,080,000 26,997,033 307,792,033 3,255,000 106,910,000 86,900,000 73,490,000 31,653,232 302,208,232 103,165,000 83,525,000 72,750,000 30,442,714 289,882,714 95,630,000 80,000,000 71,840,000 29,207,894 276,677,894 87,785,000 76,275,000 70,740,000 27,948,774 262,748,774 2016 2030 2032 2036 2040 340,067,033 331,543,232 316,162,714 299,762,894 282,463,774 1,251,078,344 1,293,522,017 1,228,534,045 1,159,460,071 1,084,788,109 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 2020 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 103 - Table of Contents Budget by Fund Legal Debt Margins COMPUTATION OF LEGAL DEBT MARGINS Forecast June 30, 2014 Net Secondary Assessed Valuation Forecasted as of June 30, 2014 $ 4,827,850,565 Debt Limit Equal to 20% of Assessed Valuation 965,570,113 General Obligation Bonded Debt Subject to 20% Debt Limit (net of amounts available in Debt Service Funds forecasted for payment on July 1, 2014): 2002 Refunding 2005 Refunding 2005A 2005B 2008A 2008B 2010 2011 2011 Refunding 2012 2012 Refunding 2013 14,685,000 63,085,000 52,500,000 12,900,000 93,575,000 17,075,000 33,800,000 20,260,000 30,295,000 50,000,000 75,243,260 75,000,000 Net Outstanding Forecasted Bonded Debt Subject to 20% Limit 538,418,260 (A) (C) Forecasted Legal 20% Debt Margin (Available Borrowing Capacity) $ 427,151,853 Debt Limit Equal to 6% of Assessed Valuation $ 289,671,034 General Obligation Bonded Debt Subject to 6% Debt Limit (net of amounts available in Debt Service Funds forecasted for payment on July 1, 2014): 2004 2005A 2010 2012 Refunding $ 5,475,000 41,250,000 12,600,000 7,321,740 Net Outstanding Forecasted Bonded Debt Subject to 6% Limit Forecasted Legal 6% Debt Margin (Available Borrowing Capacity) State Regulation The Arizona Constitution (Article 9, Section 8), provides that the general obligation bonded indebtedness for a city for general municipal purposes may not exceed 6% of the secondary assessed valuation of the taxable property in that city. In addition to the 6% limitation for general municipal purpose bonds, cities may issue general obligation bonds up to an additional 20% of the secondary assessed valuation for supplying such city with water, artificial light, or sewers, for the acquisition and development of land for open space preserves, parks, playgrounds and recreational facilities, public safety, law enforcement, fire and emergency services facilities and transportation facilities. $ 66,646,740 (B) 223,024,294 (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 $965,570,113 for projects subject to the 20% limitation and $289,671,034 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, 2014, the City has used (borrowed) the following legal debt capacity by percentage limitation: 20% limitation 6% limitation (A) $538,418,260 or 56% (B) $66,646,740 or 23% Legal Capacity Available Based on the City's current outstanding general obligation debt, it is forecasted as of June 30, 2014, the City has available (for borrowing) the following legal debt capacity by percentage limitation: 20% limitation 6% limitation (C) $427,151,853 or 44% (D) $223,024,294 or 77% City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 104 - Table of Contents Budget by Fund Enterprise Funds Overview Adopted Budget $1,172.3 Million (a) Grants, Trust,& Special Districts Operating Budgets $501.1M (a) $16.1M Capital Projects $506.1M Contingencies / Reserves $149.1M General Fund $234.5M Grant Funds $15.5M Community Facilities $40.6M General Fund $26.5M Special Revenue $43.7M Trusts & Special Districts $0.6M Preservation $174.9M Special Revenue $7.0M Debt Service Funds $83.6M Drainage / Flood Control $13.2M Grant Funds $3.0M Enterprise Funds $133.0M Public Safety $9.6M Enterprise Funds $70.2M Internal Service $6.3M (a) $56.1M (b)) Service Facilities $13.0M Internal Service $27.1M Transportation $114.3M Capital Projects $15.3M Water Management $140.5M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $49.8M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $49.8M City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 105 - Table of Contents Budget by Fund Budget by Fund Enterprise Funds Overview 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 av oiding 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 $ $ $ 142.3 20.1 3.6 166.0 16.4 182.4 78% 11% 2% 9% 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 $ $ 26.5 42.2 27.5 0.2 29.7 7.0 70.2 203.2 $ 7.0 56.6 266.8 10% 16% 10% 0% 11% 3% 26% 3% 21% Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 106 - Table of Contents Budget by Fund Budget by Fund Water & Water Reclamation Funds 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 $ $ $ 91.7 37.9 10.4 0.4 1.9 142.3 16.0 158.3 58% 24% 7% 0% 1% 10% 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 $ $ 18.5 29.8 26.6 0.1 29.7 4.9 62.7 172.3 $ 7.0 56.2 235.4 8% 13% 11% 0% 13% 2% 27% 3% 24% Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 107 - Table of Contents Budget by Fund Water & Water Reclamation Funds Summary Actual 2012/13 Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Funds Unreserved Fund Balance Total Beginning Fund Balance 14,704,848 36,538,630 5,005,663 5,664,422 6,421,627 68,335,190 14,619,076 36,224,341 4,774,026 6,784,926 20,499,746 82,902,115 90,907,276 35,782,797 9,291,153 1,018,063 1,865,261 138,864,549 91,819,196 36,887,303 10,649,421 524,682 1,210,295 141,090,897 90,819,196 37,887,303 10,649,421 524,682 1,210,295 141,090,897 91,692,000 37,877,000 10,398,600 435,328 1,882,193 142,285,121 20,000,000 20,000,000 20,000,000 20,000,000 15,674,024 24,815 900,000 16,598,839 15,955,088 900,000 16,855,088 15,955,088 900,000 16,855,088 15,101,422 900,000 16,001,422 155,463,388 177,945,985 177,945,985 158,286,543 Subtotal 94,118 1,764,193 62,402,796 5,486,304 69,747,411 110,000 2,096,976 69,892,586 298,776 5,009,603 77,407,941 110,000 2,121,487 70,171,006 5,009,603 77,412,096 110,000 2,125,720 72,317,064 474,492 4,864,885 79,892,161 Subtotal 5,006,512 23,708,500 28,715,012 4,978,137 24,526,727 29,504,864 4,978,988 24,525,876 29,504,864 4,540,288 25,121,650 29,661,938 98,462,423 106,912,805 106,916,960 109,554,099 6,739,721 78,800 46,939,338 53,757,859 7,049,712 121,500 43,159,495 6,131,393 56,462,100 7,049,712 121,500 43,159,495 6,131,393 56,462,100 6,953,866 189,500 47,163,954 8,800,000 63,107,320 152,220,282 163,374,905 163,379,060 172,661,419 3,243,107 14,571,080 14,566,925 (14,374,875) 14,704,848 36,538,630 5,005,663 5,664,422 6,421,627 68,335,190 14,619,076 33,471,818 4,774,026 5,179,207 13,868,607 71,912,734 14,619,076 36,224,341 4,774,026 6,784,926 20,499,746 82,902,115 14,323,102 36,988,387 4,675,638 6,739,840 5,801,291 68,528,258 Other Financing Sources Bond Proceeds Subtotal Transfers In Development Fees Transfer for Debt Service¹ Other Transfers Reclaimed Water Distribution System/Water Subtotal Total Sources Expenditures Division Mayor and City Council City Treasurer Water Resources Citywide Pay Program Plus Tail Indirect Cost Allocation Debt Service Revenue Bonds MPC Bonds TOTAL OPERATING BUDGET Transfers Out Franchise Fee CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) MPC Bond Proceeds To CIP Subtotal Ending Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Fund Balance Unreserved Balance Total Ending Fund Balance Adopted 2014/15 14,419,498 33,140,414 5,005,663 4,776,079 57,341,654 Subtotal Sources Over/(Under) Uses Forecast 2013/14 13,985,918 33,140,414 5,436,075 5,021,973 7,507,705 65,092,085 Revenues Water Charges Water Reclamation Charges Non-Potable Water Charges Interest Earnings Miscellaneous Revenue Total Uses Adopted 2013/14 - - ¹ Development fee revenues are receipted in the Capital Fund and paid by developers when new construction developments are permitted. A portion of these revenues is then transferred to the operating budget to pay for debt service costs associated with providing additional infrastructure to serve new development areas. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 108 - Table of Contents Budget by Fund Water & Water Reclamation Funds Five Year Financial Forecast Forecast 2015/16 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 Service¹ Other Transfers Reclaimed Water Distribution System/Water Subtotal Forecast 2017/18 Forecast 2018/19 14,323,102 36,988,387 4,675,638 6,739,840 5,801,291 68,528,258 14,841,800 37,872,700 4,604,700 7,745,300 40 65,064,540 15,569,900 38,770,500 4,604,700 8,752,700 40 67,697,840 16,088,000 39,660,700 4,604,700 9,756,800 40 70,110,240 93,888,100 38,927,300 11,708,500 972,600 1,241,400 146,737,900 95,939,900 40,054,300 11,929,400 1,609,000 1,280,200 150,812,800 98,042,600 41,253,500 12,120,400 2,169,600 1,302,000 154,888,100 100,148,200 42,473,000 12,356,500 2,367,100 1,333,100 158,677,900 - - - 20,000,000 20,000,000 15,191,400 900,000 16,091,400 15,744,700 900,000 16,644,700 15,869,600 900,000 16,769,600 15,943,400 900,000 16,843,400 162,829,300 167,457,500 171,657,700 195,521,300 Subtotal 112,300 2,156,600 74,534,700 886,500 4,967,100 82,657,200 114,700 2,236,200 77,918,900 1,331,400 5,071,400 86,672,600 117,100 2,222,800 80,213,700 1,658,800 5,177,800 89,390,200 119,500 2,257,600 83,309,100 2,009,300 5,286,500 92,982,000 Subtotal 4,542,450 25,490,850 30,033,300 4,549,800 25,796,400 30,346,200 4,565,100 26,811,600 31,376,700 4,566,600 27,371,300 31,937,900 112,690,500 117,018,800 120,766,900 124,919,900 7,120,700 137,400 40,544,400 5,800,000 53,602,500 7,287,900 92,200 40,425,500 47,805,600 7,460,700 68,000 40,949,600 48,478,300 7,636,500 218,600 40,364,100 5,000,000 53,219,200 166,293,000 164,824,400 169,245,200 178,139,100 Total Sources Expenditures Division Mayor and City Council City Treasurer Water Resources Citywide Pay Program Plus Tail Indirect Cost Allocation Debt Service Revenue Bonds MPC Bonds TOTAL OPERATING BUDGET Transfers Out Franchise Fee CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) MPC Bond Proceeds To CIP Subtotal Total Uses Forecast 2016/17 Sources Over/(Under) Uses (3,463,700) 2,633,100 2,412,500 17,382,200 Ending Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Fund Balance Unreserved Balance Total Ending Fund Balance 14,841,800 37,872,700 4,604,700 7,745,300 40 65,064,540 15,569,900 38,770,500 4,604,700 8,752,700 40 67,697,840 16,088,000 39,660,700 4,604,700 9,756,800 40 70,110,240 16,751,600 40,373,500 4,604,700 10,762,700 14,999,940 87,492,440 ¹ Development fee revenues are receipted in the Capital Fund and paid by developers when new construction developments are permitted. A portion of these revenues is then transferred to the operating budget to pay for debt service costs associated with providing additional infrastructure to serve new development areas. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 109 - Table of Contents Budget by Fund Budget by Fund Water & Water Reclamation Funds Sources Water & Water Reclamation Funds Sources Water and Water Reclamation Funds Sources --------------------------------------------------------------------------------------------------------------------------------------------------------------- Water Charges Revenue Water Charges Revenue adopted budget for FY 2014/15 totals $91.7 million, a $0.9 million increase from the FY 2013/14 yearend forecast. Modifications in various charges authorized for FY 2014/15 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. The FY 2011/12 and 2010/11 budgets included contractual water sales; these actual revenues were recorded in Non-Potable Water Revenue. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 91.7 91.7 * 2013/14 91.8 90.8 * 2012/13 86.5 90.9 2011/12 2010/11 98.4 97.2 89.2 86.5 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Water Reclamation Charges Revenue Water Reclamation Charges Revenue adopted budget for FY 2014/15 totals $37.9 million, which is flat compared to the FY 2013/14 year-end forecast. Monthly water reclamation billings consist of a base fee and a flow charge for capital costs and operation and maintenance expenses that vary by customer classification determined by relative wastewater loadings. Fees are reviewed annually to determine if they cover the costs of the services provided. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 37.9 36.9 37.9 * 37.9 * 2012/13 34.1 35.8 2011/12 34.2 34.5 2010/11 33.7 34.5 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Non-Potable Water Revenue Non-Potable Water Revenue adopted budget for FY 2014/15 totals $10.4 million, reflecting a 2 p ercent or $0.2 million decrease from the FY 2013/14 year-end forecast. Non-Potable water revenue includes advanced water treatment and 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. The costs related to contractual obligations to provide water for irrigation are recovered through rates charged for the use. The FY 2011/12 and 2010/11 actual revenues included contractual water sales; these budgets appeared in the Water Charges Revenue. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 10.4 10.6 10.4 * 10.6 * 2012/13 10.4 9.3 2011/12 0.9 10.7 2010/11 0.9 7.6 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 110 - Budget by Fund Budget by Fund Table of Contents Water & Water Reclamation Funds Sources Water & Water Reclamation Funds Sources Interest Earnings Revenue Interest Earnings Revenue adopted budget for FY 2014/15 totals $0.4 million, reflecting a $0.1 million decrease from the FY 2013/14 year-end forecast. Interest earnings are generated on Water & Water Reclamation Fund cash balances throughout the year. This revenue is a function of the relationship between the available cash balance and interest rate. The city earns interest on 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.4 0.4 * 2013/14 0.5 0.5 * 2012/13 0.4 1.0 2011/12 2010/11 0.3 0.8 0.6 1.3 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Miscellaneous Revenue Miscellaneous Revenue adopted budget for FY 2014/15 totals $1.9 million, reflecting a $0.7 million increase from the FY 2013/14 year-end forecast. Miscellaneous Revenue includes the sale of excess property no longer in use, rental income, recovery of various line extension agreements and recovery of expenses from outside parties. 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.9 1.9 * 2013/14 2012/13 1.2 1.7 1.2 * 1.9 2011/12 17.6 11.2 2010/11 17.2 1.3 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-In Transfers-In are the authorized movement of cash or other resources from other funds, divisions, departments, and/or capital projects. The transfers-in budget for FY 2014/15 totals $16.0 million, reflecting a 5 percent or $0.9 million decrease from the FY 2013/14 year-end forecast. The decrease in transfers-in is related to the decrease in debt service payments funded in part by development fee impact funds. --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 111 - Budget by Fund Budget by Fund Table of Contents Water & Water Reclamation Funds Sources Water & Water Reclamation Funds Uses Water and Water Reclamation Funds Expenditures By Expenditure Type The Water & Water Reclamation Fund expenditures are presented by the following six major operating budget expenditure categories: personnel services, contractual services, commodities, capital outlay, debt service, and indirect cost allocation. Additionally, there are transfers-out to other funds. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Personnel Services Personnel Services include the salaries and wages paid to employees, plus the city’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The FY 2014/15 adopted budget of $18.0 million reflects a 3 percent or $0.6 million increase from the adopted FY 2013/14 budget. The increases are related to higher healthcare and retirement rates, as well as anticipated increases to employee compensation. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 18.5 2013/14 17.9 18.5 * 17.9 * 2012/13 2011/12 17.6 16.7 17.6 16.1 2010/11 16.5 15.5 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other City departments. Supplies are not included in the contractual services account. The adopted FY 2014/15 budget of $29.8 million reflects approximately a 2 percent or $0.7 million increase from the adopted FY 2013/14 budget. The increase is primarily due to increased costs associated with reservoir rehabilitation, equipment and machinery maintenance and repair, sewer charges pursuant to an intergovernmental agreement with the City of Phoenix, salinity education and rebates, and property, liability and workers' compensation rates. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 29.8 29.1 29.8 * 29.1 * 2012/13 2011/12 28.1 27.6 28.1 25.1 2010/11 27.4 22.2 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 budget of $26.6 million reflects a 6 percent or $1.4 million increase from the adopted FY 2013/14 budget. The increase is primarily related to increased purchased water and chemicals costs offset by decreased water meter replacement costs. The water meter replacement program will become a new capital improvement project. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 26.6 26.6 * 2013/14 2012/13 25.2 24.6 25.2 * 24.6 2011/12 23.5 23.4 2010/11 24.0 22.1 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 adopted FY 2014/15 budget of $0.1 million is for the purchase of specialized equipment and building infrastructure. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.1 0.1 * 2013/14 0.2 0.2 * 2012/13 2011/12 2010/11 0.2 0.1 0.2 0.1 0.2 FISCAL YEAR City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 112 - Budget by Fund Budget by Fund Table of Contents Water & Water Reclamation Funds Sources Water & Water Reclamation Funds Uses Debt Service Debt Service represents the repayment of revenue and Municipal Property Corporation (MPC) bonds, along with the applicable annual fiscal agent fees. The adopted FY 2014/15 budget of $29.7 million reflects a 1 percent or $0.2 million increase from the adopted FY 2013/14. The increase is related to the proposed future revenue bond issuances. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 29.7 29.7 * 2013/14 29.5 29.5 * 2012/13 28.7 28.7 2011/12 2010/11 29.1 28.1 29.1 29.8 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Indirect Cost Allocation Indirect Cost Allocation represents Enterprise Funds charges for specific General Fund central administrative functions which benefit the Enterprise operations (e.g., City Manager, Information Technology, Human Resources, Legal, etc.). The City’s indirect costs are allocated to the Enterprise Funds based upon a combination of relative benefits received and the proportion of the overall operating budgets for direct service providers. The adopted FY 2014/15 budget of $4.9 million reflects a $0.1 million decrease from the FY 2013/14 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 2014/15 budget of $63.1 million reflects a $6.6 million increase from the FY 2013/14 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 reclamation CIP fund. The FY 2014/15 transfer to the General Fund for Franchise Fees is $7.0 million and is flat compared to the FY 2013/14 adopted budget; this transfer is driven by water and water reclamation revenues, and any increase or decrease in revenues will result in fluctuations in 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 allocated or spent as budgeted expenditures. The specific make-up of the city’s fund balance and reserves are noted below: --------------------------------------------------------------------------------------------------------------------------------------------------------------- Operating Reserve Operating Reserve of $14.3 million is projected for the end of FY 2014/15. This reserve is intended to 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 $37.0 million is projected for the end of FY 2014/15. 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 percent of the revenues received during the year into the reserve until such time as the reserve equals 2 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. --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 113 - Budget by Fund Budget by Fund Table of Contents Water & Water Reclamation Funds Sources Water & Water Reclamation Funds Uses Revenue Bond Debt Service Reserve Revenue Bond Debt Service Reserve of $4.7 million is projected for the end of FY 2014/15. This reserve is required per the term of the revenue bond indenture to ensure that funds are set aside as collateral for the Water Revenue Bonds debt service payments. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Special Contractual Fund Balance Special Contractual Fund Balance of $6.7 million is projected for the end of FY 2014/15. This balance reflects reserves established in accordance with various contractual agreements for delivery of non-potable water by the Water Resources Division. --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 114 - 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 Solid Waste Capital fund. Solid Waste Sources (in millions) Refuse Collection Charges Miscellaneous Revenue Interest Earnings Total Revenue Transfers In Total Sources $ $ $ 19.3 0.8 0.0 20.1 20.1 96% 4% 0% 0% 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 $ $ 6.9 11.5 0.8 1.6 5.1 26.0 $ 0.3 26.3 26% 44% 3% 0% 6% 20% 1% Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 115 - Table of Contents Budget by Fund Solid Waste Fund Summary Beginning Fund Balance Operating Reserve Unreserved Fund Balance Total Beginning Fund Balance Revenues Refuse Collection Charges Interest Earnings Miscellaneous Revenue Subtotal Total Sources Expenditures Division City Treasurer Public Works Citywide Pay Program Citywide Pay Program Tail Indirect Cost Allocation Transp Fund - Alley Maintenance Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund (General Operating Projects) CIP Fund (General Capital Projects) Other Transfers / CIP Water Subtotal Total Uses Actual 2012/13 Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 3,861,228 6,628,770 10,489,998 3,996,457 7,270,335 11,266,792 3,996,457 7,907,092 11,903,549 4,181,282 7,560,800 11,742,082 19,587,030 108,471 849,298 20,544,799 19,361,737 53,937 853,766 20,269,440 19,402,737 53,937 812,766 20,269,440 19,254,497 47,725 836,956 20,139,178 20,544,799 20,269,440 20,269,440 20,139,178 749,802 16,405,456 1,110,315 557,776 18,823,349 892,210 17,085,234 110,325 1,094,356 545,505 19,727,630 900,337 17,171,109 1,094,356 545,505 19,711,307 907,868 18,125,935 174,277 1,121,523 524,741 20,854,344 18,823,349 19,727,630 19,711,307 20,854,344 15,900 292,000 307,900 10,600 742,500 90,500 843,600 10,600 618,500 90,500 719,600 23,200 244,400 36,000 303,600 19,131,249 20,571,230 20,430,907 21,157,944 Sources Over/(Under) Uses 1,413,550 Ending Fund Balance Operating Reserve Unreserved Balance Total Ending Fund Balance 3,996,457 7,907,092 11,903,549 (301,790) 4,181,282 6,783,720 10,965,002 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 116 - (161,467) 4,181,282 7,560,800 11,742,082 (1,018,766) 5,135,663 5,587,653 10,723,316 Table of Contents Budget by Fund Solid Waste Fund Five Year Financial Forecast Forecast 2015/16 Beginning Fund Balance Operating Reserve Unreserved Fund Balance Total Beginning Fund Balance Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 5,135,663 5,587,653 10,723,316 5,273,700 4,285,016 9,558,716 5,468,700 2,426,116 7,894,816 5,539,400 663,616 6,203,016 19,330,700 106,600 828,800 20,266,100 19,538,000 176,400 836,900 20,551,300 19,728,700 237,900 844,900 20,811,500 19,921,200 259,500 853,500 21,034,200 20,266,100 20,551,300 20,811,500 21,034,200 922,000 18,452,000 179,900 145,100 1,149,600 567,700 21,416,300 954,900 19,000,700 192,800 296,300 1,178,300 584,500 22,207,500 951,800 19,142,000 191,600 417,100 1,207,800 587,300 22,497,600 967,900 19,504,100 197,800 539,600 1,238,000 597,400 23,044,800 21,416,300 22,207,500 22,497,600 23,044,800 14,400 14,400 7,700 7,700 5,700 5,700 17,900 17,900 Total Uses 21,430,700 22,215,200 22,503,300 23,062,700 Sources Over/(Under) Uses (1,164,600) (1,663,900) (1,691,800) (2,028,500) Ending Fund Balance Operating Reserve Unreserved Balance Total Ending Fund Balance 5,273,700 4,285,016 9,558,716 5,468,700 2,426,116 7,894,816 5,539,400 663,616 6,203,016 4,050,500 124,016 4,174,516 Revenues Refuse Collection Charges Interest Earnings Miscellaneous Revenue Subtotal Total Sources Expenditures Division City Treasurer Public Works Citywide Pay Program Citywide Pay Program Tail Indirect Cost Allocation Transp Fund - Alley Maintenance Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund (General Operating Projects) CIP Fund (General Capital Projects) Other Transfers / CIP Water Subtotal City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 117 - Table of Contents Budget by Fund Budget by Fund Solid Waste Fund Sources Solid Waste Fund Sources 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 solid waste capital fund. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Refuse Collection Revenue Refuse Collection Revenue adopted FY 2014/15 budget totals $19.3 million, remaining flat with the FY 2013/14 adopted budget. The revenue budget assumes no fee increases in FY 2014/15. 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. Fees are reviewed annually to determine if they cover the costs of the services provided. In previous fiscal years, Refuse Collection Revenue included Miscellaneous Revenue which is now broken out below. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 19.3 19.4 19.3 * 19.4 * 2012/13 19.3 19.6 2011/12 19.3 20.7 2010/11 19.4 20.9 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Interest Earnings Revenue Interest Earnings Revenue adopted FY 2014/15 budget of $47,725 is slightly lower than the FY 2013/14 year-end forecast of $53,937. Interest earnings are generated on the 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. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 - -* 2013/14 2012/13 0.1 - 0.1 * 0.1 2011/12 2010/11 0.1 0.1 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Miscellaneous Revenue Beginning in FY 2014/15 Miscellaneous Revenue is now broken out of Refuse Collection Revenue above and consists of the following: 1) Containers for residential and recycling; 2) Roll-off charges; 3) Account set-up and late fees; 4) Private haulers permit fees. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.8 0.8 * 2013/14 2012/13 0.9 0.9 0.8 * 0.8 2011/12 0.9 - 2010/11 0.7 - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 118 - Table of Contents Budget by Fund Budget by Fund Solid Waste Fund Sources Solid Waste Fund Uses Solid Waste Fund Expenditures By Expenditure Type The Solid Waste Fund expenditures are presented by the following six major operating budget expenditure categories: personnel services, contractual services, commodities, capital outlay, debt service, and indirect cost allocation. Additionally, there are transfersout to other funds. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Personnel Services Personnel Services include the salaries and wages paid to employees, plus the city’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The FY adopted 2014/15 budget of $6.7 million reflects a 3 percent or $0.2 million increase from the FY 2013/14 adopted budget primarily related to increases in healthcare and retirement rates. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 6.9 6.9 * 2013/14 2012/13 6.7 6.5 6.7 * 6.6 2011/12 2010/11 6.3 5.8 6.6 5.9 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The FY 2014/15 adopted budget of $11.5 million reflects an eight percent or $0.8 million increase from the FY 2013/14 adopted budget, primarily related to an increases in Fleet charges for maintenance and replacement and increases in cleaning and waste removal for the Household Hazardous Waste events. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 11.5 11.5 * 2013/14 2012/13 10.7 10.1 10.7 * 10.0 2011/12 9.3 9.0 2010/11 10.2 9.7 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Commodities Commodities are expendable items purchased through the cityapproved centralized purchasing process. This classification includes supplies, repair and replacement parts, small tools, maintenance and repair materials, and refuse containers that are not of a capital nature. The FY 2014/15 adopted budget of $0.8 million is a 26 percent or $0.2 million increase from the FY 2013/14 approved budget. The increase is primarily driven by refuse containers needing to be replaced, as well as new containers needed for new construction. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.8 0.8 * 2013/14 2012/13 0.6 0.5 0.6 * 0.6 2011/12 0.4 0.4 2010/11 0.4 0.3 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 budget. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 - -* 2013/14 2012/13 - -* - 2011/12 2010/11 - - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 119 - Budget by Fund Budget by Fund Table of Contents Solid Waste Fund Sources Solid Waste Fund Uses Indirect/Direct Cost Allocation Indirect Cost Allocation represents Enterprise Funds charges for specific General Fund central administrative functions, which benefit the Enterprise operations (e.g., City Manager, Information Technology, Human Resources, Legal, etc.). The city’s indirect costs are allocated to the Enterprise Funds based on relative benefits received. The FY 2014/15 adopted budget of $1.1 million which is unchanged from the FY 2013/14 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 2014/15 is $0.5 million which has remained relatively flat from the FY 2013/14 adopted budget. This allocation is determined by the alley maintenance expenditure budget in the transportation fund; the transportation fund receives 100 percent cost recovery from solid waste for this function. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-Out Transfers-Out are the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The adopted FY 2014/15 budget of $0.3 million reflects a decrease from the adopted FY 2013/14 budget by $0.4 million. The decrease in transfers is primarily driven by a reduction in CIP funding allocated for General Capital Projects. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Solid Waste Fund Balance Fund balance/reserves protect the city’s financial condition and provide for unexpected economic challenges. Growth of fund balance occurs when revenues exceed expenditures. The city’s budget planning, and adopted financial policies call for the establishment of reserves as part of the resource allocation/limit setting process. This process allows the city to “set aside savings” before allocated or spent as budgeted expenditures. The specific make-up of the city’s fund balance and reserves are noted below: --------------------------------------------------------------------------------------------------------------------------------------------------------------- Operating Reserve The FY 2014/15 ending fund balance includes an Operating Reserve of $5.1 million. This reserve in intended to ensure adequate funding for operations for a maximum period of 90 days. The purpose of the reserve is to provide for emergencies and the possibility of significant future increases in landfill costs. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Unreserved Fund Balance The FY 2014/15 ending fund balance includes an Unreserved Fund Balance of $5.6 million. The unreserved balance represents the net financial resources that are expendable or available for budgeting. --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 120 - Table of Contents Budget by Fund Budget by Fund Aviation 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 aviation capital fund. Aviation Fund Sources (in millions) Aviation Fees Jet Fuel Tax Interest Earnings Transfers In $ Total Revenue $ Total Sources $ 3.4 0.1 0.0 3.6 0.4 4.0 85% 4% 1% 11% 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 0.9 0.1 0.1 0.5 2.4 5.0 22% 17% 1% 1% 9% 46% - 0% 0.1 3% 5.1 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 121 - Table of Contents Budget by Fund Aviation Fund Summary Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Land Purchase Reserve Unreserved Fund Balance Total Beginning Fund Balance Revenues Aviation Fees Jet Fuel Tax Interest Earnings Land and Building Rent Subtotal Transfers In CIP Fund Fleet Subtotal Total Sources Expenditures Division Community & Economic Development - Aviation Fleet Replacement/Purchases Citywide Pay Program Citywide Pay Program Tail Indirect Cost Allocation Direct Cost Allocation (Fire) Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Unreserved Balance* Total Ending Fund Balance Actual 2012/13 Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 565,760 2,598,936 2,176,435 561,809 5,902,940 390,855 1,529,088 1,919,943 390,855 1,529,088 1,404,139 3,324,082 388,002 599,242 850,901 1,796,951 3,635,096 3,416,932 144,081 57,035 134,797 3,752,845 3,181,300 146,226 30,149 3,357,675 3,181,300 146,226 30,149 3,357,675 3,278,800 149,702 25,630 100,029 3,554,161 754,387 754,387 754,387 754,387 430,000 430,000 3,752,845 4,112,062 4,112,062 3,984,161 1,783,393 125,749 314,482 2,223,624 1,912,150 85,000 18,820 141,177 257,226 2,414,373 1,956,845 65,000 141,177 257,226 2,420,248 2,081,475 45,100 30,416 145,357 307,440 2,609,788 2,223,624 2,414,373 2,420,248 2,609,788 4,600 4,103,478 4,108,078 5,100 5,100 5,100 1,375,700 1,380,800 6,200 126,820 133,020 6,331,702 2,419,473 3,801,048 2,742,808 (2,578,858) 1,692,589 311,014 1,241,353 390,855 1,529,088 1,404,139 3,324,082 397,722 2,188,222 1,026,588 3,612,532 388,002 599,242 850,901 1,796,951 3,635,096 399,470 990,167 975,390 2,511,422 4,876,449 - *The Unreserved Fund Balance are funds available for the eventual purchase of land adjacent to the airport. The Aviation Fund may require a loan dependent upon the purchase price and City Council's direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 122 - Table of Contents Budget by Fund Aviation Fund Five Year Financial Forecast Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Land Purchase Reserve Unreserved Fund Balance Total Beginning Fund Balance Revenues Aviation Fees Jet Fuel Tax Interest Earnings Land and Building Rent Subtotal Transfers In CIP Fund Fleet Subtotal Total Sources Expenditures Division Community & Economic Development - Aviation Fleet Replacement/Purchases Citywide Pay Program Citywide Pay Program Tail Indirect Cost Allocation Direct Cost Allocation (Fire) Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Unreserved Balance* Total Ending Fund Balance Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 399,470 990,167 975,390 2,511,422 4,876,449 412,700 1,275,100 1,151,200 2,635,049 5,474,049 424,600 1,315,200 254,900 3,142,149 5,136,849 424,000 1,357,900 1,482,200 2,610,949 5,875,049 3,309,000 154,200 57,300 101,000 3,621,500 3,339,400 158,800 94,700 102,000 3,694,900 3,370,500 163,600 127,700 103,100 3,764,900 3,401,600 168,500 139,400 104,100 3,813,600 - - - - 3,621,500 3,694,900 3,764,900 3,813,600 2,152,300 31,400 25,200 149,000 313,900 2,671,800 2,217,300 1,068,900 33,600 51,400 152,700 320,500 3,844,400 2,204,200 37,900 33,400 72,500 156,500 327,200 2,831,700 2,230,600 34,500 93,900 160,400 334,100 2,853,500 2,671,800 3,844,400 2,831,700 2,853,500 4,900 347,200 352,100 3,200 184,500 187,700 2,500 192,500 195,000 6,700 136,000 142,700 3,023,900 4,032,100 3,026,700 2,996,200 738,200 817,400 424,000 1,357,900 1,482,200 2,610,949 5,875,049 430,500 1,680,100 1,482,700 3,099,149 6,692,449 597,600 412,700 1,275,100 1,151,200 2,635,049 5,474,049 (337,200) 424,600 1,315,200 254,900 3,142,149 5,136,849 *The Unreserved Fund Balance are funds available for the eventual purchase of land adjacent to the airport. The Aviation Fund may require a loan dependent upon the purchase price and City Council's direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 123 - Table of Contents Budget by Fund Aviation Fund Sources Aviation Fees Revenue Aviation Fees Revenue FY 2014/15 adopted budget totals $3.3 million which is $0.2 million more than the FY 2013/14 adopted budget. The revenue budget assumes no fee increases in FY 2014/15, 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 3.3 3.3 * 2013/14 3.2 3.2 * 2012/13 3.0 3.4 2011/12 2010/11 3.0 3.0 3.2 2.8 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Jet Fuel Tax Revenue Jet Fuel Tax Revenue adopted FY 2014/15 budget totals $0.1 million, remaining flat with the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.1 0.1 * 2013/14 2012/13 0.1 0.1 0.1 * 0.1 2011/12 0.1 0.1 2010/11 0.1 0.1 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Interest Earnings Revenue Interest earnings are generated on idle 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. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 - -* 2013/14 2012/13 - -* - 2011/12 - - 2010/11 0.1 0.1 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-In Transfers-In are the authorized movement of cash or other resources from other funds, divisions, departments, and/or capital projects. Transfers in for FY 2014/15 will be $0.4 million from the Aviation Capital Fund and represents the accumulation of capital improvement project savings. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 124 - 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, health, and workers’ compensation insurance. The FY 2014/15 adopted budget of $1.1 million is consistent with the FY 2013/14 adopted budget. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.1 1.1 * 2013/14 1.1 1.1 * 2012/13 1.1 1.1 2011/12 1.0 1.0 2010/11 1.0 1.0 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The FY 2014/15 adopted budget of $0.9 million reflects a 13 percent or $0.1 million increase from the FY 2013/14 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. These U.S. Customs Service costs are recovered through the user customs fees revenue. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.9 0.8 0.9 * 0.8 * 2012/13 2011/12 0.7 0.6 0.7 0.7 2010/11 0.7 0.6 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Commodities Commodities are expendable items purchased through the cityapproved 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 2014/15 adopted budget of $0.1 million is flat with the FY 2013/14 budget. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.1 0.1 0.1 * 0.1 * 2012/13 2011/12 0.1 0.1 0.1 - 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 expenditures budgeted in FY 2014/15 are primarily for the purchase of fleet replacement vehicles. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.1 0.1 0.1 * 0.1 * 2012/13 2011/12 - - 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 125 - Table of Contents Budget by Fund Aviation Fund Uses Indirect/Direct Cost Allocation Indirect Cost Allocation represents charges to the Aviation Fund for specific General Fund central administrative functions, which benefit the Enterprise operations (e.g., City Manager, Information Technology, Human Resources, Legal, etc.). The city’s indirect costs are allocated to the Enterprise Funds based on relative benefits received. The indirect cost allocation FY 2014/15 adopted budget of $0.2 million is slightly more than the FY 2013/14 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 budget for this allocation for FY 2014/15 is $0.3 million which is 20 percent higher than the FY 2013/14 adopted budget. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-Out Transfers-Out are the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2014/15 transfers-out of $6,200 is to fund General Capital Projects related to technology that will benefit aviation and $126,820 related to capital improvement projects at the airport. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Aviation Fund Balance Fund balance/reserves protect the city’s financial condition and provide for unexpected economic challenges. Growth of fund balance occurs when revenues exceed expenditures. The city’s budget planning, and adopted financial policies call for the establishment of reserves as part of the resource allocation/limit setting process. This process allows the city to set aside savings before allocated or spent as budgeted expenditures. The specific make-up of the city’s fund balance and reserves are noted below: ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Operating Reserve The FY 2014/15 ending fund balance includes an Operating Reserve of $0.4 million. This reserve is intended to ensure adequate funding for operations for a minimum of 60 days and a maximum period of 90 days. The purpose of the reserve is to provide for emergencies, provide for potential grant matches, and to ensure that General Fund subsidies are avoided. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Repair and Replacement Reserve The FY 2014/15 ending fund balance includes a Repair and Replacement Reserve of $1.0 million. This reserve is intended to ensure adequate funding for emergency repair and replacement needs at the airport. Effective for FY 2014/15 is the designation of a separate Fleet Replacement Reserve of $1.0 million to ensure adequate funding for replacement of fire apparatus. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Unreserved Fund Balance The FY 2014/15 ending fund balance includes $2.5 million of Unreserved Balance. The unreserved balance represents the net financial resources that are expendable or available for budgeting. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 126 - Table of Contents Budget by Fund Internal Service Funds Overview Adopted Budget $1,172.3 Million (a) Operating Budgets $501.1M (a) Grants, Trust,& Special Districts $16.1M Capital Projects $506.1M Contingencies / Reserves $149.1M General Fund $234.5M Grant Funds $15.5M Community Facilities $40.6M General Fund $26.5M Special Revenue $43.7M Trusts & Special Districts $0.6M Preservation $174.9M Special Revenue $7.0M Debt Service Funds $83.6M Drainage / Flood Control $13.2M Grant Funds $3.0M Enterprise Funds $133.0M Public Safety $9.6M Enterprise Funds $70.2M Internal Service $6.3M (a) $56.1M (b) Service Facilities $13.0M Internal Service $27.1M Transportation $114.3M Capital Projects $15.3M Water Management $140.5M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $49.8M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $49.8M City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 127 - 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 Management Risk Management Healthcare PC Replacement $ Total Sources $ 19.8 11.7 27.8 1.0 60.4 33% 19% 46% 2% 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 36.0 8.2 7.7 27.1 (49.8) 33.4 $ 0.6 34.1 5% 43% 10% 9% 32% 0% 1% Graph excludes the Internal Service Offset of ($49.8) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 128 - 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 $ $ $ 7.2 7.2 5.0 0.4 19.8 19.8 36% 36% 25% 2% 0% Fleet Management Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Service Offset Adopted Budget Transfers Out CIP Transfers Total Uses $ $ 3.4 1.5 7.9 7.2 5.2 (19.4) 5.8 $ 0.6 6.4 13% 6% 30% 28% 20% 2% *Graph excludes the Internal Service Offset of ($19.4) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 129 - Table of Contents Budget by Fund Fleet Management Fund Summary Actual 2012/13 Beginning Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Beginning Fund Balance Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Rates - Fuel Miscellaneous Revenue Subtotal Total Sources Expenditures Vehicle Acquisition/Capital Outlay Fleet Operations Fuel Citywide Pay Program Citywide Pay Program Tail Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund - General Capital Projects CIP Fund - Fleet Projects Fleet One-Time Transfer to Aviation Fund Subtotal Total Uses Sources Over/(Under) Uses Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 500,000 4,836,174 3,986,706 9,322,880 500,000 4,929,806 3,504,351 8,934,157 500,000 4,843,100 3,878,604 9,221,704 700,000 4,745,293 2,891,951 8,337,244 5,650,632 7,204,545 4,753,673 353,628 17,962,477 6,851,280 6,555,756 5,757,984 267,300 19,432,320 6,851,280 6,555,756 5,767,984 267,300 19,442,320 7,168,644 7,210,104 5,033,604 372,600 19,784,952 17,962,477 19,432,320 19,442,320 19,784,952 5,643,706 7,615,423 4,047,924 17,307,053 6,194,700 7,891,730 5,336,849 57,140 33,200 (199,500) 19,314,119 6,194,700 7,796,250 5,336,849 23,743 (38,649) 19,312,893 7,168,626 7,899,074 4,925,443 90,914 33,200 (199,500) 19,917,757 17,307,053 19,314,119 19,312,893 19,917,757 6,600 750,000 756,600 14,200 245,300 754,387 1,013,887 14,200 245,300 754,387 1,013,887 19,800 589,600 609,400 18,063,653 20,328,006 20,326,780 20,527,157 (101,176) (895,686) (884,460) (742,205) Total Ending Fund Balance 9,221,704 8,038,471 8,337,244 7,595,039 Ending Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance 500,000 4,843,100 3,878,604 9,221,704 700,000 4,831,999 2,506,472 8,038,471 700,000 4,745,293 2,891,951 8,337,244 500,000 4,745,311 2,349,728 7,595,039 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 130 - Table of Contents Budget by Fund Fleet Management Fund Five Year Financial Forecast Forecast 2015/16 Beginning Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Beginning Fund Balance Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Rates - Fuel Miscellaneous Revenue Subtotal Total Sources Expenditures Vehicle Acquisition/Capital Outlay Fleet Operations Fuel Citywide Pay Program Citywide Pay Program Tail Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund - General Capital Projects CIP Fund - Fleet Projects Fleet One-Time Transfer to Aviation Fund Subtotal Total Uses Sources Over/(Under) Uses Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 500,000 4,745,311 2,349,728 7,595,039 500,000 4,745,400 2,091,139 7,336,539 500,000 4,745,400 1,676,539 6,921,939 500,000 4,745,400 1,351,039 6,596,439 7,527,100 7,361,600 5,139,800 315,900 20,344,400 7,903,400 7,515,700 5,247,500 344,300 21,010,900 8,298,600 7,674,100 5,357,300 361,500 21,691,500 8,713,500 7,835,200 5,470,100 368,700 22,387,500 20,344,400 21,010,900 21,691,500 22,387,500 7,527,000 8,037,600 5,028,900 93,800 76,000 33,500 (209,500) 20,587,300 7,903,400 8,294,100 5,134,500 100,600 154,300 48,600 (220,000) 21,415,500 8,298,600 8,318,200 5,242,300 100,000 217,400 63,900 (231,000) 22,009,400 8,713,500 8,465,400 5,352,400 103,200 281,100 34,400 (242,600) 22,707,400 20,587,300 21,415,500 22,009,400 22,707,400 15,600 15,600 10,000 10,000 7,600 7,600 22,600 22,600 20,602,900 21,425,500 22,017,000 22,730,000 (258,500) (414,600) (325,500) (342,500) Total Ending Fund Balance 7,336,539 6,921,939 6,596,439 6,253,939 Ending Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance 500,000 4,745,400 2,091,139 7,336,539 500,000 4,745,400 1,676,539 6,921,939 500,000 4,745,400 1,351,039 6,596,439 500,000 4,745,400 1,008,539 6,253,939 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 131 - Table of Contents Budget by Fund Budget by Fund Fleet Management Fund Sources Fleet Management Fund Sources Rates - Vehicle Acquisition Revenue Rates - Vehicle Acquisition represents the “rental” rate charged to other city funds and programs sufficient for the acquisition and replacement of city vehicles. For FY 2014/15, 36 percent of the Fleet Management Fund’s operating revenues come from rates related to vehicle acquisition. The vehicle acquisition rates for FY 2014/15 total $7.2 million and represent approximately $0.3 million increase from the FY 2013/14 yearend 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 7.2 6.9 7.2 * 6.9 * 2012/13 2011/12 5.7 3.1 5.7 3.1 2010/11 2.9 2.9 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Maintenance & Operation Revenue Rates - Maintenance & Operation represents charges to other city programs based on the usage of city vehicles. For FY 2014/15, 36 percent of the Fleet Management Fund’s operating revenues are derived from rates related to vehicle maintenance and operation. The FY 2014/15 hourly rate is billed at $76.50 per hour and parts are marked up 22 percent. The maintenance and operation rates revenue for FY 2014/15 totals $7.2 million, which is an increase of $0.6 million from the FY 2013/14 year-end revenue forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 7.2 6.6 7.2 * 6.6 * 2012/13 2011/12 6.6 7.0 7.2 6.8 2010/11 6.8 6.9 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Fuel Revenue This 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 $4.07/gallon for biodiesel and $3.80/gallon for unleaded. To offset costs associated with the fuel program a markup of $0.51 per gallon is applied for non-Compressed Natural Gas (CNG) fuels cost when charged to the divisions. CNG is charged at $1.96 per gallon due to a difference in operation cost of the CNG site. The FY 2014/15 adopted budget of $5.0 million represents a decrease of approximately $0.8 million from the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 5.0 5.8 5.0 * 5.8 * 2012/13 2011/12 6.0 4.0 4.8 5.0 2010/11 4.4 4.3 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Miscellaneous Revenue Miscellaneous Revenue is generated from the liquidation of surplus property as well as any insurance recoveries received. The FY 2014/15 budget is $0.4 million, which is a slight increase with the FY 2013/14 year-end forecast of $0.3 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.4 0.3 0.4 * 0.3 * 2012/13 2011/12 0.2 0.2 0.4 0.6 2010/11 0.2 - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 132 - Table of Contents Budget by Fund Budget by Fund Fleet Management Fund Sources 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, health, and workers’ compensation insurance. The FY 2014/15 adopted personnel services budget totals $3.4 million, which is an increase of $0.1 million from the FY 2013/14 forecasted budget as a result increases in healthcare and retirement rates. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 3.4 3.4 * 2013/14 3.3 3.3 * 2012/13 3.3 3.1 2011/12 3.2 3.1 2010/11 3.1 3.2 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The FY 2014/15 adopted budget of $1.5 million remains flat with the FY 2013/14 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.5 1.5 * 2013/14 2012/13 1.5 1.5 1.5 * 1.5 2011/12 1.5 1.5 2010/11 1.5 1.3 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Commodities Commodities are expendable items purchased through the cityapproved 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 2014/15 adopted budget of $7.9 million is $0.5 million lower than the FY 2013/14 adopted budget as a result of unstable fuels costs. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 7.9 7.9 * 2013/14 8.4 8.4 * 2012/13 2011/12 8.3 6.6 7.1 7.0 2010/11 6.8 6.4 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 adopted capital outlay budget of $7.2 million is $1.0 million higher than the FY 2013/14 adopted budget based on planned vehicle replacement purchases for FY 2014/15. