Vol umeOne Oper at i ngBudget Ci t yofScot t sdal e, Ar i z ona Adopt edFY2015/ 16Budget Phot obyBi l l Ti mme r ma n INSTRUCTIONS FOR NAVIGATING IN ANNUAL BUDGET PDF FILES  Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section.  If a “+”sign is at the left of a bookmark, click on the “+” to bring up subheadings.  All pages are linked to the Table of Contents. To jump to a specific page or subsections from the Table of Contents, put the pointer finger on the title or page number within and click the mouse.  Click the “Table of Contents” blue text located at the top right hand corner of any page or click the Table of Contents bookmark on the left to return to the Table of Contents at any time. FY 2015/16 Adopted Budget Table of Contents FY 2015/16 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 Overview Final Budget Transmittal ........................................ 1 Proposed Budget Transmittal ................................. 3 Budget Award ....................................................... 5 ICMA Performance Measures Award ..................... 6 Executive Summary ............................................... 7 How to Use This Book.......................................... 19 Budget Development Process .............................. 21 Budget Calendar .................................................. 33 Budget/CIP Liaisons............................................. 34 Comprehensive Financial Policies & Governing Guidance ..................................... 35 Budget by Fund Fund Accounting - Fund Types ............................ 41 Total Budget Overview ......................................... 43 Total Budget Appropriation ................................... 46 General Fund .......................................................... 48 Special Revenue Funds: ......................................... 75 Transportation Fund ......................................... 77 Preservation Fund ............................................ 85 Special Programs Fund .................................... 91 Tourism Development Fund............................ 107 Debt Service Funds: ........................................... 115 Debt Service Expense – All Funds.................. 124 Long-term Debt Outstanding – All Funds ........ 126 Legal Debt Margins ......................................... 128 Enterprise Funds: ............................................... 129 Water & Water Reclamation Funds................. 131 Solid Waste Fund ........................................... 141 Aviation Fund .................................................. 149 Internal Service Funds: ........................................ 157 Fleet Management Fund ................................. 159 PC Replacement Fund.................................... 167 Risk Management Fund .................................. 171 Healthcare Self-Insurance Fund ..................... 177 Grants, Trust, & Special Districts: ....................... 185 Grant Funds .................................................... 187 Table of Contents Trust Fund ...................................................... 192 Special Districts Fund .................................... 193 CIP Funds............................................................. 197 Divisions How to Use This Section .................................... 203 Authorized Personnel Positions by Division ...................................................... 208 Authorized Personnel Positions by Division & Fund ......................................... 209 Authorized Personnel Positions by Division, Department &Title ....................... 210 Classification/Compensation Schedule ........................................................ 236 Operating Budgets by Division, Department & Account Category ....................................... 250 Operating Budgets by Division, Department & Funding Source .......................................... 252 Division/Department Relationship with Strategic Goals ....................................... 254 Division-Department Information: Mayor and City Council .................................. 257 City Attorney .................................................. 263 City Auditor .................................................... 279 City Clerk ....................................................... 285 City Court ....................................................... 293 City Manager ................................................. 301 City Treasurer ................................................. 307 Administrative Services .................................. 331 Community & Economic Development............ 353 Community Services ...................................... 385 Public Safety - Fire ........................................ 411 Public Safety - Police ..................................... 431 Public Works .................................................. 453 Water Resources ........................................... 477 Appendix Budget Adoption Ordinance ............................... 503 Property Tax Levy Ordinance ............................ 519 Operating Projects............................................... 521 Acronyms ............................................................ 522 Glossary ............................................................. 