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 7.2 7.2 * 2013/14 6.2 6.2 * 2012/13 5.6 5.6 2011/12 5.6 5.0 2010/11 3.7 1.6 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 133 - Budget by Fund Budget by Fund Table of Contents Fleet Management Fund Sources Fleet Management Fund Uses 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 2014/15 is $0.6 million and is being transferred to CIP. --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 ending FY 2014/15 fund balance is $7.6 million, which is a $0.7 million decrease from the FY 2013/14 forecasted ending balance. --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 134 - 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 $ $ $ 1.0 100% 1.0 1.0 PC Replacement Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Service Offset $ Adopted Budget $ Total Uses $ Transfers Out - 0% - 0% - 0% 0.6 52% 0.5 48% (1.0) 0.0 0.0 0% Graph excludes the Internal Service Offset of ($1.0) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 135 - Table of Contents Budget by Fund PC Replacement Fund Summary Actual 2012/13 Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 Beginning Fund Balance Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance 500,000 254,784 754,784 500,000 361,575 861,575 500,000 107,293 607,293 500,000 324,679 824,679 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 Subtotal 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 1,012,856 784,630 40,595 704 1,408 2,785 704 142,977 1,337 11,867 3,204 8,904 11,874 1,691 176 1,012,856 823,318 39,244 766 1,380 2,319 345 135,741 1,325 19,049 2,609 8,945 9,197 1,801 345 1,046,384 Total Sources 834,513 1,012,856 1,012,856 1,046,384 Expenditures Division Administrative Services - Information Technology CPU Purchases Laptop Purchases Ruggedized CF-31 Purchases Ruggedized CF-19 Purchases Ruggedized CF-53 Purchases Ruggedized HPE276 Purchases Monitors - 17" Purchases Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal 298,629 58,299 615,337 756 916 387 7,678 982,004 392,700 87,072 259,697 11,365 47,000 4,600 26,200 14,000 842,633 375,027 107,671 238,007 9,291 28,294 4,600 5,000 27,580 795,470 422,417 20,536 9,617 7,097 47,000 4,600 26,200 14,000 551,467 TOTAL OPERATING BUDGET 982,004 842,633 795,470 551,467 Total Uses 982,004 842,633 795,470 551,467 (147,491) 170,223 217,386 494,917 500,000 531,798 1,031,798 500,000 324,679 824,679 500,000 819,596 1,319,596 Sources Over / (Under) Uses Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 500,000 107,293 607,293 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 136 - Table of Contents Budget by Fund PC Replacement Fund Five Year Financial Forecast Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Beginning Fund Balance Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance 500,000 819,596 1,319,596 500,000 1,014,696 1,514,696 500,000 686,196 1,186,196 500,000 997,296 1,497,296 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 Subtotal 823,300 39,200 800 1,400 2,300 300 135,700 1,300 19,000 2,600 8,900 9,200 1,800 300 1,046,100 823,300 39,200 800 1,400 2,300 300 135,700 1,300 19,000 2,600 8,900 9,200 1,800 300 1,046,100 823,300 39,200 800 1,400 2,300 300 135,700 1,300 19,000 2,600 8,900 9,200 1,800 300 1,046,100 823,300 39,200 800 1,400 2,300 300 135,700 1,300 19,000 2,600 8,900 9,200 1,800 300 1,046,100 Total Sources 1,046,100 1,046,100 1,046,100 1,046,100 Expenditures Division Administrative Services - Information Technology CPU Purchases Laptop Purchases Ruggedized CF-31 Purchases Ruggedized CF-19 Purchases Ruggedized CF-53 Purchases Ruggedized HPE276 Purchases Monitors - 17" Purchases Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal 230,900 89,700 307,700 113,700 17,200 39,800 11,800 26,200 14,000 851,000 419,400 93,100 759,700 10,600 39,800 11,800 26,200 14,000 1,374,600 355,000 47,400 182,700 13,600 42,600 1,900 39,800 11,800 26,200 14,000 735,000 480,000 105,300 577,000 9,100 273,200 1,900 39,800 11,800 26,200 14,000 1,538,300 TOTAL OPERATING BUDGET 851,000 1,374,600 735,000 1,538,300 Total Uses 851,000 1,374,600 735,000 1,538,300 Sources Over / (Under) Uses Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 195,100 500,000 1,014,696 1,514,696 (328,500) 500,000 686,196 1,186,196 311,100 500,000 997,296 1,497,296 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 137 - (492,200) 500,000 505,096 1,005,096 Table of Contents Budget by Fund PC Replacement Fund Sources & Uses Rates - Computer Hardware Acquisition Rates - Computer Hardware Acquisition 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 2014/15 is $1.0 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 1.0 1.0 1.0 * 1.0 * 2012/13 2011/12 1.0 - 0.8 - 2010/11 - - FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 $10,000 or more, and be a betterment or improvement. The adopted FY 2014/15 capital outlay budget is $0.6 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.6 0.6 * 2013/14 2012/13 0.8 0.7 0.8 * 0.7 2011/12 2010/11 1.0 - 1.0 - FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 fund balance is budgeted at $1.3 million, and includes a contingency amount of $0.5 million. ----------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 138 - Table of Contents Budget by Fund Budget by Fund Risk Management 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 $ $ $ 9.2 79% 0.1 1% 0.3 3% 2.1 18% 11.7 0% 11.7 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 3% 7.4 32% 0.1 0% 0% 14.6 64% (9.3) 13.5 0% 13.5 Graph excludes the Internal Service Offset of ($9.3) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 139 - Table of Contents Budget by Fund Risk Management Fund Summary Actual 2012/13 Beginning Fund Balance Accruals (Short Term) Accruals (Long Term) Contingency Property Casualty Claims Reserve Total Beginning Fund Balance Revenues and Other Sources Property, Liability, Work Comp Rates Unemployment Taxes Property Tax (Tort Claims) Insurance/Claim Recoveries Special Event Reimbursements Subtotal Total Sources Expenditures and Other Uses Risk Mgmt - Operating Budget Risk Mgmt - Excess Ins. Premiums Claims (General Liability) Claims (Property) Claims (Workers' Compensation) Claims (Unemployment) Citywide Pay Program Citywide Pay Program Tail Subtotal TOTAL OPERATING BUDGET Other Uses Transfer-Out to CIP Fund (Tech. Replacement) Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Accruals (Short Term) Accruals (Long Term) Contingency Property Casualty Claims Reserve Total Ending Fund Balance Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 3,560,000 5,600,000 6,268,436 15,428,436 3,560,000 5,600,000 2,500,000 4,269,254 15,929,254 3,560,000 5,600,000 3,029,065 12,189,065 3,033,952 5,600,000 2,500,000 11,133,952 4,000,006 281,119 212,914 175,361 88,075 4,757,475 6,500,000 100,000 144,734 250,000 55,000 7,049,734 6,500,000 100,000 144,734 250,000 55,000 7,049,734 9,200,000 100,000 2,076,849 250,000 75,000 11,701,849 4,757,475 7,049,734 7,049,734 11,701,849 1,123,931 25,976 4,076,495 849,279 1,863,374 56,491 7,995,546 1,107,598 1,778,500 2,964,130 375,000 1,753,334 100,000 13,317 8,091,879 1,131,083 1,778,500 2,964,130 375,000 1,753,334 100,000 8,102,047 1,090,567 1,943,203 3,025,191 331,261 1,783,334 75,000 20,645 8,269,201 7,995,546 8,091,879 8,102,047 8,269,201 1,300 2,800 2,800 4,500 1,300 2,800 2,800 4,500 7,996,846 8,094,679 8,104,847 8,273,701 (3,239,371) (1,044,945) (1,055,113) 3,428,148 3,560,000 5,600,000 3,029,065 12,189,065 3,560,000 5,600,000 2,500,000 3,224,309 14,884,309 3,033,952 5,600,000 2,500,000 11,133,952 3,034,000 5,600,000 2,500,000 3,428,100 14,562,100 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 140 - Table of Contents Budget by Fund Risk Management Fund Five Year Financial Forecast Beginning Fund Balance Accruals (Short Term) Accruals (Long Term) Contingency Property Casualty Claims Reserve Total Beginning Fund Balance Revenues and Other Sources Property, Liability, Work Comp Rates Unemployment Taxes Property Tax (Tort Claims) Insurance/Claim Recoveries Special Event Reimbursements Subtotal Total Sources Expenditures and Other Uses Risk Mgmt - Operating Budget Risk Mgmt - Excess Ins. Premiums Claims (General Liability) Claims (Property) Claims (Workers' Compensation) Claims (Unemployment) Citywide Pay Program Citywide Pay Program Tail Subtotal TOTAL OPERATING BUDGET Other Uses Transfer-Out to CIP Fund (Tech. Replacement) Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Accruals (Short Term) Accruals (Long Term) Contingency Property Casualty Claims Reserve Total Ending Fund Balance Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 3,034,000 5,600,000 2,500,000 3,428,100 14,562,100 3,034,000 5,600,000 2,500,000 6,743,100 17,877,100 3,034,000 5,600,000 2,500,000 8,242,200 19,376,200 3,034,000 5,600,000 2,500,000 9,730,700 20,864,700 9,393,200 100,000 2,000,000 250,000 75,000 11,818,200 9,590,500 100,000 250,000 250,000 75,000 10,265,500 9,791,900 100,000 250,000 250,000 75,000 10,466,900 9,997,500 100,000 250,000 250,000 75,000 10,672,500 11,818,200 10,265,500 10,466,900 10,672,500 1,104,900 2,031,100 3,088,800 338,300 1,820,800 76,600 21,300 17,400 8,499,200 1,146,400 2,123,100 3,153,600 345,400 1,859,000 78,200 22,800 35,400 8,763,900 1,134,500 2,219,500 3,219,800 352,600 1,897,900 79,800 22,700 49,900 8,976,700 1,150,300 2,320,700 3,287,500 360,000 1,937,900 81,500 23,400 64,700 9,226,000 8,499,200 8,763,900 8,976,700 9,226,000 4,000 2,500 1,700 6,700 4,000 2,500 1,700 6,700 8,503,200 8,766,400 8,978,400 9,232,700 3,315,000 1,499,100 1,488,500 1,439,800 3,034,000 5,600,000 2,500,000 6,743,100 17,877,100 3,034,000 5,600,000 2,500,000 8,242,200 19,376,200 3,034,000 5,600,000 2,500,000 9,730,700 20,864,700 3,034,000 5,600,000 2,500,000 11,170,500 22,304,500 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 141 - Table of Contents Budget by Fund Budget by Fund Risk Management Fund Sources 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 as well as insurance claim recoveries and special event reimbursements. 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 9.6 6.9 9.6 * 6.9 * 2012/13 2011/12 4.6 4.8 4.5 4.6 2010/11 5.8 6.0 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 $2.1 million for FY 2014/15. The significant increase is due to the settlement of several large, unforeseen occurrences. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 2.1 0.1 2.1 * 0.1 * 2012/13 2011/12 0.2 - 0.2 - 2010/11 0.7 1.7 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 142 - Table of Contents Budget by Fund Budget by Fund Risk Management Fund Sources Risk Management Fund Uses Risk Management Fund Expenditures By Category The direct operating expenditures of the Risk Management Fund are divided into the following major expenditure categories: personnel services, contractual services and commodities. There are also cash transfer-out to other funds. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Personnel Services Personnel Services include the salaries and wages paid to employees, plus the city’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The adopted budget for this category is $0.8 million for FY 2014/15, which is unchanged from the FY 2013/14 adopted budget but includes increases for healthcare, retirement contribution rates, and employee pay program increases. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.8 0.8 * 2013/14 0.8 0.8 * 2012/13 0.8 0.8 2011/12 0.6 0.7 2010/11 0.6 0.6 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for excess insurance premiums, claim payments, services performed by firms, individuals, or other city departments. The adopted budget for FY 2014/15 is $7.4 million which is $0.2 million more than the adopted FY 2013/14 budget. This increase continues to be attributed to the increase in insurance and bond premiums. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 7.4 7.4 * 2013/14 2012/13 7.2 7.1 7.2 * 5.9 2011/12 6.6 6.5 2010/11 6.5 4.6 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 commodities budget of approximately $0.1 million remains consistent with the adopted FY 2013/14 budget. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.1 0.1 * 2013/14 0.1 0.1 * 2012/13 2011/12 0.1 0.1 0.1 0.1 2010/11 0.1 0.1 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Transfers-Out Transfers-Out are the authorized movement of cash to other funds, divisions, departments, and capital projects. Transfers-out of $4,500 are planned to help cover the cost of general capital projects during FY 2014/15. --------------------------------------------------------------------------------------------------------------------------------------------------------------- Risk Management 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 set annually by the Loss Trust Fund Board and has been determined to be 85 percent funded. Each year the projected balances are actuarially determined based on current actual losses and potential outstanding claims. The projected FY 2014/15 total ending fund balance is approximately $14.6 million, which is an increase of $3.5 million from the FY 2013/14 year-end forecast and is working towards the compliance rate of 85 percent. --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 143 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 144 - Table of Contents Budget by Fund Budget by Fund Healthcare Self-Insurance 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 consist 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 $ $ $ 20.0 7.2 0.6 27.8 27.8 72% 26% 0% 2% 0% 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 $ $ $ 0.1 0% 27.1 79% 0.2 1% 0% 6.8 20% (20.0) 14.2 0% 14.2 Graph excludes the Internal Service Offset of ($20.0) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 145 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Summary Actual 2012/13 Beginning Fund Balance Operating Contingency Healthcare Claims Reserve Total Beginning Fund Balance Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 2,500,000 2,483,720 4,983,720 2,500,000 3,196,767 5,696,767 2,500,000 4,084,776 6,584,776 2,500,000 3,831,715 6,331,715 17,537,836 5,641,346 884,860 811,308 767,570 845,766 115,295 26,603,981 18,455,230 5,934,440 (232,850) 763,290 816,010 774,830 250,000 100,000 26,860,950 18,455,230 5,934,440 (232,850) 763,290 816,010 774,830 250,000 100,000 26,860,950 19,211,664 6,206,016 225,000 260,208 805,104 772,248 350,000 10,000 27,840,240 Total Sources 26,603,981 26,860,950 26,860,950 27,840,240 Expenditures and Other Uses Healthcare - Medical/Behavioral Claims- Actives Provider Administrative Expenses Federal Re-Insurance Fee Stop Loss Insurance COS Administrative Expenses Live Life Well Program (LLW) Wellness Incentive Citywide Pay Program Citywide Pay Program Tail Subtotal Active Employees Healthcare - Medical/Behavioral Claims - Retirees Provider Administrative Expenses - Retirees Federal Re-Insurance Fee Stop Loss Insurance - Retirees COS Administrative Expenses - Retirees Live Life Well Program (LLW) - Retirees Subtotal Retirees Dental Claims Dental Administrative Expenses Subtotal Dental 19,919,044 1,291,091 502,237 252,715 121,766 22,086,852 1,257,054 43,394 13,529 33,265 2,161 1,349,403 1,477,771 88,898 1,566,670 21,997,340 1,319,628 538,060 343,980 211,349 4,756 24,415,113 1,043,880 40,105 17,180 30,747 6,758 1,138,670 1,471,250 90,950 1,562,200 21,997,298 1,319,628 538,060 346,455 211,965 24,413,406 1,043,880 40,105 17,180 30,482 6,758 1,138,405 1,471,250 90,950 1,562,200 22,905,607 764,010 305,643 748,745 434,256 210,000 2,980 25,371,241 403,092 12,203 3,655 8,721 1,574 429,245 1,516,548 59,524 1,576,072 TOTAL OPERATING BUDGET 25,002,925 27,115,983 27,114,011 27,376,558 Total Uses 25,002,925 27,115,983 27,114,011 27,376,558 Revenues and Other Sources Healthcare Premiums - COS Healthcare Premiums- EE Healthcare Premium Wellness Incentives Healthcare Premiums - Disabled Retiree Dental Premiums - COS Dental Premiums - EE Other - Recovery , Rebates, Interest (Active) Other - Recovery , Rebates, Interest (Retiree) Subtotal Sources Over/(Under) Uses Ending Fund Balance Operating Contingency Healthcare Claims Reserve Total Ending Fund Balance 1,601,056 2,500,000 4,084,776 6,584,776 (255,033) 2,500,000 2,941,734 5,441,734 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 146 - (253,061) 2,500,000 3,831,715 6,331,715 463,682 2,500,000 4,295,397 6,795,397 Table of Contents Budget by Fund Healthcare Self-Insurance Fund Five Year Financial Forecast Forecast 2015/16 Beginning Fund Balance Operating Contingency Healthcare Claims Reserve Total Beginning Fund Balance Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 2,500,000 4,295,397 6,795,397 2,500,000 4,830,397 7,330,397 2,500,000 5,411,197 7,911,197 2,500,000 6,050,697 8,550,697 20,748,600 6,702,500 150,000 281,000 829,300 795,400 350,000 10,000 29,866,800 22,408,500 7,238,600 150,000 303,500 854,100 819,300 350,000 10,000 32,134,000 24,201,200 7,817,800 150,000 327,800 879,800 843,900 350,000 10,000 34,580,500 26,137,300 8,443,300 150,000 354,000 906,200 869,200 350,000 10,000 37,220,000 Total Sources 29,866,800 32,134,000 34,580,500 37,220,000 Expenditures and Other Uses Healthcare - Medical/Behavioral Claims- Actives Provider Administrative Expenses Federal Re-Insurance Fee Stop Loss Insurance COS Administrative Expenses Live Life Well Program (LLW) Wellness Incentive Citywide Pay Program Citywide Pay Program Tail Subtotal Active Employees Healthcare - Medical/Behavioral Claims - Retirees Provider Administrative Expenses - Retirees Federal Re-Insurance Fee Stop Loss Insurance - Retirees COS Administrative Expenses - Retirees Live Life Well Program (LLW) - Retirees Subtotal Retirees Dental Claims Dental Administrative Expenses Subtotal Dental 24,737,900 825,200 305,600 808,600 461,200 210,000 3,100 1,700 27,353,300 327,200 13,200 3,700 9,400 1,700 355,200 1,562,000 61,300 1,623,300 26,717,100 891,100 305,600 873,300 493,900 210,000 3,300 3,200 29,497,500 353,600 14,200 3,700 10,200 1,900 383,600 1,608,900 63,200 1,672,100 28,854,500 962,400 305,600 943,200 521,800 210,000 3,300 3,900 31,804,700 381,900 15,300 3,700 11,000 2,100 414,000 1,657,200 65,100 1,722,300 31,162,900 1,039,400 305,600 1,018,700 555,800 210,000 3,400 4,300 34,300,100 412,700 16,500 3,700 11,900 2,300 447,100 1,706,900 67,000 1,773,900 TOTAL OPERATING BUDGET 29,331,800 31,553,200 33,941,000 36,521,100 Total Uses 29,331,800 31,553,200 33,941,000 36,521,100 535,000 580,800 639,500 698,900 2,500,000 4,830,397 7,330,397 2,500,000 5,411,197 7,911,197 2,500,000 6,050,697 8,550,697 2,500,000 6,749,597 9,249,597 Revenues and Other Sources Healthcare Premiums - COS Healthcare Premiums- EE Healthcare Premium Wellness Incentives Healthcare Premiums - Disabled Retiree Dental Premiums - COS Dental Premiums - EE Other - Recovery , Rebates, Interest (Active) Other - Recovery , Rebates, Interest (Retiree) Subtotal Sources Over/(Under) Uses Ending Fund Balance Operating Contingency Healthcare Claims Reserve Total Ending Fund Balance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 147 - Table of Contents Budget by Fund Budget by Fund Healthcare Self-Insurance Fund Sources 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. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 19.2 18.5 19.2 * 18.5 * 2012/13 2011/12 17.3 16.8 17.5 15.9 2010/11 16.6 13.7 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 with FY 2012/13 retirees are accounted for separately. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 6.2 5.9 6.2 * 5.9 * 2012/13 2011/12 5.1 6.4 5.6 4.5 2010/11 2.9 4.5 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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. Prior to FY 2012/13 the retiree portion of premiums was included in the employee amounts. Effective with FY 2012/13, retirees are budgeted separately. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.3 0.8 0.3 * 0.8 * 2012/13 2011/12 4.1 - 0.9 2.1 2010/11 - - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.8 0.8 * 2013/14 2012/13 0.8 0.8 0.8 * 0.8 2011/12 2010/11 0.8 1.5 0.8 0.7 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 148 - Table of Contents Budget by Fund Budget by Fund Healthcare Self-Insurance Fund Sources Healthcare Self-Insurance Fund Sources 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.8 0.8 0.8 * 0.8 * 2012/13 2011/12 0.8 0.8 0.8 0.8 2010/11 0.8 0.7 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 2013/14 0.4 0.4 0.4 * 0.4 * 2012/13 2011/12 0.4 - 1.0 0.3 2010/11 - 0.5 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 149 - Table of Contents Budget by Fund Budget by Fund Healthcare Self-Insurance Fund Sources 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 2014/15 adopted budget of approximately $0.1 million is lower than the FY 2013/14 adopted budget as a result of reducing applicable work order credits to align position expenditures with work performed. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.1 0.1 * 2013/14 0.3 0.3 * 2012/13 0.4 0.4 2011/12 0.5 0.5 2010/11 0.6 - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The budget of $27.1 million represents approximately 98 percent of the FY 2014/15 Healthcare Self-Insurance Fund operating budget. The contractual services budget includes $26.6 million for health and dental claims and administration. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 27.1 27.1 * 2013/14 2012/13 26.7 28.2 26.7 * 25.1 2011/12 25.9 26.0 2010/11 25.1 24.5 FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 commodities budget totals approximately $210,000. The increase is due to the employee wellness incentive being accounted for separately as an expenditure whereas in previous years this was recognized as a reduction in employee contributions. The change is due to utilizing a new healthcare provider for FY 2014/15. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 210,000 210,000 * 2013/14 10,500 10,500 * 2012/13 2011/12 10,500 13,500 10,500 13,500 2010/11 27,000 - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 budgeted for FY 2014/15. Adopted Budget to Actual/Forecast* ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 - -* 2013/14 50,000 50,000 * 2012/13 - - 2011/12 50,000 - 2010/11 50,000 - FISCAL YEAR ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 150 - Budget by Fund Budget by Fund Table of Contents Healthcare Self-Insurance Fund Sources Healthcare Self-Insurance Fund Uses 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 2014/15 total ending fund balance is approximately $6.8 million, which is an increase of $0.5 million from the FY 2013/14 year-end forecast and is within actuary recommendations. ---------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 151 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 152 - Table of Contents Budget by Fund Budget by Fund Grants, Trusts & Special Districts Overview Grants, Trust & Special Districts Overview Adopted Budget $1,172.3 Million (a) Grants, Trust,& Special Districts Operating Budgets $501.1M (a) $16.1M Capital Projects $506.1M Contingencies / Reserves $149.1M General Fund $234.5M Grant Funds $15.5M Community Facilities $40.6M General Fund $26.5M Special Revenue $43.7M Trusts & Special Districts $0.6M Preservation $174.9M Special Revenue $7.0M Debt Service Funds $83.6M Drainage / Flood Control $13.2M Grant Funds $3.0M Enterprise Funds $133.0M Public Safety $9.6M Enterprise Funds $70.2M Internal Service $6.3M (a) $56.1M (b) Service Facilities $13.0M Internal Service $27.1M Transportation $114.3M Capital Projects $15.3M Water Management $140.5M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $49.8M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $49.8M City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 153 - 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 $ $ $ 0.8 9.3 0.7 7.8 18.5 0.0 18.5 4% 50% 4% 0% 42% 0% 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 $ $ $ 0.6 100% 0% 0.6 0% 0.6 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 154 - Table of Contents Budget by Fund Grants Summary GRANT FUND SUMMARY Grant Description Adopted FY 2014/15 CDBG CDBG REHAB HOME SECTION 8 2013 CBRNE - POLICE 2013 TLO SUSTAINMENT DEA TASK FORCE EUREKA GRANT FY 2012/13 FULL SERVICE FORENSIC CRIME LAB FY 2013/14 FULL SERVICE FORENSIC CRIME LAB KNOWING AND GROWING FY 2013/14 SRP-MIC LOCAL REV SHARING FY 2012/13 SRP-MIC LOCAL REV SHARING FY 2013/14 STATE GRANT-IN-AID 01A19 STATE LIBRARY READING BUDDIES PLUS Subtotal: Grants 1,900,795 910,624 981,385 5,983,634 20,000 10,000 120,000 15,000 19,500 90,091 25,000 300,000 280,000 13,000 5,000 10,674,029 GRANTS ANTICIPATED FY 2014/15 GRANT CONTINGENCY Subtotal: Future Grants Total Grants 4,778,700 3,020,091 7,798,791 18,472,820 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 155 - Table of Contents Budget by Fund Budget by Fund Grant Fund Sources Grant Funds Sources The City determinedly seeks grant funding to leverage City funds to address priority program service needs. The major areas of the grant revenue budget are noted below: --------------------------------------------------------------------------------------------------------------------------------------------------------------- Community Development Block Grant (CDBG) and Housing Choice Voucher (Section 8) Community Development Block Grant (CDBG) and Housing Choice Voucher funds are awarded annually by the U.S. Department of Housing and Urban Development (HUD) through entitlement grants, based on formula allocations. These grant revenues may only be used for those projects specifically approved in the funding agreement meeting applicable federal regulations and are subject to agency expenditure guidelines and audits. Staff estimates the CDBG and Housing Choice Voucher allocations and prior year’s carryover for FY 2014/15 to be $2.8 million and $6.0 million respectively for a total of $8.8 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 8.8 8.8 * 2013/14 10.1 10.1 * 2012/13 11.4 11.4 2011/12 10.5 10.5 2010/11 8.9 7.0 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- HOME Funds HOME funds are received through the Maricopa County Home Consortium. Staff estimates the HOME allocation and prior year’s carryover for FY 2014/15 to total $1.0 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.0 1.0 * 2013/14 2012/13 1.6 1.5 1.6 * 1.5 2011/12 2010/11 1.6 1.2 1.6 - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 $8.7 million for FY 2014/15, of which $7.8 million is designated as future grants and contingency revenue. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 8.7 8.7 * 2013/14 12.4 12.4 * 2012/13 19.5 19.5 2011/12 17.1 17.1 2010/11 14.9 2.4 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 156 - Table of Contents Budget by Fund Budget by Fund Grant Fund Sources Grant Funds Uses Grant Fund Expenditures By Grant The City aggressively seeks grant funding to leverage City funds to address priority program and service needs. The major areas of the grants expenditures budget are noted below: --------------------------------------------------------------------------------------------------------------------------------------------------------------- Community Development Block Grants (CDBG) and Housing Choice Voucher Funds (Section 8) Community Development Block Grants (CDBG) and Housing Choice Voucher funds are used for social and housing services for the elderly, disabled and low-income families. The FY 2014/15 combined adopted budget is $8.8 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 8.8 8.8 * 2013/14 10.1 10.1 * 2012/13 11.3 11.3 2011/12 10.4 8.1 2010/11 8.9 7.0 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 adopted budget is $1.0 million, reflecting a decrease of $0.6 million from the adopted FY 2013/14 budget. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 1.0 1.0 * 2013/14 2012/13 1.6 1.5 1.6 * 1.5 2011/12 2010/11 1.6 1.2 0.5 - FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- Miscellaneous Federal, State & Local Grants Miscellaneous Federal, State & Local Grants are typically used for the purchase of equipment and services related to the law enforcement, fire services, community services, transportation, preservation projects, anticipated grants and grant contingency. The FY 2014/15 adopted budget of $8.7 million reflects a decrease of $7.3 million from the FY 2013/14 budget. The majority of this decrease is the result of reducing the contingency and anticipated grants. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 8.7 8.7 * 2013/14 2012/13 12.4 19.5 12.4 * 19.5 2011/12 2010/11 17.1 14.9 2.6 2.4 FISCAL YEAR --------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 157 - 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 2014/15 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 2014/15 Adopted Budget - Volume One - 158 - Table of Contents Budget by Fund Special Districts Fund Sources & Uses Special District 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 purposes. ----------------------------------------------------------------------------------------------------------------------------------------------------------------- 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 2014/15 revenue budget is $0.5 million. Adopted Budget to Actual/Forecast* (in millions) ADOPTED BUDGET ACTUAL / FORECAST* 2014/15 0.5 0.5 * 2013/14 0.6 0.4 * 2012/13 0.6 0.6 2011/12 0.7 0.6 2010/11 0.6 0.6 FISCAL YEAR ----------------------------------------------------------------------------------------------------------------------------------------------------------------- Special Districts Fund Expenditures by District Streetlight District adopted FY 2014/15 expenditure budget is $0.6 million and will be used for electric costs and maintenance services of streetlights installed within certain areas throughout the community. ----------------------------------------------------------------------------------------------------------------------------------------------------------------- Special Districts Fund Balance The FY 2014/15 Special Districts ending fund balance of approximately $1,700 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. The reduction in fund balance is due to an attempt to match current revenues with expenses and reduce the existing reserve to a more appropriate level. ----------------------------------------------------------------------------------------------------------------------------------------------------------------- City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 159 - Table of Contents Budget by Fund Special Districts Fund Summary Actual 2012/13 Beginning Fund Balance Streetlight Districts Total Beginning Fund Balance Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 260,418 260,418 257,570 257,570 242,638 242,638 68,314 68,314 551,255 551,255 647,219 647,219 396,775 396,775 533,043 533,043 551,255 647,219 396,775 533,043 569,035 569,035 647,219 647,219 571,099 571,099 599,654 599,654 569,035 647,219 571,099 599,654 Total Uses 569,035 647,219 571,099 599,654 Sources Over/(Under) Uses (17,780) (174,324) (66,611) Ending Fund Balance Streetlight Districts Total Ending Fund Balance 242,638 242,638 68,314 68,314 1,703 1,703 Revenues Streetlight Districts Subtotal Total Sources Expenditures Operating Streetlight Districts Subtotal TOTAL OPERATING BUDGET - 257,570 257,570 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 160 - Table of Contents Budget by Fund Special Districts Fund Five Year Financial Forecast Forecast 2015/16 Beginning Fund Balance Streetlight Districts Total Beginning Fund Balance 1,703 1,703 Revenues Streetlight Districts Forecast 2016/17 (9,363) (9,363) Forecast 2017/18 (9,363) (9,363) Forecast 2018/19 (9,363) (9,363) 612,600 612,600 648,600 648,600 674,500 674,500 701,500 701,500 612,600 648,600 674,500 701,500 623,666 623,666 648,600 648,600 674,500 674,500 701,500 701,500 623,666 648,600 674,500 701,500 Total Uses 623,666 648,600 674,500 701,500 Sources Over/(Under) Uses (11,066) - - - Ending Fund Balance Streetlight Districts Total Ending Fund Balance (9,363) (9,363) (9,363) (9,363) (9,363) (9,363) (9,363) (9,363) Subtotal Total Sources Expenditures Operating Streetlight Districts Subtotal TOTAL OPERATING BUDGET City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 161 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 162 - Table of Contents Budget by Fund Budget by Fund CIP Funds Overview CIP Funds Overview Adopted Budget $1,172.3 Million (a) Grants, Trust,& Special Districts Operating Budgets $501.1M (a) $16.1M Capital Projects $506.1M Contingencies / Reserves $149.1M General Fund $234.5M Grant Funds $15.5M Community Facilities $40.6M General Fund $26.5M Special Revenue $43.7M Trusts & Special Districts $0.6M Preservation $174.9M Special Revenue $7.0M Debt Service Funds $83.6M Drainage / Flood Control $13.2M Grant Funds $3.0M Enterprise Funds $133.0M Public Safety $9.6M Enterprise Funds $70.2M Internal Service $6.3M (a) $56.1M (b) Service Facilities $13.0M Internal Service $27.1M Transportation $114.3M Capital Projects $15.3M Water Management $140.5M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $49.8M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $49.8M City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 163 - Table of Contents Budget by Fund CIP Funds Summary Actual 2012/13 185,730.4 Adopted 2013/14 162,096.7 Forecast 2013/14 178,137.9 Adopted 2014/15 150,181.2 74,907.8 43,560.0 75,000.0 38,000.0 12,000.0 13,800.0 100,000.0 18,045.0 Subtotal 8,157.4 22,730.7 5,904.3 487.8 776.3 16,811.7 173,336.1 21,800.6 36,894.1 110.0 5,534.8 1,064.4 178,403.9 10,704.4 15,881.6 500.0 110.0 1,142.8 1,064.4 55,203.2 162.2 12,361.6 6,766.2 400.0 110.0 134.8 652.7 138,632.5 Subtotal 5,300.5 1,064.3 86.7 8,443.8 5,817.6 2,818.8 2,500.5 3,343.6 4,103.5 96,596.7 33,825.0 4.6 307.9 756.6 1.3 164,971.4 5,517.6 8,704.7 3,820.0 150.0 4,939.0 5.1 49,412.4 2.8 843.6 259.5 2.8 73,657.4 5,795.6 4,728.0 9,017.1 2,100.0 8,637.0 530.0 5,866.3 1,380.8 43,281.0 6,131.4 8,625.0 719.6 259.5 2.8 97,074.0 13,116.0 9,256.1 3,043.2 2,000.0 2,650.3 584.7 133.0 47,353.5 8,800.0 303.6 609.4 4.5 87,854.3 338,307.5 252,061.4 152,277.2 226,486.8 Beginning Fund Balance (A) Revenues Bonds/Contracts General Obligation Preserve Municipal Properties Corporation 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 CFD Fund Transportation Fund CIP Bed Tax Fund Preservation Privilege Tax Funds Tourism Development GO Bond Special Programs Fund Aviation Fund Water & Sewer Fund CIP Sewer Bonds MPC Fund Aviation Operations Grants Solid Waste Fund Fleet Fund Internal Service Funds Total Sources City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 164 - Table of Contents Budget by Fund CIP Funds Summary Actual 2012/13 Adopted 2013/14 Forecast 2013/14 Adopted 2014/15 37,257.4 96,830.5 4,406.3 4,269.4 4,833.8 35,335.2 41,499.8 224,432.5 69,444.3 106,704.1 29,419.0 8,079.3 16,207.1 151,534.3 136,029.4 517,417.5 29,622.6 28,736.0 4,764.5 6,958.1 9,444.8 39,684.7 28,715.1 147,925.8 40,596.0 174,906.3 13,158.6 9,640.7 13,001.5 114,268.3 140,538.7 506,110.1 Use of Funds: Expenditures Program Community Facilities Preservation Drainage/Flood Control Public Safety Service Facilities Transportation Water Management Prior Year Unexpended (A) Subtotal Less: Estimated Capital Improvement Expenditures - (274,865.3) - (232,138.1) Subtotal: Unexpended at Year End - 242,552.2 - 273,972.0 Transfers Out CIP General Fund To Debt Service Fund General CIP Fund - Bond Exp Reimb Transp Privilege Tax CIP Fund - Bond Exp Reimb CIP Water & Water Reclamation Funds CIP Bed Tax Fund CIP Transportation Fund Aviation Operating Development Fees Transfer for Debt Service RWDS CIP In Lieu Stormwater Fund To Special Programs Fund 4,030.5 125.0 1,941.8 558.7 4,088.4 33,677.6 41.4 62,493.3 900.0 45.4 1,380.5 109,282.5 16,855.1 16,855.1 2,100.0 13,353.0 15,955.1 900.0 32,308.1 3,043.2 430.0 15,101.4 900.0 19,474.6 Total Uses 333,714.9 291,720.4 180,233.9 251,612.8 Other GAAP Adjustments (B) (12,185.1) Subtotal Ending Fund Balance Capital Grant Contingency (C) Capital Airport Grant Contingency (C) Capital General Contingency (C) Reserved: Reserved Fund Balance Total Ending Fund Balance - - - 543.4 442.8 57,104.3 5,000.0 5,950.0 34,500.0 3,827.9 5,000.0 5,750.0 4,500.0 178,137.9 178,137.9 122,437.6 122,437.6 150,181.2 150,181.2 125,055.3 125,055.3 (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) Impacts fund balance, but does not affect revenues or expenses. (C) Capital Grant Contingency, Capital Airport Grant Contingency and Capital General Contingency are unfunded contingencies that allow for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. City Council approval is required before making expenditures from capital contingencies. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 165 - Table of Contents Budget by Fund CIP Funds Five-Year Financial Forecast Forecast 2015/16 125,055.3 Beginning Fund Balance (A) Revenues Bonds/Contracts General Obligation Preserve Municipal Properties Corporation Pay-As-You-Go Water & Sewer Development Fees Regional Transportation Sales Tax (Prop 400) Grants Intergovernmental In-Lieu Fees Other Contributions Interest Earnings Miscellaneous - - Forecast 2017/18 76,746.4 - Forecast 2018/19 49,927.3 - Subtotal 600.0 8,875.6 2,895.1 2,606.0 110.0 134.8 1,179.3 16,400.8 600.0 14,512.0 2,900.0 16,000.0 110.0 134.8 1,415.8 35,672.6 600.0 14,807.0 2,371.0 10,000.0 110.0 134.8 1,904.3 29,927.1 500.0 8,438.0 1,212.0 15,381.7 110.0 134.8 2,031.7 27,808.2 Subtotal 5,099.3 9,347.5 4,280.0 0.1 154.4 352.1 40,681.8 5,800.0 14.4 15.6 4.0 65,749.1 2,112.4 9,638.4 3,280.0 301.3 187.7 40,517.7 7.7 10.0 2.5 56,057.6 2,132.8 9,951.5 3,280.0 21.7 195.0 41,017.6 5.7 7.6 1.7 56,613.6 2,153.5 10,330.1 2,280.0 25.3 142.7 40,582.7 5,000.0 17.9 22.6 6.7 60,561.5 82,149.9 91,730.2 86,540.7 88,369.7 Transfers In General Fund General Fund CIP Fund CFD Fund Transportation Fund CIP Bed Tax Fund Preservation Privilege Tax Funds Tourism Development GO Bond Special Programs Fund Aviation Fund Water & Sewer Fund CIP Sewer Bonds MPC Fund Aviation Operations Grants Solid Waste Fund Fleet Fund Internal Service Funds Total Sources Forecast 2016/17 94,339.6 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 166 - Table of Contents Budget by Fund CIP Funds Five-Year Financial Forecast Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 202.2 4,280.0 4,872.2 676.9 3,669.8 44,889.4 42,136.1 273,972.0 374,698.6 202.2 3,280.0 10,709.9 6,953.1 2,553.3 19,912.1 36,608.8 277,924.3 358,143.7 202.2 3,280.0 9,171.9 1,536.1 2,804.8 26,907.0 21,167.5 265,465.1 330,534.6 202.2 2,280.0 31,684.6 1,628.8 4,296.1 21,833.1 21,329.5 233,944.5 317,198.8 Use of Funds: Expenditures Program Community Facilities Preservation Drainage/Flood Control Public Safety Service Facilities Transportation Water Management Prior Year Unexpended (A) Subtotal Less: Estimated Capital Improvement Expenditures (96,774.2) (92,678.6) (96,590.1) (81,212.1) Subtotal: Unexpended at Year End 277,924.3 265,465.1 233,944.5 235,986.7 15,191.4 900.0 16,091.4 15,744.8 900.0 16,644.8 15,869.6 900.0 16,769.6 15,943.4 900.0 16,843.4 112,865.6 109,323.4 113,359.7 98,055.5 Transfers Out CIP General Fund To Debt Service Fund General CIP Fund - Bond Exp Reimb Transp Privilege Tax CIP Fund - Bond Exp Reimb CIP Water & Water Reclamation Funds CIP Bed Tax Fund CIP Transportation Fund Aviation Operating Development Fees Transfer for Debt Service RWDS CIP In Lieu Stormwater Fund To Special Programs Fund Subtotal Total Uses Other GAAP Adjustments (B) - Ending Fund Balance Capital Grant Contingency (C) Capital Airport Grant Contingency (C) Capital General Contingency (C) Reserved: Reserved Fund Balance Total Ending Fund Balance - - - 5,000.0 4,500.0 5,000.0 4,500.0 5,000.0 4,500.0 5,000.0 4,500.0 94,339.6 94,339.6 76,746.4 76,746.4 49,927.3 49,927.3 40,241.5 40,241.5 (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) Impacts fund balance, but does not affect revenues or expenses. (C) Capital Grant Contingency, Capital Airport Grant Contingency and Capital General Contingency are unfunded contingencies that allow for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. City Council approval is required before making expenditures from capital contingencies. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 167 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 168 - Table of Contents Divisions How to Use This Section Strategic Goal(s) Indicates which strategic goal(s) the program supports. Describes the services provided by the program. Enhance Neighborhoods Seek Sustainability Support Economic Vitality Description The Scottsdale Public Library System fosters lifelong learning by providing access to information, knowledge and ideas. With 5 accessible facilities and online resources, the library provides learning opportunities through books, DVDs, CDs, cultural and educational programming, annual destination events, 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. The library delivers training in technology and digital information. Library staff provide expertise in the latest software skills, boosting small business and high-growth entrepreneurship start-ups, formulating partnerships and supporting the innovation economy. Services Provided  Highlights the significant services provided.       Describes major achievements from the prior fiscal year.     Serves 1.4 million people annually with an array of services including books, DVDs, CDs, eresources, databases, computers, Wi-Fi access, print/copy services, and adult and youth programs. Provide physical and electronic materials checked-out 3.4 million times annually. Offer an array of programs for all ages attended by 90,000 people annually. Provide public computers and Wi-Fi access 520,900 times annually. Guide 7,500 entrepreneurs annually through the Eureka Loft for their programming, mentoring, networking and small business needs. Develop and host high-profile destination events for 7,800 visitors and participants annually. FY 2013/14 Achievements Expanded the bandwidth at all 5 library locations resulting in a 123 percent increase in customers accessing Wi-Fi. Received a $165,000 grant from First Things First Northeast Regional Council for CommunityBased Parent Education emphasizing early literacy throughout the Northeast Maricopa region. Expanded services in the Eureka Loft, a collaborative community co-working space at the library free to anyone with an interest in problem solving, inventing, small business or entrepreneurship. Increased adult programs offered by 35 percent and adult program attendance by 37 percent. Refurbished and upgraded all self-check machines. FY 2014/15 Objectives  Indicates specifically what the program would like to accomplish in the new fiscal year.    Double wireless capacity at public libraries in response to continued increases in customer demand. Increase selection within formats to supply library materials in media types most preferred by customers to maintain circulation rates. Create and implement a Discovery Zone collection model for acquiring and merchandising materials for youth that complements digital learning and increases checkouts. Establish strategic partnerships to identify funding opportunities to design and construct the Discovery Zone, a 21st century learning center for children. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 169 - Table of Contents Divisions 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 How to Use This Section Staff Summary Full-time Equivalents (FTE) Expenditures By Fund General Fund Adopted 2014/15 Change 13/14 to 14/15 118.30 118.30 116.93 -1.37 4.84 % Actual 2012/13 Approved 2013/14 Adopted 2014/15 Change 13/14 to 14/15 8,595,171 8,960,895 8,851,151 -109,744 Grant Funds 248,675 72,500 58,000 -14,500 Special Programs Fund 177,574 343,800 489,037 145,237 9,021,420 9,377,195 9,398,188 20,993 Actual 2012/13 Approved 2013/14 Adopted 2014/15 Change 13/14 to 14/15 6,969,799 7,192,412 7,134,232 -58,180 797,944 886,614 917,186 30,572 1,240,389 1,298,169 1,346,770 48,601 13,287 0 0 0 9,021,420 9,377,195 9,398,188 20,993 0 0 0 0 9,021,420 9,377,195 9,398,188 20,993 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Describes the significant changes to the budget since last fiscal year. Approved 2013/14 % of City's FTEs Total Budget See Glossary in Appendix for a description of the expenditure types. Actual 2012/13 Budget Notes and Changes   Personnel Services includes a decrease due to the elimination of two part-time positions (Library Aide and Library Assistant), offset slightly by increases to healthcare and retirement rates. The increase in spending in Special Programs Fund is due to the purchases of library materials in expanded formats for the Discovery Zone collection model. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 170 - Table of Contents Divisions How to Use This Section Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 Participation in adult programs 15,222 16,000 17,000 Attendance at early literacy programs 49,015 50,000 51,000 88,106 130,000 190,000 $0.34 $0.37 $0.34 Total registered borrowers as a percentage of total Scottsdale population 79% 86% 88% Library check-out rates for physical items (books, CDs, DVDs) on a per resident basis 14.1 12.9 11.5 1.32 1.63 1.81 19 17 16 n/a 4.75 4.80 Workload Measures the performance of the services provided by the program as a function of workload Measures the performance of the services provided by the program as function of efficiency Measures the performance of the services provided by the program as function of effectiveness Note: Increased participation due to a $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 five parttime temporary employees for ten months per year; two at 15 hours per week, two at 20 hours per week and one at 30 hours per week. Number of people accessing Wi-Fi at the city's 5 libraries Note: In FY 2013/14, a new Wi-Fi network was installed and bandwidth was increased to 100 Mbps to meet the 5-year, 200 percent increase in customer demand for wireless access. Thus far, FY 2013/14 Mbps maximums have been 105 Mbps. FY 2014/15 maximums are projected to be 150 Mbps. Estimates are based on growth in actual usage, file sizes and the increase in portable devices used by customers. Efficiency Dollars spent on materials per check-out Note: This measure is calculated by dividing total expenditures on materials by the number of checkouts. Effectiveness Note: Based upon International City/County Management Association data, Scottsdale has the highest per capita circulation in the Phoenix metropolitan area and ranks in the upper quartile in the nation. Physical material checkouts have declined with the shift to e-reading. Physical circulation FY 2011/12 was 3,400,934; FY 2012/13 was 3,101,900 and FY 2013/14 projected 2,811,378. Physical checkouts per capita are projected to remain relatively flat in FY 2014/15. Library check-out rates for electronic materials (e-books, e-music, e-movies) on a per resident basis Note: E-material check-out rates continue to experience a high growth rate. Library professionals estimate that growth will continue, but at a slower annual rate. Check-outs per registered borrower Note: The number of library cards issued is increasing, while circulation check-outs have remained flat. Performance objectives are in place to increase the frequency and quantity of checkouts per library card holder. Adult Services Programs customer satisfaction on a 5 point scale: 5=highly satisfied, 1=not satisfied. Note: Customer satisfaction surveys are distributed, collected and tabulated after every adult services program throughout the year. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 171 - Table of Contents Divisions How to Use This Section # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Adult volunteers: Supplement library services for library shops, book/DVD/CD shelving, children’s early literacy programs and other assistance as needed by individual branches. Volunteers also serve on the Library Board and Friends of the Library. 380 36,000 $810,720 17.3 Teen volunteers: Support the library’s summer reading program and special outreach events throughout the year by assisting library staff with registrations, prize handouts, crafts, shelving materials and customer service. 392 6,307 $142,034 3.0 Total 772 42,307 $952,754 20.3 Volunteer Hours Summarizes the volunteer information of the program "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 172 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 173 - Table of Contents Authorized Personnel Positions by Division Divisions Authorized Personnel Positions - By Division Actual FY 2012/13 Adopted FY 2013/14 Approved FY 2013/14 Change Adopted FY 2014/15 10.00 10.00 10.00 10.00 10.00 10.00 0.00 0.00 10.00 10.00 52.00 1.50 53.50 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 -1.00 -1.00 6.00 6.00 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 55.00 1.48 56.48 55.00 1.48 56.48 55.00 1.48 56.48 0.00 -0.60 -0.60 55.00 0.88 55.88 8.00 8.00 8.00 8.00 8.00 8.00 -2.00 -2.00 6.00 6.00 93.00 0.00 93.00 93.00 0.00 93.00 92.00 1.00 93.00 -3.00 0.00 -3.00 89.00 1.00 90.00 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 119.00 2.56 121.56 122.00 2.41 124.41 122.00 2.41 124.41 -3.00 -0.50 -3.50 119.00 1.91 120.91 COMMUNITY & ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 188.00 1.50 189.50 189.00 1.50 190.50 189.00 1.50 190.50 -3.00 -0.03 -3.03 186.00 1.47 187.47 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 270.00 172.23 12.00 454.23 271.00 171.23 12.00 454.23 270.00 172.23 12.00 454.23 -2.00 -2.94 -1.00 -5.94 268.00 169.29 11.00 448.29 MAYOR AND CITY COUNCIL Full Time Total FTE CITY ATTORNEY Full Time Part Time Total FTE CITY AUDITOR CITY MANAGER Full Time Total FTE CITY TREASURER Full Time Part Time Total FTE PUBLIC SAFETY - FIRE Full Time Total FTE 258.00 258.00 257.00 257.00 265.00 265.00 2.00 2.00 267.00 267.00 PUBLIC SAFETY - POLICE Full Time Part Time Grant Total FTE 663.00 2.60 1.00 666.60 666.00 2.60 1.00 669.60 666.00 2.60 1.00 669.60 -5.00 0.00 0.00 -5.00 661.00 2.60 1.00 664.60 PUBLIC WORKS Full Time Total FTE 293.00 293.00 294.00 294.00 294.00 294.00 1.00 1.00 295.00 295.00 WATER RESOURCES Full Time Total FTE 204.00 204.00 204.00 204.00 204.00 204.00 1.00 1.00 205.00 205.00 2,228.00 181.87 13.00 2,422.87 2,236.00 180.72 13.00 2,429.72 2,242.00 182.72 13.00 2,437.72 -15.00 -4.07 -1.00 -20.07 2,227.00 178.65 12.00 2,417.65 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 212 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 12 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 2014/15 Adopted Budget - Volume One - 174 - Authorized Personnel Positions by Division and Fund Divisions Table of Contents Authorized Personnel Positions - By Division & Fund General Fund Transportation Special Revenue Enterprise Internal Service Adopted FY 2014/15 10.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10.00 10.00 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 6.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00 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 46.00 0.00 46.00 0.00 0.00 0.00 9.00 0.88 9.88 0.00 0.00 0.00 0.00 0.00 0.00 55.00 0.88 55.88 6.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00 MAYOR AND CITY COUNCIL Full Time Total FTE CITY ATTORNEY Full Time Part Time Total FTE CITY MANAGER Full Time Total FTE CITY TREASURER Full Time Part Time Total FTE 69.00 1.00 70.00 0.00 0.00 0.00 0.00 0.00 0.00 12.00 0.00 12.00 8.00 0.00 8.00 89.00 1.00 90.00 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 119.00 1.91 120.91 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 119.00 1.91 120.91 COMMUNITY & ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 149.00 1.00 150.00 21.00 0.00 21.00 2.00 0.00 2.00 14.00 0.47 14.47 0.00 0.00 0.00 186.00 1.47 187.47 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 266.00 158.86 0.00 424.86 0.00 0.00 0.00 0.00 2.00 10.43 11.00 23.43 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 268.00 169.29 11.00 448.29 PUBLIC SAFETY - FIRE Full Time Total FTE 267.00 267.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 267.00 267.00 PUBLIC SAFETY - POLICE Full Time Part Time Grant Total FTE 657.00 2.60 0.00 659.60 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 0.00 661.00 2.60 1.00 664.60 99.00 99.00 60.00 60.00 0.00 0.00 90.00 90.00 46.00 46.00 295.00 295.00 0.00 0.00 0.00 0.00 0.00 0.00 205.00 205.00 0.00 0.00 205.00 205.00 1,754.00 166.87 0.00 1,920.87 81.00 0.00 0.00 81.00 17.00 11.31 12.00 40.31 321.00 0.47 0.00 321.47 54.00 0.00 0.00 54.00 2,227.00 178.65 12.00 2,417.65 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 2014/15 Adopted Budget - Volume One - 175 - See Note on previous page Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-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 1.50 1.00 0.50 City Attorney, Asst, Sr I 4.00 4.00 0.00 City Attorney, Asst, Sr II 3.00 3.00 0.00 City Attorney, Deputy 2.00 2.00 0.00 Executive Secretary 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 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 City Prosecutor, Assistant I 4.00 4.00 0.00 City Prosecutor, Assistant II 6.00 6.00 0.00 City Prosecutor, Assistant, Sr 1.00 1.00 0.00 Legal Secretary 1.00 1.00 0.00 Paralegal 6.00 6.00 0.00 Prosecution Specialist 6.00 6.00 0.00 Systems Integrator 1.00 1.00 0.00 26.00 26.00 0.00 Division/Department/Job Title MAYOR AND CITY COUNCIL Total TOTAL MAYOR AND CITY COUNCIL CIVIL Total PROSECUTION Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 176 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-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. 4.00 4.00 0.00 City Auditor 1.00 1.00 0.00 City Auditor, Assistant 1.00 1.00 0.00 Total 6.00 6.00 0.00 6.00 6.00 0.00 City Clerk 1.00 1.00 0.00 City Clerk Assistant 2.00 2.00 0.00 City Clerk, Assistant Deputy 1.00 1.00 0.00 City Clerk, Deputy 1.00 1.00 0.00 Executive Secretary 2.00 2.00 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 VICTIM SERVICES TOTAL CITY ATTORNEY CITY AUDITOR TOTAL CITY AUDITOR CITY CLERK TOTAL CITY CLERK City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 177 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs 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 27.00 27.00 0.00 Court Services Rep, Sr. 7.00 7.00 0.00 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 1.00 1.00 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 55.88 55.00 0.88 55.88 55.00 0.88 Administrative Assistant 1.00 1.00 0.00 Assistant to the City Manager 1.00 1.00 0.00 Citizen Liaison 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 6.00 6.00 0.00 6.00 6.00 0.00 Division/Department/Job Title CITY COURT Court Services Rep Total TOTAL CITY COURT CITY MANAGER TOTAL CITY MANAGER City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 178 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Account Specialist 4.00 4.00 0.00 Account Specialist, Sr. 1.00 1.00 0.00 Accountant I 1.00 1.00 0.00 Accountant II 2.00 2.00 0.00 Accountant, Sr. 2.00 2.00 0.00 Accounting Director 1.00 1.00 0.00 Accounting Manager 1.00 1.00 0.00 Accounting Technician, Sr. 2.00 2.00 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 5.00 5.00 0.00 25.00 25.00 0.00 Budget Analyst, Sr. 3.00 3.00 0.00 Budget Director 1.00 1.00 0.00 Finance Analyst, Sr. 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Total 6.00 6.00 0.00 Administrative Secretary 1.00 1.00 0.00 Business Services Director 1.00 1.00 0.00 Business Services Manager 4.00 4.00 0.00 Customer Service Rep, Lead 4.00 4.00 0.00 17.00 17.00 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 Support Assistant 1.00 0.00 1.00 Systems Integrator 2.00 2.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Tax Auditor, Sr. 5.00 5.00 0.00 Technology Specialist 2.00 2.00 0.00 46.00 45.00 1.00 Division/Department/Job Title CITY TREASURER - ACCOUNTING Total CITY TREASURER - BUDGET CITY TREASURER - BUSINESS SERVICES Customer Service Rep Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 179 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Accountant II 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 Claims Adjuster 1.00 1.00 0.00 Risk 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 Secretary 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 8.00 8.00 0.00 TOTAL CITY TREASURER 90.00 89.00 1.00 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 Division/Department/Job Title CITY TREASURER - CITY TREASURER AND FINANCE CITY TREASURER - RISK MANAGEMENT ADMINISTRATIVE SERVICES - COMMUNICATIONS City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 180 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Benefits Analyst, Lead 1.00 1.00 0.00 Benefits Analyst, Sr. 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. 6.00 6.00 0.00 Human Resources Director 1.00 1.00 0.00 Human Resources Manager 1.00 1.00 0.00 Human Resources Rep 1.00 1.00 0.00 Human Resources Rep, Sr. 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 19.00 19.00 0.00 Division/Department/Job Title ADMINISTRATIVE SERVICES - HUMAN RESOURCES Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 181 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Application Development Mgr 1.00 1.00 0.00 Business Intelligence Manager 1.00 1.00 0.00 Chief Information Officer 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 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 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 ADMINISTRATIVE SERVICES - INFORMATION TECHNOLOGY Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 182 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Bid & Contract Assistant 1.00 1.00 0.00 Bid & Contract Specialist 4.00 4.00 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 1.00 1.00 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 4.00 4.00 0.00 23.00 23.00 0.00 120.91 119.00 1.91 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 Intern 0.47 0.00 0.47 Maintenance Tech II - Aviation 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 14.47 14.00 0.47 Division/Department/Job Title ADMINISTRATIVE SERVICES - PURCHASING Total TOTAL ADMINISTRATIVE SERVICES COMMUNITY & ECONOMIC DEVELOPMENT - AVIATION Total COMMUNITY & ECONOMIC DEVELOPMENT - ECONOMIC DEVELOPMENT Administrative Assistant 1.00 1.00 0.00 Economic Development Asst Dir 1.00 1.00 0.00 Economic Development Director 1.00 1.00 0.00 Economic Development Manager 3.00 3.00 0.00 Economic Development Specialst 1.00 1.00 0.00 Total 7.00 7.00 0.00 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 183 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY & ECONOMIC DEVELOPMENT - PLANNING AND DEVELOPMENT Administrative Secretary 1.00 1.00 0.00 Area Director - Planning & Dev 3.00 3.00 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 1.00 1.00 0.00 Engineering Associate 1.00 1.00 0.00 Exec Asst for Spec Projects 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Field Engineering Lead 1.00 1.00 0.00 Field Engineering Supervisor 1.00 1.00 0.00 Green Building Program Manager 1.00 1.00 0.00 Inspections Manager 1.00 1.00 0.00 13.00 13.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Neighborhood Resource Supv 1.00 1.00 0.00 Plan Review Manager 1.00 1.00 0.00 Planner 5.00 5.00 0.00 Planner, Associate 4.00 4.00 0.00 Planner, Environment 1.00 1.00 0.00 Planner, Sr. 9.00 9.00 0.00 Planning & Development Dir 1.00 1.00 0.00 Planning Administration Managr 1.00 1.00 0.00 Planning Assistant 2.00 2.00 0.00 Planning Specialist 2.00 2.00 0.00 Plans Examiner 3.00 3.00 0.00 Plans Examiner, Sr. 5.00 5.00 0.00 PNT Manager 4.00 4.00 0.00 Code Inspector II Development Services Rep II Inspector II City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 184 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Project Coordination Liaison 3.00 3.00 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 0.00 121.50 121.00 0.50 Division/Department/Job Title Total COMMUNITY & ECONOMIC DEVELOPMENT - TOURISM AND EVENTS Administrative Assistant 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Customer Service Rep 1.00 1.00 0.00 Customer Support Rep, Sr. 1.00 1.00 0.00 Economic Development Manager 1.00 1.00 0.00 Economic Development Specialst 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 Planner, Sr. 1.00 1.00 0.00 Planning Specialist 0.50 0.00 0.50 Tourism & Events Director 1.00 1.00 0.00 WestWorld Business Manager 1.00 1.00 0.00 WestWorld Director 1.00 1.00 0.00 23.50 23.00 0.50 Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 185 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY & ECONOMIC DEVELOPMENT - TRANSPORTATION Maintenance Worker III 1.00 1.00 0.00 Office Coordinator 1.00 1.00 0.00 Right of Way Supervisor 1.00 1.00 0.00 Traffic Engineer, Principal 2.00 2.00 0.00 Traffic Engineer, Sr. 2.00 2.00 0.00 Traffic Engineering & Ops Mgr 1.00 1.00 0.00 Traffic Engineering Analyst 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 Director 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 21.00 21.00 0.00 187.47 186.00 1.47 Total TOTAL COMMUNITY & ECONOMIC DEVELOPMENT COMMUNITY SERVICES - COMMUNITY SERVICES PLANNING AND ADMIN Budget Analyst, Sr. 1.00 1.00 0.00 Community Services Director 1.00 1.00 0.00 Office Manager 1.00 1.00 0.00 Total 3.00 3.00 0.00 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 186 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs 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. 4.00 4.00 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 7.00 7.00 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 3.00 3.00 0.00 Recreation Supervisor 1.00 1.00 0.00 Service Support Worker 1.00 1.00 0.00 64.94 47.00 17.94 Division/Department/Job Title COMMUNITY SERVICES - HUMAN SERVICES Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 187 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Account Specialist, Sr. 2.00 2.00 0.00 Administrative Secretary 1.00 1.00 0.00 Customer Service Rep 1.00 1.00 0.00 Graphics Designer 1.00 1.00 0.00 Librarian I 17.00 12.00 5.00 Librarian II 7.00 7.00 0.00 Librarian III 2.00 2.00 0.00 Librarian IV 6.00 6.00 0.00 Library Aide 19.22 8.00 11.22 Library Assistant 22.12 11.00 11.12 Library Courier 2.00 2.00 0.00 Library Director 1.00 1.00 0.00 Library Manager, Sr. 3.00 3.00 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 Marketing/Communications Coord 1.00 1.00 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 0.00 116.93 72.00 44.93 Division/Department/Job Title COMMUNITY SERVICES - LIBRARY SYSTEMS Library Page Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 188 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-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 Lifeguard/Instructor/Cashier 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 II - Horticul 2.00 2.00 0.00 Maintenance Tech II - Irgation 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 Worker I 19.75 19.00 0.75 Maintenance Worker II 42.00 42.00 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 Railroad & Mechanical Ops Spec 2.00 2.00 0.00 Recreation Coordinator 6.00 6.00 0.00 Recreation Leader I 15.84 0.00 15.84 Recreation Leader II 59.37 1.00 58.37 Recreation Leader III 21.00 21.00 0.00 Recreation Supervisor 8.00 8.00 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 0.00 260.42 154.00 106.42 Division/Department/Job Title COMMUNITY SERVICES - PARKS & RECREATION Pool Manager, Assistant Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 189 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Planner, Sr. 1.00 1.00 0.00 Preservation Coordinator 2.00 2.00 0.00 Total 3.00 3.00 0.00 448.29 279.00 169.29 Administrative Secretary 1.00 1.00 0.00 Fire Chief, Deputy 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 15.00 15.00 0.00 Administrative Secretary 1.00 1.00 0.00 Emergency Management Coord 1.00 1.00 0.00 Fire Chief 1.00 1.00 0.00 Fire Chief, Assistant 1.00 1.00 0.00 Fire Chief, Exec Asst 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Total 6.00 6.00 0.00 Division/Department/Job Title COMMUNITY SERVICES - PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES PUBLIC SAFETY - FIRE - FIRE & LIFE SAFETY Total PUBLIC SAFETY - FIRE - OFFICE OF THE FIRE CHIEF City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 190 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs 2.00 2.00 0.00 PUBLIC SAFETY - FIRE - OPERATIONS Administrative Secretary Fire Battalion Chief (56) 6.00 6.00 0.00 54.00 54.00 0.00 Fire Division Chief 2.00 2.00 0.00 Fire Engineer (56) 57.00 57.00 0.00 110.00 110.00 0.00 Public Education Officer 1.00 1.00 0.00 Safety Fitness Wellness Coord 1.00 1.00 0.00 233.00 233.00 0.00 Administrative Secretary 2.00 2.00 0.00 Equipment Coordinator - Fire 1.00 1.00 0.00 Facilities Management Coord 1.00 1.00 0.00 Fire Captain Day Asgn 3.00 3.00 0.00 Fire Chief, Deputy 1.00 1.00 0.00 Fire Division Chief 3.00 3.00 0.00 Systems Integrator 2.00 2.00 0.00 13.00 13.00 0.00 267.00 267.00 0.00 Fire Captain (56) Firefighter (56) Total PUBLIC SAFETY - FIRE - PROFESSIONAL SERVICES Total TOTAL PUBLIC SAFETY - FIRE City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 191 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-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 94.00 94.00 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 0.00 175.50 175.00 0.50 Division/Department/Job Title PUBLIC SAFETY - POLICE - INVESTIGATIVE SERVICES Police Officer Police Rangemaster Police Sergeant Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 192 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Administrative Secretary 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Police Chief 1.00 1.00 0.00 Police Chief, Assistant 3.00 3.00 0.00 Police Officer 1.00 1.00 0.00 Police Sergeant 3.00 3.00 0.00 Public Education Officer 1.00 1.00 0.00 Public Safety Analyst, Senior 1.00 1.00 0.00 Public Safety Budget Manager 1.00 1.00 0.00 13.00 13.00 0.00 Division/Department/Job Title PUBLIC SAFETY - POLICE - OFFICE OF THE POLICE CHIEF Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 193 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs 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 Logistics Technician 4.00 4.00 0.00 Municipal Security Manager 1.00 1.00 0.00 Personnel Specialist 1.00 1.00 0.00 Police Analyst 1.00 1.00 0.00 Police Analyst II 1.00 1.00 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 10.00 10.00 0.00 Pub Saf Records Specialist 10.00 10.00 0.00 Pub Saf Records Supervisor 3.00 3.00 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 3.00 3.00 0.00 Public Safety Comm Systems Mgr 1.00 1.00 0.00 Public Safety Personnel Mgr 1.00 1.00 0.00 Security Guard 2.00 2.00 0.00 Security Project Coordinator 1.00 1.00 0.00 Systems Integrator 5.00 5.00 0.00 Systems Integrator, Lead 2.00 2.00 0.00 Systems Integrator, Sr. 1.00 1.00 0.00 61.00 61.00 0.00 Division/Department/Job Title PUBLIC SAFETY - POLICE - OPERATIONAL SUPPORT Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 194 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs 2.00 2.00 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 13.00 13.00 0.00 233.00 233.00 0.00 1.00 1.00 0.00 38.00 38.00 0.00 Records Specialist 3.00 3.00 0.00 Wrangler 2.10 0.00 2.10 415.10 413.00 2.10 664.60 662.00 2.60 Division/Department/Job Title 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 2014/15 Adopted Budget - Volume One - 195 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs 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 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 Director 1.00 1.00 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 Manager, Sr. 1.00 1.00 0.00 Real Estate Mgmt Specialist 2.00 2.00 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 45.00 45.00 0.00 Division/Department/Job Title PUBLIC WORKS - CAPITAL PROJECT MANAGEMENT Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 196 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Citizen Services Rep 1.00 1.00 0.00 Contracts Coordinator 4.00 4.00 0.00 Dept Director - Public Works 1.00 1.00 0.00 Energy Management Control Spec 2.00 2.00 0.00 Facilities Management Spec 1.00 1.00 0.00 Facilities Supervisor 3.00 3.00 0.00 Maintenance Tech II - Building 9.00 9.00 0.00 Maintenance Tech II - Construc 7.00 7.00 0.00 Maintenance Tech II - Electric 8.00 8.00 0.00 Maintenance Tech II - HVAC 6.00 6.00 0.00 Maintenance Tech II - Painter 2.00 2.00 0.00 Maintenance Tech II - Plumber 4.00 4.00 0.00 Maintenance Tech II - Security 2.00 2.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Service Area Manager 1.00 1.00 0.00 Space Planning Analyst 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 54.00 54.00 0.00 Customer Support Rep, Sr. 1.00 1.00 0.00 Dept Director - Public Works 1.00 1.00 0.00 Equip Parts Supervisor 1.00 1.00 0.00 Equipment Coordinator - Fleet 1.00 1.00 0.00 Equipment Parts Technician 6.00 6.00 0.00 Equipment Service Writer 2.00 2.00 0.00 Fleet Maint Superintendent 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 PUBLIC WORKS - FACILITIES MANAGEMENT Total PUBLIC WORKS - FLEET MANAGEMENT Fleet Technician, Lead Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 197 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Citizen Services Rep 3.00 3.00 0.00 Container Repairer 5.00 5.00 0.00 Dept Director - Public Works 1.00 1.00 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 Manager 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 PUBLIC WORKS - SOLID WASTE MANAGEMENT Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 198 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs Citizen Services Rep 2.00 2.00 0.00 Dept Director - Public Works 1.00 1.00 0.00 Equipment Operator II-FS 1.00 1.00 0.00 Equipment Operator III-FS 13.00 13.00 0.00 ITS Analyst 1.00 1.00 0.00 ITS Analyst, Assistant 1.00 1.00 0.00 ITS Manager 1.00 1.00 0.00 ITS Network Technician 1.00 1.00 0.00 ITS Signals Manager 1.00 1.00 0.00 ITS Signals Tech I 1.00 1.00 0.00 ITS Signals Tech II 5.00 5.00 0.00 ITS Signals Tech III 2.00 2.00 0.00 ITS Signals Tech, Lead 2.00 2.00 0.00 Maintenance Manager 1.00 1.00 0.00 Maintenance Supervisor 3.00 3.00 0.00 Maintenance Tech II - Streets 3.00 3.00 0.00 Maintenance Technician I 3.00 3.00 0.00 Maintenance Worker I 1.00 1.00 0.00 Maintenance Worker II 1.00 1.00 0.00 Maintenance Worker II - CDL 4.00 4.00 0.00 Public Works Inspector II 3.00 3.00 0.00 Sign Fabricator 1.00 1.00 0.00 Sign Technician 4.00 4.00 0.00 Street Operations Manager 1.00 1.00 0.00 Technology Coordinator 2.00 2.00 0.00 Traffic Engineer, Sr. 1.00 1.00 0.00 60.00 60.00 0.00 295.00 295.00 0.00 Division/Department/Job Title PUBLIC WORKS - STREET OPERATIONS Total TOTAL PUBLIC WORKS City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 199 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions 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 Financial Specialist - Water 2.00 2.00 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 Director 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 Drainage Inspector 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 2.00 2.00 0.00 Water Quality Coordinator 3.00 3.00 0.00 Water Quality Director 1.00 1.00 0.00 Water Quality Laboratory Mgr 1.00 1.00 0.00 Water Quality Regulatory Mgr 1.00 1.00 0.00 Water Quality Specialist 5.00 5.00 0.00 Water Quality Specialist, Sr 2.00 2.00 0.00 Water Quality Technician 2.00 2.00 0.00 23.00 23.00 0.00 Total WATER RESOURCES - WATER QUALITY Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 200 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-Time FTEs W/WW Maintenance Tech III 5.00 5.00 0.00 W/WW Treatment Plant Op III 2.00 2.00 0.00 Wastewater Collections Manager 1.00 1.00 0.00 Water Reclamation Svc Director 1.00 1.00 0.00 Water Wastewater Main Tech IV 2.00 2.00 0.00 Water/Wastewater Main Tech II 3.00 3.00 0.00 Water/Wastewater Ops Supervisr 1.00 1.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper II 10.00 10.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper IV 3.00 3.00 0.00 28.00 28.00 0.00 HVAC Technician 1.00 1.00 0.00 W/WW Electronic Technician III 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 Division/Department/Job Title WATER RESOURCES - WATER RECLAMATION SERVICES Total WATER RESOURCES - WATER SERVICES Water Meter Reader 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 Quality Specialist 1.00 1.00 0.00 Water Services Director 1.00 1.00 0.00 Water Wastewater Main Tech IV 1.00 1.00 0.00 Water/Wastewater Main Tech I 1.00 1.00 0.00 Water/Wastewater Main Tech II 3.00 3.00 0.00 Water/Wastewater Ops Supervisr 3.00 3.00 0.00 Water/Wastewater Srvcs Wkr I 2.00 2.00 0.00 Water/Wastewater Srvcs Wkr II 10.00 10.00 0.00 Water/Wastewater Srvcs Wkr III 6.00 6.00 0.00 Water/Wastewater Srvcs Wkr IV 9.00 9.00 0.00 Water/Wastewater Srvcs Wkr V 1.00 1.00 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 77.00 77.00 0.00 Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 201 - Table of Contents Authorized Personnel Positions Authorized by Division, Department and-Title Divisions Personnel Positions By Division, Department & Title Total FTEs Full-Time FTEs Part-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 Office Coordinator 1.00 1.00 0.00 Office 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 W/WW Electronic Technician I 1.00 1.00 0.00 W/WW Electronic Technician II 9.00 9.00 0.00 W/WW Electronic Technician III 1.00 1.00 0.00 W/WW Maintenance Tech III 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 Maintenance Manager 1.00 1.00 0.00 Water Res HVAC Contracts Coord 1.00 1.00 0.00 Water Resources Administrator 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 Main Tech II 8.00 8.00 0.00 Water/Wastewater Ops Supervisr 1.00 1.00 0.00 Water/Wastewater Srvcs Wkr IV 1.00 1.00 0.00 56.00 56.00 0.00 205.00 205.00 0.00 2,417.65 2,239.00 178.65 Division/Department/Job Title WATER RESOURCES - WATER TECHNOLOGY & ADMIN Total TOTAL WATER RESOURCES Grand Total City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 202 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 203 - Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 0509 0510 1445 2272 2271 2195 2055 0425 0255 1005 0005 0251 0263 0254 0259 0260 0462 0600 2074 2078 0459 0460 2035 0252 2316 1421 2292 0544 1581 2198 2220 2203 1909 0178 1343 1934 1881 1513 0591 0592 2236 2297 2304 1022 0014 1620 1929 1847 0396 0409 0356 1025 1014 2273 2261 1363 1391 1484 1398 0598 2296 Account Specialist Account Specialist, Sr. Accountant I Accountant II Accountant, Sr. 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 Area Director - Planning & Dev 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 Specialist Budget Analyst, Sr. Budget Director Building Inspection Supervisor Building Inspector I Building Inspector II Business Intelligence Manager Business Services Director Business Services Manager Buyer Buyer Aide Chief Information Officer Citizen Advisor Citizen Liaison Citizen Services Assistant Citizen Services Rep Citizen Services Specialist City Attorney City Attorney, Assistant City Attorney, Asst, Sr I City Attorney, Asst, Sr II City Attorney, Deputy City Auditor City Auditor, Assistant City Clerk City Clerk Assistant City Clerk, Assistant Deputy FTE 5.00 4.00 1.00 3.00 2.00 1.00 1.00 2.00 4.00 25.00 1.00 1.00 7.00 1.00 3.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 3.00 1.00 1.00 4.00 3.00 1.00 1.00 1.00 3.00 2.00 10.00 1.00 1.50 4.00 3.00 2.00 1.00 1.00 1.00 2.00 1.00 Hourly Minimum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 15.44 16.22 20.70 26.41 30.58 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 43.02 33.71 45.18 17.03 32.11 52.30 30.58 29.12 27.73 16.22 26.41 30.58 43.02 32.11 22.82 25.16 40.98 43.02 30.58 22.82 17.88 57.66 26.41 30.58 15.44 15.44 15.44 91.35 40.98 43.02 47.43 49.81 66.35 43.02 66.11 17.88 26.41 Hourly Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 22.39 23.51 30.01 38.30 44.34 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 62.39 48.88 65.51 24.69 46.55 75.83 44.34 42.23 40.21 23.51 38.30 44.34 62.39 46.55 33.08 36.48 59.42 62.39 44.34 33.08 25.92 83.60 38.30 44.34 22.39 22.39 22.39 91.35 59.42 62.39 68.78 72.22 66.35 62.39 66.11 25.92 38.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Minimum 32,115.20 33,737.60 43,056.00 54,932.80 63,606.40 89,481.60 70,116.80 40,996.80 25,168.00 39,041.60 35,422.40 32,115.20 32,115.20 32,115.20 25,168.00 22,838.40 26,436.80 27,747.20 77,313.60 52,332.80 39,041.60 32,115.20 85,238.40 23,961.60 89,481.60 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 54,932.80 63,606.40 89,481.60 66,788.80 47,465.60 52,332.80 85,238.40 89,481.60 63,606.40 47,465.60 37,190.40 119,932.80 54,932.80 63,606.40 32,115.20 32,115.20 32,115.20 190,008.00 85,238.40 89,481.60 98,654.40 103,604.80 138,008.00 89,481.60 137,508.80 37,190.40 54,932.80 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 204 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 46,571.20 48,900.80 62,420.80 79,664.00 92,227.20 129,771.20 101,670.40 59,446.40 36,504.00 56,617.60 51,355.20 46,571.20 46,571.20 46,571.20 36,504.00 33,092.80 38,313.60 40,227.20 112,091.20 75,878.40 56,617.60 46,571.20 123,593.60 34,756.80 129,771.20 101,670.40 136,260.80 51,355.20 96,824.00 157,726.40 92,227.20 87,838.40 83,636.80 48,900.80 79,664.00 92,227.20 129,771.20 96,824.00 68,806.40 75,878.40 123,593.60 129,771.20 92,227.20 68,806.40 53,913.60 173,888.00 79,664.00 92,227.20 46,571.20 46,571.20 46,571.20 190,008.00 123,593.60 129,771.20 143,062.40 150,217.60 138,008.00 129,771.20 137,508.80 53,913.60 79,664.00 Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 1455 1791 1769 1026 1933 1397 1480 2293 2294 2260 2142 1308 2086 1469 2192 0437 2254 0608 0609 0546 1931 0415 0416 0380 2274 1561 1632 2312 2176 0023 1424 1759 1777 0443 0024 0204 1383 0497 2067 2215 0461 0577 0094 0337 0604 0431 0030 0422 0253 1704 2306 1494 0309 0412 1924 1051 0579 0580 0617 2245 1882 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 Communications Director Communications Dispatcher Communications Supervisor Communications Technician Communicatns & Pub Affairs Dir Community Assistance Manager Community Planner Community Services Director 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 Crisis Intervention Supervisor Custodial Worker Customer Service Rep, Lead Customer Service Rep Customer Support Rep, Sr. Data Entry Specialist Database Administrator Dept Director - Public Works 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 Media Designer Diversity & Dialogue Director FTE 1.00 6.00 1.00 1.00 3.00 1.00 1.00 4.00 6.00 1.00 1.00 1.00 1.00 5.00 1.00 2.00 3.00 10.00 1.00 1.00 39.00 6.00 2.00 1.00 1.00 1.00 1.00 3.00 5.00 5.00 1.00 2.00 1.00 27.00 7.00 3.00 1.00 1.00 8.00 2.00 6.00 1.00 4.00 19.00 3.00 1.00 4.00 1.00 22.00 9.00 1.00 1.00 10.00 2.00 2.00 Hourly Minimum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 33.71 13.85 52.30 76.93 70.60 98.56 49.81 35.40 39.02 40.98 67.31 29.12 35.40 32.11 29.12 17.03 30.58 21.73 23.96 26.41 43.02 19.71 25.16 21.73 45.18 32.11 26.41 60.54 30.58 17.88 25.16 40.98 32.11 18.77 15.44 17.88 22.82 22.82 29.12 29.12 19.71 22.82 23.96 29.12 13.34 20.70 14.71 18.77 12.10 37.17 40.98 29.12 17.88 23.96 37.17 37.17 16.22 18.77 21.73 26.41 39.02 Hourly Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 48.88 13.85 75.83 76.93 70.60 98.56 72.22 51.33 56.59 59.42 67.31 42.23 51.33 46.55 42.23 24.69 44.34 31.51 34.74 38.30 62.39 28.58 36.48 31.51 65.51 46.55 38.30 87.78 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 42.23 19.34 30.01 21.33 27.22 17.55 53.89 59.42 42.23 25.92 34.74 53.89 53.89 23.51 27.22 31.51 38.30 56.59 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Minimum 70,116.80 18,000.00 108,784.00 160,014.40 146,848.00 205,004.80 103,604.80 73,632.00 81,161.60 85,238.40 140,004.80 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 89,481.60 40,996.80 52,332.80 45,198.40 93,974.40 66,788.80 54,932.80 125,923.20 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 60,569.60 27,747.20 43,056.00 30,596.80 39,041.60 25,168.00 77,313.60 85,238.40 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 81,161.60 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 205 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 101,670.40 18,000.00 157,726.40 160,014.40 146,848.00 205,004.80 150,217.60 106,766.40 117,707.20 123,593.60 140,004.80 87,838.40 106,766.40 96,824.00 87,838.40 51,355.20 92,227.20 65,540.80 72,259.20 79,664.00 129,771.20 59,446.40 75,878.40 65,540.80 136,260.80 96,824.00 79,664.00 182,582.40 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 87,838.40 40,227.20 62,420.80 44,366.40 56,617.60 36,504.00 112,091.20 123,593.60 87,838.40 53,913.60 72,259.20 112,091.20 112,091.20 48,900.80 56,617.60 65,540.80 79,664.00 117,707.20 Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 0583 2300 2299 2301 2302 2097 0574 0489 0556 1711 1912 2084 2124 2116 1674 1916 0535 0664 0043 0044 0805 0045 0806 0674 0517 0683 1878 0297 2216 1985 0538 0524 1646 1930 1668 2174 0622 0618 2154 2079 2118 2207 2246 0541 1867 0214 2002 1976 0998 0995 0996 1947 1956 1967 2228 2289 0533 0530 0570 0571 0997 Drainage Inspector Economic Development Asst Dir Economic Development Director Economic Development Manager Economic Development Specialst 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 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 Parts Technician Equipment Service Writer Eureka Loft Room Host Events Contract Coordinator Events Specialist Evidence Control Mgr Exec Asst for Spec Projects Executive Secretary Executive Secretary to Mayor Facilities Management Coord 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 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, Deputy FTE 2.00 1.00 1.00 4.00 2.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 5.00 11.00 1.00 1.00 1.00 12.00 11.00 1.00 45.00 13.00 6.00 2.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 4.00 6.00 54.00 3.00 1.00 1.00 2.00 1.00 6.00 57.00 4.00 3.00 Hourly Minimum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 21.73 43.02 52.30 37.17 26.41 33.71 25.16 23.96 20.70 37.17 35.40 40.98 35.40 37.17 30.58 25.16 18.77 22.82 15.44 17.03 17.88 18.77 18.77 17.03 20.70 10.45 23.96 9.03 29.12 54.91 20.70 25.16 26.41 18.77 26.41 27.73 21.73 16.22 25.16 32.11 43.02 30.58 43.02 17.88 23.96 18.77 42.16 30.11 33.03 23.59 33.03 57.66 51.24 48.80 53.80 44.26 29.96 21.40 21.73 26.41 29.96 Hourly Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 31.51 62.39 75.83 53.89 38.30 48.88 36.48 34.74 30.01 53.89 51.33 59.42 51.33 53.89 44.34 36.48 27.22 33.08 22.39 24.69 25.92 27.22 27.22 24.69 30.01 15.16 34.74 13.09 42.23 79.62 30.01 36.48 38.30 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 44.59 31.85 44.59 83.60 69.18 65.88 72.64 59.76 40.45 28.89 31.51 38.30 40.45 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Minimum 45,198.40 89,481.60 108,784.00 77,313.60 54,932.80 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 52,332.80 39,041.60 47,465.60 32,115.20 35,422.40 37,190.40 39,041.60 39,041.60 35,422.40 43,056.00 21,736.00 49,836.80 18,782.40 60,569.60 114,212.80 43,056.00 52,332.80 54,932.80 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 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 62,316.80 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 206 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 65,540.80 129,771.20 157,726.40 112,091.20 79,664.00 101,670.40 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 75,878.40 56,617.60 68,806.40 46,571.20 51,355.20 53,913.60 56,617.60 56,617.60 51,355.20 62,420.80 31,532.80 72,259.20 27,227.20 87,838.40 165,609.60 62,420.80 75,878.40 79,664.00 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 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 84,136.00 Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 0573 1979 1992 0534 0531 0532 0569 2143 1913 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 1075 1925 0513 0511 1569 1078 1899 0428 1079 0324 1958 2146 0581 0582 0386 1083 0614 0439 2101 1680 0424 0423 1797 Fire Marshal, Senior Deputy Fire Plans Reviewer Fire Plans Reviewer, Sr. Firefighter (40) Firefighter (56) Firefighter Recruit Firefighter, Pipeline Fleet Coordinator Fleet Maint Superintendent Fleet 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 Director 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 Technician Information Technology Dir Inspections Manager Inspector I Inspector II Intern Internal Auditor Irrigation Systems Coordinator Irrigation Technician IT Project Manager IT Support Manager IT Technician IT Technician, Sr. ITS Analyst FTE 2.00 2.00 1.00 110.00 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 4.00 1.00 2.00 1.00 1.00 2.00 2.00 3.00 1.00 6.00 1.00 1.00 1.00 1.00 5.00 3.00 1.00 8.00 11.70 1.00 1.00 1.00 13.00 0.47 1.00 9.00 1.00 1.00 6.00 4.00 1.00 Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum $ $ $ $ $ $ 33.03 25.16 29.12 23.47 16.76 18.39 $ $ $ $ $ $ 44.59 36.48 42.23 31.69 22.64 24.83 $ $ $ $ $ $ 68,702.40 52,332.80 60,569.60 48,817.60 48,817.60 38,251.20 $ $ $ $ $ $ 92,747.20 75,878.40 87,838.40 65,915.20 65,915.20 51,646.40 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 20.70 29.12 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 57.66 43.02 15.44 17.88 26.41 30.58 30.58 14.71 22.82 22.82 43.02 37.17 21.73 23.96 15.44 25.16 25.16 17.88 35.40 39.02 21.73 25.16 27.73 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 30.01 42.23 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 83.60 62.39 22.39 25.92 38.30 44.34 44.34 21.33 33.08 33.08 62.39 53.89 31.51 34.74 22.39 36.48 36.48 25.92 51.33 56.59 31.51 36.48 40.21 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 43,056.00 60,569.60 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 17,888.00 93,974.40 54,932.80 47,465.60 60,569.60 57,678.40 119,932.80 89,481.60 32,115.20 37,190.40 54,932.80 63,606.40 63,606.40 30,596.80 47,465.60 47,465.60 89,481.60 77,313.60 45,198.40 49,836.80 32,115.20 52,332.80 52,332.80 37,190.40 73,632.00 81,161.60 45,198.40 52,332.80 57,678.40 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 62,420.80 87,838.40 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 25,937.60 136,260.80 79,664.00 68,806.40 87,838.40 83,636.80 173,888.00 129,771.20 46,571.20 53,913.60 79,664.00 92,227.20 92,227.20 44,366.40 68,806.40 68,806.40 129,771.20 112,091.20 65,540.80 72,259.20 46,571.20 75,878.40 75,878.40 53,913.60 106,766.40 117,707.20 65,540.80 75,878.40 83,636.80 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 207 - Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 0693 2189 0692 2171 0688 0689 0690 0691 2050 1794 0606 0400 0064 2282 2193 2165 2164 0066 0607 0067 1089 2163 0495 0069 0605 2194 0315 0485 0072 0361 0190 0615 1786 0602 2150 2173 0675 0676 0677 0684 0678 0685 0679 0680 0686 0681 0682 0322 0325 0327 0328 0519 0355 1918 2018 1983 2107 2308 1178 2233 0547 ITS Analyst, Assistant ITS Manager ITS Network Technician ITS Signals Manager ITS Signals Tech I ITS Signals Tech II ITS Signals Tech III ITS Signals Tech, Lead Job Preparation Specialist Landscape Contracts Coord Latent Print Examiner Legal Assistant Legal Secretary Librarian I Librarian II Librarian III Librarian IV Library Aide Library Assistant Library Courier Library Director Library Manager, Sr. Library Monitor Library Page Library Page, Assistant Library Supervisor License Inspector Lifeguard, Head - Aquatics Lifeguard/Instructor/Cashier Logistics Technician Mail Services Courier Maintenance Coord, Aquatics Maintenance Coordinator Maintenance Helper Maintenance Manager Maintenance Supervisor Maintenance Tech II - Aviation Maintenance Tech II - Building Maintenance Tech II - Construc Maintenance Tech II - Electric Maintenance Tech II - Horticul Maintenance Tech II - HVAC Maintenance Tech II - Irgation Maintenance Tech II - Painter Maintenance Tech II - Plumber Maintenance Tech II - Security Maintenance Tech II - Streets Maintenance Tech, Aquatics Maintenance Technician I 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/Communications Coord Mayor Mayor's Chief of Staff Municipal Security Guard, Lead FTE 1.00 1.00 1.00 1.00 1.00 5.00 2.00 2.00 1.00 3.00 2.00 3.00 17.00 7.00 2.00 6.00 19.22 22.12 2.00 1.00 3.00 4.25 13.34 9.00 2.00 20.39 4.00 1.00 1.00 1.00 1.00 3.00 1.00 9.00 7.00 8.00 2.00 6.00 1.00 2.00 4.00 2.00 3.00 2.00 5.00 20.75 43.00 4.00 16.00 4.00 9.00 1.00 1.00 1.00 1.00 1.00 1.00 Hourly Minimum Hourly Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 23.96 33.71 25.16 30.58 17.88 21.73 22.82 23.96 16.22 25.16 22.82 18.77 17.88 21.73 23.96 26.41 29.12 12.10 16.22 12.71 40.98 32.11 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 21.73 21.73 21.73 22.82 21.73 22.82 21.73 21.73 22.82 21.73 21.73 22.82 17.88 13.34 16.22 17.03 19.71 26.41 30.58 25.16 25.16 26.41 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 34.74 48.88 36.48 44.34 25.92 31.51 33.08 34.74 23.51 36.48 33.08 27.22 25.92 31.51 34.74 38.30 42.23 17.55 23.51 18.42 59.42 46.55 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 31.51 31.51 31.51 33.08 31.51 33.08 31.51 31.51 33.08 31.51 31.51 33.08 25.92 19.34 23.51 24.69 28.58 38.30 44.34 36.48 36.48 38.30 $ $ 39.02 17.88 $ $ 56.59 25.92 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Minimum 49,836.80 70,116.80 52,332.80 63,606.40 37,190.40 45,198.40 47,465.60 49,836.80 33,737.60 52,332.80 47,465.60 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 66,788.80 22,838.40 21,736.00 17,888.00 39,041.60 39,041.60 25,168.00 22,838.40 39,041.60 25,168.00 52,332.80 52,332.80 27,747.20 54,932.80 52,332.80 45,198.40 45,198.40 45,198.40 47,465.60 45,198.40 47,465.60 45,198.40 45,198.40 47,465.60 45,198.40 45,198.40 47,465.60 37,190.40 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 37,190.40 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 208 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 72,259.20 101,670.40 75,878.40 92,227.20 53,913.60 65,540.80 68,806.40 72,259.20 48,900.80 75,878.40 68,806.40 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 96,824.00 33,092.80 31,532.80 25,937.60 56,617.60 56,617.60 36,504.00 33,092.80 56,617.60 36,504.00 75,878.40 75,878.40 40,227.20 79,664.00 75,878.40 65,540.80 65,540.80 65,540.80 68,806.40 65,540.80 68,806.40 65,540.80 65,540.80 68,806.40 65,540.80 65,540.80 68,806.40 53,913.60 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 53,913.60 Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 2099 0555 2147 1788 0318 0603 2047 2295 0640 0644 0079 2247 2256 1945 0082 0475 0418 0539 0317 1819 2098 0493 0494 1984 1107 1321 1639 1892 1142 2315 2075 0367 0230 0488 1806 2205 0092 1450 1815 1109 2058 2223 1932 2091 2219 1449 0505 0999 0096 0272 0456 0597 0599 0339 2307 0100 0009 2178 2156 0560 1432 Municipal Security Manager Museum Attendant Neighborhood Resource Supv Network Security Engineer Occupancy Specialist Office Assistant Office Coordinator Office Manager Paralegal Paralegal, Senior Parking Control Checker Parks & Rec and Human Svcs Dir Parks & Rec Operation Supervsr 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 Planner Planner, Associate Planner, Environment Planner, Principal Planner, Sr. Planning & Development Dir Planning Administration Managr Planning Assistant Planning Specialist Plans Examiner Plans Examiner, Sr. 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 Police Officer, Pipeline Police Rangemaster Police Records Supervisor Police Sergeant Polygraph Examiner Pool Manager Pool Manager, Assistant Preservation Coordinator Project Coordination Liaison Project Management Assistant Project Manager FTE 1.00 1.00 1.00 1.00 4.00 4.00 7.00 1.00 1.00 1.00 6.00 2.75 1.00 4.00 1.00 2.00 1.00 1.00 1.00 1.00 5.00 4.00 1.00 11.00 1.00 1.00 2.00 2.50 4.00 6.00 4.00 41.00 1.00 1.00 1.00 2.00 1.00 6.00 1.00 1.00 1.00 1.00 18.00 328.00 2.00 1.00 58.00 1.00 4.22 10.10 2.00 3.00 3.00 Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 29.12 9.03 29.12 40.98 17.88 15.44 19.71 22.82 21.73 25.16 15.44 54.91 25.16 30.58 9.95 17.88 17.03 20.70 18.77 29.12 25.16 18.77 21.73 37.17 25.16 21.73 29.12 35.40 27.73 49.81 33.71 17.03 18.77 25.16 27.73 37.17 18.77 25.16 27.73 63.57 54.91 54.91 47.43 30.58 43.02 25.16 18.77 39.02 26.41 26.41 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 42.23 13.09 42.23 59.42 25.92 22.39 28.58 33.08 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 36.48 31.51 42.23 51.33 40.21 72.22 48.88 24.69 27.22 36.48 40.21 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 38.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 60,569.60 18,782.40 60,569.60 85,238.40 37,190.40 32,115.20 40,996.80 47,465.60 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 52,332.80 45,198.40 60,569.60 73,632.00 57,678.40 103,604.80 70,116.80 35,422.40 39,041.60 52,332.80 57,678.40 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 54,932.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 87,838.40 27,227.20 87,838.40 123,593.60 53,913.60 46,571.20 59,446.40 68,806.40 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 75,878.40 65,540.80 87,838.40 106,766.40 83,636.80 150,217.60 101,670.40 51,355.20 56,617.60 75,878.40 83,636.80 112,091.20 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 79,664.00 $ $ $ $ $ $ $ $ $ $ 20.70 21.73 35.40 27.73 17.88 13.34 22.82 30.58 21.73 29.12 $ $ $ $ $ $ $ $ $ $ 30.01 31.51 51.33 40.21 25.92 19.34 33.08 44.34 31.51 42.23 $ $ $ $ $ $ $ $ $ $ 43,056.00 45,198.40 73,632.00 57,678.40 37,190.40 27,747.20 47,465.60 63,606.40 45,198.40 60,569.60 $ $ $ $ $ $ $ $ $ $ 62,420.80 65,540.80 106,766.40 83,636.80 53,913.60 40,227.20 68,806.40 92,227.20 65,540.80 87,838.40 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 209 - Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 2085 1498 2217 0612 0518 0471 2140 2278 2291 2280 0653 0652 0659 2290 2285 1572 2003 1973 0647 2258 2259 2225 2242 2239 2313 0593 0594 1562 1124 1125 1487 2049 1935 0610 2064 2117 2109 0575 0107 2318 2127 0588 1333 0111 0112 0113 0256 2177 0115 0223 2151 1314 1495 0673 1136 0616 2238 2093 2041 2255 2042 Project Manager, Principal Project Manager, Sr. Property / Evidence Supervisor Property / Evidence Tech, Lead Property / Evidence Technician Prosecution Specialist Pro-Tem Judge Pub Saf Oper Support Dir Pub Saf Plan Rsrch & Acred Dir Pub Saf Records Mngr Pub Saf Records Spc, Sr Pub Saf Records Specialist Pub Saf Records Supervisor Pub Saf Resource Mngr Pub Saf Tech & Records Dir 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 Director 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 Radio Systms Netwrk Integrator Railroad & Mechanical Ops Spec Railroad Engineer Real Estate Manager, Sr. Real Estate Mgmt Specialist Records Specialist 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 Coordinator Risk Management Director Safety Coordinator Safety Fitness Wellness Coord Safety Manager Scientist Scientist, Principal Scientist, Senior FTE 1.00 9.00 1.00 1.00 3.50 6.00 Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 1.00 2.00 5.00 8.00 16.03 77.42 24.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 35.40 32.11 22.82 18.77 17.03 15.44 52.30 40.98 35.40 29.12 17.88 16.22 21.73 29.12 43.02 32.11 25.16 29.12 25.16 25.16 27.73 35.40 30.58 37.17 60.54 22.82 26.41 27.73 26.41 40.98 29.12 29.12 30.58 23.96 40.98 29.12 30.58 22.82 12.10 35.40 25.16 16.22 22.82 8.60 13.34 17.88 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 51.33 46.55 33.08 27.22 24.69 22.39 75.83 59.42 51.33 42.23 25.92 23.51 31.51 42.23 62.39 46.55 36.48 42.23 36.48 36.48 40.21 51.33 44.34 53.89 87.78 33.08 38.30 40.21 38.30 59.42 42.23 42.23 44.34 34.74 59.42 42.23 44.34 33.08 17.55 51.33 36.48 23.51 33.08 12.47 19.34 25.92 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 73,632.00 66,788.80 47,465.60 39,041.60 35,422.40 32,115.20 108,784.00 85,238.40 73,632.00 60,569.60 37,190.40 33,737.60 45,198.40 60,569.60 89,481.60 66,788.80 52,332.80 60,569.60 52,332.80 52,332.80 57,678.40 73,632.00 63,606.40 77,313.60 125,923.20 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 63,606.40 47,465.60 25,168.00 73,632.00 52,332.80 33,737.60 47,465.60 17,888.00 27,747.20 37,190.40 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 106,766.40 96,824.00 68,806.40 56,617.60 51,355.20 46,571.20 157,726.40 123,593.60 106,766.40 87,838.40 53,913.60 48,900.80 65,540.80 87,838.40 129,771.20 96,824.00 75,878.40 87,838.40 75,878.40 75,878.40 83,636.80 106,766.40 92,227.20 112,091.20 182,582.40 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 92,227.20 68,806.40 36,504.00 106,766.40 75,878.40 48,900.80 68,806.40 25,937.60 40,227.20 53,913.60 9.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 25.16 18.77 20.70 30.58 23.96 26.41 18.77 43.02 18.77 29.12 33.71 23.96 32.11 27.73 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 36.48 27.22 30.01 44.34 34.74 38.30 27.22 62.39 27.22 42.23 48.88 34.74 46.55 40.21 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 52,332.80 39,041.60 43,056.00 63,606.40 49,836.80 54,932.80 39,041.60 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 56,617.60 129,771.20 56,617.60 87,838.40 101,670.40 72,259.20 96,824.00 83,636.80 1.00 1.00 1.00 10.00 10.00 3.00 1.00 1.00 1.00 2.00 3.50 1.00 3.00 4.00 1.00 1.00 1.00 1.00 11.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 210 - Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 0668 0586 0585 0669 0670 0117 0319 2100 0427 1651 0392 0651 0590 2094 2095 0398 2170 2172 2200 0671 0672 2180 2208 0063 1921 1920 2036 2037 2191 2184 1807 1808 0124 0687 1671 1612 1828 1827 1441 1442 0499 0498 1744 0496 0308 0138 2311 1966 1964 1965 2159 1504 0526 0175 2153 2148 2317 1962 1961 1960 0516 Seasonal Assistant Pool Mgr Seasonal Instructor Seasonal Lifeguard Seasonal Rec Leader I Seasonal Rec Leader II Secretary Security Guard Security Project Coordinator Security Screener Service Area Manager Service Support Worker Sign Fabricator Sign Technician Software Engineer Software Engineer, Sr Solid Waste Program Rep Solid Waste Services Mgr Solid Waste Systems Mgr Space Planning Analyst Specialty Class Instructor I Specialty Class Instructor II Stadium Facilities Lead Stadium Supervisor Stock Clerk, Lead Storm Water Planner Storm Water Planner, Sr. Stormwater Engineer Stormwater Engineer, Sr Stormwater Manager Street Operations Manager Structural Engineer, Sr. Structural Plans Examiner Student Worker Support Assistant Systems Analyst, Sr. Systems Integrator Systems Integrator, Lead Systems Integrator, Sr. Tax Auditor Tax Auditor, Sr. Technology Coordinator Technology Specialist Telecom Policy Coordinator Telemetry Controls Spec, Sr. Telemetry Controls Specialist Temporary Worker Tourism & Events Director 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 Transit Supervisor Transportation Director Transportation Planner Transportation Planner, Sr. Transportation Plnr, Principal Transportation Rep FTE 5.31 3.88 1.00 1.00 1.00 1.00 4.00 4.00 4.00 5.00 5.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 24.00 7.00 2.00 5.00 8.00 6.00 1.00 1.00 4.00 1.00 2.00 3.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 2.00 Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 13.34 11.52 10.98 8.60 13.34 15.44 15.44 22.82 15.44 32.11 12.71 18.77 17.03 30.58 37.17 19.71 26.41 29.12 29.12 9.48 14.71 25.16 26.41 16.22 25.16 30.58 29.12 32.11 37.17 35.40 32.11 29.12 7.90 7.90 26.41 29.12 35.40 33.71 21.73 25.16 22.82 20.70 30.58 26.41 23.96 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 19.34 16.71 15.91 12.47 19.34 22.39 22.39 33.08 22.39 46.55 18.42 27.22 24.69 44.34 53.89 28.58 38.30 42.23 42.23 13.75 21.33 36.48 38.30 23.51 36.48 44.34 42.23 46.55 53.89 51.33 46.55 42.23 11.31 11.31 38.30 42.23 51.33 48.88 31.51 36.48 33.08 30.01 44.34 38.30 34.74 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 27,747.20 23,961.60 22,838.40 17,888.00 27,747.20 32,115.20 32,115.20 47,465.60 32,115.20 66,788.80 26,436.80 39,041.60 35,422.40 63,606.40 77,313.60 40,996.80 54,932.80 60,569.60 60,569.60 19,718.40 30,596.80 52,332.80 54,932.80 33,737.60 52,332.80 63,606.40 60,569.60 66,788.80 77,313.60 73,632.00 66,788.80 60,569.60 16,432.00 16,432.00 54,932.80 60,569.60 73,632.00 70,116.80 45,198.40 52,332.80 47,465.60 43,056.00 63,606.40 54,932.80 49,836.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 40,227.20 34,756.80 33,092.80 25,937.60 40,227.20 46,571.20 46,571.20 68,806.40 46,571.20 96,824.00 38,313.60 56,617.60 51,355.20 92,227.20 112,091.20 59,446.40 79,664.00 87,838.40 87,838.40 28,600.00 44,366.40 75,878.40 79,664.00 48,900.80 75,878.40 92,227.20 87,838.40 96,824.00 112,091.20 106,766.40 96,824.00 87,838.40 23,524.80 23,524.80 79,664.00 87,838.40 106,766.40 101,670.40 65,540.80 75,878.40 68,806.40 62,420.80 92,227.20 79,664.00 72,259.20 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 52.30 29.12 35.40 32.11 39.02 23.96 22.82 19.71 27.73 30.58 43.02 25.16 29.12 35.40 17.88 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 75.83 42.23 51.33 46.55 56.59 34.74 33.08 28.58 40.21 44.34 62.39 36.48 42.23 51.33 25.92 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 108,784.00 60,569.60 73,632.00 66,788.80 81,161.60 49,836.80 47,465.60 40,996.80 57,678.40 63,606.40 89,481.60 52,332.80 60,569.60 73,632.00 37,190.40 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 157,726.40 87,838.40 106,766.40 96,824.00 117,707.20 72,259.20 68,806.40 59,446.40 83,636.80 92,227.20 129,771.20 75,878.40 87,838.40 106,766.40 53,913.60 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 211 - Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 0525 2062 2243 1884 1885 0504 1906 2268 1353 2187 0625 0626 0627 0658 0438 0667 0619 2305 0641 0642 0420 2063 1490 2196 2288 0465 0132 0248 2197 2043 2017 2249 2252 0383 2211 0377 2251 0621 2162 2253 2314 1468 1809 0265 2008 2257 2182 0224 2232 0620 2234 0643 0656 0657 2181 0628 0629 0665 0666 0632 2188 Transportation Rep, Sr. Trng, Safety & Security Coord Utility Technology Supervisor Victim Advocate Victim Advocate, Sr. Victim Assistance Notif Spec Victim Services Manager Video Engineer Video Production Specialist Video Production Supervisor W/WW Electronic Technician I W/WW Electronic Technician II W/WW Electronic Technician III W/WW Maintenance Tech III W/WW Treatment Plant Op I W/WW Treatment Plant Op III Warehouse Mail Technician Wastewater Collections Manager Water Asset Mgmt Tech I Water Asset Mgmt Tech II Water Audit Technician Water Conservation Coordinator Water Conservation Specialist Water Distribution Manager Water Maintenance Manager Water Maintenance Technician Water Meter Reader Water Meter Reader, Lead Water Production Manager Water Quality Coordinator Water Quality Director Water Quality Laboratory Mgr Water Quality Regulatory Mgr Water Quality Specialist Water Quality Specialist, Sr Water Quality Technician Water Reclamation Svc Director Water Res HVAC Contracts Coord Water Resources Administrator Water Resources Advisor Water Resources Director Water Resources Engineer Water Resources Engineer, Sr. Water Resources Pipeline Water Resources Plng & Eng Dir Water Resources Principal Eng Water Services Director Water Services Worker Water Systems Advisor Water Systems Analyst Water Systems Supervisor Water Wastewater Main Tech IV Water/Wastewater Main Tech I Water/Wastewater Main Tech II Water/Wastewater Ops Supervisr Water/Wastewater Srvcs Wkr I Water/Wastewater Srvcs Wkr II Water/Wastewater Srvcs Wkr III Water/Wastewater Srvcs Wkr IV Water/Wastewater Srvcs Wkr V Web & Media Services Manager FTE 1.00 2.00 1.00 2.50 1.00 0.50 1.00 0.60 2.00 1.00 1.00 9.00 2.00 7.00 4.00 4.00 1.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 10.00 1.00 1.00 3.00 1.00 1.00 1.00 6.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 3.00 1.00 2.00 4.00 1.00 3.00 1.00 14.00 5.00 2.00 10.00 6.00 10.00 1.00 1.00 Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 20.70 25.16 27.73 22.82 25.16 12.71 29.12 27.73 26.41 29.12 18.77 20.70 22.82 20.70 17.88 21.73 14.01 35.40 20.70 22.82 17.88 26.41 23.96 35.40 35.40 18.77 14.71 18.77 35.40 27.73 43.02 35.40 35.40 21.73 23.96 19.71 43.02 25.16 54.91 37.17 60.54 29.12 32.11 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 30.01 36.48 40.21 33.08 36.48 18.42 42.23 40.21 38.30 42.23 27.22 30.01 33.08 30.01 25.92 31.51 20.31 51.33 30.01 33.08 25.92 38.30 34.74 51.33 51.33 27.22 21.33 27.22 51.33 40.21 62.39 51.33 51.33 31.51 34.74 28.58 62.39 36.48 79.62 53.89 87.78 42.23 46.55 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 43,056.00 52,332.80 57,678.40 47,465.60 52,332.80 26,436.80 60,569.60 57,678.40 54,932.80 60,569.60 39,041.60 43,056.00 47,465.60 43,056.00 37,190.40 45,198.40 29,140.80 73,632.00 43,056.00 47,465.60 37,190.40 54,932.80 49,836.80 73,632.00 73,632.00 39,041.60 30,596.80 39,041.60 73,632.00 57,678.40 89,481.60 73,632.00 73,632.00 45,198.40 49,836.80 40,996.80 89,481.60 52,332.80 114,212.80 77,313.60 125,923.20 60,569.60 66,788.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 62,420.80 75,878.40 83,636.80 68,806.40 75,878.40 38,313.60 87,838.40 83,636.80 79,664.00 87,838.40 56,617.60 62,420.80 68,806.40 62,420.80 53,913.60 65,540.80 42,244.80 106,766.40 62,420.80 68,806.40 53,913.60 79,664.00 72,259.20 106,766.40 106,766.40 56,617.60 44,366.40 56,617.60 106,766.40 83,636.80 129,771.20 106,766.40 106,766.40 65,540.80 72,259.20 59,446.40 129,771.20 75,878.40 165,609.60 112,091.20 182,582.40 87,838.40 96,824.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 43.02 35.40 43.02 16.22 37.17 26.41 29.12 22.82 17.03 18.77 27.73 14.01 15.44 17.03 18.77 20.70 39.02 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 62.39 51.33 62.39 23.51 53.89 38.30 42.23 33.08 24.69 27.22 40.21 20.31 22.39 24.69 27.22 30.01 56.59 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 89,481.60 73,632.00 89,481.60 33,737.60 77,313.60 54,932.80 60,569.60 47,465.60 35,422.40 39,041.60 57,678.40 29,140.80 32,115.20 35,422.40 39,041.60 43,056.00 81,161.