525 The City of Scottsdale A report to our citizens - Fiscal Year 2014/2015 S I X ST R AT E GI C GOA LS What was accomplished? These GIC are aG OA fewL Sselected accomplishments from the past year, grouped by strategic goal. S IX STRATE NE I G H B OR H OOD S SUSTAI NAB I LI T Y Value Scottsdale’s Unique Lifestyle and Character OR HO ODS SPAC E S SUSTAI N ABI LI T Y E CON OMI C VI TALIT Y • Scottsdale’s Museum of the West OPE N SPACE S opened in Downtown Scottsdale in January • Four new public art pieces added, including Impulsion at WestWorld and Copper Falls in Downtown TR ANSP O RTATIO N CIT Y CHA R ACTER SI X ST RAT E G I C G OALS CI T Y CH AR ACT E R advance transportation • Expanded transit service to connect with light rail and increased route frequency to McDowell Corridor • Added bicycle and pedestrian access on the McDowell bridge over the Indian Bend S I X ST R AT E GI C GOA LS Wash Greenbelt • Completed bicycle lanes, medians and landscaping on Thomas from Scottsdale to Indian Bend Wash E CONOM I C VI TALI T Y NE I G H B OR H OOD S T R ANSPORTAT I ON SUSTAI NAB I LI T Y Support Economic Vitality Seek Sustainability NEI GHBORHOODS OPEN S PACES • Replaced 13 diesel garbage trucks with compressed natural SUSTA INA B ILIT Y CIT Y CHARACTER gas trucks • Pumped in 6,381 million more gallons of unused and reclaimed S I X STR AT EGIC OALS than was water intoGaquifer pumped out ECONOMIC VITA LIT Y TRANSPORTATION • All three major credit rating agencies affirmed the city’s AAA bond rating – the highest possible rating. NEIGHB OR HOODS SUSTAINABILIT Y CIT Y CHARACTER OP EN SPACES OPE N SPACE S Preserve Meaningful Open Space EC ONOM IC VITALIT Y CI T Y CH AR ACT E R • Attracted or expanded 13 businesses with 1,180 jobs and an average wage of $57,875 E CONOM I C VI TALI T Y T R ANSPORTAT I ON • TPC Scottsdale clubhouse and stadium course renovations completed in time for Phoenix Open • Professional soccer club Arizona United started season at Scottsdale Stadium in May • Hosted Super Bowl XLIX events including Fan Fest Scottsdale which attracted more 100,000. S I X ST than R AT E GI C GOA LS Enhance neighborhoods SUSTAI NAB I LI T Ybuilding CI T Y CHpermit AR ACT E R • Reduced fees for the McDowell Corridor revitalization area • Four properties win inaugural Spirit of Scottsdale home and business E CONOM I C VI TALI T Y T R ANSPORTAT I ON renovation awards • Opened multi-sensory room at community center that serves persons of all ages with disabilities • Purchased land for future Desert Foothills fire station at Jomax and Hayden at a state land auction NE I G H B OR H OOD S TRANSPORTATION • Improved parking, signage and trailhead access to Fraesfield and Granite Mountain in northern Preserve. OPE N SPACE S More achievements are in the adopted budget. Go to ScottsdaleAZ.gov and search “finance”. For information on community leadership and demographics go to ScottsdaleAZ.gov and search “about”. -i- 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. In all three categories, Scottsdale rates are lower than the average of all cities. City Property Tax on a $250,000 House This is the amount of city-only property tax on a home assessed at $250,000 in area communities. About 10 percent of the total tax bill goes to the city. The rest goes for public schools, the county, and other special districts. $265 Gilbert $288 Scottsdale $397 Average $630 Tempe $375 Chandler & Gilbert $413 Scottsdale $444 Average $550 Glendale $63 Chandler $71 Scottsdale $77 Average $106 Mesa Source: City budget offices. City Sales Tax on a $25,000 Car This is the city sales tax that would be due on a new car valued at $25,000 in area communities. In Scottsdale, the city portion is 1.65% of the total 7.95% charged. The rest goes to the state and the county. Source: Arizona Department of Revenue Monthly Residential Utility Bill This includes water, wastewater (sewer) and solid waste (trash and recycling) for a single-family residential customer in each community. Actual bills may vary based on actual usage and size of property. Source: City of Tempe. SIX ST RAT E G I C G OA LS How are we doing? This is a snapshot of a few indicators tracked over time. More performance measures are in the budget book. NE IGHBORHOODS OPEN S PACES Scottsdale Statistics Fiscal Year Ending June 30 2011 Acres of land acquired for the McDowell Sonoran Preserve 2,001 Annual attendance at parks, community centers and libraries (in millions) 8.8 SUSTA INA B ILIT Y ECONOMIC VITA LIT Y CIT Y C HARACTER OPEN S PACES OOD S SU STAI N ABI LI T Y OOD S SU STAI N ABI LI T Y IT Y CIT Y CHARACTER ES E CONOMI C VI TAL I T Y ES E CONOMI C VI TAL I T Y C GOALS AL IT Y IT Y TRANS PORTAT I ON CIT Y CHARACTER 0 7.3 25,586 32,425 Average Fire Dept. travel time to calls for emergency services (in minutes) 4:22 4:33 Total crimes per thousand (Scottsdale Uniform Crime Report, Part 1)* 31.9 25.5 4:57 5:25 67.9 63.9 SUSTA INA B ILIT Y CIT Y C HARACTER Average Police Department response time to emergency calls (in minutes) S IX STRATEGIC G OA L S S IX STRATEGIC G OADrinking LS water supplied (million gallons per day) C GOALS 2015 TRANSPORTATION byLS the Fire Department to calls for emergency services SIX STResponses RAT E G I C G OA NE IGHBORHOODS 5-Year Trend TRANSPORTATION Homes serviced by residential trash and recycling collections 79,508 New CIT Y CHAjobs R ACTERcreated in targeted industries 450 1,180 Average hotel occupancy rate 59% 68% Total city wide transit ridership (in millions) 2.5 2.6 ECONOMIC VITA LIT Y 80,785 CIT Y CHA R ACTER TR ANSP O RTATIO N TR ANSP O RTATIO N Scottsdale Airport takeoffs & landings 136,089 Maintained landscaped medians and rights of way (in millions of square feet) 23 22.8 Maintained city facilities (in millions of square feet) 3.0 3.3 153,285 *For the preceding calendar year. Additional statistics are available in the division section of the operating budget and in the Comprehensive Annual Financial Report available at ScottsdaleAZ.gov and search “finance.” - 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. These numbers are as adopted by the City Council in June 2015. The city’s financial statements are audited annually by an independent auditor. The most recent audit for 2014 received a clean opinion. 