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 129,771.20 106,766.40 129,771.20 48,900.80 112,091.20 79,664.00 87,838.40 68,806.40 51,355.20 56,617.60 83,636.80 42,244.80 46,571.20 51,355.20 56,617.60 62,420.80 117,707.20 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 212 - Table of Contents FY 2014/15 Classification/Compensation Schedule Divisions FY 2014/15 Classification/Compensation Schedule Job Code Job Title 2077 2241 2244 2209 0189 0623 0624 0261 0307 Web Services Engineer WestWorld Business Manager WestWorld Director Worker's Comp Claims Adjuster Wrangler Wtr/Wstwtr Trtmnt Plnt Oper II Wtr/Wstwtr Trtmnt Plnt Oper IV Youth Sports Coach Youth Sports Official Total FTE 2.00 1.00 1.00 1.00 2.10 27.00 7.00 2,417.65 Hourly Minimum $ $ $ $ $ $ $ $ $ 33.71 27.73 37.17 29.12 11.52 19.71 26.41 9.48 10.45 Hourly Maximum $ $ $ $ $ $ $ $ $ 48.88 40.21 53.89 42.23 16.71 28.58 38.30 13.75 15.16 $ $ $ $ $ $ $ $ $ Annual Minimum 70,116.80 57,678.40 77,313.60 60,569.60 23,961.60 40,996.80 54,932.80 19,718.40 21,736.00 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 213 - $ $ $ $ $ $ $ $ $ Annual Maximum 101,670.40 83,636.80 112,091.20 87,838.40 34,756.80 59,446.40 79,664.00 28,600.00 31,532.80 Table of Contents Divisions Operating Budget By Division, Department & Account Category Operating Budget by Division, Department and Account Category The following matrix provides a summary of the total adopted FY 2014/15 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 2014/15 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 509,374 425,557 17,800 0 0 952,731 TOTAL MAYOR AND CITY COUNCIL 10.00 509,374 425,557 17,800 0 0 952,731 CIVIL 22.50 2,782,200 112,606 53,123 0 0 2,947,929 PROSECUTION 26.00 2,355,292 176,762 19,788 0 0 2,551,842 5.00 397,592 22,566 3,994 0 0 424,152 53.50 5,535,084 311,934 76,905 0 0 5,923,923 CITY AUDITOR 6.00 614,146 231,885 2,750 0 0 848,781 TOTAL CITY AUDITOR 6.00 614,146 231,885 2,750 0 0 848,781 CITY CLERK 8.00 625,426 371,447 3,575 0 0 1,000,448 TOTAL CITY CLERK 8.00 625,426 371,447 3,575 0 0 1,000,448 CITY COURT 55.88 4,268,232 1,571,495 69,244 0 0 5,908,971 TOTAL CITY COURT 55.88 4,268,232 1,571,495 69,244 0 0 5,908,971 CITY MANAGER 6.00 809,540 208,076 29,275 0 0 1,046,891 TOTAL CITY MANAGER 6.00 809,540 208,076 29,275 0 0 1,046,891 5.00 614,542 265,106 1,893 0 0 881,541 25.00 1,754,080 621,337 12,019 0 0 2,387,436 CITY ATTORNEY VICTIM SERVICES TOTAL CITY ATTORNEY CITY AUDITOR CITY CLERK CITY COURT CITY MANAGER CITY TREASURER CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES RISK MANAGEMENT TOTAL CITY TREASURER 6.00 477,306 30,298 0 1,100 0 508,704 46.00 3,208,022 1,381,850 30,346 0 0 4,620,218 8.00 728,478 7,397,019 93,969 0 0 8,219,466 90.00 6,782,428 9,695,610 138,227 1,100 0 16,617,365 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 214 - Table of Contents Divisions Operating Budget By Division, Department & Account Category Division/Department FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2014/15 Total ADMINISTRATIVE SERVICES COMMUNICATIONS 8.10 745,146 48,730 9,250 0 0 803,126 HUMAN RESOURCES 19.00 1,651,698 27,666,658 320,190 0 0 29,638,546 INFORMATION TECHNOLOGY 70.81 7,556,186 1,935,891 170,895 551,467 377,000 10,591,439 PURCHASING 23.00 1,555,915 505,632 168,190 0 0 2,229,737 120.91 11,508,945 30,156,911 668,525 551,467 377,000 43,262,848 14.47 1,109,287 885,243 75,455 56,590 0 2,126,575 7.00 810,960 306,714 17,300 0 0 1,134,974 TOTAL ADMINISTRATIVE SERVICES COMMUNITY & ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT 121.50 10,998,468 1,787,225 311,619 10,174 20,801 13,128,287 TOURISM AND EVENTS 23.50 2,344,739 16,971,421 471,205 0 594,780 20,382,145 TRANSPORTATION 21.00 1,439,759 7,682,889 30,905 0 55,000 9,208,553 187.47 16,703,213 27,633,492 906,484 66,764 670,581 45,980,534 3.00 402,044 31,501 1,125 0 0 434,670 TOTAL COMMUNITY & ECONOMIC DEVELOPMENT COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN HUMAN SERVICES 64.94 4,081,982 10,241,925 799,460 0 0 15,123,367 LIBRARY SYSTEMS 116.93 7,134,232 917,186 1,346,770 0 0 9,398,188 PARKS & RECREATION 260.42 14,150,160 6,536,661 2,109,862 0 188,737 22,985,420 3.00 182,478 98,854 25,300 0 0 306,632 448.29 25,950,896 17,826,127 4,282,517 0 188,737 48,248,277 PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF 6.00 766,623 74,458 34,687 0 0 875,768 233.00 20,995,066 4,127,646 62,569 0 0 25,185,281 PROFESSIONAL SERVICES 13.00 1,644,537 1,748,645 1,043,133 0 0 4,436,315 FIRE & LIFE SAFETY 15.00 1,465,205 102,470 3,598 0 0 1,571,273 267.00 24,871,431 6,053,219 1,143,987 0 0 32,068,637 OPERATIONS TOTAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF 13.00 1,786,979 106,861 26,800 0 0 1,920,640 POLICE UNIFORMED SERVICES 415.10 44,371,714 9,300,166 224,886 10,450 0 53,907,216 INVESTIGATIVE SERVICES 175.50 20,070,495 3,251,799 921,231 184,000 0 24,427,525 61.00 4,716,290 3,278,009 605,457 0 0 8,599,756 664.60 70,945,478 15,936,835 1,778,374 194,450 0 88,855,137 OPERATIONAL SUPPORT TOTAL PUBLIC SAFETY - POLICE City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 215 - Table of Contents Divisions Operating Budget By Division, Department & Account Category Division/Department FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2014/15 Total PUBLIC WORKS CAPITAL PROJECT MANAGEMENT 45.00 586,276 367,666 6,770 0 0 960,712 FACILITIES MANAGEMENT 54.00 4,401,758 11,916,327 1,121,835 0 814,400 18,254,320 FLEET MANAGEMENT 46.00 3,437,161 1,535,145 7,852,211 7,168,626 0 19,993,143 SOLID WASTE MANAGEMENT 90.00 6,198,557 11,175,288 752,090 0 0 18,125,935 STREET OPERATIONS 60.00 4,375,096 9,080,552 825,093 30,300 0 14,311,041 295.00 18,998,848 34,074,978 10,557,999 7,198,926 814,400 71,645,151 WATER QUALITY 23.00 2,077,052 740,073 316,030 0 0 3,133,155 WATER RECLAMATION SERVICES 28.00 2,667,842 12,648,784 7,325,750 0 0 22,642,376 WATER PLANNING AND ENGINEERING 21.00 1,899,091 1,042,700 537,150 82,975 0 3,561,916 WATER TECHNOLOGY & ADMIN 56.00 4,296,284 1,875,826 488,800 31,000 0 6,691,910 WATER SERVICES 77.00 5,695,746 12,642,259 17,936,214 12,500 0 36,286,719 205.00 16,636,015 28,949,642 26,603,944 126,475 0 72,316,076 Grand Totals 2,417.65 204,759,056 173,447,208 46,279,606 8,139,182 2,050,718 434,675,770 TOTAL PUBLIC WORKS WATER RESOURCES TOTAL WATER RESOURCES City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 216 - Table of Contents Operating Budget by Division, Department and Funding Source Divisions Operating Budget By Division, Department & Funding Source The following matrix provides a summary of the total adopted FY 2014/15 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 2014/15 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 761,731 75,000 110,000 0 6,000 952,731 TOTAL MAYOR AND CITY COUNCIL 10.00 761,731 75,000 110,000 0 6,000 952,731 CIVIL 22.50 2,947,929 0 0 0 0 2,947,929 PROSECUTION 26.00 2,551,842 0 0 0 0 2,551,842 5.00 424,152 0 0 0 0 424,152 53.50 5,923,923 0 0 0 0 5,923,923 CITY AUDITOR 6.00 848,781 0 0 0 0 848,781 TOTAL CITY AUDITOR 6.00 848,781 0 0 0 0 848,781 CITY CLERK 8.00 1,000,448 0 0 0 0 1,000,448 TOTAL CITY CLERK 8.00 1,000,448 0 0 0 0 1,000,448 CITY COURT 55.88 4,044,001 1,864,970 0 0 0 5,908,971 TOTAL CITY COURT 55.88 4,044,001 1,864,970 0 0 0 5,908,971 CITY MANAGER 6.00 1,046,891 0 0 0 0 1,046,891 TOTAL CITY MANAGER 6.00 1,046,891 0 0 0 0 1,046,891 5.00 603,039 0 259,968 18,534 0 881,541 25.00 2,377,296 0 0 10,140 0 2,387,436 6.00 487,944 0 0 20,760 0 508,704 46.00 1,846,598 0 2,773,620 0 0 4,620,218 8.00 0 0 0 8,219,466 0 8,219,466 90.00 5,314,877 0 3,033,588 8,268,900 0 16,617,365 CITY ATTORNEY VICTIM SERVICES TOTAL CITY ATTORNEY CITY AUDITOR CITY CLERK CITY COURT CITY MANAGER CITY TREASURER CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES RISK MANAGEMENT TOTAL CITY TREASURER City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 217 - Table of Contents Divisions Operating Budget By Division, Department & Funding Source Division/Department FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2014/15 Total ADMINISTRATIVE SERVICES COMMUNICATIONS 8.10 803,126 0 0 0 0 803,126 HUMAN RESOURCES 19.00 2,285,312 0 0 27,353,234 0 29,638,546 INFORMATION TECHNOLOGY 70.81 10,039,972 0 0 551,467 0 10,591,439 PURCHASING 23.00 2,229,737 0 0 0 0 2,229,737 120.91 15,358,147 0 0 27,904,701 0 43,262,848 TOTAL ADMINISTRATIVE SERVICES COMMUNITY & ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT 14.47 0 0 2,126,575 0 0 2,126,575 7.00 1,114,974 20,000 0 0 0 1,134,974 121.50 13,022,480 105,807 0 0 0 13,128,287 9,114,960 11,267,185 0 0 0 20,382,145 9,208,553 0 0 0 9,208,553 23,252,414 20,601,545 2,126,575 0 0 45,980,534 0 0 0 434,670 15,123,367 TOURISM AND EVENTS 23.50 TRANSPORTATION 21.00 TOTAL COMMUNITY & ECONOMIC DEVELOPMENT 187.47 0 COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN 3.00 434,670 0 HUMAN SERVICES 64.94 4,343,727 423,202 0 0 10,356,438 LIBRARY SYSTEMS 116.93 8,851,151 489,037 0 0 58,000 9,398,188 PARKS & RECREATION 260.42 20,103,170 2,882,250 0 0 0 22,985,420 PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES 3.00 306,632 0 0 0 0 306,632 448.29 34,039,350 3,794,489 0 0 10,414,438 48,248,277 PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF OPERATIONS PROFESSIONAL SERVICES FIRE & LIFE SAFETY TOTAL PUBLIC SAFETY - FIRE 6.00 843,468 2,300 0 0 30,000 875,768 233.00 25,185,281 0 0 0 0 25,185,281 13.00 4,436,315 0 0 0 0 4,436,315 15.00 1,571,273 0 0 0 0 1,571,273 267.00 32,036,337 2,300 0 0 30,000 32,068,637 PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF 13.00 1,907,640 13,000 0 0 0 1,920,640 POLICE UNIFORMED SERVICES 415.10 53,637,889 269,327 0 0 0 53,907,216 INVESTIGATIVE SERVICES 175.50 22,868,549 1,329,385 0 0 229,591 24,427,525 OPERATIONAL SUPPORT TOTAL PUBLIC SAFETY - POLICE 61.00 8,599,756 0 0 0 0 8,599,756 664.60 87,013,834 1,611,712 0 0 229,591 88,855,137 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 218 - Table of Contents Divisions Operating Budget By Division, Department & Funding Source Division/Department FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2014/15 Total PUBLIC WORKS CAPITAL PROJECT MANAGEMENT 45.00 710,712 250,000 0 0 0 960,712 FACILITIES MANAGEMENT 54.00 17,598,020 656,300 0 0 0 18,254,320 FLEET MANAGEMENT 46.00 0 0 0 19,993,143 0 19,993,143 SOLID WASTE MANAGEMENT 90.00 0 0 18,125,935 0 0 18,125,935 STREET OPERATIONS 60.00 0 14,311,041 0 0 0 14,311,041 295.00 18,308,732 15,217,341 18,125,935 19,993,143 0 71,645,151 TOTAL PUBLIC WORKS WATER RESOURCES WATER QUALITY 23.00 0 0 3,133,155 0 0 3,133,155 WATER RECLAMATION SERVICES 28.00 0 0 22,642,376 0 0 22,642,376 WATER PLANNING AND ENGINEERING 21.00 0 0 3,561,916 0 0 3,561,916 WATER TECHNOLOGY & ADMIN 56.00 0 0 6,691,910 0 0 6,691,910 77.00 0 0 36,286,719 0 0 36,286,719 205.00 0 0 72,316,076 0 0 72,316,076 95,712,174 56,166,744 10,680,029 434,675,770 WATER SERVICES TOTAL WATER RESOURCES TOTAL 2,417.65 228,949,466 43,167,357 NON-DIVISIONAL **FUTURE GRANTS 0 0 0 0 4,778,700 4,778,700 4,585,954 208,537 679,155 114,539 20,091 5,608,276 -3,800,000 -156,300 0 -199,500 0 -4,155,800 1,900,000 49,900 0 33,200 0 1,983,100 INDIRECT/DIRECT COST ALLOCATION 0 0 6,963,946 0 0 6,963,946 TOURISM - UNSPECIFIED CAPITAL 0 425,000 0 0 0 425,000 SPECIAL DISTRICTS 0 599,654 0 0 0 599,654 LESS INTERNAL SERVICE FUND OFFSETS 0 0 0 -49,775,504 0 -49,775,504 6,339,479 15,478,820 401,103,142 CITYWIDE PAY PROGRAM ESTIMATED PERSONNEL SAVINGS FROM VACANT POSITIONS LEAVE ACCRUAL PAYMENTS GRAND TOTAL 231,635,420 44,294,148 103,355,275 ** 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 2014/15 Adopted Budget - Volume One - 219 - 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 2014/15 Adopted Budget - Volume One - 220 - X X X Table of Contents Division/Department Relationship with Strategic Goals COMMUNITY & ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT TOURISM AND EVENTS TRANSPORTATION COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN HUMAN SERVICES LIBRARY SYSTEMS PARKS & RECREATION PRESERVE MANAGEMENT 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 PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF POLICE UNIFORMED SERVICES INVESTIGATIVE SERVICES OPERATIONAL SUPPORT X X X X WATER RESOURCES WATER PLANNING AND ENGINEERING WATER QUALITY WATER RECLAMATION SERVICES WATER SERVICES WATER TECHNOLOGY & ADMIN X X X X X X PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF OPERATIONS PROFESSIONAL SERVICES FIRE & LIFE SAFETY PUBLIC WORKS CAPITAL PROJECT MANAGEMENT FACILITIES MANAGEMENT FLEET MANAGEMENT SOLID WASTE MANAGEMENT STREET OPERATIONS Unique Lifestyle ADMINISTRATIVE SERVICES COMMUNICATIONS HUMAN RESOURCES INFORMATION TECHNOLOGY PURCHASING X X X X X Transportation CITY TREASURER 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 X X X X X X X X X X X X X X X X X City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 221 - X X X X X X X X X X X X X Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 222 - Table of Contents MAYOR AND CITY COUNCIL Expenditures By Department Actual 2012/13 Approved 2013/14 MAYOR AND CITY COUNCIL 871,802 933,405 952,731 19,326 Total Budget 871,802 933,405 952,731 19,326 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 223 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 224 - Table of Contents MAYOR AND CITY COUNCIL Division Summary DIVISION SUMMARY Mayor and City Council Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 225 - Table of Contents MAYOR AND CITY COUNCIL Division Summary DIVISION SUMMARY Mayor and City Council Strategic Goal(s) Advance Transportation Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character 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. Services Provided • • • Enact local legislation and determine policies. Appoint charter officers and board and commission members. Represent constituents and respond to citizen issues. FY 2013/14 Achievements • • • • • Acquired 2,400 acres of mountainous State land in the southern Preserve assisted by state grants. Instituted public safety plans to cover security and fire safety at bars and other venues. Adopted a new mission statement and six council priorities (see objectives listed below). According to the National Citizen Survey, 98 percent of citizens gave high marks to city services and quality of life. Adopted the Principles of Civil Dialogue, which states “As a member of the Scottsdale community, I will genuinely listen; speak respectfully; and be accountable for my words and actions.” FY 2014/15 Objectives • • • • • • Partner with residents and businesses to revitalize the McDowell Road corridor. Provide strategic support for tourism and visitor events. Create and adopt a comprehensive economic development strategy. Develop a transportation strategy that anticipates future needs. Prepare and adopt fiscally sustainable operating and capital budgets. Reinvest in a high performance organization and work culture. Charted Performance Measures 24 annually are statutorily required Workload City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 226 - Table of Contents MAYOR AND CITY COUNCIL Division Summary Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 10.00 10.00 % of City's FTEs DIVISION SUMMARY Mayor and City Council Adopted Change 13/14 2014/15 to 14/15 10.00 0.00 0.41 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 772,184 817,405 761,731 -55,674 24,099 23,500 23,500 0 0 0 75,000 75,000 5,500 6,000 6,000 0 Water Funds 70,019 86,500 86,500 0 Total Budget 871,802 933,405 952,731 19,326 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 526,905 540,399 509,374 -31,025 Contractual Services 328,306 373,206 425,557 52,351 16,590 19,800 17,800 -2,000 0 0 0 0 871,802 933,405 952,731 19,326 0 0 0 0 871,802 933,405 952,731 19,326 Sewer Fund Tourism Development Trusts Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The decrease in Personnel Services includes a drop in the Elected Official's retirement rates, offset slightly by increases in healthcare. Changes in Contractual Services are related to the increase in membership fees for the National League of Cities, Maricopa Association of Governments, the League of Arizona Cities and Towns and the Arizona Council on International Visitors (formerly the World Affairs Council) which was previously budgeted in the General Fund, but is budgeted in the Tourism Development Fund in FY 2014/15. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 227 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 228 - Table of Contents CITY ATTORNEY Actual 2012/13 Approved 2013/14 CIVIL 2,914,871 2,869,278 2,947,929 78,651 PROSECUTION 2,390,217 2,519,957 2,551,842 31,885 377,868 421,154 424,152 2,998 5,682,956 5,810,389 5,923,923 113,534 Expenditures By Department VICTIM SERVICES Total Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 229 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 230 - Table of Contents CITY ATTORNEY Division Summary DIVISION SUMMARY City Attorney Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 231 - Table of Contents CITY ATTORNEY Division Summary DIVISION SUMMARY City Attorney Strategic Goal(s) Seek Sustainability 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. 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 2013/14 Achievements • • • • • • • • Resolved several major legal matters resulting in significant financial savings for the taxpayers. Prosecution continued the expedited Jail Court process to save city resources, improve efficiency and improve resolutions for victims and defendants. In FY 2013/14, the city processed over 14,900 public records requests, of which the City Attorney's office processed over 540. Victim Services directly contacted over 6,100 victims either by phone or in person. FY 2014/15 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. Maintain the highest level of service for victims and citizens and meet legally mandated timelines for notification to victims. Charted Performance Measures Number of new civil litigation cases Number of driving under the influence (DUI) cases Number of domestic violence cases Workload Workload Workload City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 232 - Table of Contents CITY ATTORNEY Division Summary Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 53.50 53.50 % of City's FTEs DIVISION SUMMARY City Attorney Adopted Change 13/14 2014/15 to 14/15 53.50 0.00 2.21 % Actual 2012/13 Approved 2013/14 General Fund 5,682,956 5,810,389 5,923,923 113,534 Total Budget 5,682,956 5,810,389 5,923,923 113,534 Actual 2012/13 Approved 2013/14 5,285,366 5,451,351 5,535,084 83,733 327,287 286,056 311,934 25,878 69,124 72,982 76,905 3,923 1,179 0 0 0 5,682,956 5,810,389 5,923,923 113,534 0 0 0 0 5,682,956 5,810,389 5,923,923 113,534 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The increase in Personnel Services is due to personnel reclassifications, plus increases to healthcare and retirement rates. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 233 - Table of Contents City Attorney | Civil CITY ATTORNEY CIVIL Strategic Goal(s) Seek Sustainability 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. 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 2013/14 Achievements • • • • • • • • Resolved several major legal matters resulting in significant financial savings for the taxpayers. In FY 2013/14, the City Attorney’s Office represented the city in 28 litigation cases, with only one case sent to outside counsel. 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 2013/14, the office conducted several sessions of public records request training for 19 employees from over 7 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 2013/14 resulted in negotiated settlements in the amount of $41,412.08. The city has received approximately $12,000 to-date. In addition, the city expects to receive $29,297.58 in additional payments pursuant to settlement agreements by June 30, 2015. FY 2014/15 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. 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 2014/15 Adopted Budget - Volume One - 234 - Table of Contents CITY ATTORNEY CIVIL Staff Summary Full-time Equivalents (FTE) City Attorney | Civil Actual 2012/13 Approved 2013/14 22.50 22.50 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 22.50 0.00 0.93 % Actual 2012/13 Approved 2013/14 General Fund 2,914,871 2,869,278 2,947,929 78,651 Total Budget 2,914,871 2,869,278 2,947,929 78,651 Actual 2012/13 Approved 2013/14 2,650,857 2,708,873 2,782,200 73,327 208,352 111,205 112,606 1,401 55,359 49,200 53,123 3,923 304 0 0 0 2,914,871 2,869,278 2,947,929 78,651 0 0 0 0 2,914,871 2,869,278 2,947,929 78,651 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • The increase in Personnel Services is due to personnel reclassifications, plus increases to healthcare and retirement rates. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 235 - Table of Contents CITY ATTORNEY CIVIL City Attorney | Civil Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 26 28 31 6 1 4 95% 99% 99% 100% 100% 98% Workload Number of new civil litigation cases Note: We estimate the number of new litigation cases for FY 2014/15 will remain about the same. Number of new cases sent to outside counsel Note: The percentage of new cases sent to outside counsel in FY 2013/14 was 3.6%. Efficiency Percentage of responses to public requests which occurred within 15 days records Note: Arizona State law requires that public records requests be responded to promptly. On all requests, the city promptly assigns a staff member to research and respond and works to complete each request within 15 days. Effectiveness 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 95% of the clients. In January of 2014, the survey was sent to 239 individuals and 101 responded (a 42% response rate). 100% of the respondents rated their overall satisfaction level at "good" or better. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours The legal interns perform essential research and prepare legal memoranda on legal issues. They also assist in discovery, in the drafting of pleadings and in preparing for trial. Volunteer Hours are for FY 2013/14. 9 1,228 $27,657 0.6 Total 9 1,228 $27,657 0.6 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 236 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 237 - Table of Contents City Attorney | Prosecution CITY ATTORNEY PROSECUTION Strategic Goal(s) Seek Sustainability 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. 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 2013/14 Achievements • • • • • • • • • Continued with expedited 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 35 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. Continued with new E-Discovery process to improve efficiency and service to defendants. Expanded the use of electronics to include posting items to our city website to allow easier access to the defense and make the process even more efficient. FY 2014/15 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 2014/15 Adopted Budget - Volume One - 238 - Table of Contents CITY ATTORNEY PROSECUTION Staff Summary Full-time Equivalents (FTE) City Attorney | Prosecution Actual 2012/13 Approved 2013/14 26.00 26.00 Adopted Change 13/14 2014/15 to 14/15 26.00 % of City's FTEs 0.00 1.08 % Actual 2012/13 Approved 2013/14 General Fund 2,390,217 2,519,957 2,551,842 31,885 Total Budget 2,390,217 2,519,957 2,551,842 31,885 Actual 2012/13 Approved 2013/14 2,268,248 2,345,146 2,355,292 10,146 108,922 155,023 176,762 21,739 12,745 19,788 19,788 0 303 0 0 0 2,390,217 2,519,957 2,551,842 31,885 0 0 0 0 2,390,217 2,519,957 2,551,842 31,885 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 2,603 2,400 2,400 Workload Number of driving under the influence (DUI) cases Note: The number of DUI cases has decreased by 8% from last year. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 239 - Table of Contents City Attorney | Victim Services CITY ATTORNEY VICTIM SERVICES Strategic Goal(s) Seek Sustainability Description Victim Services provides legally mandated victim notification services as well as professional level victim advocacy to misdemeanor crime victims in Scottsdale. 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 2013/14 Achievements • • • • Directly contacted over 6,100 victims either by phone or in person. Created and sent over 5,400 victim notifications. Continued to participate in 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 2014/15 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 2014/15 Adopted Budget - Volume One - 240 - Table of Contents CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) VICTIM SERVICES City Attorney | Victim Services Actual 2012/13 Approved 2013/14 5.00 5.00 Adopted Change 13/14 2014/15 to 14/15 5.00 % of City's FTEs 0.00 0.21 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 377,868 421,154 424,152 2,998 Total Budget 377,868 421,154 424,152 2,998 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 366,262 397,332 397,592 260 10,014 19,828 22,566 2,738 1,020 3,994 3,994 0 572 0 0 0 377,868 421,154 424,152 2,998 0 0 0 0 377,868 421,154 424,152 2,998 Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 939 850 925 100% 99% 95% Workload Number of domestic violence (DV) cases Effectiveness Percentage of clients satisfied with Victim Services as indicated by a survey distributed at the disposition of each criminal case. Note: FY 2013/14 survey response rate was 12%. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 241 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 242 - Table of Contents CITY AUDITOR Expenditures By Department Actual 2012/13 Approved 2013/14 CITY AUDITOR 665,267 857,143 848,781 -8,362 Total Budget 665,267 857,143 848,781 -8,362 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 243 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 244 - Table of Contents CITY AUDITOR Division Summary DIVISION SUMMARY City Auditor Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 245 - Table of Contents CITY AUDITOR Division Summary DIVISION SUMMARY City Auditor Strategic Goal(s) Seek Sustainability 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. Services Provided • • • Provides public audit reports evaluating the efficiency, effectiveness, compliance and accountability of city operations. Serves as taxpayer problem resolution officer, addressing taxpayer concerns and reporting on customer surveys for the city's tax services. Supports the Audit Committee's sunset reviews of the city's boards and commissions. FY 2013/14 Achievements • • • • • • • • • Achieved highest rating of full compliance in triennial review of City Auditor's office adherence to government auditing standards. Identified approximately $1.0 million in savings and/or revenue enhancements, while making 58 recommendations for improved controls and/or operational efficiencies or effectiveness. Completed 14 reports, 93% of FY 2013/14 audit plan, on time. Maintained audit follow-up program providing quarterly reports on the status of audit recommendations issued during the past five years, which encompassed 446 recommendations. Provided $130,000 in savings for the City's budget, largely by converting a management position to staff and by not filling a vacant staff position. For next fiscal year, this position's funding has been moved to contractual services for specialized audits. FY 2014/15 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 Efficiency Effectiveness Workload City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 246 - Table of Contents CITY AUDITOR Division Summary Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 7.00 7.00 % of City's FTEs DIVISION SUMMARY City Auditor Adopted Change 13/14 2014/15 to 14/15 6.00 -1.00 0.25 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 665,267 857,143 848,781 -8,362 Total Budget 665,267 857,143 848,781 -8,362 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 633,981 723,394 614,146 -109,248 29,239 131,399 231,885 100,486 2,047 2,350 2,750 400 0 0 0 0 665,267 857,143 848,781 -8,362 0 0 0 0 665,267 857,143 848,781 -8,362 Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • The decrease in Personnel Services is due to the elimination of a Senior Auditor position. The budget associated with this position was moved to contractual services to contract with an external auditor in the event of workload issues. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 247 - Table of Contents CITY AUDITOR DIVISION SUMMARY Division Summary City Auditor Actual 2012/13 Actual 2013/14 Projected 2014/15 14 14 14 Percent of audits completed on the approved audit plan 100% 93% 93% Percent of scheduled sunset reviews completed 100% 100% 100% $1.1 $1.1 $0.0 89% 90% 90% Performance Measures Workload Number of audits and special reports issued Efficiency Note: FY 2012/13 was the Audit Committee's first year to implement sunset reviews. Effectiveness 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 261 recommendations tracked during FY 2012/13. After implementing a more detailed tracking system, there were 446 recommendations tracked in FY 2013/14 and 450 projected for FY 2014/15. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 248 - Table of Contents CITY CLERK Expenditures By Department Actual 2012/13 Approved 2013/14 CITY CLERK 889,725 1,228,087 1,000,448 -227,639 Total Budget 889,725 1,228,087 1,000,448 -227,639 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 249 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 250 - Table of Contents CITY CLERK Division Summary DIVISION SUMMARY City Clerk Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 251 - Table of Contents CITY CLERK Division Summary DIVISION SUMMARY City Clerk Strategic Goal(s) Seek Sustainability Description The City Clerk conducts all local elections, gives notice of all City Council meetings, keeps the record of Council proceedings, administers the city's records management program, authenticates ordinances and resolutions, and provides administrative support to the Council. The Clerk's Office prepares and distributes Council meeting agendas, produces Council meeting minutes, preserves the permanent records of the city, ensures that legal requirements for the publication of ordinances and resolutions are met, and accepts legal filings on behalf of the City of Scottsdale. Services Provided • • • • • • • • • • • • Provides timely notice of public meetings in compliance with the requirements of state law and city policy. Prepares, distributes, and posts Council Meeting agendas. Maintains the official records of all Council proceedings. Posts legal notices in compliance with state law and city policy. Oversees the Council meeting agenda planner and issues the annual Council meeting calendar. Oversees the city's records management program. Accumulates, authenticates, and preserves the city's official documents and makes them available to the public. Coordinates the City’s 30 public bodies (boards, commissions, committees, and task forces). Oversees administrative support to six councilmembers. Accepts legal filings on behalf of the City of Scottsdale. Oversees City of Scottsdale municipal elections. Processes candidate, referendum, initiative, and recall petitions. FY 2013/14 Achievements • • • • • • • All statutory requirements for posting and providing meeting notices were met. In August 2013, the transition from summary to action minutes was completed. The change resulted in cost savings of approximately $6,000 for FY 2013/14 and time savings of about 12 man-hours per meeting. By providing closed caption transcripts online, the Clerk’s Office was able to increase service levels, while reducing cost and staff time to produce the minutes. Partnered with the City Attorney to update the Council Rules, which were adopted by Council in July 2013. The revised rules were posted on the “City Council Meeting Information” webpage at Council’s request. At the same time, the webpage was updated to be more user-friendly. Worked with the City Attorney’s Office to update the procedures for processing legal filings. Conducted, without challenge, the Nov. 5, 2013 Special Bond Election. In partnership with the Diversity Liaison, members of the Hispanic and Latino communities were contacted for suggestions on where Spanish only versions of election information pamphlets should be placed to reach the highest number of Spanish speaking voters. As a result, new ways to provide information on how to obtain a Spanish only version of election information pamphlets were implemented. Responded to recent changes in campaign finance laws and partnered with Communications and Public Affairs and the City Attorney’s Office on new election information processes. FY 2014/15 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 provisions 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 City Council’s goals and the city’s values. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 252 - Table of Contents Division Summary City Clerk Charted Performance Measures Number of legal documents accepted, filed and posted Number of City Council reports collected, reviewed, distributed and posted to the web Number of documents scanned into the city's records management system Workload Workload Workload Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 8.00 8.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 8.00 0.00 0.33 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 889,725 1,228,087 1,000,448 -227,639 Total Budget 889,725 1,228,087 1,000,448 -227,639 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 574,630 606,348 625,426 19,078 Contractual Services 312,063 617,164 371,447 -245,717 3,032 4,575 3,575 -1,000 0 0 0 0 889,725 1,228,087 1,000,448 -227,639 0 0 0 0 889,725 1,228,087 1,000,448 -227,639 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The increase in Personnel Services includes increases in healthcare and retirement rates. The decrease in Contractual Services is due primarily to the cost differential between consolidated versus nonconsolidated elections. The City of Scottsdale will hold up to two consolidated elections with a Primary Election in August, and a General Election in November for the purpose of electing three Councilmembers. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 253 - Table of Contents CITY CLERK DIVISION SUMMARY Division Summary Performance Measures City Clerk Actual 2012/13 Actual 2013/14 Projected 2014/15 1,124 1,080 1,000 63 65 60 533 576 600 1,386 3,221 1,400 302 345 300 30 30 30 104 76 60 66 32 50 146,000 150,516 150,000 169,000 88,837 170,000 Workload Legal postings City Council minutes prepared City Council reports distributed and posted collected, reviewed, Documents scanned Note: During FY 2013/14 several large one-time scanning projects were completed (Community Facility Districts, Retention Schedules, and rescanning of old Resolutions and Ordinances). Legal filings accepted Appointed public bodies Board and commission applications processed Board, commission and task force appointments Scottsdale registered voters Publicity pamphlets/sample registered voter households ballots mailed to City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 254 - Table of Contents CITY COURT Actual 2012/13 Approved 2013/14 COURT 5,414,481 5,949,220 5,908,971 -40,249 Total Budget 5,414,481 5,949,220 5,908,971 -40,249 Expenditures By Department City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 255 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 256 - Table of Contents CITY COURT Division Summary DIVISION SUMMARY City Court Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 257 - Table of Contents CITY COURT Division Summary DIVISION SUMMARY City Court Strategic Goal(s) Enhance Neighborhoods Description Scottsdale City Court is part of the integrated judicial system for Arizona, and is the judicial branch for the city. It serves the community by providing a d ignified 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. Services Provided • • • Provides customers continual access (on-site, telephonic, web and hearings) to resolve 72,000 cases and servicing over 110,000 customers annually. Enforces court-ordered financial sanctions through the collection of $16.8 million in fines, fees and state surcharges annually. Manages non-financial sanctions for 31,656 cases with numerous programs including home detention/electronic monitoring, incarceration, treatment, diversion, defensive driving school, probation and community restitution. FY 2013/14 Achievements • • • • • • • • • • • Partnered with the National Center for State Courts and the State Justice Institute to implement the High Performance Court Framework for improving the administration of justice. Implemented new technology and programming of the court’s case management system which eliminated the need to create case files and allowed the court to conduct business electronically. This new technology reduced the need for paper and ultimately allowed the court to reduce 1 FTE and savings of over $40,000 in expenditures. Ensured defendants completed 7,789 hours of community service, of which 7,141 hours were performed in Scottsdale, translating to the equivalent of 3.0 FTE. Established a Recurring Billing process that offers payers the ability to safely provide their payment card information for automated billing resulting in over $9,500 in revenues. Revamped the Court’s Payment Contract practices resulting in an additional collection of $200,000 in revenues. Completed the court’s first safety initiative to foster improved staff and public safety by partnering with City Risk, City Fire, and Scottsdale Healthcare. Expanded online services to offer defendant’s the option to lookup their payment history including any upcoming payment due dates to ensure compliance. Published the court’s daily calendar online to allow attorneys and defendants to view their upcoming court dates for improved customer service and compliance to hearing dates. Promoted accountability by conducting an in-depth internal review of the court’s case and financial management practices in determining compliance with statutes, rules, order and codes. Conducted a statewide fee study among comparable city courts and updated the court’s rates and fee schedule to be more in line with similar courts. Reduced the number of Driving Under the Influence (DUI) cases over 180 days from 247 cases to 185 cases, and reduced the average age of a pending DUI case from 111 days to 94 days. FY 2014/15 Objectives • • • • Implement new case flow policy to reduce overall case disposition times and increase the number of adjudicated cases within policy guidelines. Expand online services to include educational forums and resources in effort to expedite caseload and promote transparency and accountability. Implement safety initiatives to promote awareness, training and compliance with City of Scottsdale regulations. Continue to promote procedural efficiencies and cost savings by increasing the use of technology and innovative business practices. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 258 - Table of Contents Division Summary City Court Charted Performance Measures Total number of case filings per judicial officer on staff. Total number of case filings per non-judicial court staff. Total revenues collected by the court. Efficiency Efficiency Workload Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 56.48 56.48 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 55.88 -0.60 2.31 % Actual 2012/13 Approved 2013/14 3,603,109 3,878,735 4,044,001 165,266 18,000 0 0 0 Special Programs Fund 1,793,372 2,070,485 1,864,970 -205,515 Total Budget 5,414,481 5,949,220 5,908,971 -40,249 Actual 2012/13 Approved 2013/14 Personnel Services 4,111,012 4,298,458 4,268,232 -30,226 Contractual Services 1,263,981 1,603,093 1,571,495 -31,598 39,252 47,669 69,244 21,575 235 0 0 0 5,414,481 5,949,220 5,908,971 -40,249 0 0 0 0 5,414,481 5,949,220 5,908,971 -40,249 Expenditures By Fund General Fund Grant Funds Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The change in Personnel Services is due to the movement of 2 FTEs (Court Administrator and Executive Secretary) from the Special Programs Fund to the General Fund, the elimination of a full time Court Services Representative, and the increase to a Senior Court Services Representative from part time to full time. The decrease in Contractual Services is due to the reduction of a one-time increase last fiscal year for DUI backlog, offset by the increase in property, liability and worker's compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board's direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 259 - Table of Contents CITY COURT DIVISION SUMMARY Division Summary Performance Measures City Court Actual 2012/13 Actual 2013/14 Projected 2014/15 87% n/a 92% 113% 100% 112% 96% 98% 98% 96% 93% 93% 80% 80% 80% 98% n/a n/a 62% 61% 65% 53% 35% 40% 90% 90% 92% $67.13 $66.43 $74.83 Effectiveness 1. Access and fairness survey Note: This measure indicates the ratings of court users on the court's accessibility and its treatment of customers in terms of fairness, equality, and respect. This survey is performed every other year which was administered in Fiscal Year 2012/13. 2. Clearance rates for all cases Note: This measure indicates the number of outgoing cases as a percentage of the number of incoming cases. The rate may exceed 100 percent due to the timing of filing and disposition. 3. Time to disposition for all cases Note: This measure indicates the percentage of cases disposed or otherwise resolved within established time frames. The goal is 93 percent for all criminal and civil cases to be processed within 180 days from date of filing. 4. Age of active pending caseload Note: This measure indicates the age of the active cases pending before the court, measured as the number of days from filing until the time of measurement. The standard is 93 percent of all cases to have an active pending date that is less than 180 days. In Fiscal Year 2012/13, the median age of pending cases is 61 days. 5. Trial date certainty Note: This measure indicates the number of times cases disposed by trial are scheduled for trial. In Fiscal Year 2012/13, there were 516 trials (Bench and Jury) held. 6. Case file reliability and integrity Note: This measure indicates the percentage of files that can be retrieved within established time standards and that meet established standards for completeness and accuracy of contents. In Fiscal Year 2013/14 the court went file-less therefore this measure is not applicable. 7. Collection monetary penalties Note: This measure indicates payments collected and distributed within established timelines, expressed as a percentage of total monetary penalties ordered in specific cases. In Fiscal Year 2012/13, 17.2 million was collected. 8. Effective use of jurors Note: This measure indicates the number of citizens selected for jury duty who are qualified and report to serve, expressed as a percentage of the total number of prospective jurors available. Juror Utilization is the rate at which jurors summoned will be available for service. In Fiscal Year 2012/13, there were a total of 10,746 jurors summoned and 5,707 were available to serve. 9. Court employee satisfaction Note: This measure indicates the ratings of court employees assessing the quality of the work environment and relations between staff and management. 10. Cost per case Note: This measure calculated by taking expenditures (less collections expenses) and dividing by cases filed. In Fiscal Year 2012/13, the net expenditures were $4.75 million and there were 69,959 cases filed. These performance measures are from the National Center for State Courts CourTools ©. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 260 - Table of Contents CITY MANAGER Actual 2012/13 Approved 2013/14 CITY MANAGER 1,173,491 1,219,330 1,046,891 -172,439 Total Budget 1,173,491 1,219,330 1,046,891 -172,439 Expenditures By Department City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 261 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 262 - Table of Contents CITY MANAGER Division Summary DIVISION SUMMARY City Manager Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 263 - Table of Contents CITY MANAGER Division Summary DIVISION SUMMARY City Manager Strategic Goal(s) Advance Transportation Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Description The City Manager's Office provides the organizational leadership necessary to successfully implement the policy direction of the City Council, communicates that direction to the organization, ensures the efficient, effective and economical delivery of city services to Scottsdale's citizens, builds and maintains effective working relationships with other governments, and fosters a diverse and inclusive organization and community. Services Provided • • • • • • • • • The city manager provides executive leadership to the six divisions and supervision to division and department directors. The city manager leads the executive team comprised of appointed city officials and division and department 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. The office works to foster a diverse and inclusive organization and community through employee relations, community outreach and education. FY 2013/14 Achievements Worked with the City Council to develop a new mission statement and organization strategic plan, and have kept the City Council and community informed about progress on implementing the plan through work study sessions and quarterly status updates. Hired a diversity liaison to coordinate the city's diversity and inclusion efforts based out of the City Manager's Office. The liaison serves as staff representative to the Human Relations Commission, and coordinates diversity-related education and training, community outreach and employee diversity programming. Recognized by the Valley of the Sun United Way for having one of the top employee charitable campaigns for an organization our size. Scottsdale's campaign raised $93,304 from 524 employees in 2013, a 48% increase in giving and participation over 2012. 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 for the second straight year. Recognized for a fourth year in a row by the Association of Government Accountants with a Certificate of Excellence in Citizen-Centric Reporting. Continued training employees to develop objectives, initiatives and measures aligned with the city's mission, strategic goals and General Plan. About 300 employees have been trained across all city divisions in the past two years. FY 2014/15 Objectives • • • Successfully implement the City Council's six key priorities as outlined in the organization strategic plan, including new mission statement, Simply better service for a world-class community. 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, and benchmark the efficiency and effectiveness of key services with other high performance organizations. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 264 - 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. This measures the percent of citizens rating the overall customer service provided by Scottsdale employees as "excellent" or "good." Surveys were completed in 2006, 2010 and 2013. The current rating of 80% is the same as ratings in 2003 and 2004. This indicates the percent of citizens rating the services provided by the City of Scottsdale as "excellent" or "good." Survey responses are for surveys conducted in 2006, 2010 and 2013. Efficiency Effectiveness Effectiveness Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 8.00 8.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 6.00 -2.00 0.25 % Actual 2012/13 Approved 2013/14 General Fund 1,173,491 1,219,330 1,046,891 -172,439 Total Budget 1,173,491 1,219,330 1,046,891 -172,439 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 890,936 880,277 809,540 -70,737 Contractual Services 238,978 305,528 208,076 -97,452 42,782 33,525 29,275 -4,250 795 0 0 0 1,173,491 1,219,330 1,046,891 -172,439 0 0 0 0 1,173,491 1,219,330 1,046,891 -172,439 Expenditures By Fund Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The decrease in Personnel Services is due to the diversity function being moved from Human Resources to the City Manager's office. This function had been staffed with three positions and also included the training function. Two positions remained in Human Resources to support citywide training needs. One of these positions was eliminated in the proposed budget, because a position is being transferred from the benefits function. The decrease in Contractual Services is due to the transfer of the contract with the Arizona Council on International Visitors (formerly the World Affairs Council) to Mayor and City Council, and the reduction in funding for the federal on-call lobbying contract due to an expected decrease in cost. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 265 - Table of Contents CITY MANAGER DIVISION SUMMARY Division Summary Performance Measures City Manager Actual 2012/13 Actual 2013/14 Projected 2014/15 219,700 222,200 224,800 2,423 2,438 2,418 Workload Population estimate Note: Population estimates are provided by the State of Arizona Office of Employment and Population Statistics and forecasts are provided by the Maricopa Association of Governments. Citywide full-time equivalents Note: This reflects the authorized 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. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Analyze and research comparative performance measures and indicators, as well as program training and development. 1 250 $5,630 0.1 Total 1 250 $5,630 0.1 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 266 - Table of Contents CITY TREASURER Actual 2012/13 Approved 2013/14 RISK MANAGEMENT 7,973,433 8,064,027 8,219,466 155,439 BUSINESS SERVICES 4,480,965 4,810,188 4,620,218 -189,970 ACCOUNTING 2,414,294 2,376,471 2,387,436 10,965 CITY TREASURER AND FINANCE 551,479 813,237 881,541 68,304 BUDGET 415,752 446,444 508,704 62,260 15,835,923 16,510,367 16,617,365 106,998 Expenditures By Department Total Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 267 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 268 - Table of Contents CITY TREASURER DIVISION SUMMARY Division Summary City Treasurer Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 269 - Table of Contents CITY TREASURER Division Summary DIVISION SUMMARY City Treasurer Strategic Goal(s) Seek Sustainability Support Economic Vitality Description 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. Services Provided • • • • Maintains 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 serves citizens, businesses and guests in the collection of taxes or fees due for city offered enterprise and/or general funded services. Provides financial advice and analysis of key city initiatives. Works collaboratively with the City Manager to provide a fiscally sound budget that preserves the city's long-term fiscal stability. FY 2013/14 Achievements • • • • • The design and development of both a damage collection and subrogation program, and an internal claims auditing function. Reinforced the city’s solid standing with credit rating agencies and maintained Scottsdale's excellent bond ratings. Received an unmodified opinion from an independent audit firm for the city's FY 2012/13 Comprehensive Annual Financial Report (CAFR). Supported the City Council's budget development process, providing citizens with several opportunities and methods of communicating their feedback and priorities to City Council. As a result of a successful pilot project, a written contract with STARS (Scottsdale Training and Rehabilitation Services) was created to secure resources to open the high volume of utility payment envelopes received for remittance processing. This outsourcing strategy will help offset the existing and future workload impacts expected in our Remittance Processing operations through the implementation of State HB2111. FY 2014/15 Objectives • • • • • Streamline the Risk Management operation through early evaluation and investigation of workers compensation injuries resulting in reduced costs and increased productivity. Additionally, provide required documents to Industrial Commission within two days of receipt of the Supervisor Report of Injury. Work in partnership with the State of Arizona Department of Revenue to implement the elements of HB2111. 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 270 - Table of Contents Division Summary City Treasurer Charted Performance Measures Goal is 2.5 percent or less. Does not include transfers out. While there is a rise in passport application processing services in 2013/2014; 2014/2015 poses many questions as we test our ability to assume collection efforts for the Scottsdale Public Library system and realize initial business licensing impacts resulting from the implementation of HB2111. Effectiveness Workload Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 93.00 93.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 90.00 -3.00 3.72 % Actual 2012/13 Approved 2013/14 General Fund 5,321,248 5,394,502 5,314,877 -79,625 Self-Insurance Funds 8,000,680 8,094,041 8,268,900 174,859 Sewer Fund 749,801 900,338 910,919 10,581 Solid Waste Fund 749,802 900,337 907,868 7,531 Water Funds 1,014,393 1,221,149 1,214,801 -6,348 Total Budget 15,835,923 16,510,367 16,617,365 106,998 Actual 2012/13 Approved 2013/14 Personnel Services 6,783,259 6,888,702 6,782,428 -106,274 Contractual Services 8,959,500 9,496,373 9,695,610 199,237 89,033 125,292 138,227 12,935 4,130 0 1,100 1,100 15,835,923 16,510,367 16,617,365 106,998 0 0 0 0 15,835,923 16,510,367 16,617,365 106,998 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The decrease in Personnel Services is due to the elimination of 3 FTEs (Tax Audit Manager, Senior Tax Auditor, Customer Service Representative), which is being offset by increases in healthcare and retirement rates. The increase in Contractual Services is largely due to increases in insurance premiums in the Self-Insurance (Risk) Fund. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 271 - Table of Contents CITY TREASURER DIVISION SUMMARY Division Summary City Treasurer Actual 2012/13 Actual 2013/14 Projected 2014/15 $251 $168 $150 Average number of business days to prepare the Monthly Financial Update and post to the city's website. Goal is 15 business days. 13.0 13.0 13.0 Number of consecutive years awarded Certificate of Achievement for Excellence in Financial Reporting 40 41 42 2.5% 1.9% 2.0% 0.36% 0.36% 0.38% Performance Measures Efficiency New or refund bond issuances ($ in millions) Note: This is the principal amount of bonds issued or planned to be issued. Effectiveness 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. 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. Write-offs as a percent of total revenue collected Note: Expected statute of limitations will be exceeded on some accounts resulting in a slightly higher end of year write-off amount. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Supplement daily remittance processing operations by opening and sorting mailed in utility bill payments serving over 95,000 accounts. 7 1,750 $39,410 0.8 Total 7 1,750 $39,410 0.8 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 272 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 273 - Table of Contents City Treasurer | City Treasurer & Finance CITY TREASURER CITY TREASURER AND FINANCE Strategic Goal(s) Seek Sustainability Support Economic Vitality 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. 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 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 2013/14 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 $106 million of City bonds, saving $7.5 million of debt service over the life of the issues. FY 2014/15 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 2014/15 Adopted Budget - Volume One - 274 - Table of Contents CITY TREASURER CITY TREASURER AND FINANCE City Treasurer | City Treasurer & Finance Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 5.00 5.00 Adopted Change 13/14 2014/15 to 14/15 5.00 % of City's FTEs 0.00 0.21 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 288,303 537,641 603,039 65,398 17,713 19,719 18,534 -1,185 Water Funds 245,463 255,877 259,968 4,091 Total Budget 551,479 813,237 881,541 68,304 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 520,625 550,720 614,542 63,822 30,398 261,070 265,106 4,036 456 1,447 1,893 446 0 0 0 0 551,479 813,237 881,541 68,304 0 0 0 0 551,479 813,237 881,541 68,304 Self-Insurance Funds Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The increase in Personnel Services is the result of an FTE previously budgeted in Business Services that transferred to City Treasurer and Finance. The Administrative Assistant position will be equally shared, and funded with Risk Management. The increase in Personnel Services is the result of an FTE previously budgeted in Business Services that transferred to Budget. The Senior Finance Analyst position will be shared equally between the Budget Office and Finance. The increase in Personnel Services is also the result of increases in healthcare and retirement rates. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 $251 $168 $150 0.46% 0.41% 0.51% Efficiency New or refund bond issuances ($ in millions) Note: This is the principal amount of bonds issued or planned to be issued. Effectiveness Investment portfolio earnings rate Note: The earnings rate for invested cash. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 275 - Table of Contents City Treasurer | Accounting CITY TREASURER ACCOUNTING Strategic Goal(s) Seek Sustainability Support Economic Vitality 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. 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 2013/14 Achievements • • • • • • • • Received an unmodified opinion from an independent audit firm for the city's FY 2012/13 Comprehensive Annual Financial Report (CAFR). Received the Government Finance Officers Association certificate of achievement for excellence in financial reporting for the FY 2012/13 CAFR. Developed and processed the citywide FY 2013/14 Pay Manager Program. Developed and presented curriculum for the citywide Supervisor Training Academy to provide an overview of basic accounting standards and city procedures for processing payables, payroll, receivables, and financial reporting. FY 2014/15 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 2014/15 Adopted Budget - Volume One - 276 - Table of Contents CITY TREASURER ACCOUNTING City Treasurer | Accounting Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 24.00 25.00 Adopted Change 13/14 2014/15 to 14/15 25.00 % of City's FTEs 0.00 1.03 % 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 Actual 2012/13 Approved 2013/14 Adopted Change 13/14 2014/15 to 14/15 2,409,161 2,371,154 2,377,296 6,142 5,134 5,317 10,140 4,823 2,414,294 2,376,471 2,387,436 10,965 Actual 2012/13 Approved 2013/14 1,638,428 1,752,991 1,754,080 1,089 766,514 612,571 621,337 8,766 9,352 10,909 12,019 1,110 0 0 0 0 2,414,294 2,376,471 2,387,436 10,965 0 0 0 0 2,414,294 2,376,471 2,387,436 10,965 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • Contractual Services includes an increase in property, liability and worker's compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board's direction. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 40 41 42 99.95% 99.79% 99.99% 99.9% 99.9% 99.9% Effectiveness 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. Percentage of vendor invoices processed within city payment terms Note: Accounts Payable processes an average of 44,000 invoices annually. City payment terms are 25 days from date of invoice. Percentage of disbursements accurate Note: Payroll processes disbursements annually. an and timely average of payroll 68,000 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 277 - Table of Contents City Treasurer | Budget CITY TREASURER BUDGET Strategic Goal(s) Seek Sustainability Support Economic Vitality 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. Services Provided • • • • • • Provides reliable and accurate information in the preparation and monitoring of the annual operating budget and capital improvement plan (CIP). Monitors operating and capital budgets to comply with financial policies and adopted appropriations. Provides comprehensive financial planning, including long-range financial forecasting. Provides monthly financial reporting on sources and uses. Provides citywide budget support to all divisions. Provides timely responses to inquiries from City Council, boards and commissions, citizens, media, city staff, etc. FY 2013/14 Achievements • • • • Worked with City Manager to develop an adopted FY 2014/15 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 2013/14 budget. Continued to automate and create efficiencies within the budget development and reporting process. FY 2014/15 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 278 - Table of Contents CITY TREASURER BUDGET Staff Summary Full-time Equivalents (FTE) City Treasurer | Budget Actual 2012/13 Approved 2013/14 5.00 5.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 6.00 1.00 0.25 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 411,352 441,466 487,944 46,478 4,400 4,978 20,760 15,782 Total Budget 415,752 446,444 508,704 62,260 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 394,477 422,093 477,306 55,213 20,727 24,351 30,298 5,947 81 0 0 0 466 0 1,100 1,100 415,752 446,444 508,704 62,260 0 0 0 0 415,752 446,444 508,704 62,260 Self-Insurance Funds Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • The increase in Personnel Services is the result of an FTE previously budgeted in Business Services that transferred to Budget. The Senior Finance Analyst position will be shared equally between the Budget Office and Finance. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 279 - Table of Contents CITY TREASURER BUDGET City Treasurer | Budget Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 14.0 13.0 13.0 Yes Yes Yes In Compliance In Compliance In Compliance Effectiveness Average number of business days to prepare the Monthly Financial Update and post to the city's website 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 budget ing and then to recognize individual governments that succeed in achieving that goal. Produce a balanced five-year financial plan of sources and uses that 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 2014/15 Adopted Budget - Volume One - 280 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 281 - Table of Contents City Treasurer | Business Services CITY TREASURER BUSINESS SERVICES Strategic Goal(s) Seek Sustainability Support Economic Vitality 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. The department also serves as a Certified Passport Acceptance facility. 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 2013/14 Achievements As a result of a successful pilot project, a written contract with STARS (Scottsdale Training and Rehabilitation Services) was created to secure resources to open the high volume of utility payment envelopes received for remittance processing. This outsourcing strategy will help offset the existing and future workload impacts expected in our Remittance Processing operations through the implementation of State HB2111. Created a more user friendly Utility Bill for our 90,000 customers. Implemented a new phone-in credit card payment option for these 90,000 utility accounts. This new service, operated by a third party vendor at no cost to the city yet a nominal convenience fee applied to the user, replaces the previous program where the city paid over $350K per year in transaction fees. Implemented a new version of NorthStar Utility Billing System. FY 2014/15 Objectives • • • • Test the feasibility of assuming all collections efforts supporting the Scottsdale Public Library system. Work in partnership with the State of Arizona Department of Revenue to implement the elements of HB2111. Prioritize and pursue high dollar delinquent sales tax accounts to enhance recovery results. Update and align City Codes impacted by the implementation of HB2111. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 282 - Table of Contents CITY TREASURER BUSINESS SERVICES Staff Summary Full-time Equivalents (FTE) City Treasurer | Business Services Actual 2012/13 Approved 2013/14 52.00 51.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 46.00 -5.00 1.90 % Actual 2012/13 Approved 2013/14 2,212,432 2,044,241 1,846,598 -197,643 Sewer Fund 749,801 900,338 910,919 10,581 Solid Waste Fund 749,802 900,337 907,868 7,531 Water Funds 768,931 965,272 954,833 -10,439 4,480,965 4,810,188 4,620,218 -189,970 Actual 2012/13 Approved 2013/14 3,509,299 3,423,789 3,208,022 -215,767 939,403 1,357,982 1,381,850 23,868 28,599 28,417 30,346 1,929 3,664 0 0 0 4,480,965 4,810,188 4,620,218 -189,970 0 0 0 0 4,480,965 4,810,188 4,620,218 -189,970 Expenditures By Fund General Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The decrease in Personnel Services is due to the elimination of 3 FTEs (Tax Audit Manager, Senior Tax Auditor, Customer Service Representative) and the transfers of 1 FTE to Risk Management (Reclassified to an Administrative Assistant) shared with City Treasurer and Finance, and 1 FTE to Budget (Reclassified to a Senior Finance Analyst) to be shared with City Treasurer and Finance. The decrease is offset slightly by increases in healthcare and retirement rates. Contractual Services includes an increase in property, liability and worker's compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board's direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 283 - Table of Contents CITY TREASURER BUSINESS SERVICES City Treasurer | Business Services Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 9,944 10,078 6,000 258,119 194,589 148,240 0.36% 0.50% 0.50% Workload Number of Tax & License transactions per full-time equivalent Note: Data reflects work items and cashier transactions divided by a reduced team of 8.1 FTE’s. It does not include the additional workload that includes issuing passports and answering phone calls. Also FY 2014/15 poses the first glance at potential business licensing impacts resulting from the implementation of HB2111. Total number of remittance payments processed per full-time equivalent Note: Data reflects a decrease in payments processed per FTE, and FY 2014/15 poses still more questions for the impact on business remittance processing resulting from the implementation of HB2111. Effectiveness Write-offs as a percent of total revenue collected Note: Expected statute of limitations will be exceeded on some accounts resulting in a slightly higher end of year write-off amount. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Supplement daily remittance processing operations by opening and sorting mailed in utility bill payments serving over 90,000 accounts. 6 1,460 $32,879 0.7 Total 6 1,460 $32,879 0.7 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 284 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 285 - Table of Contents City Treasurer | Risk Management CITY TREASURER RISK MANAGEMENT Strategic Goal(s) Seek Sustainability Support Economic Vitality Description The Risk Management Division 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 departments, in amounts consistent with their exposure and loss history. Services Provided • Management and administration of the city's safety, loss prevention, insurance, contractual risk transfer and claims programs. Also provides loss control consulting for all departments and events upon request. FY 2013/14 Achievements • • • • Trained all employees for phase one of the new SDS/Global Hazcom Program. Redesigned and tested all evacuation plans for One Civic Center and North Corp. Yard buildings. The design and development of both a damage collection and subrogation program, and an internal claims auditing function. Audited and consulted with the Water Department on their Confined Space Entry Program. FY 2014/15 Objectives • • • • Reduce the cost of risk over the prior fiscal year. Reduce the Occupational Safety and Health Administration (OSHA) rate to 5.20. Streamline the Risk Management operation through early evaluation and investigation of workers compensation injuries resulting in reduced costs and increased productivity. Additionally, provide required documents to Industrial Commission within two days of receipt of the Supervisor Report of Injury. Increase collections of damages to city property through efficient processing of subrogation items. Within 5 working days of receiving a notice of collection incident, have the subrogation event identified with intent to subrogate letter sent to the party involved. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 286 - Table of Contents CITY TREASURER RISK MANAGEMENT City Treasurer | Risk Management Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 7.00 7.00 Adopted Change 13/14 2014/15 to 14/15 8.00 % of City's FTEs 1.00 0.33 % Actual 2012/13 Approved 2013/14 Self-Insurance Funds 7,973,433 8,064,027 8,219,466 155,439 Total Budget 7,973,433 8,064,027 8,219,466 155,439 Actual 2012/13 Approved 2013/14 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 720,430 739,109 728,478 -10,631 7,202,458 7,240,399 7,397,019 156,620 50,545 84,519 93,969 9,450 0 0 0 0 7,973,433 8,064,027 8,219,466 155,439 0 0 0 0 7,973,433 8,064,027 8,219,466 155,439 Budget Notes and Changes • • The decrease in Personnel Services is due to the reduction in work order credits offset by the transfer of 1 FTE previously budgeted in Business Services that transferred to Risk Management. The Administrative Assistant position will be shared equally with City Treasurer and Finance. The Contractual Services proposed budget for FY 2014/15 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. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 5.47 5.44 5.20 2.5% 1.9% 2.0% Effectiveness 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. 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 287 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 288 - Table of Contents ADMINISTRATIVE SERVICES Actual 2012/13 Approved 2013/14 27,018,354 29,488,966 29,638,546 INFORMATION TECHNOLOGY 9,950,288 10,599,683 10,591,439 -8,244 PURCHASING 2,136,158 2,325,307 2,229,737 -95,570 809,619 780,107 803,126 23,019 39,914,418 43,194,063 43,262,848 68,785 Expenditures By Department HUMAN RESOURCES COMMUNICATIONS Total Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 289 - Adopted Change 13/14 2014/15 to 14/15 149,580 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 290 - Table of Contents ADMINISTRATIVE SERVICES DIVISION SUMMARY Division Summary Administrative Services Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 291 - Table of Contents ADMINISTRATIVE SERVICES DIVISION SUMMARY Division Summary Administrative Services Strategic Goal(s) Advance Transportation Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character 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. Services Provided • • • • • • • • 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. FY 2013/14 Achievements IT partnered with the Economic Development Department to redesign http://www.choosescottsdale.com/ to help meet a City Council strategic goal, brand the efforts of the city, and promote economic development within the city. Selected new medical and dental plan provider and completed conversion. Partnered with the Community Services Department, the San Francisco Giants and Arizona Diamondbacks to produce the 2014 Spring Training Festival. The event drew national media coverage and attracted more than 6,500 fans to Scottsdale's Civic Center Mall. Thanks to revenue that exceeded expenditures, the festival was able to provide the Scottsdale-based charity Miracle League of Arizona with a $1,000 check. The success of the online auctioning of surplus materials pilot led to the adoption of online auctioning as the primary means of the city’s surplus disposition. FY 2014/15 Objectives • • • • Develop and implement a communication strategy to increase citizen awareness and knowledge of core city services and activities. Redesign ScottsdaleAZ.gov website with a new look-and-feel, navigation, and site architecture. Responsive Design features will be added to accommodate our growing tablet and mobile phone audience. Complete citywide roll out of new performance evaluation online process. Implement new citywide multi-function copier contract for next 5 year period. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 292 - Table of Contents Division Summary Administrative Services Charted Performance Measures 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. Since the Arizona Republic has cut back coverage across the Valley (one fewer local section per week, fewer brief items in local sections), numbers are down. Target for FY 2014/15 has been adjusted accordingly. Data provided is based on the total budget of all plans. For FY 2014/15 the total medical/dental cost is $27.3 million for 2,221 covered employees. Numbers are based on current increases and trends. Some unknowns that may affect our statistics include Super Bowl 2015 web traffic and a major site overhaul that may decrease traffic during transition and increase traffic once the new site is advertised. There has been a change in terminology with Google Analytics, Visits = Sessions and now there is a new metric “Users” that represents the number of unique users generating the sessions. Effectiveness Workload Workload City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 293 - Table of Contents ADMINISTRATIVE SERVICES DIVISION SUMMARY Division Summary Staff Summary Full-time Equivalents (FTE) Administrative Services Actual 2012/13 Approved 2013/14 121.56 124.41 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 120.91 -3.50 5.00 % Actual 2012/13 Approved 2013/14 13,934,624 15,242,694 15,358,147 115,453 982,004 842,633 551,467 -291,166 Self-Insurance Funds 24,997,791 27,108,736 27,353,234 244,498 Total Budget 39,914,418 43,194,063 43,262,848 68,785 Actual 2012/13 Approved 2013/14 Personnel Services 11,000,436 11,685,328 11,508,945 -176,383 Contractual Services 27,172,650 29,688,235 30,156,911 468,676 520,622 504,867 668,525 163,658 1,004,658 928,633 551,467 -377,166 39,698,365 42,807,063 42,885,848 78,785 216,053 387,000 377,000 -10,000 39,914,418 43,194,063 43,262,848 68,785 Expenditures By Fund General Fund PC Replacement Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • • • The decrease in Personnel Services includes the elimination of 3.5 FTEs (2 Human Resources Managers, 1 Management Analyst, .5 Senior Human Resources Representative) offset by the reclassification of 1 FTE from Public Safety - Fire to Human Resources resulting in a Public Education Officer reclassified to a Human Resource Analyst Sr. Additionally, there were increase to healthcare and retirement rates. The decrease in Personnel Services is also due to 1 FTE being eliminated from the Purchasing Department due to ongoing efficiencies (Administrative Secretary). The increase in Contractual Services is primarily due to the increase in healthcare and the costs of providing the city's health insurance. The increase in Commodities is due to an increase in wellness incentives with Cigna Insurance. The decrease in Capital Outlays is tied to PC replacement purchases which vary each year based on the age and condition of equipment. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 294 - Table of Contents ADMINISTRATIVE SERVICES DIVISION SUMMARY Division Summary Administrative Services Actual 2012/13 Actual 2013/14 Projected 2014/15 70% 90% 100% 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. 4.97 4.98 4.98 Percentage of contract administrators trained in the contract administrator academy 65% (192/296) 75% (222/296) 85% (252/296) Performance Measures Workload Percentage of city telephones transitioned to voice over internet protocol (VoIP) technology Note: More than 2,000 phones have been transitioned to VoIP technology. All work is being completed inhouse by City IT Staff. Effectiveness Note: This tracks the annual fiscal year cumulative percentage of total contract administrators trained through the contract administrator academy. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 295 - Table of Contents Administrative Services | Communications ADMINISTRATIVE SERVICES COMMUNICATIONS Strategic Goal(s) Advance Transportation Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character 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. 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. Internal communications. The creation and distribution of information to keep city employees informed and engaged regarding city services, issues, employee benefits and other information. 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. Video production. The broadcast and recording of City Council and other city meetings, as well as creation and distribution on Channel 11 and online of original programming that showcases the city’s people, programs, projects and services. FY 2013/14 Achievements Partnered with the Community Services Department, the San Francisco Giants and Arizona Diamondbacks to produce the 2014 Spring Training Festival. The event drew national media coverage and attracted more than 6,500 fans to Scottsdale's Civic Center Mall. Thanks to revenue that exceeded expenditures, the festival was able to provide the Scottsdale-based charity Miracle League of Arizona with a $1,000 check. Created a number of new videos in the last year that helped more than double the amount of online viewership. Some of these include: a new series profiling the “heavy metal” that delivers city services; a new series going in-depth with the water resources department; a new series profiling city employees at work; and a showcase the Scottsdale Cure Corridor. City videos online (YouTube + ScottsdaleAZ.gov) generated more than 68,000 views in FY 2013/14. Produced and hosted a citywide “Communicators’ Summit” where staff got professional-quality training at no cost. About 60 staff from across the city explored best practices in communication thanks to presentations created and delivered by staff from the Office of Communication, Information Technology and City Manager’s Office. Revitalized employee events, which had a noticeable effect on the morale of our workforce. The annual employee awards event was fresh and fun, featuring videos produced in-house and a special guest-host that kept things lively for the packed house at the Scottsdale Center for the Performing Arts. In addition, a new event was held in May – the Hard Hat Breakfast – which celebrated our field employees at one of their primary work locations, with very positive results. FY 2014/15 Objectives • • • • Evaluate and improve website content and structure as part of redesigning and re-launching ScottsdaleAZ.gov. Support any city elections with comprehensive communication efforts that meet all requirements of state statutes and federal law. Develop and implement a communication strategy to increase citizen awareness and knowledge of core city services and activities. Continue to explore online tools and other options to increase public feedback and engagement on city programs and issues. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 296 - Table of Contents ADMINISTRATIVE SERVICES COMMUNICATIONS Administrative Services | Communications Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 8.25 8.10 Adopted Change 13/14 2014/15 to 14/15 8.10 % of City's FTEs 0.00 0.34 % Expenditures By Fund Actual 2012/13 Approved 2013/14 Adopted Change 13/14 2014/15 to 14/15 General Fund 809,619 780,107 803,126 23,019 Total Budget 809,619 780,107 803,126 23,019 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services Adopted Change 13/14 2014/15 to 14/15 766,849 734,837 745,146 10,309 Contractual Services 23,232 36,020 48,730 12,710 Commodities 18,238 9,250 9,250 0 1,300 0 0 0 809,619 780,107 803,126 23,019 0 0 0 0 809,619 780,107 803,126 23,019 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes • Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 $78,861 $64,931 $65,000 180 146 150 957 2,199 1,600 Workload Ad value equivalency 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. Since the Arizona Republic has cut back coverage across the Valley (one fewer local section per week, fewer brief items in local sections), numbers are down. Target for FY 2014/15 has been adjusted accordingly. Hours of live video coverage Note: Actual public meeting hours televised on Channel 11 and live-streamed. The measure does not include staff time for setup or post-meeting activity. About 150 hours of live meeting coverage is estimated for FY 2014/15. Effectiveness YouTube viewing hours Note: Total time viewers spent watching original videos produced by Channel 11 and distributed via YouTube. The target is for CityCable videos to generate 1,600 hours of viewing time on YouTube. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 297 - Table of Contents Administrative Services | Human Resources ADMINISTRATIVE SERVICES HUMAN RESOURCES Strategic Goal(s) Seek Sustainability Description The Human Resources (HR) Department provides workforce excellence through leadership, recruitment and training. Services Provided • • • • Staffing and Employee Relations provides recruitment and selection services; conducts investigations; develops disciplinary documentation; and responds to discrimination and ethics complaints. Provides administrative services and interprets personnel rules and regulations for the organization; manages the citywide compensation and classification program; and provides citywide employee training opportunities to support professional development, individual growth and succession planning. Manages and administers benefit and wellness programs including contract administration and establishing renewal rates. Supports the work of five City Council-appointed boards and commissions. FY 2013/14 Achievements • • Selected a new medical and dental plan provider and completed conversion. Initiated a new online pay for performance evaluation process. Completed 181 job studies for the annual one-third review requirement of the classification and compensation study project; in addition, completed 69 departmental job study requests. Reinstated the tuition reimbursement program. Received three wellness awards: "Process, Progress and Leadership" in Worksite Health Promotion from the Wellness Council of Arizona; "Fit-Friendly Worksite-Gold Award" from the American Heart Association; "Valley's Healthiest Employer" from the Phoenix Business Journal. FY 2014/15 Objectives • • • • • • Analyze current processes to provide simply better service through cost and time efficiencies. Increase training and professional development opportunities for city employees to improve service delivery and quality. Continue to support departments in their efforts to establish a high performance work culture. Complete classification and compensation study of one-third of current jobs. Complete citywide roll out of new performance evaluation online process. Implement an exit interview process, tabulate and report information to identify and reduce citywide turnover. • • • City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 298 - Table of Contents ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) HUMAN RESOURCES Administrative Services | Human Resources Actual 2012/13 Approved 2013/14 20.50 21.50 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 19.00 -2.50 0.79 % Actual 2012/13 Approved 2013/14 2,020,563 2,380,230 2,285,312 -94,918 Self-Insurance Funds 24,997,791 27,108,736 27,353,234 244,498 Total Budget 27,018,354 29,488,966 29,638,546 149,580 Actual 2012/13 Approved 2013/14 1,903,971 1,997,112 1,651,698 -345,414 25,008,551 27,319,739 27,666,658 346,919 105,044 122,115 320,190 198,075 788 50,000 0 -50,000 27,018,354 29,488,966 29,638,546 149,580 0 0 0 0 27,018,354 29,488,966 29,638,546 149,580 Expenditures By Fund General Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The decrease in Personnel Services includes the elimination of 3.5 FTEs (2 Human Resources Managers, 1 Management Analyst, .5 Senior Human Resources Representative) offset by the reclassification of 1 FTE from Public Safety - Fire to Human Resources resulting in a Public Education Officer reclassified to a Human Resource Analyst Sr. Additionally, there were increase to healthcare and retirement rates. The increase in Contractual Services is primarily due to the increases in healthcare and costs of providing the city's health insurance. The increase in Commodities is due to an increase in wellness incentives with Cigna Insurance. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 299 - Table of Contents ADMINISTRATIVE SERVICES HUMAN RESOURCES Administrative Services | Human Resources Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 n/a 250 185 n/a 59% 80% n/a n/a 25% n/a n/a 25% 75% 75% 100% Workload Number of job studies completed annually. Note: The goal of the classification and compensation program implemented in FY 2013/14 is to complete job studies for one-third of the city's 569 job classifications annually to maintain market competitiveness on a three year basis. The actual reflects an additional 69 studies performed as a result of miscellaneous departmental requests. Effectiveness Percentage of job recruitments completed within 60 days. Note: The goal is to complete recruitments in a timely manner within 60 days or less. Percentage of upper level management participating in leadership training (e.g. change management, succession planning, risk management and employee retention strategies). Note: This is a new measure for FY 2014/15 and no data is available for prior years. The goal is to prepare the city’s executives to become better leaders. Percentage of second tier management and supervisors participating in the areas of employee performance conversations, performance management and project management. Note: This is a new measure for FY 2014/15 and data is not available (n/a). The goal is to provide aspiring managers with the appropriate skills necessary for successful leadership. Percentage of newly hired completing compliance training. city employees Note: The goal is to create and foster a workforce environment of mutual respect. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 300 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 301 - Table of Contents Administrative Services | Information Technology ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY Strategic Goal(s) Seek Sustainability 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. 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, smart phones/tablets, 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 2013/14 Achievements • • • • IT partnered with the Economic Development Department to redesign http://www.choosescottsdale.com/ to help meet a City Council strategic goal, brand the efforts of the city, and promote economic development within the city. Replaced the application used by the Water Resources Department to track work and material used to maintain the water system. The new application will be more efficient to use and allow for improved reporting and analysis. IT partnered with the Traffic Department to complete the design and implementation of the new Traffic Management Center at the North Corporation Yard. Replaced the primary network that supports city server and application infrastructure. The new network provides increased speeds and capacity, adds redundancy and integrates with the city computer storage network for improved system administration. FY 2014/15 Objectives • • • • • Develop an Information Technology Essential Services Restoration Plan for the catastrophic loss of the city's primary data center as well as other departmental data centers. This plan will identify the financing, technologies, and strategies needed to provide resiliency options for key city data centers. Replace the application used by Community Services to track work and material used to maintain parks and other public spaces. The new system will be more efficient to use and allow for improved reporting and analysis. Redesign ScottsdaleAZ.gov website with a new look-and-feel, navigation, and site architecture. Responsive Design features will be added to accommodate our growing tablet and mobile phone audience. Consolidate current web filtering solution with network firewalls to improve resilience and reduce cost. Update current email security solution to provide better protection from increasingly advanced and diverse phishing attacks. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 302 - Table of Contents ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY Administrative Services | Information Technology Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 69.81 70.81 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 70.81 0.00 2.93 % Actual 2012/13 Approved 2013/14 8,968,285 9,757,050 10,039,972 282,922 982,004 842,633 551,467 -291,166 9,950,288 10,599,683 10,591,439 -8,244 Actual 2012/13 Approved 2013/14 Personnel Services 6,852,642 7,305,366 7,556,186 250,820 Contractual Services 1,645,735 1,901,467 1,935,891 34,424 233,288 163,217 170,895 7,678 Capital Outlays 1,002,570 842,633 551,467 -291,166 Subtotal Operating Budget 9,734,235 10,212,683 10,214,439 1,756 216,053 387,000 377,000 -10,000 9,950,288 10,599,683 10,591,439 -8,244 Expenditures By Fund General Fund PC Replacement Fund Total Budget Expenditures By Type Commodities Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The increase in Personnel Services is mainly due to vacant positions in FY 2013/14. The budget appears to have a significant increase when comparing to the "Approved FY 2013/14" column as the budget for vacant positions is swept and therefore not included the "Approved FY 2013/14" column. The decrease in Capital Outlays is tied to PC replacement purchases which vary each year based on the age and condition of equipment. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 303 - ADMINISTRATIVE SERVICES Performance Measures INFORMATION TECHNOLOGY Actual 2012/13 Actual 2013/14 Projected 2014/15 Workload Percentage of city telephones transitioned to voice over internet protocol (VoIP) technology 70% 90% 100% Note: More than 2,000 phones have been transitioned to VoIP technology. All work is being completed inhouse by city IT staff. Average amount of data backed up monthly from centralized electronic data storage and servers in terabytes 40.9 45.6 47.0 Note: This measure tracks the increases in data being stored over time for City business. Number of databases supported 1,233 1,306 1,275 1,106,255 1,248,000 1,380,000 18,700 21,531 21,500 Note: This reflects increased demand from departments to automate processes, which increases workload for application development and 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. Number of work orders completed Note: For FY 2012/13, Public Safety Radio work orders were included in the total which is why the FY 2012/13 number is slightly higher than the FY 2013/14 number. For FY 2013/14 and going forward, any other teams added to the IT work order system will not be included in the total count. We have removed the Public Safety Radio work orders from 2013/14 since they are completed by Public Safety staff and will also exclude work orders from Finance & Accounting Technology staff which were added this fiscal year. Total number of map layers maintained by city staff 164 175 180 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 215 257 300 4,630 4,334 4,420 4.97 4.98 4.95 Note: The use of Infographics to explain analytical findings has expanded during the past year. This trend will continue as they are easier to understand. Number of web-unique visitors per day to the Scottsdale website Note: There has been a change in terminology with Google Analytics, Visits = Sessions and now there is a new metric termed “Users” that represents the number of unique users generating the Sessions. Numbers are based on current increases and trends. Some unknowns that may affect our statistics include Super Bowl 2015 web traffic and a major site overhaul that may decrease traffic during transition and increase traffic once the new site is advertised. Effectiveness 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. ADMINISTRATIVE SERVICES Performance Measures Table of Contents INFORMATION TECHNOLOGY Actual 2012/13 Actual 2013/14 Projected 2014/15 Workload Percentage of city telephones transitioned to voice over internet protocol (VoIP) technology 70% 90% 100% Note: More than 2,000 phones have been transitioned to VoIP technology. All work is being completed inhouse by city IT staff. Average amount of data backed up monthly from centralized electronic data storage and servers in terabytes 40.9 45.6 47.0 Note: This measure tracks the increases in data being stored over time for City business. Number of databases supported 1,233 1,306 1,275 1,106,255 1,248,000 1,380,000 18,700 21,531 21,500 Note: This reflects increased demand from departments to automate processes, which increases workload for application development and 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. Number of work orders completed Note: For FY 2012/13, Public Safety Radio work orders were included in the total which is why the FY 2012/13 number is slightly higher than the FY 2013/14 number. For FY 2013/14 and going forward, any other teams added to the IT work order system will not be included in the total count. We have removed the Public Safety Radio work orders from 2013/14 since they are completed by Public Safety staff and will also exclude work orders from Finance & Accounting Technology staff which were added this fiscal year. Total number of map layers maintained by city staff 164 175 180 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 215 257 300 4,630 4,334 4,420 4.97 4.98 4.95 Note: The use of Infographics to explain analytical findings has expanded during the past year. This trend will continue as they are easier to understand. Number of web-unique visitors per day to the Scottsdale website Note: There has been a change in terminology with Google Analytics, Visits = Sessions and now there is a new metric termed “Users” that represents the number of unique users generating the Sessions. Numbers are based on current increases and trends. Some unknowns that may affect our statistics include Super Bowl 2015 web traffic and a major site overhaul that may decrease traffic during transition and increase traffic once the new site is advertised. Effectiveness 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. ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY Administrative Services | Information Technology Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 70% 90% 100% 40.9 45.6 47.0 1,233 1,306 1,275 1,106,255 1,248,000 1,380,000 18,700 21,531 21,500 164 175 180 215 257 300 4,630 4,334 4,420 4.97 4.98 4.95 Workload Percentage of city telephones transitioned to voice over internet protocol (VoIP) technology Note: More than 2,000 phones have been transitioned to VoIP technology. All work is being completed inhouse by city IT staff. Average amount of data backed up monthly from centralized electronic data storage and servers in terabytes Note: This measure tracks the increases in data being stored over time for City business. Number of databases supported Note: This reflects increased demand from departments to automate processes, which increases workload for application development and 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. Number of work orders completed Note: For FY 2012/13, Public Safety Radio work orders were included in the total which is why the FY 2012/13 number is slightly higher than the FY 2013/14 number. For FY 2013/14 and going forward, any other teams added to the IT work order system will not be included in the total count. We have removed the Public Safety Radio work orders from 2013/14 since they are completed by Public Safety staff and will also exclude work orders from Finance & Accounting Technology staff which were added this fiscal year. 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: The use of Infographics to explain analytical findings has expanded during the past year. This trend will continue as they are easier to understand. Number of web-unique visitors per day to the Scottsdale website Note: There has been a change in terminology with Google Analytics, Visits = Sessions and now there is a new metric termed “Users” that represents the number of unique users generating the Sessions. Numbers are based on current increases and trends. Some unknowns that may affect our statistics include Super Bowl 2015 web traffic and a major site overhaul that may decrease traffic during transition and increase traffic once the new site is advertised. Effectiveness 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 304 - Table of Contents Administrative Services | Information Technology Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Performs PC imaging and hardware repair for PCs, laptops and printers 1 200 $4,504 0.1 Total 1 200 $4,504 0.1 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 305 - Table of Contents Administrative Services | Purchasing ADMINISTRATIVE SERVICES PURCHASING Strategic Goal(s) Seek Sustainability Description The Purchasing Department comprises three areas: Purchasing Services, Warehouse, and Graphics, Printing & 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. 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 re-delivery 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 in-house 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 2013/14 Achievements Purchasing received the National Procurement Institute Award for Excellence in Procurement for the 15th straight year. Mail continued to make process improvements to take advantage of postage reduced presort rates for mailings for various city materials where appropriate. The success of the online auctioning of surplus materials pilot led to the adoption of online auctioning as the primary means of the city’s surplus disposition. FY 2014/15 Objectives • • • Implement peer audit program within Purchasing for electronic document files to increase consistency and completeness of purchasing files. Implement new city wide multi-function copier contract for the next 5 year period. Work to improve and implement better processes with the assistance of the environmental group for the disposition of E waste, batteries, chemicals, etc. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 306 - Table of Contents ADMINISTRATIVE SERVICES PURCHASING Staff Summary Full-time Equivalents (FTE) Administrative Services | Purchasing Actual 2012/13 Approved 2013/14 23.00 24.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 23.00 -1.00 0.95 % Actual 2012/13 Approved 2013/14 General Fund 2,136,158 2,325,307 2,229,737 -95,570 Total Budget 2,136,158 2,325,307 2,229,737 -95,570 Actual 2012/13 Approved 2013/14 Expenditures By Fund Expenditures By Type Personnel Services Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 1,476,974 1,648,013 1,555,915 -92,098 Contractual Services 495,132 431,009 505,632 74,623 Commodities 164,051 210,285 168,190 -42,095 0 36,000 0 -36,000 2,136,158 2,325,307 2,229,737 -95,570 0 0 0 0 2,136,158 2,325,307 2,229,737 -95,570 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes • • The decrease in Personnel Services is due to 1 FTE being eliminated from the Purchasing Department due to ongoing efficiencies (Administrative Secretary). Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 307 - Table of Contents ADMINISTRATIVE SERVICES PURCHASING Administrative Services | Purchasing Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 4,678 5,019 5,300 $173 $158 $200 10,968 10,968 8,000 $727,996 $751,633 $600,000 5,725 5,725 4,500 202 220 280 2,305 2,239 2,300 5.1 4.5 4.8 4.2 4.6 4.7 65% (192/296) 75% (222/296) 85% (252/296) Workload Number of purchase orders processed 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. 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. Effectiveness 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 308 - Table of Contents COMMUNITY & ECONOMIC DEVELOPMENT Actual 2012/13 Approved 2013/14 TOURISM AND EVENTS 17,359,910 18,565,742 20,382,145 1,816,403 PLANNING AND DEVELOPMENT Expenditures By Department Adopted Change 13/14 2014/15 to 14/15 12,893,466 13,694,119 13,128,287 -565,832 TRANSPORTATION 8,196,793 8,798,785 9,208,553 409,768 AVIATION 1,783,393 2,021,845 2,126,575 104,730 ECONOMIC DEVELOPMENT 31,856,020 1,010,921 1,134,974 124,053 Total Budget 72,089,583 44,091,412 45,980,534 1,889,122 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 309 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 310 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT Division Summary DIVISION SUMMARY Community & Economic Development Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 311 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT Division Summary DIVISION SUMMARY Community & Economic Development Strategic Goal(s) Advance Transportation Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character 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 five departments: Aviation, Economic Development, Planning & Development, Tourism & Events and Transportation. Services Provided • • • • • • • • • • • • • • • • • • • Ensures the community vision is considered for all proposals to City Council, Planning Commission and Development Review Board. Provides a safe, secure and efficient operating environment for airport users and stakeholders. Provides Transportation Master Planning, route planning, trolley operations, regional coordination, Dial-a-Ride, and Cab Connection. Supports tourism as a means to enhance the economic well-being and quality of life of the community and its residents. Focuses on business attraction, retention and development. Hosts equestrian and special events for public recreational use at WestWorld and community-wide. Provides timely construction document review for building plan submittals. Provides strategic and consistent approach to environmental sustainability. FY 2013/14 Achievements Finalized a $0.5 million project to complete enhancement to our runway safety area using an ADOT grant. As part of Council Strategic Priorities, completed draft Economic Development Strategic Plan Framework on schedule and on budget. Enhanced neighborhoods by Code Enforcement efforts. Oversaw stakeholder and contract negotiations that led to construction of the expanded Tony Nelssen Equestrian Center at WestWorld. Received delivery of state-of-the-art fuel-efficient trolleys. 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. FY 2014/15 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. Initiate execution of the Economic Development Strategic Framework and Implementation Plan. 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. Update city's website to facilitate online applications and payments and promote and market events by August 2014. Plan and build major transportation infrastructure and safety improvement projects. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 312 - Table of Contents Division Summary Community & Economic Development Charted Performance Measures Building permit valuations Transit Ridership Workload Effectiveness City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 313 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT Division Summary Staff Summary Full-time Equivalents (FTE) DIVISION SUMMARY Community & Economic Development Actual 2012/13 Approved 2013/14 189.50 190.50 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 187.47 -3.03 7.75 % Actual 2012/13 Approved 2013/14 Aviation Fund 1,783,393 2,021,845 2,126,575 104,730 General Fund 53,115,791 23,252,490 23,252,414 -76 502,679 1,144,098 1,025,337 -118,761 Tourism Development 8,490,926 8,874,194 10,367,655 1,493,461 Transportation/HURF Fund 8,196,793 8,798,785 9,208,553 409,768 72,089,583 44,091,412 45,980,534 1,889,122 Actual 2012/13 Approved 2013/14 Personnel Services 16,506,593 16,792,237 16,703,213 -89,024 Contractual Services 54,003,759 25,397,027 27,633,492 2,236,465 752,881 922,755 906,484 -16,271 8,110 94,950 66,764 -28,186 71,271,343 43,206,969 45,309,953 2,102,984 818,240 884,443 670,581 -213,862 72,089,583 44,091,412 45,980,534 1,889,122 Expenditures By Fund Special Programs Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • • • Changes in Personnel Services are due to an inter-divisional reorganization with the elimination of 2 F TEs (Senior Financial Analyst and Principal Planner), the transfer of 2 FTEs to other divisions and a net increase of 1 FTE (.5 Aviation Intern, .5 Senior Planner), as well as increases in healthcare and retirement rates. Contractual Services increase is primarily the increase to the Bed Tax destination marketing contract as a result of increased Bed Tax revenues accounted for in the Tourism Fund. Contractual Services includes increased funding related to an IGA with the City of Phoenix to restore pre-recession transit routes and expand service with SkySong/Light Rail routes. Contractual Services includes an increase which is related to Developer Incentives to maintain compliance with the Nordstrom Garage Lease payoff agreement. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 314 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 315 - Table of Contents Community & Economic Development | Aviation COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION Strategic Goal(s) Advance Transportation Support Economic Vitality Description Aviation comprises two major programs: Operations and Administration. Airport Operations is responsible for the day-to-day operations, safety, security and maintenance of the Scottsdale Airport. The Administration program carries out the financial business relations, aeronautical permitting, marketing and community outreach functions for the Aviation Enterprise Fund. Services Provided • Provide a safe, secure and efficient operating environment for the airport users, tenants and customers. FY 2013/14 Achievements • • • • • • • Finalized a $0.5 million project to complete enhancement to our runway safety area using an ADOT grant. Implemented an advanced leasing program to help solicit, market and lease out vacant office space in the Airport Terminal Building and Aviation Business Center. As a result, our vacancy rate has significantly decreased to about 10 percent in comparison to slightly above 50 percent, resulting in additional revenue to the Aviation Enterprise Fund. Continued compliance with Federal Aviation Administration (FAA) standards and grant assurances. FY 2014/15 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 Airport Master Plan Update to evaluate a 20-year outlook for future needs and development of the airport. Enhance marketing and outreach efforts on the benefits of Scottsdale Airport to the aviation community, including promoting new, enhanced U.S. Customs Service expanded hours to 10 hour days, 7 days a week. Work with aviation stakeholders, the Federal Aviation Administration and our business partners to prepare for the upcoming Super Bowl in 2015. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 316 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION Community & Economic Development | Aviation Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 14.00 14.00 Adopted Change 13/14 2014/15 to 14/15 14.47 % of City's FTEs 0.47 0.60 % Actual 2012/13 Approved 2013/14 Aviation Fund 1,783,393 2,021,845 2,126,575 104,730 Total Budget 1,783,393 2,021,845 2,126,575 104,730 Actual 2012/13 Approved 2013/14 1,036,361 1,095,223 1,109,287 14,064 680,703 782,872 885,243 102,371 66,330 58,750 75,455 16,705 0 85,000 56,590 -28,410 1,783,393 2,021,845 2,126,575 104,730 0 0 0 0 1,783,393 2,021,845 2,126,575 104,730 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The increase in Personnel Services is due to the formal creation of a non-benefitted Intern position, which had been a temporary position, as well as increases in healthcare and retirement rates. Increase in Contractual Services is driven by increases in U.S. Customs and Border Patrol inspection fees as a result of adding an additional agent to expand the U.S. Customs Service to seven days a week. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 n/a 490 515 $3.0 $6.0 $5.5 n/a 41,000 42,000 Workload Annual number of US Customs uses Note: This is a new measure in FY 2014/15 and no data is available for prior years. This tracks the number of aircraft cleared by US Customs each year. Efficiency Federal Airport Administration grants received ($ in millions) Note: This tracks the utilization of federal funding to supplement user fees in operating the airport. Effectiveness Annual aircraft operations performed under Instrument Flight Rules (IFR) Note: This is a new measure in FY 2014/15 and no data is available for prior years. This measure of aircraft operations depicts transient/corporate aircraft activity. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 317 - Table of Contents Community & Economic Development | Economic Development COMMUNITY AND ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT Strategic Goal(s) Support Economic Vitality Description The Economic Development Department supports the business retention, expansion, attraction and entrepreneurial ecosystem and development that is critical to Scottsdale's economic health and sustainability. It does this through a combination of research, marketing, business outreach and support, program development and process improvement. Economic development strategies and successes in alignment with the community's vision for responsible growth are vital to enhancing the quality of life for all Scottsdale residents. Services Provided • • • • Assists existing businesses in retention and expansion efforts to maintain and improve the viability of the local economy. Attracts new businesses to Scottsdale to ensure long-term viability of the City's revenue and employment base. Conducts extensive outreach and marketing activities to raise awareness of the assets of the community and enhance the corporate brand of Scottsdale. Develops and maintains unique data sets required to make an effective case for the retention and attraction of target industry sectors within the City. FY 2013/14 Achievements • • • • • • • • • • • • As part of Council Strategic Priorities, completed draft Economic Development Strategic Plan Framework on schedule and on budget. Completed 86 direct business retention outreach visits, representing plans for 1,100 new job creations in Scottsdale in the next year. Fully redesigned and rebuilt the ChooseScottsdale.com economic development website which includes significant target industry and employment corridor information as well as news and research tool integration; the result was a 74 percent increase in unique visitors in the first month. Launched new communications tools, including a biweekly e-newsletter which has grown to over 1,900 active subscribers and an average open rate of 34 percent, monthly Council informational updates, and Quarterly Reports. Completed full departmental reorganization and metrics-based performance plans, with enhanced focus on business outreach and data research capabilities. Effective execution of Cure Corridor promotional event with over 200 attendees and launch of bio-life sciences sector development strategy. Created and launched a 6-month small business educational series in conjunction with the Eureka Loft, resulting in attendance of 21 small businesses and nearly 200 YouTube views to course tapings in first four months of the program. Participated significantly in the attraction or expansion of 16 unique businesses representing an estimated: 1,069 new jobs in the first 12 months, a total of 2,381 new jobs over five years, and an overall average wage of $47,874. FY 2014/15 Objectives Initiate execution of the Economic Development Strategic Framework and Implementation Plan. Economic Development staff will strengthen local business retention and expansion services by institutionalizing a personal visitation program and launching new technical assistance offerings. Improve the professional skills of department staff through increased training and professional certifications in pursuit of future departmental accreditation. Improve marketing and outreach through customized material development and via presence at trade shows and other forums in coordination with regional economic development partners to advance Scottsdale’s business attraction competitiveness. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 318 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT Community & Economic Development | Economic Development Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 6.00 6.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 7.00 1.00 0.29 % Actual 2012/13 Approved 2013/14 31,856,020 1,010,921 1,114,974 104,053 0 0 20,000 20,000 31,856,020 1,010,921 1,134,974 124,053 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 696,826 711,607 810,960 99,353 31,153,128 291,591 306,714 15,123 Commodities 4,605 7,723 17,300 9,577 Capital Outlays 1,462 0 0 0 31,856,020 1,010,921 1,134,974 124,053 0 0 0 0 31,856,020 1,010,921 1,134,974 124,053 Expenditures By Fund General Fund Special Programs Fund Total Budget Contractual Services Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The increase in Personnel Services is due to an inter-divisional reorganizational change, as well as increases in healthcare and retirement rates. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 319 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT Community & Economic Development | Economic Development Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 n/a 65 125 n/a 15 24 1,593 1,200 1,300 n/a $43,000 $47,500 Workload Total number of business retention and expansion outreach visits conducted. Note: This is a new measure for FY 2014/15 and no data is available for prior years. Number of focus groups, educational seminars, tours or other programs coordinated and executed. Note: This is a new measure for FY 2014/15 and no data is available for prior years. Effectiveness Number of jobs created or retained with material departmental assistance Note: This is an indicator of new economic activity. Average wage of jobs created or retained with material departmental assistance. Note: This is a new measure in FY 2014/15 and no data is available for prior years. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 320 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 321 - Table of Contents Community & Economic Development | Planning & Development COMMUNITY AND ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Value Scottsdale's Unique Lifestyle and Character Description The Planning and Development Department works in partnership with community stakeholders to physically and aesthetically shape the city; and preserve, reinforce and revitalize commercial areas and residential neighborhoods to provide a sustainable high quality of life. The department comprises Administration/Technology, Advance Planning, Current Planning, Development Services and Neighborhood Services. Services Provided • • • • • Ensures 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. Provides efficient and effective code enforcement using a proactive and collaborative approach. Ensures the community vision is considered for all development proposals to City Council, Planning Commission and Development Review Board. Provides project coordination and leadership for technology projects in the division. Provides financial strategic planning, operational and policy analysis for the division and to our internal and external customers. FY 2013/14 Achievements • • • • Enhanced neighborhoods by Code Enforcement efforts. Provided timely and quality construction document review for building plan submittals. Processed text amendments to implement 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. FY 2014/15 Objectives • • • • 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. Enhance neighborhoods by code enforcement efforts. Process text amendments to implement Character Area Plans. Provide timely and quality construction document review for building plan submittals. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 322 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) PLANNING AND DEVELOPMENT Community & Economic Development | Planning & Development Actual 2012/13 Approved 2013/14 127.50 127.50 % 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 Adopted Change 13/14 2014/15 to 14/15 121.50 -6.00 5.03 % Actual 2012/13 Approved 2013/14 Adopted Change 13/14 2014/15 to 14/15 12,867,641 13,559,119 13,022,480 -536,639 25,824 135,000 105,807 -29,193 12,893,466 13,694,119 13,128,287 -565,832 Actual 2012/13 Approved 2013/14 11,339,690 11,520,081 10,998,468 -521,613 1,194,987 1,689,541 1,787,225 97,684 169,444 362,452 311,619 -50,833 6,110 9,950 10,174 224 12,710,231 13,582,024 13,107,486 -474,538 183,235 112,095 20,801 -91,294 12,893,466 13,694,119 13,128,287 -565,832 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The decrease in Personnel Services is due to an inter-divisional reorganization, including the transfer of 2 FTEs to other divisions and elimination of 1 FTE (Principal Planner), which is offset somewhat by increases in healthcare and retirement rates. Contractual Services includes an increase which is related to Developer Incentives to maintain compliance with the Nordstrom Garage Lease payoff agreement. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 323 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT Community & Economic Development | Planning & Development Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 0.8 0.8 0.8 100% 100% 100% 100% 100% 100% 65% 66% 67% Efficiency Average time for initial 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. Engineering and building plans completed within 20 calendar days Note: This is a measure of responsiveness to plans submitted for review. Staff has continued to meet the established goal. 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. Effectiveness Percent 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 324 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 325 - Table of Contents Community & Economic Development | Tourism & Events COMMUNITY AND ECONOMIC DEVELOPMENT TOURISM AND EVENTS Strategic Goal(s) Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Description The Tourism and Events Department is responsible for the city's holistic approach to tourism. This includes its work with private industry participants, city boards and commissions to coordinate efforts to support/expand tourism and events. Staff will enhance and strengthen local tourism, events, arts, and culture communities through retention of existing and development of new tourism events and attractions. Staff works in two ways: (1) at WestWorld, a nationally recognized equestrian and special event facility, providing recreational opportunities and event entertainment at local, regional, and national levels and (2) in Downtown and city-wide through the Tourism Development Commission, Scottsdale Convention & Visitors Bureau, Scottsdale Cultural Council, and Tourism Advisory Task Force to provide services, support, and funding for events, research, promotion, marketing, and development. Services Provided • • • • • • • • The WestWorld expansion totaling 300,000 square feet of enclosed, air-conditioned space has the flexibility to host a variety of non-equestrian shows in addition to the standard equestrian shows presented each year. Show producers can use halls as well as the Polo Field, plus vast parking areas that can be set-up with temporary tents for show presentations. Food, beverage, and liquor service is provided through permanent kitchens and exclusive on-site vendor, M-catering. Supports and funds events and attractions, marketing, promotion and research through the Tourism Development Commission programs. Collaborates with Scottsdale Convention & Visitors Bureau to create, fund, and implement annual Destination Marketing Plan. Supports Scottsdale Cultural Council's public art and cultural programs and manage city's contract. Manages city's contract for Scottsdale Museum of the West and helps continue its development. The Tourism Advisory Task Force implements each year the appropriate components of the 5 Year Tourism Development and Marketing Strategic Plan. Engages Downtown business/property owners to determine which existing programs and events meet their needs; recommend and initiate programs and enhancements as needed. Special Events Committee will continue to streamline the event approval process including quick staff turn around, on-line application process, and new classification for minor events on private property to expedite processing. Special Events Concierge will chair the Special Events Committee, assist customers with event coordination for both city event venues and private venues, be a liaison to the hotel industry's concierge teams, facilitate event logistics, and guide customers through the event application process. FY 2013/14 Achievements • • • • Oversaw stakeholder and contract negotiations that led to construction of the expanded Tony Nelssen Equestrian Center at WestWorld. 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. 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. Supported downtown Scottsdale as a destination attraction through connecting with business and property owners to maintain quality programming and special events. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 326 - Table of Contents Community & Economic Development | Tourism & Events FY 2014/15 Objectives • • • • • • • • Update city's website to facilitate online applications and payments and promote and market events by August 2014. WestWorld is now available and being booked for year-round activity. The increased meeting halls space allows two or more shows to be presented at the same time. A new marketing contract/team is in place with the objective to book more events all year. Coordinate and implement priority efforts by the Tourism Advisory Task Force identified in the Tourism Development and Marketing Strategic Plan. Evaluate and improve city's investment in arts and culture. Leverage Scottsdale Cultural Council and city staff to maximize value and impact of arts and culture venues and public spaces. Work with event producers, business owners, and Tourism Development Commission, Tourism Advisory Task Force to enhance the quality and number of events. Coordinate with Scottsdale Convention & Visitors Bureau to capture and help promote 2015 Super Bowl events in Scottsdale. Coordinate and facilitate new development/redevelopment investment in Downtown. Use the following as guiding documents to coordinate and implement with appropriate boards and commissions: Management Services Agreement/Scottsdale Cultural Council, Tourism Development and Marketing Strategic Plan/Tourism Advisory Task Force, Special Events Ordinance/Special Events Committee, Destination Marketing Plan/Scottsdale Convention & Visitors Bureau Special Revenue Fund and By-Laws/Tourism Development Commission. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 327 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT TOURISM AND EVENTS Community & Economic Development | Tourism & Events Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 21.00 21.00 % of City's FTEs Expenditures By Fund General Fund Special Programs Fund Tourism Development Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 23.50 2.50 0.97 % Actual 2012/13 Approved 2013/14 Adopted Change 13/14 2014/15 to 14/15 8,392,129 8,682,450 9,114,960 432,510 476,854 1,009,098 899,530 -109,568 8,490,926 8,874,194 10,367,655 1,493,461 17,359,910 18,565,742 20,382,145 1,816,403 Actual 2012/13 Approved 2013/14 2,021,575 2,039,754 2,344,739 304,985 14,217,715 15,346,090 16,971,421 1,625,331 494,442 467,550 471,205 3,655 233 0 0 0 16,733,966 17,853,394 19,787,365 1,933,971 625,944 712,348 594,780 -117,568 17,359,910 18,565,742 20,382,145 1,816,403 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The increase in Personnel Services is due to an inter-divisional reorganizational change, as well as increases in healthcare and retirement rates. Contractual Services increase is primarily due to the increase to the Bed Tax destination marketing contract as a result of increased Bed Tax revenues accounted for in the Tourism Fund. Contractual Services also includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 328 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT TOURISM AND EVENTS Community & Economic Development | Tourism & Events Actual 2012/13 Actual 2013/14 Projected 2014/15 Number of equestrian use days 259 days 308 days 359 days Number of special event use days 169 days 210 days 250 days Number of Downtown events and activities processed by staff and Special Events Committee 126 275 325 Create and fund new events through the Tourism Development Commission, event producers, and business owners n/a 4 15 n/a n/a $1.3m n/a n/a 136,000 n/a n/a 3 Performance Measures Workload Note: This is a new measure for FY 2014/15 and no data is available for prior years. Previously this measure only was for WestWorld only and the new measure is looking citywide. Note: This is a new measure for FY 2014/15 and no data is available for prior years. Work with Tourism Development Commission, event producers, and business owners to generate advertising/marketing equivalent advertising value Note: This is a new measure for FY 2014/15 and no data is available for prior years. Create a joint calendaring system for events and event promotions/marketing to release well described events to many websites, hotels, and viewers Note: This is a new measure for FY 2014/15 and no data is available for prior years. This will count the number of viewers. Seek out and collaborate for sources of funds/ grants to use in the tourism and events development programs Note: This is a new measure for FY 2014/15 and no data is available for prior years. This will count both grants received or applications submitted. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 329 - Table of Contents Community & Economic Development | Transportation COMMUNITY AND ECONOMIC DEVELOPMENT TRANSPORTATION Strategic Goal(s) Advance Transportation Description The Transportation Department works in partnership with community stakeholders to safely, conveniently and efficiently move people and goods. Services Provided • Transportation master planning, route planning, trolley operations, regional coordination, Dial-a-Ride and Cab Connection. FY 2013/14 Achievements • • • • Received delivery of state-of-the-art fuel-efficient trolleys. Provided improved Hospitality Trolley service. Completed multi-use Arizona Canal Path from 64th Street to Goldwater Boulevard. Completed construction of Hayden / Frank Lloyd Wright by-pass which included first Scottsdale multi-lane roundabout at Hayden / Northsight. FY 2014/15 Objectives • • • • Reduce the number of intersections that make the region’s Top 100 crash list. Plan and build major transportation infrastructure and safety improvement projects. Expand the city’s bike, sidewalk and trail network through public and private projects. Increase bus and trolley ridership per mile of service provided. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 330 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) TRANSPORTATION Community & Economic Development | Transportation Actual 2012/13 Approved 2013/14 21.00 22.00 Adopted Change 13/14 2014/15 to 14/15 21.00 % of City's FTEs -1.00 0.87 % Actual 2012/13 Approved 2013/14 Transportation/HURF Fund 8,196,793 8,798,785 9,208,553 409,768 Total Budget 8,196,793 8,798,785 9,208,553 409,768 Actual 2012/13 Approved 2013/14 Personnel Services 1,412,141 1,425,572 1,439,759 14,187 Contractual Services 6,757,227 7,286,933 7,682,889 395,956 18,060 26,280 30,905 4,625 305 0 0 0 8,187,732 8,738,785 9,153,553 414,768 9,061 60,000 55,000 -5,000 8,196,793 8,798,785 9,208,553 409,768 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The changes in Personnel Services are due to the elimination of 1 FTE (Senior Financial Analyst). The budget reduction appears minimized when comparing it to the "Approved FY 2013/14" as the position has been vacant; therefore, the FY 2013/14 budget has been swept. The reduction is being offset by increases in healthcare and retirement rates. Contractual Services includes increased funding related to an IGA with the City of Phoenix to restore pre-recession transit routes and expand service with SkySong/Light Rail routes. Additionally, there was an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 59 65 65 1.3 1.4 1.4 2,599,557 2,589,218 2,550,000 Workload Miles of new bike/sidewalk/path improvements Efficiency 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. Effectiveness 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 331 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 332 - Table of Contents COMMUNITY SERVICES Actual 2012/13 Approved 2013/14 PARKS & RECREATION 22,679,992 22,869,795 22,985,420 115,625 HUMAN SERVICES 12,817,322 16,828,013 15,123,367 -1,704,646 LIBRARY SYSTEMS 9,021,420 9,377,195 9,398,188 20,993 COMMUNITY SERVICES PLANNING AND ADMIN 409,311 693,817 434,670 -259,147 PRESERVE MANAGEMENT 300,104 292,320 306,632 14,312 45,228,149 50,061,140 48,248,277 -1,812,863 Expenditures By Department Total Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 333 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 334 - Table of Contents COMMUNITY SERVICES DIVISION SUMMARY Division Summary Community Services Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 335 - Table of Contents COMMUNITY SERVICES Division Summary DIVISION SUMMARY Community Services Strategic Goal(s) Enhance Neighborhoods Preserve Meaningful Open Space Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Description The Community Services division comprises several departments that support the quality of life of Scottsdale. 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. The Library currently has five library facilities: 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 offleash 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 517 acres of medians and rights-ofway. 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. Planning and Administration manages the division's strategic and master planning, personnel, daily operations of programs and services, operating and capital improvement projects and budget planning, analysis and reporting. Services Provided     Human Services manages federal, state, local and private resources to provide safe and sanitary housing, self-sufficiency, social services, economic growth, reasonable accommodations for persons with disabilities and/or low or moderateincome, and senior programs and classes. The Libraries serve 1.4 million customers annually with a circulation of 3.4 million physical and electronic materials, and provide adult, teen, youth and early literacy programs attended by 88,300 participants each year. Parks and Recreation provides citizens and visitors with safe and well-maintained parks and 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 2013/14 Achievements        Acquired 2,400 acres of mountainous land from the Arizona State Land Department in the southern area of the Preserve with funding assistance from the Arizona State Parks Growing Smarter grant program. Opened Brown’s Ranch trailhead, opened the first phase of Granite Mountain trailhead and opened phase one of Fraesfield trailhead. Began collecting data and meeting with community and internal groups for completion of Community Services master plan. Completed the Human Services strategic plan based on council mission and priorities. Evaluated positions and job responsibilities to combine or re-class job titles, reducing resources and FTEs as part of budget savings. Expanded the bandwidth at all 5 library locations resulting in a 123 percent increase in customers accessing Wi-Fi. Successfully completed the preparation, documentation, submittal, site audit review and compliance process for 144 standards of excellence to secure the department's 20th year of accreditation by the Commission for Accreditation of Park and Recreation Agencies. FY 2014/15 Objectives      Collect data for Community Services master plan update and begin implementation of key strategic recommendations. Improve Human Services customer service and performance management tracking by migrating client data to a new clientbased tracking system. Double wireless capacity at public libraries in response to continued increases in customer demand and expand formats to supply library materials in media types most preferred by customers to maintain circulation rates. Improve performance management tracking in Parks and Recreation by developing and implementing a new work management system. Acquire parcels 1 and 1A in the Pima/Dynamite area for future trailhead facility and major wash corridor protection, and field locate/design and complete phase two construction of the northern and central preserve trails. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 336 - Table of Contents Division Summary Community Services Charted Performance Measures E-books, e-music, e-movies Number of people accessing Wi-Fi at city's 5 libraries Sponsorship revenue dollars as additional funding source Effectiveness Workload Workload Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 454.23 454.23 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 448.29 -5.94 18.54 % Actual 2012/13 Approved 2013/14 General Fund 33,273,704 33,946,877 34,039,350 92,473 Grant Funds 8,787,972 12,372,564 10,414,438 -1,958,126 Special Programs Fund 2,118,795 2,691,028 2,727,674 36,646 Transportation/HURF Fund 1,047,678 1,050,671 1,066,815 16,144 45,228,149 50,061,140 48,248,277 -1,812,863 Actual 2012/13 Approved 2013/14 Personnel Services 25,071,640 26,088,191 25,950,896 -137,295 Contractual Services 15,405,273 19,555,693 17,826,127 -1,729,566 3,645,170 4,162,256 4,282,517 120,261 105,271 0 0 0 44,227,354 49,806,140 48,059,540 -1,746,600 1,000,795 255,000 188,737 -66,263 45,228,149 50,061,140 48,248,277 -1,812,863 Expenditures By Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes    The decrease in Personnel Services is due to the elimination of FTEs in Human Services (Service Support Worker, Senior Grant Program Specialist and Secretary), as well as FTE modifications in Parks and Recreation and Library Systems which resulted in an overall reduction in the total FTE count, offset slightly by increases in healthcare and retirement rates. The decrease in Grant Funds is du e to the net changes from FY 20 13/14 in Contractual Services from allocation and carryover amounts that vary year to year in the Community Development Block Grant (CDBG) program, Section 8 Housing, Federal HOME Investment Partnership Program and local grant areas. The increase in Commodities is due to the purchases of library materials for the Discovery Zone collection model. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 337 - Table of Contents COMMUNITY SERVICES DIVISION SUMMARY Division Summary Community Services Actual 2012/13 Actual 2013/14 Projected 2014/15 6,400 2,400 394 88,106 130,000 190,000 $98,630 $102,200 $120,000 $2 to $1 $2.2 to $1 $2.5 to $1 97% 96% 96% Library check-out rates for physical items (books, CDs, DVDs) on a per resident basis. 14.1 12.9 11.5 Library check-out rates for electronic materials (ebooks, e-music, e-movies) on a per resident basis. 1.32 1.63 1.81 n/a 7.1 7.2 n/a 26% 26% n/a 90% 92% Performance Measures Workload Acres added to preserve Number of people accessing Wi-Fi at city's 5 libraries Sponsorship revenue Efficiency Ratio of Human Services alternate funding dollars to city General Fund dollars Note: This is a measure of how outside revenue sources are utilized to provide assistance to residents. Alternate funding sources include federal and local grants, sponsorships and donations. Annual utilization of available housing choice vouchers by residents in the Section 8 housing program. Note: 95 percent or better is required in order to be deemed a high performing agency by federal standards. Effectiveness Cost per square foot of medians maintained (cents) Note: This is a new measure in FY 2014/15 and no data is available for prior years. Projected cost increase in FY 2014/15 due to a contract escalator clause and anticipated request for increase from vendors, as well as increase in Personnel Services budget. Parks and Recreation revenues to expenditures percentage of total Note: This is a new measure in FY 2014/15 and no data is available for prior years. It measures the percentage of department expenditures recovered through revenue, such as user fees. Currently, 26% of department costs are recovered through user fees and other revenues. Parks and Recreation satisfaction survey rating overall customer Note: This is a new measure in FY 2014/15 and no data is available for prior years. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 338 - Table of Contents Division Summary Community Services Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Human Services volunteers support Granite Reef and Via Linda senior centers, Vista del Camino, Paiute Neighborhood Center and Human Services commission. 623 50,894 $1,146,133 24.5 Library adult and teen volunteers support library services and programs such as summer reading, children's early literacy, library shop, shelving materials; includes Library Board and Friends of the Library. 772 42,307 $952,754 20.3 Parks and Recreation volunteers support special events, trail maintenance, youth coa ching and officiating, ongoing programs and community centers. Includes Youth Corps, youth community service, adult probation and sheriff's volunteers and board and commission members. 1,934 40,042 $901,746 19.3 Trail patrol, trail construction and maintenance, educational outreach, trailhead hosts and administrative. 460 39,103 $880,600 18.8 3,789 172,346 $3,881,233 82.9 Volunteer Hours Total "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 339 - Table of Contents Community Services | Community Services Planning & Administration COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN Strategic Goal(s) Enhance Neighborhoods Preserve Meaningful Open Space Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character 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. 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 C ouncil 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 2013/14 Achievements    Began collecting data and meeting with community and internal user groups for completion of Community Services master plan. Evaluated positions and job responsibilities to combine or re-class job titles, reducing resources and FTEs as part of budget savings. Pursued additional marketing and sponsorship opportunities with an estimated increase in sponsorship revenues at 28 percent above FY 2013/14 forecast. FY 2014/15 Objectives    Collect data for Community Services master plan update and begin implementation of key strategic recommendations. Develop additional efficiency and effectiveness performance measures to be used in assessing operations and in prioritizing programs and services. Pursue additional marketing and sponsorship opportunities and increase sponsorship revenues at a minimum of 5 percent annually. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 340 - Table of Contents COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN Community Services | Community Services Planning & Administration Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 3.00 3.00 Adopted Change 13/14 2014/15 to 14/15 3.00 % of City's FTEs 0.00 0.12 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 409,311 693,817 434,670 -259,147 Total Budget 409,311 693,817 434,670 -259,147 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 394,505 424,049 402,044 -22,005 14,236 268,506 31,501 -237,005 569 1,262 1,125 -137 0 0 0 0 409,311 693,817 434,670 -259,147 0 0 0 0 409,311 693,817 434,670 -259,147 Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes   Change in Personnel Services due to one-time performance pay budget in FY 2013/14. Decrease in Contractual Services for one-time funding of Community Services facilities master plan update in FY 2013/14. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 4 5 6 $98,630 $102,200 $120,000 Workload Number of operating and capital improvement projects managed Note: The projects estimated for FY 2013/14 are the adaptive recreation building remodel, master plan update and 3 playground replacements. The projects planned for FY 2014/15 are the Master plan update, 3 playground replacements, Copper Ridge ball field lights and the first phase of the Indian Bend Wash lakes/Indian School park project. Sponsorship revenue City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 341 - Table of Contents Community Services | Human Services COMMUNITY SERVICES HUMAN SERVICES Strategic Goal(s) Enhance Neighborhoods Value Scottsdale's Unique Lifestyle and Character Description Human Services operates the Granite Reef and Via Linda senior centers, the Paiute Neighborhood Center, Vista del Camino and the Community Assistance Office. Granite Reef and Via Linda 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 Scottsdalearea community action program through a partnership with Maricopa County. It 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 (CAO) provides Section 8 rental assistance to low-income families and offers case management to residents enrolled in t he family self-sufficiency program. CAO 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. 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. Manage federal, state, local and private resources, including the coordination of over 600 volunteers to respond to human service needs. Create opportunities for people to c onnect with one another and to the city through social and recreational interaction, volunteering, and emergency/support services. FY 2013/14 Achievements    Completed the Human Services strategic plan based on council mission and priorities. Developed and evaluated request for proposals for Human Services client database tracking system. Community Assistance Office, Vista del Camino, Senior Services and Human Services administrative staff participated and advocated for City of Scottsdale Human Services needs at the regional level through the Maricopa Association of Governments committees. FY 2014/15 Objectives     Improve customer service and performance management tracking by migrating human services client data to a new client-based tracking system. Improve the reporting of program outcomes by monitoring two new effectiveness measures that will indicate the percentage of improved conditions as a result of receiving services. Address local and regional needs, update the Human Services strategic plan and participate in regional initiatives, such as Aging in Place and the Homeless Continuum of Care. Improve planning for future needs by completing the Human Services five-year consolidated plan (2015-2019) which is required by the U.S. Department of Housing and Urban Development. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 342 - Table of Contents COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) HUMAN SERVICES Community Services | Human Services Actual 2012/13 Approved 2013/14 67.94 67.94 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 64.94 -3.00 2.69 % Actual 2012/13 Approved 2013/14 General Fund 3,980,527 4,104,744 4,343,727 238,983 Grant Funds 8,517,157 12,300,064 10,356,438 -1,943,626 319,638 423,205 423,202 -3 12,817,322 16,828,013 15,123,367 -1,704,646 Actual 2012/13 Approved 2013/14 Personnel Services 3,909,581 4,155,966 4,081,982 -73,984 Contractual Services 8,634,153 12,035,917 10,241,925 -1,793,992 227,298 636,130 799,460 163,330 46,290 0 0 0 12,817,322 16,828,013 15,123,367 -1,704,646 0 0 0 0 12,817,322 16,828,013 15,123,367 -1,704,646 Expenditures By Fund Special Programs Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes     The decrease in Personnel Services is due to the elimination of 3 FTEs (Service Support Worker, Senior Grant Program Specialist and Secretary). Changes in Contractual Services and Commodities are due to netting the increases and decreases in allocation and carryover amounts from y ear to year in th e Community Development Block Grant (CDBG) program, Section 8 Housing, Federal HOME Investment Partnership Program and local grant areas. The Grants Fund decrease is due to one-time extra Community Development Bl ock Grant (CDBG) program funds that were budgeted in FY 2013/14. The increase in the General Fund is due to a shortfall of Federal funding for Section 8 Administrative funding that the General Fund is absorbing. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 343 - Table of Contents COMMUNITY SERVICES HUMAN SERVICES Community Services | Human Services Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 7,411 7,425 7,450 1,963 1,960 1,965 6,634 5,986 5,950 $2 to $1 $2.2 to $1 $2.5 to $1 97% 96% 96% n/a n/a 75% n/a n/a 80% Workload Number of units of food assistance provided Note: Services included are food boxes, senior brown food bags, weekend youth "healthy packs" and food plus. Number of residents provided with financial assistance for housing Note: Services included are rent/mortgage or utility assistance, Section 8 rental voucher assistance, weatherization assistance (Maricopa County funds), emergency housing or roof repair and major home rehabilitation. Number of units of social services that sustain selfsufficiency Note: Services include visits to career center, attendance in job workshops and participation in Section 8 self-sufficiency program. Efficiency Ratio of alternate funding dollars to city General Fund dollars Note: This is a measure of how we are utilizing outside revenue sources to provide assistance to residents. Alternate funding sources include federal and local grants,sponsorships and donations. Annual utilization of available housing choice vouchers by residents in the Section 8 housing program Note: 95 percent or better is required in order to be deemed a high performing agency by federal standards. Effectiveness Percentage of clients who receive case management, participate in support groups, and participate in educational, recreational and socialization programs that report an improved condition Note: This is a new measure for FY 2014/15. The target is 75%. Data is based on the number of unduplicated clients, class participants, support group participants, fitness/wellness program participants, participants in tutoring programs and participants in other educational and socialization activities utilizing pre and post surveys to determine change in reported condition. Percentage of clients requesting emergency financial assistance that avoid eviction, foreclosure or termination of utility services for 30 days after receiving services Note: This is a new measure for FY 2014/15. The target is 80%. Data will be based on the number of households provided with at least 30 days of financial assistance for rent/mortgage or utility assistance compared to the overall number of clients that are seen and assessed for eligibility. Value for license agreements to non-profits $8.48 per $1 $9.50 per $1 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 344 - $9.75 per $1 Table of Contents Community Services | Human Services Actual 2012/13 Actual 2013/14 Projected 2014/15 $1 invested $1 invested $1 invested 197% 195% 195% Performance Measures Agencies using space in Human Services facilities Note: The city provides space in human services facilities for community non-profits that provide services to Scottsdale residents. This measures the return on investment in terms of services provided by non-profits for every dollar of city resources. In F Y 2012/13, these non-profits also provided 19.80 full-time equivalent positions to serve Scottsdale residents. Annual combined increase in earned income realized by family self-sufficiency participants Note: FY 2012/13 total increase for all 34 participants was $207,402 which represents a 197 percent increase from $105,374 to $312,776. The goal for many participants is to increase earning potential and to save for the purchase of a car or pay off debt. Section 8 housing voucher participants have the choice to be part of the Family Self-Sufficiency program and are able to put any increase in earned income into an escrow account that becomes theirs after they graduate from the program. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Granite Reef and Via Linda senior center volunteers: Work in daily and weekly programs and facilitie s such as computer labs, lobby concierge, brown bag, congregate lunches and assisting with many special events. 407 39,904 $898,638 19.2 Vista del Camino and Paiute Neighborhood Center volunteers: Work in many areas such as the food bank, back-to-school and holiday programs. 209 10,732 $241,685 5.2 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. 7 258 $5,810 0.1 623 50,894 $1,146,133 24.5 Volunteer Hours Total "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 345 - Table of Contents Community Services | Library Systems COMMUNITY SERVICES LIBRARY SYSTEMS Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality Description The Scottsdale Public Library System fosters lifelong learning by providing access to information, knowledge and ideas. With 5 accessible facilities and online resources, the library provides learning opportunities through books, DVDs, CDs, cultural and educational programming, annual destination events, 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. The library delivers training in technology and digital information. Library staff provide expertise in the latest software skills, boosting small business and high-growth entrepreneurship start-ups, formulating partnerships and supporting the innovation economy. Services Provided       Serves 1.4 million people annually with an array of services including books, DVDs, CDs, e-resources, databases, computers, Wi-Fi access, print/copy services, and adult and youth programs. Provides physical and electronic materials checked-out 3.4 million times annually. Offers an array of programs for all ages attended by 90,000 people annually. Provides public computers and Wi-Fi access 520,900 times annually. Guides 7,500 entrepreneurs annually through the Eureka Loft for their programming, mentoring, networking and small business needs. Develops and hosts high-profile destination events for 7,800 visitors and participants annually. FY 2013/14 Achievements      Expanded the bandwidth at all 5 library locations resulting in a 123 percent increase in customers accessing Wi-Fi. 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. Expanded services in the Eureka Loft, a collaborative community co-working space at the library free to anyone with an interest in problem solving, inventing, small business or entrepreneurship. Increased adult programs offered by 35 percent and adult program attendance by 37 percent. Refurbished and upgraded all self-check machines. FY 2014/15 Objectives     Double wireless capacity at public libraries in response to continued increases in customer demand. Increase selection within formats to supply library materials in media types most preferred by customers to maintain circulation rates. Create and implement a Discovery Zone collection model for acquiring and merchandising materials for youth that complements digital learning and increases checkouts. Establish strategic partnerships to identify funding opportunities to design and construct the Discovery Zone, a 21st century learning center for children. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 346 - Table of Contents COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) LIBRARY SYSTEMS Community Services | Library Systems Actual 2012/13 Approved 2013/14 118.30 118.30 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 116.93 -1.37 4.84 % Actual 2012/13 Approved 2013/14 8,595,171 8,960,895 8,851,151 -109,744 Grant Funds 248,675 72,500 58,000 -14,500 Special Programs Fund 177,574 343,800 489,037 145,237 9,021,420 9,377,195 9,398,188 20,993 Actual 2012/13 Approved 2013/14 6,969,799 7,192,412 7,134,232 -58,180 797,944 886,614 917,186 30,572 1,240,389 1,298,169 1,346,770 48,601 13,287 0 0 0 9,021,420 9,377,195 9,398,188 20,993 0 0 0 0 9,021,420 9,377,195 9,398,188 20,993 Expenditures By Fund General Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes   Personnel Services includes a decrease due to the elimination of two part-time positions (Library Aide and Library Assistant), offset slightly by increases to healthcare and retirement rates. The increase in spending in Special Programs Fund is due to the purchases of library materials in expanded formats for the Discovery Zone collection model. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 347 - Table of Contents COMMUNITY SERVICES LIBRARY SYSTEMS Community Services | Library Systems Actual 2012/13 Actual 2013/14 Projected 2014/15 Participation in adult programs 15,222 16,000 17,000 Attendance at early literacy programs 49,015 50,000 51,000 88,106 130,000 190,000 $0.34 $0.37 $0.34 Total registered borrowers as a percentage of total Scottsdale population 79% 86% 88% Library check-out rates for physical items (books, CDs, DVDs) on a per resident basis 14.1 12.9 11.5 1.32 1.63 1.81 19 17 16 n/a 4.75 4.80 Performance Measures Workload Note: Increased participation due to a $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 five part-time temporary employees for ten months per year; two at 15 hours per week, two at 20 hours per week and one at 30 hours per week. Number of people accessing Wi-Fi at t he city's 5 libraries Note: In FY 2013/14, a new Wi-Fi network was installed and bandwidth was increased to 100 Mbps to meet the 5-year, 200 percent increase in customer demand for wireless access. Thus far, FY 2013/14 Mbps maximums have been 105 Mbps. FY 2014/15 maximums are projected to be 150 Mbps. Estimates are based on growth in actual usage, file sizes and the increase in portable devices used by customers. Efficiency Dollars spent on materials per check-out Note: This measure is calculated by dividing total expenditures on materials by the number of check-outs. Effectiveness Note: Based upon International City/County Management Association data, Scottsdale has the highest per capita circulation in the Phoenix metropolitan area and ranks in the upper quartile in the nation. Physical material checkouts have declined with the shift to e-reading. Physical circulation FY 2011/12 was 3,400,934; FY 2012/13 was 3,101,900 and FY 2013/14 projected 2,811,378. Physical checkouts per capita are projected to remain relatively flat in FY 2014/15. Library check-out rates for electronic materials (ebooks, e-music, e-movies) on a per resident basis Note: E-material check-out rates continue to experience a high growth rate. Library professionals estimate that while growth will continue, it will be at a slower annual rate. Check-outs per registered borrower Note: The number of library cards issued is increasing, while circulation check-outs have remained flat. Performance objectives are in place to increase the frequency and quantity of check-outs per library card holder. Adult Services Programs customer satisfaction on a 5 point scale: 5=highly satisfied, 1=not satisfied. Note: Customer satisfaction surveys are distributed, collected and tabulated after every adult services program throughout the year. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 348 - Table of Contents Community Services | Library Systems Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Adult volunteers: Supplement library services for library shops, book/DVD/CD shelving, children’s early literacy programs and other assistance as needed by individual branches. Volunteers also serve on the Library Board and Friends of the Library. 380 36,000 $810,720 17.3 Teen volunteers: Support the library’s summer reading program and special outreach events throughout the year by assisting library staff with registrations, prize handouts, crafts, shelving materials and customer service. 392 6,307 $142,034 3.0 Total 772 42,307 $952,754 20.3 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 349 - Table of Contents Community Services | Parks & Recreation COMMUNITY SERVICES PARKS & RECREATION Strategic Goal(s) Enhance Neighborhoods Preserve Meaningful Open Space Value Scottsdale's Unique Lifestyle and Character Description Parks and Recreation delivers exceptional parks and recreation programs and services 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, 517 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. Services Provided      Operate and maintain 21 neighborhood parks covering 162 acres that provide primary recreation services that 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 8 specialty parks totaling 253 acres that preserve significant unique features of th e community, ranging from large natural preserves to historic and specialized features, such as Pinnacle Peak Park and McCormickStillman 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 8 after school programs, 5 community centers, 4 aquatic centers, 3 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 2013/14 Achievements   Successfully completed the preparation, documentation, submittal, site audit review and compliance process for 144 standards of excellence to secure the department's 20th year of accreditation by the Commission for Accreditation of Park and Recreation Agencies. Renovating the community center used to serve persons of all ages with various disabilities. FY 2014/15 Objectives     Improve customer service and benchmarking efforts to ensure better services. Achieve recognition for the 21st consecutive year from the Commission for Accreditation of Park and Recreation Agencies for re-accreditation demonstrating compliance with 144 standards of excellence. Improve performance management tracking by developing and implementing a new work management system. Open and operate community center renovation used to serve persons of all ages with various disabilities leveraging community partnerships, sponsorships and donations. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 350 - Table of Contents COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) PARKS & RECREATION Community Services | Parks & Recreation Actual 2012/13 Approved 2013/14 261.99 261.99 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 260.42 -1.57 10.77 % Actual 2012/13 Approved 2013/14 20,010,730 19,895,101 20,103,170 208,069 Special Programs Fund 1,621,583 1,924,023 1,815,435 -108,588 Transportation/HURF Fund 1,047,678 1,050,671 1,066,815 16,144 22,679,992 22,869,795 22,985,420 115,625 Actual 2012/13 Approved 2013/14 13,614,014 14,117,910 14,150,160 32,250 Contractual Services 5,869,507 6,296,890 6,536,661 239,771 Commodities 2,149,982 2,199,995 2,109,862 -90,133 45,694 0 0 0 21,679,197 22,614,795 22,796,683 181,888 1,000,795 255,000 188,737 -66,263 22,679,992 22,869,795 22,985,420 115,625 Expenditures By Fund General Fund Total Budget Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes   Contractual Service in the General Fund includes an increase in property, liability and worker's compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board's direction. The decrease in Special Programs is due to the Reduction to one-time funding for McCormick-Stillman Railroad Park maintenance projects in FY 2013/14. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 351 - Table of Contents COMMUNITY SERVICES PARKS & RECREATION Community Services | Parks & Recreation Actual 2012/13 Actual 2013/14 Projected 2014/15 26,307 26,307 27,200 Youth registered program and service participants (unduplicated) 15,784 15,784 16,200 Percentage of budget contracted out 25.8% 27.5% 28.0% 13.1 13.1 13.1 n/a 7.1 7.2 n/a 90% 92% n/a 26% 26% Performance Measures Workload Adult registered program and se rvice participants (unduplicated) Note: Calculated using CLASS system adult registration for programs and services, including adult leagues. Note: Calculated using approved budget totals Efficiency Acres of parks maintained per employee Note: Number of acres and staff reflect revised data of 796 acres maintained by 60.75 FTE. Cost per square foot of medians maintained (cents) Note: This is a new measure for FY 2014/15 and prior year information is not available. The projected increase in FY 2014/15 due to a contract escalator clause and anticipated request for increase from vendors, as well as increase in Personnel Services budget. The total square feet maintained = 22,502,626 (516.59 acres) resources of $1,604,447 = 7.1 cents per square foot. Effectiveness Overall customer satisfaction survey rating Note: This is a new measure for FY 2014/15 and prior year information is not available. Aggregate of customer satisfaction surveys from all services and program areas. Parks and Recreation percentage of total revenue to expenditures Note: This is a new measure for FY 2014/15 and prior year information is not available. It measures the percentage of department expenditures recovered through revenue, such as user fees. Currently, 26% of department costs are recovered through user fees and other revenues. It is calculated by using approved budget $22,869,795 and approved revenue target of $5,950,873. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 352 - Table of Contents Community Services | Parks & Recreation Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 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. 960 20,951 $471,817 10.1 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. 162 4,388 $98,818 2.1 Youth community service volunteers: Perform court-ordered community restitution, self-initiated unpaid service or school required by working alongside staff to complete skilled and unskilled tasks in city parks and facilities. 471 3,488 $78,550 1.7 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. 334 11,063 $249,139 5.3 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. 7 152 $3,423 0.1 1,934 40,042 $901,747 19.3 Volunteer Hours Total "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 353 - Table of Contents Community Services | Preserve Management COMMUNITY SERVICES PRESERVE MANAGEMENT Strategic Goal(s) Preserve Meaningful Open Space Value Scottsdale's Unique Lifestyle and Character 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. Services Provided    Protects the native plant and animal habitat through appropriate land management practices. Provides public access for non-motorized recreational uses via an interconnected network of well-maintained multipleuse trails and trailhead access points. Provides trail information to the public via printed and online maps, allowing safe access and navigation of the preserve trails system. FY 2013/14 Achievements      Acquired 2,400 acres of mountainous Arizona State Land Department in the southern area of the Preserve with funding assistance from the Arizona State Parks Growing Smarter grant program. Opened Brown’s Ranch trailhead. Opened first phase of Granite Mountain trailhead. Opened phase one of Fraesfield trailhead. Phase one trail improvements were completed. Phase two assessment and planning in th e gooseneck and north of Granite Mountain were initiated. FY 2014/15 Objectives    Acquire parcels 1 and 1A in the Pima/Dynamite area for future trailhead facility and major wash corridor protection. Restrict access to motorized recreational uses as prohibited in the preserve ordinance. Field locate/design and complete phase two construction of the northern and central preserve trails. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 354 - Table of Contents COMMUNITY SERVICES PRESERVE MANAGEMENT Community Services | Preserve Management Staff Summary Actual 2012/13 Approved 2013/14 3.00 3.00 Full-time Equivalents (FTE) Adopted Change 13/14 2014/15 to 14/15 3.00 % of City's FTEs 0.00 0.12 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 277,964 292,320 306,632 14,312 Grant Funds 22,140 0 0 0 Total Budget 300,104 292,320 306,632 14,312 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 183,740 197,854 182,478 -15,376 Contractual Services 89,433 67,766 98,854 31,088 Commodities 26,931 26,700 25,300 -1,400 0 0 0 0 300,104 292,320 306,632 14,312 0 0 0 0 300,104 292,320 306,632 14,312 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes   Decrease in Personnel Services due to change in staff time for capital related projects. Increase in Contractual Services for fleet maintenance and replacement costs. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 6,400 2,400 394 392,400 400,000 425,000 Workload Acres added to the preserve Provide access to the preserve (number of visitors) Note: Since counters are not present at all preserve access points, visitor counts will be lower than actual number of visitors. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Trail patrol, trail construction and maintenance, educational outreach, trailhead hosts and administrative. 460 39,103 $880,600 18.8 Total 460 39,103 $880,600 18.8 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 355 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 356 - Table of Contents PUBLIC SAFETY - FIRE Actual 2012/13 Approved 2013/14 23,697,493 24,975,855 25,185,281 209,426 PROFESSIONAL SERVICES 3,940,216 4,617,122 4,436,315 -180,807 FIRE & LIFE SAFETY 1,449,260 1,590,414 1,571,273 -19,141 786,796 902,698 875,768 -26,930 29,873,766 32,086,089 32,068,637 -17,452 Expenditures By Department OPERATIONS OFFICE OF THE FIRE CHIEF Total Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 357 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 358 - Table of Contents PUBLIC SAFETY - FIRE DIVISION SUMMARY Division Summary Public Safety - Fire Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 359 - Table of Contents PUBLIC SAFETY - FIRE Division Summary DIVISION SUMMARY Public Safety - Fire Strategic Goal(s) Enhance Neighborhoods 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 ensures 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. Services Provided • • • Operations Services provides 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 Scottsdale residents and visitors. Fire and Life Safety Services conducts new construction plan reviews, fire safety occupancy inspections and cause of fire investigations. Professional Services provides the required training to maintain medical certifications and firefighting skills, maintains the resource management inventory, deliver outreach programs and overall community safety messages to citizens of Scottsdale. FY 2013/14 Achievements • • • Received recognition as a Premier Level Emergency Medical Services agency by the Arizona Department of Health Services. (Largest municipality in Maricopa County to claim this award). Presented to City Council Ordinance No. 4109 to promote the general health and safety by requiring certain types of businesses within the city to follow and keep a current Public Safety Plan. Ordinance No. 4157 was also adopted to update the cities fireworks ordinance to comply with new state legislation. Scottsdale Firefighter Paramedics provided customers with direct patient care from their home or place of incident to the hospital emergency room 99.5% of the time. FY 2014/15 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. Ensure appropriate staffing to meet daily operational requirements and address employee reliability factors such as leave usage and injuries. Achieve market parity by rank and tenure within rank for sworn firefighters. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 360 - Table of Contents Division Summary Public Safety - Fire Charted Performance Measures Average travel time to emergency calls that include engines, ladders and ladder tenders 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 Effectiveness Effectiveness Workload City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 361 - Table of Contents Division Summary Staff Summary Full-time Equivalents (FTE) Public Safety - Fire Actual 2012/13 Approved 2013/14 258.00 265.00 % of City's FTEs Expenditures By Fund General Fund Grant Funds Special Programs Fund Total Budget Expenditures By Type Personnel Services Adopted Change 13/14 2014/15 to 14/15 267.00 2.00 11.04 % Actual 2012/13 Approved 2013/14 Adopted Change 13/14 2014/15 to 14/15 29,245,300 31,908,539 32,036,337 127,798 94,989 177,250 30,000 -147,250 533,477 300 2,300 2,000 29,873,766 32,086,089 32,068,637 -17,452 Actual 2012/13 Approved 2013/14 Adopted Change 13/14 2014/15 to 14/15 23,167,743 24,810,069 24,871,431 61,362 Contractual Services 4,954,199 5,958,015 6,053,219 95,204 Commodities 1,192,771 1,288,005 1,143,987 -144,018 25,576 30,000 0 -30,000 29,340,289 32,086,089 32,068,637 -17,452 533,477 0 0 0 29,873,766 32,086,089 32,068,637 -17,452 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes • • The increase in Personnel Services is primarily the result of dissolving the Public Safety Division (3 FTEs were transferred from Police Operational Support) and increases in healthcare and retirement rates. This is partially offset by 1 FTE transferred from the Public Safety - Fire Division to the Administrative Services Division, Human Resource department and reclassified from a Public Education Officer to a Human Resource Analyst Sr., and the reduction in overtime attributable to adding 8 firefighter positions in FY 2013/14. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 362 - Table of Contents PUBLIC SAFETY - FIRE DIVISION SUMMARY Division Summary Performance Measures Public Safety - Fire Actual 2012/13 Actual 2013/14 Projected 2014/15 11,000 12,838 11,500 36,113 41,103 56,000 80% 85% 83% 90% 88% 90% Workload 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 Contacts Public Education and Outreach Note: This is the total number of contacts made in a classroom or one-on-one 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. Efficiency 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%). Effectiveness Percent of fires confined to room of origin 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 363 - Table of Contents Public Safety - Fire | Office of the Fire Chief PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF Strategic Goal(s) Enhance Neighborhoods Description 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. The Office of the Fire Chief is additionally responsible for the City of Scottsdale’s Emergency Management and Emergency Preparedness at the direction of the City Manager. 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. Services Provided • • • Coordinates and maintains the city's Emergency Operations Center in addition to our 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. FY 2013/14 Achievements • • • Emergency Management (EM) offered 20 seminars with an attendance of 495 and the Ready Scottsdale offered 16 classes with a total attendance of 328. Emergency Operations Center (EOC) team training included 4 programs and 2 table top exercises; Strategic Planning for Wildland Urban Interface and McDowell Preserve. Volunteer time dedicated to EM estimated at 1,100 hours. Community Emergency Response Team delivered 2 community programs with an attendance of 43 participants. EM also obtained 4 grants totaling $21,800. FY 2014/15 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 364 - Table of Contents PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF Staff Summary Full-time Equivalents (FTE) Public Safety - Fire | Office of the Fire Chief Actual 2012/13 Approved 2013/14 5.00 5.00 Adopted Change 13/14 2014/15 to 14/15 6.00 % of City's FTEs 1.00 0.25 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 715,832 725,148 843,468 118,320 Grant Funds 70,964 177,250 30,000 -147,250 0 300 2,300 2,000 Total Budget 786,796 902,698 875,768 -26,930 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 652,863 662,761 766,623 103,862 Contractual Services 72,120 215,550 74,458 -141,092 Commodities 36,237 24,387 34,687 10,300 Capital Outlays 25,576 0 0 0 786,796 902,698 875,768 -26,930 0 0 0 0 786,796 902,698 875,768 -26,930 Special Programs Fund Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The increase in Personnel Services is primarily the result of dissolving the Public Safety Division, which included a transfer of 1 FTE from the Office of the Police Chief, along with increases in healthcare and retirement rates. The decrease in Contractual Services is the result of one-time grants budgeted in FY 2013/14 that were not included in FY 2014/15. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 $91,000 $286,858 $495,000 Efficiency The total grant funding received for emergency management and emergency preparedness Note: Available federal funds decreased significantly between FY 2011/12 and FY 2012/13. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 365 - Table of Contents Public Safety - Fire | Operations PUBLIC SAFETY - FIRE OPERATIONS Strategic Goal(s) Enhance Neighborhoods Description Operations Services 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, signature event protection, wildland fire pre-planning and suppression, hazardous materials mitigation, airport protection and rescue and technical rescue operations. 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. Support emergency services to the Phoenix Metropolitan area through the Phoenix Regional Dispatch Center and its associated automatic aid agreement. FY 2013/14 Achievements Maintained an average of 4 minutes and 27 seconds of travel time when responding to emergency incidents within the City. More than doubled our involvement in the number of Event Standby/Response activities. Major events this year include San Francisco Giants Spring Training and now all events out of WestWorld. Over 248 event plans/permits were reviewed culminating in over 100 event days supported by on-site Medical and Fire response. Continued to grow and improve our wildland triage program that provides fire safety feedback and education to businesses and residents in areas of wildfire exposure, by completing and sponsoring additional training. Deployed a Type I Division Supervisor to assist with management of two major wildfires within the state. Deployed response and support teams to Prescott and surrounding areas to assist after the Yarnell Fire tragedy. Conducted follow-up educational and injury prevention programs for Scottsdale’s pre-school, elementary, middle and high schools. FY 2014/15 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 366 - Table of Contents PUBLIC SAFETY - FIRE OPERATIONS Staff Summary Full-time Equivalents (FTE) Public Safety - Fire | Operations Actual 2012/13 Approved 2013/14 224.00 233.00 % 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 Adopted Change 13/14 2014/15 to 14/15 233.00 0.00 9.64 % Actual 2012/13 Approved 2013/14 Adopted Change 13/14 2014/15 to 14/15 23,139,992 24,975,855 25,185,281 209,426 24,025 0 0 0 533,477 0 0 0 23,697,493 24,975,855 25,185,281 209,426 Actual 2012/13 Approved 2013/14 19,853,990 21,011,069 20,995,066 -16,003 3,256,501 3,902,215 4,127,646 225,431 53,525 62,571 62,569 -2 0 0 0 0 23,164,016 24,975,855 25,185,281 209,426 533,477 0 0 0 23,697,493 24,975,855 25,185,281 209,426 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 367 - Table of Contents PUBLIC SAFETY - FIRE Public Safety - Fire | Operations Performance Measures OPERATIONS Actual 2012/13 Actual 2013/14 Projected 2014/15 27,075 28,544 28,500 4:18 4:27 4:20 31% 22.8% 35% Workload 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 i ncludes emergency medical services, technical rescues, hazardous materials, aircraft emergencies, fire alarms canceled and good intent calls. Effectiveness Average travel time (in minutes) 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 s cene through the terminal. Brain death and flash over in fires begins between 4 and 6 minutes (240 to 360 seconds). 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 del ivered 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 2012/13 was 89. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 368 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 369 - Table of Contents Public Safety - Fire | Professional Services PUBLIC SAFETY - FIRE PROFESSIONAL SERVICES Strategic Goal(s) Enhance Neighborhoods Description Professional Services is responsible for the department’s resource and inventory management in addition to three main divisions: Training & Development, Emergency Medical Services, and Professional Standards. Training and Development is responsible for ensuring the ongoing professional and skill development of the workforce. Emergency Medical Services is responsible for the maintenance of our employee’s medical certifications and quality assurance for patient documentation. Professional Standards is responsible for organizational quality assurance in addition to outreach and education programs both internally and externally. Services Provided • • • • • • • • • • Provides required training to the department's personnel to ensure maintenance of the required medical certifications and Occupational Safety and Health Act (OSHA) compliance. Coordinate and conduct training to meet the requirements established by the nationally recognized Insurance Service Organization (ISO). 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. Recruit and train additional volunteers to assist with the fire department's logistical and community education needs. FY 2013/14 Achievements Provided on-duty quarterly training to all field personnel. Training included comprehensive training module covering fire ground survival and practical techniques. Also included were live fire exercises utilizing a flashover chamber and first flashover training conducted for Scottsdale firefighters. Received recognition as a Premier Level Emergency Medical Services agency by the Arizona Department of Health Services. (Largest municipality in Maricopa County to claim this award). Coordinated a volunteer program with nearly 120 volunteers that contributed more than 7,500 hours of community outreach, education, deliveries and administration. FY 2014/15 Objectives 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. Recruit and train additional volunteers to assist with the fire department's logistical and community education needs. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 370 - Table of Contents PUBLIC SAFETY - FIRE PROFESSIONAL SERVICES Staff Summary Full-time Equivalents (FTE) Public Safety - Fire | Professional Services Actual 2012/13 Approved 2013/14 15.00 12.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 13.00 1.00 0.54 % Actual 2012/13 Approved 2013/14 General Fund 3,940,216 4,617,122 4,436,315 -180,807 Total Budget 3,940,216 4,617,122 4,436,315 -180,807 Actual 2012/13 Approved 2013/14 Personnel Services 1,299,619 1,676,024 1,644,537 -31,487 Contractual Services 1,542,920 1,743,649 1,748,645 4,996 Commodities 1,097,677 1,197,449 1,043,133 -154,316 0 0 0 0 3,940,216 4,617,122 4,436,315 -180,807 0 0 0 0 3,940,216 4,617,122 4,436,315 -180,807 Expenditures By Fund Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • The decrease in Personnel Services is primarily the result of dissolving the Public Safety Division, which included a transfer in of 2 FTEs from Police Operational Support which is offset by 1 FTE transferred from the Public Safety - Fire Division to the Administrative Services Division, Human Resource department and reclassified from a Public Education Officer to a Human Resource Analyst Sr. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 371 - Table of Contents PUBLIC SAFETY - FIRE PROFESSIONAL SERVICES Public Safety - Fire | Professional Services Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 32 48 40 240 280 240 0/10 2/4 0/10 Efficiency Work Related Injuries Note: Reportable injuries to fire department employees including all types of injuries sustained on duty. Effectiveness Training hours Note: This is the average number of hours each employee assigned to a 56-hour schedule received onduty during the fiscal year. ISO guidelines recommend two-hours per employee per shift worked. A 56-hour employee will work approximately 120 shifts equating to 240 hours of training. 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. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 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 t he "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. 150 5,785 $130,278 2.8 Total 150 5,785 $130,278 2.8 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 372 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 373 - Table of Contents Public Safety - Fire | Fire & Life Safety PUBLIC SAFETY - FIRE FIRE & LIFE SAFETY Strategic Goal(s) Enhance Neighborhoods Description Fire and Life Safety is responsible for the delivery of proactive fire prevention services to the community through risk evaluation, plan review, occupancy safety inspections and fire cause investigations. These Community Risk Reduction measures are accomplished through several city-wide outreach efforts that seek to improve civilian knowledge and establish structural features that could reduce the impact of a fire or an emergency incident in Scottsdale. Services Provided • • • • • Respond to all significant emergency fire incidents to determine the cause and origin of the fire and establish the loss/impact to the community. Respond to all non-emergency requests for preventive services to include inspections, business, HOA, community and resident related activities. FY 2013/14 Achievements 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/Paradise Valley/Cave Creek Unified School District to address any facility or safety concerns. 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. FY 2014/15 Objectives • • • 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. Conduct meetings with HOA’s and residents to establish effective wildland interface/defensible space guidelines to help address the extensive development that is adjacent to our McDowell Sonoran Preserve. Coordinate with Scottsdale Police, Legal and the Mayor’s Office to maintain a new ordinance and conduct advanced police and fire training for Scottsdale’s Assembly Occupancies (bars/nightclubs/pubs). City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 374 - Table of Contents PUBLIC SAFETY - FIRE FIRE & LIFE SAFETY Staff Summary Full-time Equivalents (FTE) Public Safety - Fire | Fire & Life Safety Actual 2012/13 Approved 2013/14 14.00 15.00 Adopted Change 13/14 2014/15 to 14/15 15.00 % of City's FTEs 0.00 0.62 % Actual 2012/13 Approved 2013/14 General Fund 1,449,260 1,590,414 1,571,273 -19,141 Total Budget 1,449,260 1,590,414 1,571,273 -19,141 Actual 2012/13 Approved 2013/14 1,361,271 1,460,215 1,465,205 4,990 82,658 96,601 102,470 5,869 5,332 3,598 3,598 0 0 30,000 0 -30,000 1,449,260 1,590,414 1,571,273 -19,141 0 0 0 0 1,449,260 1,590,414 1,571,273 -19,141 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • Changes in Personnel Services are the result of increases in healthcare and retirement rates Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 55.0 62.0 55.0 5.0 2.5 5.0 Effectiveness Property Saved in Response to a Fire (in millions) 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. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 375 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 376 - Table of Contents PUBLIC SAFETY - POLICE Actual 2012/13 Approved 2013/14 POLICE UNIFORMED SERVICES 48,816,048 51,575,688 53,907,216 INVESTIGATIVE SERVICES Expenditures By Department Adopted Change 13/14 2014/15 to 14/15 2,331,528 23,232,485 23,912,222 24,427,525 515,303 OPERATIONAL SUPPORT 7,904,271 8,942,802 8,599,756 -343,046 OFFICE OF THE POLICE CHIEF 1,885,295 2,430,565 1,920,640 -509,925 81,838,100 86,861,277 88,855,137 1,993,860 Total Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 377 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 378 - Table of Contents PUBLIC SAFETY - POLICE DIVISION SUMMARY Division Summary Public Safety - Police Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 379 - Table of Contents PUBLIC SAFETY - POLICE DIVISION SUMMARY Division Summary Public Safety - Police Strategic Goal(s) Enhance Neighborhoods Seek Sustainability 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 four areas: Office of the Police Chief, Uniformed Police Services, Investigative Services and Operational Support. Services Provided • • • • • • • • • • • • • • Prompt response to all emergency and non-emergency calls for police service throughout the city. Crime reduction and enhanced citizen involvement through neighborhood partnerships, education and community outreach. Conduct traffic law enforcement and related investigations in an effort 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. Systematically analyze data to identify patterns and trends in crime, and create bulletins, maps and link charts to assist police personnel in reducing and solving crime. FY 2013/14 Achievements Concluded a 4 year investigation ending in a 35 year prison term and restitution of $67 million for a former certified public accountant in Scottsdale who schemed his clients out of nearly $1 million in a Ponzi investment scheme. Developed an award-winning Public Safety Personnel database. Evaluated over 6,300 applications for employment. Received 128 department employee commendations from citizens. FY 2014/15 Objectives Develop safer neighborhoods through community partnerships, participation and education. Maintain full staffing levels to provide quality customer service. Conduct prompt and thorough investigations that positively affect the community. Maintain service levels dictated by public record and criminal justice agency requests, and meet customer service needs. Charted Performance Measures Percentage of Emergency Calls Answered within 10 Seconds. Average response time to emergency calls for service Percentage of DUI arrests involving non-residents of Scottsdale. Workload Efficiency Workload City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 380 - Table of Contents PUBLIC SAFETY - POLICE DIVISION SUMMARY Division Summary Staff Summary Full-time Equivalents (FTE) Public Safety - Police Actual 2012/13 Approved 2013/14 666.60 669.60 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 664.60 -5.00 27.49 % Actual 2012/13 Approved 2013/14 79,805,971 84,662,356 87,013,834 2,351,478 579,771 531,149 229,591 -301,558 1,452,357 1,667,772 1,611,712 -56,060 81,838,100 86,861,277 88,855,137 1,993,860 Actual 2012/13 Approved 2013/14 Personnel Services 67,198,476 69,445,080 70,945,478 1,500,398 Contractual Services 12,609,962 15,558,141 15,936,835 378,694 1,546,419 1,698,480 1,778,374 79,894 483,243 159,576 194,450 34,874 81,838,100 86,861,277 88,855,137 1,993,860 0 0 0 0 81,838,100 86,861,277 88,855,137 1,993,860 Expenditures By Fund General Fund Grant Funds Special Programs Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The increase in Personnel Services is primarily the result of a f ull year of funding for the compensation adjustments approved for FY 2013/14. The compensation adjustment budget is not included in the "Approved FY 2013/14" column, as it is budgeted at a macro line item, which is not at a divisional level. Changes in personnel services are also the result of dissolving the Public Safety Division (1 FTE was transferred to the Office of the Fire Chief and 2 FTEs were transferred to Fire Professional Services), and 2 FTEs were eliminated (Personnel Supervisor and Lead Municipal Security Guard) - offset by increases in healthcare and retirement rates. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. These were partially offset by reductions in fuel rates charged by Fleet and contractual services for the maintenance of an undercover facility. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 381 - Table of Contents PUBLIC SAFETY - POLICE DIVISION SUMMARY Division Summary Performance Measures Public Safety - Police Actual 2012/13 Actual 2013/14 Projected 2014/15 6,403 6,118 6,179 29.1 27.8 28.2 2,578 2,435 2,400 3,954 4,037 3,500 100% 100% 100% Workload 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 Total arrests for driving under the influence Note: Includes arrests made within City limits. Total traffic collisions Note: Anticipating collisions. a continued decline in traffic Effectiveness 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. 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. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Clerical and miscellaneous community policing efforts for Uniformed Services. 6 833 $18,753 0.4 Clerical support to Investigative Services. 8 11,314 $254,802 5.4 Handicapped parking enforcement for Uniformed Services. 2 1,361 $30,650 0.7 Police Museum expansion and honor guard duties. 1 145 $3,265 0.1 Report redaction and newsletter compilation for the public information office. 2 611 $13,760 0.3 Delivery services to the supply unit. 3 12,796 $288,160 6.2 Strategic planning consultation and assistance. 1 44 $991 0.0 23 27,104 $610,381 13.1 Volunteer Hours Total "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 382 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 383 - Table of Contents Public Safety - Police | Office of the Police Chief PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF Strategic Goal(s) Enhance Neighborhoods 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. Services Provided • • • • Provide public information at the request of media outlets and citizens. Conduct fair, impartial, timely investigations and foster fair and equal discipline. Prepare and manage the departments' operating and capital budgets. Crime reduction and citizen education through community partnerships and participation. FY 2013/14 Achievements • 125 citizen complaints were processed by Internal Affairs, a 6.7 percent decrease from previous year, with under 1 percent resulting in a “sustained” finding. Received 128 department employee commendations from citizens. Graduated 60 citizens from two Citizen Police Academies. Produced 8 “Behind the Badge” programs aired on City Cable 11. FY 2014/15 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 2014/15 Adopted Budget - Volume One - 384 - Table of Contents PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF Public Safety - Police | Office of the Police Chief Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 13.00 14.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 13.00 -1.00 0.54 % Actual 2012/13 Approved 2013/14 1,877,221 2,217,565 1,907,640 -309,925 8,074 213,000 13,000 -200,000 1,885,295 2,430,565 1,920,640 -509,925 Actual 2012/13 Approved 2013/14 1,792,763 2,181,418 1,786,979 -394,439 Contractual Services 74,741 117,893 106,861 -11,032 Commodities 12,717 70,254 26,800 -43,454 5,074 61,000 0 -61,000 1,885,295 2,430,565 1,920,640 -509,925 0 0 0 0 1,885,295 2,430,565 1,920,640 -509,925 Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • Changes in Personnel Services are the result of establishing separate cost centers for Fire and dissolving the Public Safety division, offset by increases in healthcare and retirement rates. The decrease in Personnel Services is due to 1 FTE, a Sr. Management Analyst, transferring to the Office of the Fire Chief. The decrease in Personnel Services is also due to a one-time cost of FY 2013/14 for vacation and medical leave accrual payouts associated with the retirement of a city's Assistant Police Chief. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 385 - Table of Contents PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF Public Safety - Police | Office of the Police Chief Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 4,338 4,437 4,300 100% 100% 100% 2% .5% 2% 14% 22% 15% Workload Number of publications and requests completed by the Public Information Officers Note: Includes monthly newsletters, media requests and public records redactions. Effectiveness Percentage of participants that completed Citizens Academy Note: A hands-on, interactive 12-week program designed to educate and inform citizens about the Scottsdale Police Department. There were 70 total attendees, 35 per class. Percentage of Police Department employees investigated as a result of an external complaint. Note: In calendar year 2012, less than 1% of police department employees (3 out of 666.6 FTE) were investigated as a result of an external complaint. Percentage of police department employees investigated as a result of an internal complaint Note: In calendar year 2013, 144 police department employees were investigated as a result of an i nternal complaint. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Police Museum expansion and honor guard duties. 1 145 $3,265 0.1 Report redaction and newsletter compilation for the public information office. 3 611 $13,760 0.3 Total 4 756 $17,025 0.4 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 386 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 387 - Table of Contents Public Safety - Police | Police Uniformed Services PUBLIC SAFETY - POLICE POLICE UNIFORMED SERVICES Strategic Goal(s) Enhance Neighborhoods 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. Services Provided • • • Prompt responses to all emergency and non-emergency calls for police service throughout the city. Crime reduction and enhanced citizen involvement through neighborhood partnerships, education and community outreach. Conduct traffic law enforcement and related investigations in an effort to reduce traffic collisions. FY 2013/14 Achievements • • • • Collaborated with the Office of the Mayor, City Attorney’s Office, local businesses and residents to create and implement a new “Best Practices” Public Safety Plan Ordinance. The purpose of Ordinance No. 4109 is to promote general health, safety and welfare of citizens, visitors, businesses and the community in general by requiring certain bars and nightclubs within the city to file, follow and keep current a public safety plan that specifically addresses patron and employee safety. The ordinance also sets standards for security staff/patron ratios and mandates security staff training provided free of charge by Scottsdale Police and Fire Departments. Enhanced crime prevention and community outreach efforts by having district based Crime Prevention Officers expand the “Coffee with a Cop” program to include “Yogurt with a Cop” throughout the four patrol districts. Responded to 233,534 emergency and routine calls for service in 4 police districts encompassing 185 square miles, 220,000+ citizens, and more than 8.5 million visitors. Dramatically expanded the “Know Your Limit” DUI outreach and education program throughout the State of Arizona and select cities in California due to the partnership with the Governor’s Office of Highway Safety. This is a program that originated in Scottsdale and has begun spreading around the country. FY 2014/15 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, participation and education. Enhance traffic safety through enforcement, investigation and education. Respond to emergency calls for service in an average of 5 minutes or less. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 388 - Table of Contents PUBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) POLICE UNIFORMED SERVICES Public Safety - Police | Police Uniformed Services Actual 2012/13 Approved 2013/14 416.10 414.10 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 415.10 1.00 17.17 % Actual 2012/13 Approved 2013/14 48,342,320 50,996,527 53,637,889 2,641,362 Grant Funds 192,615 282,863 0 -282,863 Special Programs Fund 281,112 296,298 269,327 -26,971 48,816,048 51,575,688 53,907,216 2,331,528 Actual 2012/13 Approved 2013/14 41,662,618 42,962,543 44,371,714 1,409,171 6,890,255 8,338,241 9,300,166 961,925 171,971 236,328 224,886 -11,442 91,203 38,576 10,450 -28,126 48,816,048 51,575,688 53,907,216 2,331,528 0 0 0 0 48,816,048 51,575,688 53,907,216 2,331,528 Expenditures By Fund General Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The increase in Personnel Services is primarily the result of a full year of funding for the compensation adjustments approved for FY 2013/14. The compensation adjustment budget is not included in the "Approved FY 2013/14" column, as it is budgeted at a macro line item, which is not at a divisional level. The increase in Personnel Services also includes 1 Lieutenant FTE transferred from Administrative Services within the division, and increases in healthcare and retirement rates. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 389 - Table of Contents PUBLIC SAFETY - POLICE POLICE UNIFORMED SERVICES Public Safety - Police | Police Uniformed Services Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 682.6 525 523 65% 66% 70% 1,070 1,092 1,103 95.5% 90% 93% Workload Number of detention bookings per detention officer Note: 22 detention officers conducted 11,548 bookings. These includes adults, juveniles, blue shirts (Scottsdale arrests held at the county but brought back for trial/pretrial purposes) and courtesy holds on behalf of another law enforcement agency. Percentage of DUI arrests involving non-residents of Scottsdale. Note: Of the 2,435 driving under the influence arrests made within the City of Scottsdale, 1,605 did not live within the City limits, and 4 were unknown. Number of calls for service that required Police Crisis Intervention Services Note: PCIS provides support and referrals for those dealing with a crisis situation. Effectiveness Percentage of emergency calls answered within 10 seconds. Note: 155,358 of the 172,557 emergency calls received by the Communications center were answered within 10 seconds. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Clerical and miscellaneous community policing efforts. 6 834 $18,775 0.4 Handicapped parking enforcement. 1 1,361 $30,650 0.7 Total 7 2,195 $49,425 1.1 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 390 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 391 - Table of Contents Public Safety - Police | Investigative Services PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES Strategic Goal(s) Enhance Neighborhoods 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. 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 2013/14 Achievements Successfully identified and arrested the “Dyno-mite/Thou-Shalt-Not-Steal Bandit" responsible for numerous bank robberies in the Phoenix/Scottsdale area since March 2009. Processed DNA evidence of a high profile sexual assault case that lead to the identification of the suspect within 48 hours from the time was committed, ultimately preventing the suspect from committing another offense. Concluded a four year investigation ending in a 35 year prison term and restitution of $67 million for a former certified public accountant in Scottsdale who schemed his clients out of nearly $1 million dollars in a Ponzi investment scheme. Led multistate drug investigation of a career cocaine dealer living in Scottsdale, that resulted in the seizure of approximately $80,000 in US currency, 5 high end collector cars, nearly 850 grams of cocaine and 1,200 Oxycodone pills. Additionally, Xanax, Soma and other dangerous and narcotic prescription drugs and steroids with a street value of over$55,000 was seized. FY 2014/15 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 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 2014/15 Adopted Budget - Volume One - 392 - Table of Contents PUBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) INVESTIGATIVE SERVICES Public Safety - Police | Investigative Services Actual 2012/13 Approved 2013/14 173.50 175.50 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 175.50 0.00 7.26 % Actual 2012/13 Approved 2013/14 21,682,158 22,505,462 22,868,549 363,087 387,156 248,286 229,591 -18,695 1,163,171 1,158,474 1,329,385 170,911 23,232,485 23,912,222 24,427,525 515,303 Actual 2012/13 Approved 2013/14 19,094,636 19,421,229 20,070,495 649,266 3,074,681 3,604,167 3,251,799 -352,368 Commodities 688,575 826,826 921,231 94,405 Capital Outlays 374,593 60,000 184,000 124,000 23,232,485 23,912,222 24,427,525 515,303 0 0 0 0 23,232,485 23,912,222 24,427,525 515,303 Expenditures By Fund General Fund Grant Funds Special Programs Fund Total Budget Expenditures By Type Personnel Services Contractual Services Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The increase in Personnel Services is primarily the result of a full year of funding for the compensation adjustments approved for FY 2013/14. The compensation adjustment budget is not included in the "Approved FY 2013/14" column, as it is budgeted at a macro line item, which is not at a divisional level. The increase in Personnel Services is also due to increases in healthcare and retirement rates. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. These were offset by reductions in fuel rates charged by Fleet and contractual services for the maintenance of an undercover facility that was eliminated. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 393 - Table of Contents PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES Public Safety - Police | Investigative Services Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 37,826 37,785 37,936 55% 59% 59% 13% 14% 14% 55% 61% 56% 100% 100% 100% 21% 23% 23% 25% 19% 20% Workload Total number of items impounded Note: Items seized for investigative purposes by department personnel. Percentage of items disposed versus items impounded Note: 22,269 items were disposed of while 37,785 were impounded during the same time period. Effectiveness Burglary Clearance Rate Note: A total of 1,093 burglary cases were reported, of which 151 were cleared. Persons Crime Part 1 Clearance Rate Note: In 2013, 337 crimes against persons were committed in Scottsdale, an increase of 2.4%. 205 of those crimes were cleared, an increase of 11% from the prior year. Homicide clearance rate Note: There were 4 homicides within Scottsdale's city limits. Property Crime Rate Clearance Note: In 2013, 5,781 property crimes were committed and1,305 were cleared. Percentage of DNA requests completed within 30 days Note: During the reporting period, 343 DNA cases closed which included backlog cases from the prior year (84). Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Clerical support 8 969 $21,828 0.5 Total 8 969 $21,828 0.5 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 394 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 395 - Table of Contents Public Safety - Police | Operational Support PUBLIC SAFETY - POLICE OPERATIONAL SUPPORT Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Description Police Operational Support Services comprises Resource Management, Personnel Services, Technology, Records, Crime Analysis, Municipal Security and Planning, Research and Accreditation, supporting the core operational functions of the Police Department. Services Provided • • • • • • • Manage department assets including equipment, supplies, vehicles, facilities and communication equipment. Lead accreditation compliance, manage division strategic plan and complete special projects and policy development. Recruit and conduct thorough backgrounds to hire the most qualified sworn and civilian personnel and support all personnel actions for the department. Manage citywide security including facility alarm monitoring and access control. Responds to public record, media and subpoena requests as well as requests from the City Attorney and other governmental agencies. Systematically analyze data to identify patterns and trends in crime, and create bulletins, maps and link charts to assist police personnel. Support more than 70 separate technologies including applications, hardware/software and other specialized solutions. FY 2013/14 Achievements • • • • • • • • • • Ensured appropriate spending and reporting for over $2 million in Capital Improvement Projects. Evaluated over 6,300 applications for employment. Analyzed over 250 background packets. Mobilized 61 new police vehicles into service, including 17 motorcycles secured through grant funding. Deployed over 80 new public safety radios in the field. Facilitated a Strategic Plan “Five Year” retreat and crime summit to develop the department’s coming 5 year plan. Completed department allocation patrol study to prepare for deployment software. Automated analysis of monthly Maricopa County Sheriff's Office jail billing to eliminate over billing. Developed an award winning Public Safety Personnel database. Managed the implementation of Taser Axon On-Body Camera pilot project. FY 2014/15 Objectives • • • • • • • Improve processes and operational efficiencies that align with city standards and regulations. Increase outreach efforts for police personnel. Lead police facility management efforts. Address safety levels in citywide security services, emergency preparedness and special event planning. Generate proactive recruitment strategies to maintain consistent staffing levels. Maintain service levels dictated by public record and criminal justice agency requests, and meet customer service needs. Identify technology applications that will improve public safety issues. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 396 - Table of Contents PUBLIC SAFETY - POLICE OPERATIONAL SUPPORT Staff Summary Full-time Equivalents (FTE) Public Safety - Police | Operational Support Actual 2012/13 Approved 2013/14 64.00 66.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 61.00 -5.00 2.52 % Actual 2012/13 Approved 2013/14 General Fund 7,904,271 8,942,802 8,599,756 -343,046 Total Budget 7,904,271 8,942,802 8,599,756 -343,046 Actual 2012/13 Approved 2013/14 Personnel Services 4,648,460 4,879,890 4,716,290 -163,600 Contractual Services 2,570,284 3,497,840 3,278,009 -219,831 673,156 565,072 605,457 40,385 12,372 0 0 0 7,904,271 8,942,802 8,599,756 -343,046 0 0 0 0 7,904,271 8,942,802 8,599,756 -343,046 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The decrease in Personnel Services is primarily the result of dissolving the Public Safety Division (1 FTE was transferred to the Office of the Fire Chief and 2 FTE were transferred to Fire Professional Services) and 2 FTEs were eliminated (Personnel Supervisor and Lead Municipal Security Guard) - offset by increases in healthcare and retirement rates. The decrease in Contractual Services is also related to the dissolving of the Public Safety Division. The contractual services that were associated with the 3 FTEs were also transferred to Fire. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 397 - Table of Contents PUBLIC SAFETY - POLICE OPERATIONAL SUPPORT Public Safety - Police | Operational Support Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 9,163 8,532 8,500 100% 100% 100% 61% 69% 80% 79% 75% 80% Workload Number of processed. public safety supply requests Note: Supplies include but not limited to uniforms, radar equipment, vehicle equipment, and office supplies. Effectiveness Percentage of Public Safety technology service requests responded to within 60 minutes Note: Service requests included but not limited to password resets, application installs and troubleshooting. Percentage of background checks processed (responded to) within 2 business days. Note: In 2013, 2,977 pre-employment background checks from outside agencies/business were requested and 2,048 were completed by the Records Unit. Records unit has been operating with 6 vacant positions. Percent of applications screened within 10 days of recruitment closing date. Note: 4,633 of the 6,187 Police and Fire applications received by the Personnel Unit were reviewed within 10 days of the recruitment closing. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Operations support (logistics and transportation) 3 1,214 $27,339 0.6 An adult volunteer assists the Planning, Research and Accreditation department in maintaining the department's strategic plan. 1 40 $901 0.0 Total 4 1,254 $28,240 0.6 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 398 - Table of Contents PUBLIC WORKS Actual 2012/13 Approved 2013/14 FLEET MANAGEMENT 17,307,053 19,327,799 19,993,143 665,344 FACILITIES MANAGEMENT 17,580,903 20,135,392 18,254,320 -1,881,072 SOLID WASTE MANAGEMENT 16,405,456 17,171,109 18,125,935 954,826 STREET OPERATIONS 11,279,683 13,338,404 14,311,041 972,637 757,734 794,993 960,712 165,719 63,330,829 70,767,697 71,645,151 877,454 Expenditures By Department CAPITAL PROJECT MANAGEMENT Total Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 399 - Adopted Change 13/14 2014/15 to 14/15 Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 400 - Table of Contents PUBLIC WORKS DIVISION SUMMARY Division Summary Public Works Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 401 - Table of Contents PUBLIC WORKS Division Summary DIVISION SUMMARY Public Works Strategic Goal(s) Advance Transportation Enhance Neighborhoods Seek Sustainability Description The Public Works Division comprises five departments: Capital Projects Management, Facilities Management, Street Operations, Solid Waste Management and Fleet Management. 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 nearly 3.5 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 2013/14 Achievements Completed citywide inventory of all roofs and plumbing fixtures. Identified and inventoried more than 5,000 pieces of electrical and heating/air conditioning equipment for future preventive maintenance program. Completed the final phase of the Tony Nelssen Equestrian Center expansion on schedule, which allowed the facility to be used for the Barrett Jackson Auto Auction, equestrian events, and specialty events in 2014. Maintained overall Pavement Condition Index at 74.5 on a scale of 1 to 100, by overlaying 58 lane miles of road with new pavement and maintaining 1,684,919 square yards of pavement. Solid Waste Management held rates steady for residential and commercial customers for fifth year in a row. Increased use of clean, primarily domestic and renewable fuels over the prior year: CNG increased by 110 percent over the prior year and E85 increased by 60 percent. Total fuel consumption has decreased over the past five years by 3.1 percent. FY 2014/15 Objectives • • • • • Complete series of relocations and consolidations that will result in more efficient use of existing facilities and divestiture of excess facilities. Begin implementation of historic bid pricing database in order to provide accurate and timely budget and cost estimates to client divisions to assist with their decision making process. Enhance system-wide traffic signal performance through repair, replacement or upgrade of vehicle detection equipment and updating of signal timing plans. Complete the research phase for Solid Waste Management software and move towards the purchase of a Vehicle Monitoring System that will bring efficiencies to refuse/recycling collection. 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 2014/15 Adopted Budget - Volume One - 402 - Table of Contents Division Summary Public Works Charted Performance Measures The goal for FY 2014/15 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. Ten percent additional preventive maintenance tasks will be completed in FY 2014/15 due to a new preventive maintenance team. Street Operations maintenance system wide Pavement Condition Index (PCI) at 70 or above Effectiveness Workload Effectiveness City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 403 - Table of Contents PUBLIC WORKS DIVISION SUMMARY Division Summary Staff Summary Full-time Equivalents (FTE) Public Works Actual 2012/13 Approved 2013/14 293.00 294.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 295.00 1.00 12.20 % Expenditures By Fund Actual 2012/13 Approved 2013/14 Fleet Management Fund 17,307,053 19,327,799 19,993,143 665,344 General Fund 17,758,961 20,288,085 18,308,732 -1,979,353 Solid Waste Fund 16,405,456 17,171,109 18,125,935 954,826 250,856 250,000 250,000 0 Transportation/HURF Fund 11,608,503 13,730,704 14,967,341 1,236,637 Total Budget 63,330,829 70,767,697 71,645,151 877,454 Actual 2012/13 Approved 2013/14 Personnel Services 17,876,937 18,479,097 18,998,848 519,751 Contractual Services 28,531,140 31,951,455 34,074,978 2,123,523 Commodities 9,457,203 10,969,795 10,557,999 -411,796 Capital Outlays 5,644,173 6,276,375 7,198,926 922,551 61,509,453 67,676,722 70,830,751 3,154,029 1,821,375 3,090,975 814,400 -2,276,575 63,330,829 70,767,697 71,645,151 877,454 Special Programs Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • • • • The increase in Personnel Services is mainly due to vacant positions in FY 2013/14. The budget appears to have a significant increase when comparing to the "Approved FY 2013/14" column as the budget for vacant positions is swept and therefore not included the "Approved FY 2013/14" column. The increase in Personnel Services is also due to the transfer of one FTE from another division and reclassified to a Real Estate Management Specialist, as well as increases in healthcare and retirement rates. The increase in Contractual Services is due to maintaining compliance with the Americans with Disabilities Act (ADA) requirements, expanded street overlay program, escalating utility rates, additional operating costs related to landfill costs and professional emergency environmental response services, and maintenance costs for machinery and vehicles. Contractual Services also includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. The decrease in Commodities is primarily due to the reduction in budgeted fuel. Capital Outlays budget increase is due to the scheduled replacement of vehicles and equipment that have exceeded their life cycle. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 404 - Table of Contents PUBLIC WORKS DIVISION SUMMARY Division Summary Public Works Actual 2012/13 Actual 2013/14 Projected 2014/15 67 77 78 5.3% 5.2% 5.2% for $15.96 $15.96 $15.96 Street Operations maintenance system wide Pavement Condition Index (PCI) at 70 or above 75.5 74.5 75.8 Performance Measures Workload Number of real estate leases/licenses per employee (2.50 FTE committed to lease/license mgmt.) Note: Real Estate continues to negotiate the leasing and licensing of available city property and assist internal clients with lease and license documentation and updating. This increases the number of licenses managed per employee. Efficiency Capital Project Management expenses as a percentage project costs Average monthly cost to the residential solid waste services customer Note: No service fee increase expected for upcoming fiscal year. Effectiveness 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 influenced our ability to stay current with pavement maintenance needs. 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”. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 405 - Table of Contents Public Works | Capital Project Management PUBLIC WORKS CAPITAL PROJECT MANAGEMENT Strategic Goal(s) Advance Transportation Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality 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. 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 2013/14 Achievements • • • • • • Completed the final phase of the Tony Nelssen Equestrian Center expansion on the planned schedule, which allowed the facility to be used for the Barrett Jackson Auto Auction, equestrian events, and specialty events in 2014. Negotiated the disposition of a 9,338 square foot commercial office building and several city properties, including a remnant parcel and well sites resulting in revenues of just under $1,000,000. Completed several high profile projects including the Northsight and Hayden Road roundabout, the Advanced Water Treatment Expansion Phase II, the Rawhide Wash Bridge on Scottsdale Road, the addition of 23 miles of trails to the McDowell Sonoran Preserve and the redevelopment of the Belleview fourplex residential buildings. Negotiated substantial rent reductions on two commercial leases in which city is the tenant resulting in savings of $6,000 per month combined for the facilities. Completed design in-house for approximately $1,800,000 in capital projects resulting in reduction in outside consulting design fees of nearly $300,000. Completed solicitation and acquisition of Capital Project Management software system to prepare for implementation and testing in coming fiscal year. FY 2014/15 Objectives • • • • • • Complete programmed capital projects within budget and schedule to the satisfaction of client divisions. Complete the installation and testing of new CPM software installation and provide training for internal and external users in the effective use of the software for all new capital projects. Begin implementation of historic bid pricing database in order to provide accurate and timely budget and cost estimates to client divisions to assist with their decision making process. Seek and review additional funding opportunities for capital projects to assist client divisions in the execution of critical capital projects. Continue to assist in the administration of existing agreements and negotiation of new agreements affecting real property rights across all departments. Implement disposition of excess real estate assets identified during consolidation of staff offices. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 406 - Table of Contents PUBLIC WORKS CAPITAL PROJECT MANAGEMENT Staff Summary Full-time Equivalents (FTE) Public Works | Capital Project Management Actual 2012/13 Approved 2013/14 44.00 44.00 Adopted Change 13/14 2014/15 to 14/15 45.00 % of City's FTEs 1.00 1.86 % Expenditures By Fund Actual 2012/13 Approved 2013/14 General Fund 506,878 544,993 710,712 165,719 Special Programs Fund 250,856 250,000 250,000 0 Total Budget 757,734 794,993 960,712 165,719 Expenditures By Type Actual 2012/13 Approved 2013/14 Personnel Services 410,333 424,782 586,276 161,494 Contractual Services 344,189 364,341 367,666 3,325 2,745 5,870 6,770 900 467 0 0 0 757,734 794,993 960,712 165,719 0 0 0 0 757,734 794,993 960,712 165,719 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The increase in Personnel Services is due to the transfer of one FTE from another division and reclassified as a Real Estate Management Specialist, as well as increases in healthcare and retirement rates. Contractual Services includes an increase in property, liability and worker's compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board's direction. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 67 77 78 5.3% 5.2% 5.2% Workload Number of real estate leases/licenses managed per employee Note: Real Estate continues to negotiate the leasing and licensing of available city property and assist internal clients with lease and license documentation and updating. This increases the number of licenses managed per employee. 2.50 FTE manage leases and licenses. Efficiency Capital Project Management expenses as a percentage of project costs City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 407 - Table of Contents Public Works | Facilities Management PUBLIC WORKS FACILITIES MANAGEMENT Strategic Goal(s) Seek Sustainability Description The Facilities Management Department provides on-demand and preventive maintenance services along with scheduled, lifecycle 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. 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 major-system 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 2013/14 Achievements • • • • • • • • • • Repaired/replaced public sidewalk, train landing and ADA ramp to improve access at McCormick Stillman Railroad Park. Rebuilt the electrical panel and circuits to the Drinkwater Underpass mechanical room controlling equipment and fixtures on the Civic Center Mall to ensure safety. Removed and replaced two end of life-cycle air conditioning units to improve heating and cooling reliability on the Indian School Park Club SAR/Giants training complex. Performed necessary structural repairs at both Civic Center Library and Scottsdale Museum Of Contemporary Art parking garages. Completed citywide inventory of all roofs and plumbing fixtures. Identified and inventoried more than 5,000 pieces of electrical and heating/air conditioning equipment for future preventive maintenance program. FY 2014/15 Objectives Complete series of relocations and consolidations that will result in more efficient use of existing facilities and divestiture of excess facilities. 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 2014/15 Adopted Budget - Volume One - 408 - Table of Contents PUBLIC WORKS FACILITIES MANAGEMENT Staff Summary Full-time Equivalents (FTE) Public Works | Facilities Management Actual 2012/13 Approved 2013/14 54.00 54.00 Adopted Change 13/14 2014/15 to 14/15 54.00 % of City's FTEs 0.00 2.23 % Expenditures By Fund General Fund Transportation/HURF Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Actual 2012/13 Approved 2013/14 Adopted Change 13/14 2014/15 to 14/15 17,252,083 19,743,092 17,598,020 -2,145,072 328,820 392,300 656,300 264,000 17,580,903 20,135,392 18,254,320 -1,881,072 Actual 2012/13 Approved 2013/14 4,313,782 4,317,304 4,401,758 84,454 10,281,758 11,548,072 11,916,327 368,255 1,163,987 1,108,541 1,121,835 13,294 0 70,500 0 -70,500 15,759,527 17,044,417 17,439,920 395,503 1,821,375 3,090,975 814,400 -2,276,575 17,580,903 20,135,392 18,254,320 -1,881,072 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • • The increase in Personnel Services is due to increases in healthcare and retirement rates. The increase in Contractual Services is due to increases in utilities and maintenance costs for machinery, equipment and vehicles. Contractual Services also includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. The decrease in Operating Projects is due to the one-time appropriation for the engineering survey for the repair of the parking garages in FY 2013/14, which is not in the FY 2014/15 budget. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 1,240 1,805 1,980 11.20 12.75 9.70 5.3 4.92 6.2 Workload Scheduled completed preventive maintenance tasks Note: Ten percent additional preventive maintenance tasks will be completed in FY 2014/15 due to a new preventive maintenance team. Average number of completed operating projects managed per contract administrator Note: Baseline to be established in FY 2013/14. Efficiency Average hours per work request in man-hours Note: This is a measure of how efficiently technicians resolve work orders. Facilities anticipate a 10 per cent efficiency improvement. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 409 - Table of Contents Public Works | Fleet Management PUBLIC WORKS FLEET MANAGEMENT Strategic Goal(s) Seek Sustainability Description Fleet Management comprises five major programs: Administration, Operations, Parts Supply, Fuel and Vehicle Acquisitions. Administration provides financial planning, management support, IT support and data analysis for fleet functions. Operations maintains and repairs the city's fleet of vehicles to ensure safe, efficient and cost effective operation. 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. 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. Additionally, fleet administration closely interacts with using departments and finance through custom reporting created primarily by fleet administration. 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, parts and accessories required to maintain and repair vehicles and equipment, and develops and maintains related contracts. The Fleet Fuel program manages fuel inventories at eight fuel sites throughout the city consisting of Compressed Natural Gas (CNG), bio-diesel, 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. Vehicle Acquisitions also coordinates the get ready process with the using department, shop operations and vendors. FY 2013/14 Achievements • • • • Increased use of clean, primarily domestic and renewable fuels over the prior year: CNG increased by 110 percent over the prior year and E85 increased by 60 percent. Total fuel consumption has decreased over the past five years by 3.1 percent. Increased availability and use of alternative fuels by converting unleaded tank to E85 and vehicle replacements by alternative fuel vehicles, when possible. City's count of dedicated, on highway, CNG vehicles has doubled and the number of Flex-fuel vehicles is 34 percent over the prior year. Antiquated vehicle replacements increased 68 percent from prior year and internal programs were implemented to promote a positive relationship with customers: 155 replacement vehicles were purchased in FY 2013/14. FY 2014/15 Objectives • • • • • Continue to increase the number of CNG fueled vehicles through the replacement of current diesel and gasoline fueled vehicles. Support technician training and certifications for CNG vehicle fuel systems and emergency vehicles. Modify the north corporation yard’s fleet shop to comply with CNG safety regulations for working maintenance facilities. 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. In-source new equipment up-fitting to include installation of emergency vehicle lighting and warning systems along with public works vehicle warning light systems. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 410 - Table of Contents PUBLIC WORKS FLEET MANAGEMENT Staff Summary Full-time Equivalents (FTE) Public Works | Fleet Management Actual 2012/13 Approved 2013/14 46.00 46.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 46.00 0.00 1.90 % Expenditures By Fund Actual 2012/13 Approved 2013/14 Fleet Management Fund 17,307,053 19,327,799 19,993,143 665,344 Total Budget 17,307,053 19,327,799 19,993,143 665,344 Actual 2012/13 Approved 2013/14 Personnel Services 3,126,827 3,258,454 3,437,161 178,707 Contractual Services 1,472,794 1,461,028 1,535,145 74,117 Commodities 7,063,725 8,413,617 7,852,211 -561,406 Capital Outlays 5,643,706 6,194,700 7,168,626 973,926 17,307,053 19,327,799 19,993,143 665,344 0 0 0 0 17,307,053 19,327,799 19,993,143 665,344 Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • • • The increase in Personnel Services is mainly due to vacant positions in FY 2013/14. The budget appears to have a significant increase when comparing to the "Approved FY 2013/14" column as the budget for vacant positions is swept and therefore not included in the "Approved FY 2013/14" column. The increase in Personnel Services is also due to increases in healthcare and retirement rates. Contractual Services includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. The decrease in Commodities is due to the reduction in budgeted fuel. The increase in Capital Outlays is due to the scheduled replacement of vehicles and equipment that have exceeded their life cycle. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 411 - Table of Contents PUBLIC WORKS FLEET MANAGEMENT Public Works | Fleet Management Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 88.0% 87.5% 88.0% 68.2% 73.0% 72.0% 41 45 45 n/a 46 30 Efficiency Fleet maintenance/repairs completed in less than 1 day Note: The goal for FY 2014/15 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. 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. Effectiveness Meantime between repairs (average days per vehicle), a counter measure to equipment turnaround. Note: 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. The preparation of new vehicles and equipment for service will be completed in 30 days after receipt of the vehicles and equipment. Note: This is a new measure for FY 2014/15. Fleet will complete the up-fitting of vehicle in 30 days on average for new city vehicles and equipment. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 412 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 413 - Table of Contents Public Works | Solid Waste Management PUBLIC WORKS SOLID WASTE MANAGEMENT Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Description Solid Waste maintains clean neighborhoods and protects public health by providing solid waste collection, transportation, disposal, compliance and education services at the lowest practical rate and the highest possible customer satisfaction. Services Provided • • • • • • • • • • Residential Collection Services - Provides weekly refuse and recycling collection and monthly brush and bulk collection to more than 80,000 single family residential customers. Commercial Collection Services - Provides commercial refuse collection 6 days a week to businesses, multifamily housing developments, all City facilities and parks. Container Repair Services provides customer service to more than 80,000 single family homes serviced by residential collection services; provides direct services to more than 1,445 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 2013/14 Achievements Held solid waste rates steady for residential and commercial customers for fifth year in a row. Conducted three Household Hazardous Waste Collection events for Scottsdale residents, serving 2,536 vehicles and diverting 63 tons from the landfill. Conducted four Electronics Recycling events for Scottsdale residents, serving 2,785 vehicles and diverting 68 tons from the landfill. Continued to increase 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 6,973 refuse containers as requested by residential solid waste customers to ensure that the city stays in compliance with Maricopa County Health Code regarding acceptable condition of refuse containers and proper storage of refuse. FY 2014/15 Objectives • • • • • • • • Maintain effective and positive working relationship with the Salt River Pima Maricopa Indian Community landfill staff. Increase residential recycling diversion rate from 28.15% to 35% or greater by the year 2020 through public outreach, educational programs and technology. 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. Continue to work towards a greener fleet of collection vehicles by replacing diesel powered vehicles with CNG powered ones. Complete the research phase for Solid Waste Management software and move towards the purchase of a Vehicle Monitoring System that will bring efficiencies to refuse/recycling collection. Collaborate with other Public Works departments to draw expertise and share best practices with Solid Waste Management staff. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 414 - Table of Contents PUBLIC WORKS SOLID WASTE MANAGEMENT Staff Summary Full-time Equivalents (FTE) Public Works | Solid Waste Management Actual 2012/13 Approved 2013/14 89.00 90.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 90.00 0.00 3.72 % Actual 2012/13 Approved 2013/14 Solid Waste Fund 16,405,456 17,171,109 18,125,935 954,826 Total Budget 16,405,456 17,171,109 18,125,935 954,826 Actual 2012/13 Approved 2013/14 Expenditures By Fund Expenditures By Type Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Personnel Services 6,069,521 6,195,465 6,198,557 3,092 Contractual Services 9,754,264 10,377,979 11,175,288 797,309 581,671 596,490 752,090 155,600 0 1,175 0 -1,175 16,405,456 17,171,109 18,125,935 954,826 0 0 0 0 16,405,456 17,171,109 18,125,935 954,826 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes • • • • The increase in Personnel Services is due to increases in healthcare and retirement rates. Increase in Contractual Services reflects additional operating services related to landfill costs and professional emergency environmental response services. Contractual Services also includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. The increase in Commodities is due to the increased costs of new replacement refuse/recycle containers. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 415 - Table of Contents PUBLIC WORKS SOLID WASTE MANAGEMENT Public Works | Solid Waste Management Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 610 620 610 $15.96 $15.96 $15.96 16% 17% 17% $30,504 $29,097 $32,000 Workload Average pounds of recyclable material collected per residential account per year Note: Reduction a result of less municipal solid waste collected Efficiency Average monthly cost to customer for residential solid waste services Note: No service fee increase expected for upcoming fiscal year. Effectiveness Diversion rate for material collected by Solid Waste Management Note: Measure based on level of recycling efforts used to divert material from landfill. Revenue generated through various diversion programs City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 416 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 417 - Table of Contents Public Works | Street Operations PUBLIC WORKS STREET OPERATIONS Strategic Goal(s) Advance Transportation Seek Sustainability Value Scottsdale's Unique Lifestyle and Character Description Street Operations provides safe, efficient, and environmentally compliant multi-modal transportation and drainage systems through the cost-efficient management and maintenance of traffic controls and infrastructure. Services Provided • • • • • • • • • • • • • • • • • Asphalt and Maintenance Program: Administers a program of preventive maintenance treatments on city-owned asphalt surfaces, repairs concrete curbs and sidewalks, and provides quick response to damaged pavement and concrete complaints. Traffic Signals Program: Provides a program of preventive maintenance, emergency repairs, and construction/installation of new components for the traffic signal system. Intelligent Transportation Systems Program: Operates the Traffic Management Center to coordinate traffic signal control through timing plans and real-time adjustments, producing safe and predictable travel times on major city streets in conjunction with regional traffic signal coordination. Signs and Markings Program: Provides installation, inspection, maintenance, and repair of the city’s traffic signs and roadway markings. Street Light Maintenance Program: Provides inspection, repair, and replacement/installation of the street light infrastructure. Emergency Response Program: Provides after-hours emergency response for damaged infrastructure and weatherrelated incidents on public streets. Grading and Drainage Program: Grades, inspects, and provides dust controlling surfaces on unpaved roads and arterial shoulders; and inspects and cleans city-wide drainage system components. Street Cleaning Program: Provides scheduled periodic mechanical sweeping on paved streets, alleys, city-owned parking lots, parking structures, and multi-use paths. Alley Maintenance Program: Grades, inspects, and provides dust controlling surfaces and vegetation control on unpaved alleys. FY 2013/14 Achievements Maintained overall Pavement Condition Index at 74.5 on a scale of 1 to 100, by overlaying 58 lane miles of road with new pavement and maintaining 1,684,919 square yards of pavement. Relocated the Traffic Management Center to a new location with state-of-the-art configuration, with minimal interruption to traffic management services. Also increased the number of miles of fiber optic cable at minimal cost to the city, and continued to install new cameras and upgrade old cameras. Completed the Mayor's downtown lighting improvements safety initiative to increase lighting to improve safety, while reducing energy costs. Initiative included the replacement of high pressure sodium lamps with energy-efficient LED luminaires and implementation of a pilot program of installing induction lighting fixtures in three city-owned parking lots. Through federal block grants, upgraded 266 street light heads to LED energy efficient lighting in four neighborhoods to reduce kilowatt consumption and achieve long-term energy cost savings. Repaired 34,167 square feet of sidewalk, completed 7,581 linear feet of curb/gutter drainage corrections, and installed 4,926 square feet of ADA ramps and 2,171 square feet of valley gutters. Also patched and/or secured 433 locations for Water Operations. Enhanced bicycle rider safety by modifying the storm drain grates within the roadway/bicycle lanes throughout the city, encompassing a total of 1,214 assets; and made anti-theft modifications to the grates to reduce and/or eliminate potential liability. Complied with Scottsdale Revised Code requirements and the Arizona Pollutant Discharge Elimination System Program for drainage maintenance, and with EPA dust abatement regulations on unpaved roads, arterials shoulders, and unpaved alleys, resulting in no warnings, violations, or fines. Complied with Maricopa County’s PM-10 Air Quality Compliance and Enforcement Program in the course of sweeping in excess of 26,500 roadway miles, resulting in no warnings, violations, or fines. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 418 - Table of Contents Public Works | Street Operations FY 2014/15 Objectives • • • • • • • • • • • Enhance system-wide traffic signal performance through repair, replacement or upgrade of vehicle detection equipment and updating of signal timing plans. Asphalt and Maintenance Program: Ensure city streets are well maintained through an effective pavement preservation regime and responsive repair on asphalt and concrete infrastructure. Traffic Signals Program: Ensure safe, reasonable, and predictable travel times through well maintained traffic signals and prompt repair 24 hours per day. Intelligent Transportation Systems Program: Ensure safe, reasonable, and predictable travel times by providing timely media alerts about current traffic conditions, thereby enabling the driving public to adjust travel routes to avoid delays. Signs and Markings Program: Ensure well maintained roadway striping, pavement marking, and traffic signage. Street Light Maintenance Program: Ensure street lights are well maintained to enhance neighborhood and roadway safety. Emergency Response Program: Ensure safe, reasonable, and predictable travel times during evening and weekend hours. Grading and Drainage Program: Provide well maintained unpaved local roads, unpaved arterial shoulders, and drainage system components in compliance with the city’s dust control permit and stormwater management program requirements (MS4 Permit). Street Cleaning Program: Ensure city streets are clean through systematic street sweeping in support of the city’s stormwater management program requirements (MS4 Permit). Alley Maintenance Program: Provide well-maintained and clean unpaved alleys in compliance with the city’s dust control permit. Implement a measure of travel time as a means to demonstrate effectiveness of traffic signal operations. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 419 - Table of Contents PUBLIC WORKS STREET OPERATIONS Public Works | Street Operations Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 60.00 60.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 60.00 0.00 2.48 % Actual 2012/13 Approved 2013/14 Transportation/HURF Fund 11,279,683 13,338,404 14,311,041 972,637 Total Budget 11,279,683 13,338,404 14,311,041 972,637 Actual 2012/13 Approved 2013/14 Personnel Services 3,956,474 4,283,092 4,375,096 92,004 Contractual Services 6,678,135 8,200,035 9,080,552 880,517 645,075 845,277 825,093 -20,184 0 10,000 30,300 20,300 11,279,683 13,338,404 14,311,041 972,637 0 0 0 0 11,279,683 13,338,404 14,311,041 972,637 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The increase in Personnel Services is due to increases in healthcare and retirement rates. The increase in Contractual Services is due to the expanded efforts on ADA mandates on curb ramps, as well as the street overlay program. Contractual Services also includes an increase in property, liability and worker’s compensation as a result of an increase in claims paid and to ensure the balance of the Risk Fund maintains an 85 percent confidence level per the Loss Trust Fund Board’s direction. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 420 - Table of Contents PUBLIC WORKS STREET OPERATIONS Public Works | Street Operations Actual 2012/13 Actual 2013/14 Projected 2014/15 100% 100% 100% Traffic Signals Program: Respond to traffic signal trouble calls within one hour. 52 minutes 40 minutes 45 minutes Intelligent Transportation Systems Program: Increase the number of media alerts about current traffic conditions by 10% annually. 5% (11%) 15% Signs and Markings Program: Replace 10 percent of retro-reflective traffic sign facings annually. 9% 9.8% 10% Street Light Maintenance Program: Respond to street light outage complaints within 48 hours. n/a 50 Hours 48 Hours 95% 82% 95% Asphalt and Maintenance Program: Maintain the city's asphalt street system Pavement Condition Index (PCI) above the minimum goal of 70. 75.5 74.5 75.8 Grading and Drainage Program: Grade unpaved roads at an average frequency of 31 to 42 days. 31 days 40 days 42 days Street Cleaning Program: Sweep 100% of streets at the following frequency based on street classification - major streets twice per month, downtown streets twice per week, and residential streets monthly. Major: 91% / Downtown: 85% / Residential: 94% Major: 98% / Downtown: 98.1% / Residential: 92% 98% for all street classifications Asphalt Maintenance Program (Pothole Repair): Respond to all pothole trouble calls within 48 hours. 92.5% 94% 98% Performance Measures Workload Alley Maintenance Program: Treat unpaved alleys annually with a dust palliative to comply with city's dust control permit. Efficiency Note: This is a new measure in FY 2014/15 and no data is available for prior years. Emergency Response Program: Respond to 100% of emergency calls on street-related issues within 1 hour. Effectiveness City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 421 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 422 - Table of Contents WATER RESOURCES Actual 2012/13 Approved 2013/14 WATER SERVICES 32,832,878 36,407,649 36,286,719 -120,930 WATER RECLAMATION SERVICES Expenditures By Department Adopted Change 13/14 2014/15 to 14/15 17,706,163 21,465,267 22,642,376 1,177,109 WATER TECHNOLOGY & ADMIN 3,319,781 5,956,193 6,691,910 735,717 WATER PLANNING AND ENGINEERING 6,011,737 3,443,696 3,561,916 118,220 WATER QUALITY 2,532,234 2,898,201 3,133,155 234,954 62,402,793 70,171,006 72,316,076 2,145,070 Total Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 423 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 424 - Table of Contents WATER RESOURCES DIVISION SUMMARY Division Summary Water Resources Staff Summary Expenditures By Fund Percents represent FY 2014/15 Adopted Expenditures By Type Percents represent FY 2014/15 Adopted City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 425 - Table of Contents WATER RESOURCES Division Summary DIVISION SUMMARY Water Resources Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality 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 88,000 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 79,000 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. 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 88,000 water accounts within Scottsdale and neighboring areas of Maricopa County and Carefree Provide sanitary, reliable, high quality water reclamation services for more than 79,000 accounts including sewer collection, treatment and re-use/recharge FY 2013/14 Achievements • • • • • • • • Met all drinking water, reclaimed water and superfund program requirements for federal, state and local regulations including distribution of an annual report designed to communicate water quality information to customers. Restructured wastewater rates to align more closely with water rate structure and lowered cost for residential customers with small flows. Finalized implementation strategies to control/comply with future disinfection byproduct regulations. Implemented pre-treatment processes and rehabilitated microfiltration basins at the Chaparral Water Treatment Plant. Updated Infrastructure Improvement Plan, Impact Fees and Formulas, and substantially completed update of the Water Master Plan. 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. Completed final implementation phase of the Optimization Program, enabling the Division to improve overall efficiencies and responsiveness to system disruptions. Ensured future water supply sustainability by increasing stored water credits for drought reserve. FY 2014/15 Objectives • • • • • • Increase stored water credits for drought reserve, ensure water supply sustainability Begin Technology Master Plan to better manage unique and complex water and sewer system operations Expand strategies to control/comply with new disinfection byproduct regulations Complete installation design of hydro-turbines to generate renewable energy at key facilities Initiate education campaign on salinity to reduce salt in wastewater and environment Enhance business practices and security with migration to electronic documentation, eDocs City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 426 - Table of Contents Division Summary Water Resources Charted Performance Measures Average Day Drinking Water Production (in million gallons) Average Day Sewage Collected and Treated (in million gallons) ADWR Requires <10% Annually Workload Workload Efficiency City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 427 - Table of Contents Division Summary Staff Summary Full-time Equivalents (FTE) Water Resources Actual 2012/13 Approved 2013/14 204.00 204.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 205.00 1.00 8.48 % Actual 2012/13 Approved 2013/14 Sewer Fund 11,478,616 15,329,247 16,175,521 846,274 Water Funds 50,924,177 54,841,759 56,140,555 1,298,796 Total Budget 62,402,793 70,171,006 72,316,076 2,145,070 Actual 2012/13 Approved 2013/14 Personnel Services 15,827,680 16,555,319 16,636,015 Contractual Services 22,548,057 28,254,127 28,949,642 695,515 Commodities 23,700,020 25,206,560 26,603,944 1,397,384 327,037 155,000 126,475 -28,525 62,402,793 70,171,006 72,316,076 2,145,070 0 0 0 0 62,402,793 70,171,006 72,316,076 2,145,070 Expenditures By Fund Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 80,696 Budget Notes and Changes • • • • • The increase in Personnel Services is due to the transferring of 1 FTE (Drainage Inspector) from the Community & Economic Development Division to the Water Resources Division. The position is responsible for performing investigations, inspections and sampling related to the city's stormwater National Pollutant Discharge Elimination System (NPDES) permit. The Water Resources Division has the expertise to more efficiently manage this permit and its requirements. The increase to Contractual Services is primarily due to the transfer of sponsored training from Water Reclamation, as well as increase to rates charged by Fleet for maintenance and repair, fuel, and replacement of vehicles. Increase in Contractual Services is also due to the transfer of the NPDES contract into the division and consulting on ongoing reservoir rehabilitation. Increase in Commodities is due to purchased treated Advanced Water Treatment (AWT) Reverse Osmosis (RO), increases to the cost of maintenance on water systems, increases due to the Regional Wireless Cooperative IGA with the City of Phoenix for the radio communication system, and treatment chemicals. Reduction in Capital Outlays is due to a reduction in purchased vehicle costs. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 428 - Table of Contents WATER RESOURCES DIVISION SUMMARY Division Summary Performance Measures Water Resources Actual 2012/13 Actual 2013/14 Projected 2014/15 86% 84% 85% 100% 100% 100% 1,868 2,721 2,500 98% 99% 98% Workload Percentage of calls handled and resolved immediately by staff in a single phone call. Note: Water Resources Customer Service and Administration offices received more than 26,000 phone calls in FY 2014. Effectiveness Drinking water compliance rate Note: Over 10,000 tests are performed annually on drinking water in Water Quality Laboratory. In addition, 66 continuous, online analyzers monitor the drinking water throughout the distribution system and water treatment plants. Amount of water (in million gallons) recharged above Safe Yield Note: Safe Yield is defined as pumping more water into the aquifer than was pumped out in a year. Percentage of workshop participants who attended a landscape workshop and rated the program as “Excellent” or “Good” in a feedback survey. Note: Approximately 735 residences attended a landscape workshop. Of the 395 survey cards returned; 390 were rated “Excellent” or “Good”. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Filing and assembly of water conservation information packets 1 80 $1,802 0.0 Total 1 80 $1,802 0.0 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 429 - Table of Contents Water Resources | Water Quality WATER RESOURCES WATER QUALITY Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality 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. 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 2013/14 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. Developed customer education program to decrease fats, oils, and grease in the city sewer system. Finalized implementation strategies to control/comply with future disinfection byproduct regulations. Completed sanitary survey inspections of one-third of the drinking water system. FY 2014/15 Objectives • • • • Continue implementing strategies to control/comply with future disinfection byproduct regulations Evaluate and optimize the Cross Connection Control Program Assess the presence of invasive species in water and wastewater facilities Assess/modify the Water Campus Aquifer Protection Permit to simplify/clarify requirements City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 430 - Table of Contents WATER RESOURCES Staff Summary Full-time Equivalents (FTE) WATER QUALITY Water Resources | Water Quality Actual 2012/13 Approved 2013/14 21.00 21.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 23.00 2.00 0.95 % Expenditures By Fund Actual 2012/13 Approved 2013/14 Sewer Fund 722,259 819,231 984,632 165,401 Water Funds 1,809,974 2,078,970 2,148,523 69,553 Total Budget 2,532,234 2,898,201 3,133,155 234,954 Actual 2012/13 Approved 2013/14 1,820,958 1,904,111 2,077,052 172,941 Contractual Services 405,588 652,990 740,073 87,083 Commodities 304,901 341,100 316,030 -25,070 787 0 0 0 2,532,234 2,898,201 3,133,155 234,954 0 0 0 0 2,532,234 2,898,201 3,133,155 234,954 Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • The increase in Personnel Services is the result of transferring 1 FTE (Drainage Inspector) from the Community & Economic Development Division to the Water Resources Division. The position is responsible for performing investigations, inspections and sampling related to the city's stormwater National Pollutant Discharge Elimination System (NPDES) permit. The Water Resources Division has the expertise to more efficiently manage this permit and its requirements. Increase in Contractual Services is due to the transfer of the National Pollutant Discharge Elimination System (NPDES) contract into the Water Resources Division. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 431 - Table of Contents WATER RESOURCES WATER QUALITY Water Resources | Water Quality Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 100% 100% 100% 100% 100% 100% 100% 100% 100% Effectiveness Drinking water compliance rate Note: Over 10,000 tests are performed annually on drinking water in Water Quality Laboratory. In addition, 66 continuous, online analyzers monitor the drinking water throughout the distribution system and water treatment plants. Superfund Compliance Rate Note: All samples taken are part of the North Indian Bend Superfund Site and w ere in full compliance with the 2003 Amended Consent Decree. The Decree is the legal document issued by the EPA that governs all activities and requirements of the Superfund Site. Industrial user compliance rate with discharge permits Note: Permits are for industries that discharge a significant amount of wastewater on a dai ly basis and include businesses such as circuit board manufacturers and metal plating. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 432 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 433 - Table of Contents Water Resources | Water Reclamation Services WATER RESOURCES WATER RECLAMATION SERVICES Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality 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 non-potable users such as irrigation, power generation and groundwater replenishment. Services Provided • • • Provide sewer service to more than 79,000 accounts by maintaining and operating more than 1,400 miles of sewer lines, 3 wastewater treatment plants and irrigation/reclaimed water distribution systems Collect and treat approximately 21 million gallons of wastewater per day Advanced treatment of reclaimed water for non-potable users such as irrigation FY 2013/14 Achievements • • • Completed the Advanced Water Treatment Plant Expansion Project. Initiated sewer collection system assessment to prioritize needs and capital improvements. Received over $100,000 from Arizona Public Service for participation in the Peak Solutions Power Curtailment program. FY 2014/15 Objectives • • • • Optimize odor control by installing oxygen injection system within the sewer pumpback system Create cost savings with optimization of carbon supplements within the wastewater treatment process Improve and prioritize operations and maintenance of lift stations through an assessment program Complete rehabilitation efforts at Water Campus City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 434 - Table of Contents WATER RESOURCES WATER RECLAMATION SERVICES Water Resources | Water Reclamation Services Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 32.00 28.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 28.00 0.00 1.16 % Actual 2012/13 Approved 2013/14 Sewer Fund 9,742,384 12,610,036 13,012,790 402,754 Water Funds 7,963,779 8,855,231 9,629,586 774,355 Total Budget 17,706,163 21,465,267 22,642,376 1,177,109 Actual 2012/13 Approved 2013/14 Personnel Services 3,162,068 2,589,324 2,667,842 78,518 Contractual Services 9,005,191 13,062,342 12,648,784 -413,558 Commodities 5,498,366 5,708,601 7,325,750 1,617,149 40,538 105,000 0 -105,000 17,706,163 21,465,267 22,642,376 1,177,109 0 0 0 0 17,706,163 21,465,267 22,642,376 1,177,109 Expenditures By Fund Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • Decrease in Contractual Services is due to a reduction in the Multi-City Water Reclamation Plant contract, as well as the transfer of sponsored training to Water Technology and Admin. 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), purchased water and effluent costs for the RWDS, and treatment chemicals. Decrease in Capital Outlays is due to the one-time purchase of a vactor truck and a maintenance/utility vehicle for use at the Water Campus purchased in FY 2013/14. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 435 - Table of Contents WATER RESOURCES WATER RECLAMATION SERVICES Water Resources | Water Reclamation Services Actual 2012/13 Actual 2013/14 Projected 2014/15 Average day sewage collected and treated (in million gallons) 20.7 20.9 21.4 Miles of sewer lines cleaned annually 475 560 475 $1.98 $2.07 $2.19 0.01 0.14 0.5 Performance Measures Workload Note: There are over 1,400 miles of sewer lines in the city. The goal is to clean at least 475 miles annually or the entire system every 3 years to reduce odors and prevent sanitary sewer overflows. Industry standard is to clean entire system every 5 years. Efficiency Cost of sewage collected and treated per thousand gallons Note: Cost does not include capital replacement and rehabilitation, debt service, franchise fees, SROG settlement results, or direct charges from the general fund or capital improvement program. Effectiveness Number of sanitary sewer overflows per year (per 100 miles) Note: The National average is 4.5 per 100 miles. Scottsdale’s goal is to be less than 25% of the national average or less than 1.125 per 100 miles. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 436 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 437 - Table of Contents Water Resources | Water Planning & Engineering WATER RESOURCES WATER PLANNING AND ENGINEERING Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality 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. Services Provided • • • • Overall leadership and management of all Water Resources programs and efforts Engineering services to ensure water and wastewater systems are engineered and designed according to master plans Manage financial plans to ensure 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 2013/14 Achievements • • • • • • • • • Updated Infrastructure Improvement Plan, Impact Fees and Formulas, and substantially completed update of the Water Master Plan. Ensured future water supply sustainability by increasing stored water credits for drought reserve. Initiated multi-year sewer collection system assessment to identify sewer pipeline defects and prioritize capital improvements. Developed Salinity Rebate Pilot Program to collect information useful in shaping long term salinity reduction in our reuse water stream. FY 2014/15 Objectives Continue sewer system assessment and identify immediate and long term infrastructure needs Increase stored water credits for drought reserve, ensure water supply sustainability Protect critical treatment facilities with design of storm water infrastructure at Water Campus Continue reservoir assessment; identify maintenance needs for optimal water quality and asset life Implement the Salinity Rebate Pilot Program City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 438 - Table of Contents WATER RESOURCES WATER PLANNING AND ENGINEERING Water Resources | Water Planning & Engineering Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 56.00 21.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 21.00 0.00 0.87 % Expenditures By Fund Actual 2012/13 Approved 2013/14 Sewer Fund 388,877 540,176 502,409 -37,767 Water Funds 5,622,860 2,903,520 3,059,507 155,987 Total Budget 6,011,737 3,443,696 3,561,916 118,220 Actual 2012/13 Approved 2013/14 Personnel Services 3,943,379 2,012,497 1,899,091 -113,406 Contractual Services 1,554,808 1,034,292 1,042,700 8,408 Commodities 410,963 396,907 537,150 140,243 Capital Outlays 102,588 0 82,975 82,975 6,011,737 3,443,696 3,561,916 118,220 0 0 0 0 6,011,737 3,443,696 3,561,916 118,220 Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The decrease in Personnel Services is mainly due to an increase in the work order credit allocated to CIP, offset by increases to healthcare and retirement rates Increase in Commodities is due to increased purchased water costs for recharge at the WestWorld Golf Course facilities. The increase to Capital Outlays is due to improvements done to the Water Resources Administration Building. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 439 - Table of Contents WATER RESOURCES WATER PLANNING AND ENGINEERING Water Resources | Water Planning & Engineering Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 125 305 240 4.8% 6.8% 6.0% 1,868 2,721 2,500 98% 99% 98% 2,550 2,911 2,825 Workload Number of free residential audits performed by water conservation staff. Note: 305 r esidences received a landscape workshop. 115 survey cards were returned; 114 were rated “Excellent” or “Good”. Efficiency Lost and unaccounted for water per calendar year Note: Arizona Department of Water Resources requirement is less than 10% annually. Lost and unaccounted for water includes water loses from main breaks and meter errors. Fiscal year 2012/13 equates to calendar year 2012 and 2013/14 to calendar year 2013. Effectiveness Amount of water (in million gallons) recharged above Safe Yield Note: Safe Yield is defined as pumping more water into the aquifer than was pumped out in a year. Percentage of workshop participants who attended a landscape workshop and rated the program as “Excellent” or “Good” in a feedback survey. Note: Approximately 735 residents attended a landscape workshop. 395 survey cards were returned; 390 were rated “Excellent” or “Good”. Number of elementary students who participated in a water conservation educational workshop. Note: Teacher feedback surveys of this program began in January 2014. Of the 4 surveys returned (490 students), all rated the program as "Excellent" or "Good." Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Filing and assembly of water conservation information packets 1 80 $1,802 0.0 Total 1 80 $1,802 0.0 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.52 (Source: IndependentSector.org as of 2013)." City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 440 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 441 - Table of Contents Water Resources | Water Technology & Administration WATER RESOURCES WATER TECHNOLOGY & ADMIN Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality Description Water Technology and Administration supports Water Resources departments by helping to ensure the highest degree of value, quality and service reliability for our customers. 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. Services Provided • • • • • • Ensures 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 2013/14 Achievements • • • Completed final implementation phase of the Optimization Program, enabling the Division to improve overall efficiencies and responsiveness to system disruptions Initiated the optimization of operating criteria for seasonal reservoir storage to improve water quality Continued to prepare for initiation of a project to integrate work order data system with a system that helps monitor remote equipment and sites FY 2014/15 Objectives • • • • • Complete secure wireless communication (Wi-Fi) system at Water Campus Begin Technology Master Plan to better manage unique and complex water and sewer system operations Begin development of Technology Master Plan to better manage system operations Complete optimization upgrade for SCADA software and production server to maximize efficiencies Optimize operating criteria for seasonal reservoir storage to improve water quality City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 442 - Table of Contents WATER RESOURCES WATER TECHNOLOGY & ADMIN Water Resources | Water Technology & Administration Staff Summary Full-time Equivalents (FTE) Actual 2012/13 Approved 2013/14 15.00 56.00 % of City's FTEs Adopted Change 13/14 2014/15 to 14/15 56.00 0.00 2.32 % Expenditures By Fund Actual 2012/13 Approved 2013/14 Sewer Fund 625,096 1,359,804 1,675,690 315,886 Water Funds 2,694,685 4,596,389 5,016,220 419,831 Total Budget 3,319,781 5,956,193 6,691,910 735,717 Actual 2012/13 Approved 2013/14 Personnel Services 1,268,234 4,304,877 4,296,284 -8,593 Contractual Services 1,162,731 1,216,732 1,875,826 659,094 831,922 434,584 488,800 54,216 56,895 0 31,000 31,000 3,319,781 5,956,193 6,691,910 735,717 0 0 0 0 3,319,781 5,956,193 6,691,910 735,717 Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 Budget Notes and Changes • • • The increase to Contractual Services is due to the transfer of sponsored training from Water Reclamation, as well as increase to rates charged by Fleet for maintenance and repair, fuel, and replacement of vehicles. The increase in Commodities is due to the Regional Wireless Cooperative IGA with the City of Phoenix for radio communication system. The increase in Capital Outlays is due to the upgrade of survey GPS equipment. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 443 - Table of Contents WATER RESOURCES WATER TECHNOLOGY & ADMIN Water Resources | Water Technology & Administration Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 86% 84% 85% 80% 71% 75% 11.5 10.2 9.3 7.75 6.3 6.0 Effectiveness Percentage of calls handled and resolved immediately by staff in a single phone call Note: Water Resources Customer Service and Administration offices received more than 26,000 phone calls in FY 2013/14. Percentage of total completed planned/preventative maintenance activities on both water and wastewater systems. Note: This includes thousands of miles of pipes, thousands of valves, fire hydrants and hundreds of pumps located throughout the city. Performing planned maintenance extends the life of the city’s infrastructure. Vehicle accidents per million miles (per calendar year) or vehicle accident rate Note: Water Resources crews drive an average 800,000 miles annually. Rates are per calendar and reported to the Arizona Governmental Safety Association. Number of workplace incidents, injuries and illnesses per calendar year, per 100 employees Note: Arizona Governmental Safety Association average for utilities is 8.39 per 100 employees. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 444 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 445 - Table of Contents Water Resources | Water Services WATER SERVICES WATER RESOURCES Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality 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, pump/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. Services Provided • • • Provides safe, reliable drinking water to more than 88,000 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, pump/booster stations and other equipment that make up the drinking water distribution system Treats and distribute an average of 70 million gallons of drinking water per day Ensures compliance with numerous regulatory requirements FY 2013/14 Achievements • • • Implemented pre-treatment processes and rehabilitated microfiltration basins at the Chaparral Water Treatment Plant. Implemented the first phase of the fixed automated meter reading system to increase data collection efficiency. Initiated the process of integrating the work order system with the asset management system to help maximize the life of water system assets. FY 2014/15 Objectives • • • • Optimize pretreatment processes and rehabilitate control system at the Chaparral WTP. Continue integrating work order and asset management systems to ensure longevity of facilities. Accelerate meter replacement program to decrease water loss and increase billing accuracy. Integrate new water source from well PCX-1 to improve water quality and reduce treatment costs. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 446 - Table of Contents WATER RESOURCES WATER SERVICES Staff Summary Full-time Equivalents (FTE) Water Resources | Water Services Actual 2012/13 Approved 2013/14 80.00 78.00 Adopted Change 13/14 2014/15 to 14/15 77.00 % of City's FTEs -1.00 3.18 % Actual 2012/13 Approved 2013/14 Water Funds 32,832,878 36,407,649 36,286,719 -120,930 Total Budget 32,832,878 36,407,649 36,286,719 -120,930 Actual 2012/13 Approved 2013/14 Expenditures By Fund Expenditures By Type Personnel Services Adopted Change 13/14 2014/15 to 14/15 Adopted Change 13/14 2014/15 to 14/15 5,633,041 5,744,510 5,695,746 -48,764 Contractual Services 10,419,739 12,287,771 12,642,259 354,488 Commodities 16,653,869 18,325,368 17,936,214 -389,154 126,230 50,000 12,500 -37,500 32,832,878 36,407,649 36,286,719 -120,930 0 0 0 0 32,832,878 36,407,649 36,286,719 -120,930 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes • • • The increase in Contractual Services is due to ongoing reservoir rehabilitation. The decrease in Commodities is due to the reductions in treatment filter media and purchase of water meters transferred to CIP, offset by increases to purchased water and maintenance needs in the water system. The decrease in Capital Outlays is due to a one-time purchase of a vehicle in FY 2013/14. Performance Measures Actual 2012/13 Actual 2013/14 Projected 2014/15 67.6 70.2 70.9 94.5 94.9 95.5 5,058 6,639 7,040 $1.83 $1.74 $1.93 Workload Average day drinking water production (in million gallons). Note: The amount of water produced daily depends on customer demands and is affected by rainfall and weather conditions. Peak day drinking water production (in million gallons). Note: The peak day of water production occurs in late spring or early summer, typically late May or June. Number of water meters replaced system-wide. Note: This reflects 8% of the total inventory of water meters. The goal is to have all 88,000 water meters upgraded to higher technology in 12.5 years or less. Efficiency Cost of water produced and delivered per thousand gallons. Note: Cost does not include capital replacement and rehabilitation, debt service, franchise fees or direct charges from the general fund or capital improvement program. City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 447 - Table of Contents FY 2014/15 Adopted Budget City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 448 - 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 Adopted FY 2014/15 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 377,000 377,000 ART IN PUBLIC PLACES - OPERATING Supports vendors and exhibits of Public Art, this represents the old 1 percent. 443,380 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. 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. COMMUNITY & ECONOMIC DEVELOPMENT NPDES WTR QLTY SAMP/RPT/PERMIT PUBLIC ART CONSV AND RESTORATION WW HORSE BARN REPAIRS COMMUNITY SERVICES PLAYGROUND EQUIPMENT REPL PUBLIC POOL EQUIPMENT REPL PUBLIC WORKS FACILITIES MGMT REPAIR & MAINT Agreement between City of Scottsdale and Scottsdale Cultural Council. Funding: Conservation and Restoration. 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 & ECONOMIC DEVELOPMENT This project includes replacement of playground equipment 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 55,000 20,801 134,400 17,000 670,581 90,137 98,600 188,737 814,400 814,400 2,050,718 City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 449 - Table of Contents Appendix 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 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 2014/15 Adopted Budget - Volume One - 450 - Acronyms Acronyms Table of Contents Appendix 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 River Project Salt River Pima-Maricopa Indian Community Service City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 451 - Acronyms Acronyms Table of Contents Appendix 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 2014/15 Adopted Budget - Volume One - 452 - Acronyms 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 2014/15 Adopted Budget - Volume One - 453 - 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 2014/15 Adopted Budget - Volume One - 454 - 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 2014/15 Adopted Budget - Volume One - 455 - 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 2014/15 Adopted Budget - Volume One - 456 - 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 2014/15 Adopted Budget - Volume One - 457 - 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 2014/15 Adopted Budget - Volume One - 458 - 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 2014/15 Adopted Budget - Volume One - 459 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 460 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 461 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 462 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 463 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 464 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 465 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 466 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 467 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 468 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 469 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 470 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 471 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 472 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 473 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 474 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 475 - Table of Contents Appendix City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 476 - Property Tax Levy Table of Contents Appendix City of Scottsdale FY 2014/15 Adopted Budget - Volume One - 477 - Property Tax Levy