2015 actual 2016 What financial resources are available for budget the City of Scottsdale? (in millions of dollars) Property taxes are collected to 4% 4% support city services, and also to $63.4 $59.6 2015 actual 2016 What are the expenses for running the budget City of Scottsdale? (in millions of dollars) 15% 15% pay for debt service on property, buildings and infrastructure. $164.5 26% 26% $149.1 The city also sets aside about 14% of the total budget for contingency and reserves. This is the city’s savings account. Other financing sources include funds carried over from prior years for capital and utilities designated purposes. 41% 41% $392 $351.2 29% 29% 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. $374.9 $404.3 $517.4 The city receives revenue from local sales and business taxes, and service charges from % customers. Key breakouts below. 41% 41 $506.1 44% 44% 193.3 - Local Taxes The operating budget is used to pay for city services and to pay employees that provide those services. Key breakouts shown below. 147.4 Utility services for customers and city infrastructure maintenance 134.1 166.9 - Utilities and Enterprises All other city services such as planning, parks, libraries and administration 130.9 81.9 - Grants, trusts, and interest Police and Fire Services 77.6 - State and Regional Taxes 41.5 - Licenses, Fines & Fees Long-term debt earnings $529.2 $561.1 116.2 $510.9 $1,359.5 $1,376.2 Total financial resources available $517.2 $1,172.3 $1,201.7 Maximum expenditure limit Complete financial information can be found at ScottsdaleAZ.gov and search “finance”. - iii - What are our priorities for Fiscal Year 2015/16? The Scottsdale City Council reviewed organization strategic plan progress at a strategic planning workshop in February before approving these priorities in July. Continue working with residents, businesses and SkySong to revitalize the McDowell Road corridor • • • • • Identify possible revitalization tools and decide which ones are appropriate to use Understand market conditions and focus marketing efforts to recruit desired businesses Support community efforts to establish a new “brand” or identity Improve linkages to nearby amenities and adjacent communities Work with area residents to strengthen neighborhoods in and around the revitalization area Provide strategic support of tourism and visitor events • • • • Enhance visitor experiences and promote Downtown Scottsdale as a destination Collaborate with community and local tourism industry to accomplish tourism strategic plan Update special events ordinance based on feedback from community and event producers Advance Desert Discovery Center through considering concept development contract Carry out the comprehensive economic development strategy • • • • • • • Retain and grow existing economic drivers and employers Support efforts to cultivate, retain and attract talent needed by present and future employers Focus efforts and investment in strengthening key employment and business centers Elevate Scottsdale’s engagement in the national and international economic development arena Build a Scottsdale business location brand on par with Scottsdale’s tourism brand Grow and attract high quality firms and jobs in targeted sectors Pursue economic opportunities that enhance quality of life and maintain strong neighborhoods Develop a transportation strategy that anticipates future needs • • • • Develop a broad transportation improvement strategy to guide efforts over the next 10 years Improve street, transit, and trail connections while minimizing neighborhood impacts Design, build, operate, and maintain barrier-free streets for all users Increase communication related to transportation options funding and need Prepare and adopt fiscally sustainable operating and capital budgets • Create a website for citizens to easily access budget and financial information • Evaluate options for ensuring long-term financial sustainability • Evaluate performance and make adjustments as needed throughout the fiscal year Reinvest in a high performance organization and work culture • Review and update employee compensation plan to ensure fairness and equity • Offer relevant training for employees at all levels of the organization • Ensure high quality, responsive service is provided through efficient and effective processes Please contact the City Manager’s Office if you have comments or suggestions on how we can improve this report. Scottsdale’s City Manager’s Office 3939 N. Drinkwater Blvd. Scottsdale, AZ 85251 480-312-2800 citymanager@ScottsdaleAZ.gov This report provides a snapshot of information available in the budget and comprehensive annual financial report documents which are available at: ScottsdaleAZ.gov and search “finance” This report prepared according to AGA citizen centric reporting standards. - iv - 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. Citizens of Scottsdale Organization Chart July 2015 Mayor and City Council Organization Chart Boards, Commissions, Task Forces July 2015 City Attorney City Auditor City Clerk City Manager City Treasurer Civil Accounting Prosecution Budget Victim Services Business Services Presiding Judge City Court Finance Risk Management Public Safety Administrative Services Community & Economic Development Community Services Public Works Water Resources Police Communications Airport Human Services Capital Projects Planning & Engineering Fire Human Resources Economic Development Libraries Facilities Reclamation Services Information Technology Planning & Development Parks & Recreation Fleet Water Quality Purchasing Tourism & Events Preserve Solid Waste Water Services Street Operations Transportation WestWorld -v- 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 Councilwoman Kathy 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. sklapp@ScottsdaleAZ.gov, 480-312-7402 Councilwoman Linda Milhaven Kathy Littlefield began her first term on the Scottsdale City Council in January 2015. Councilwoman Littlefield has 25 years of extensive financial and management experience. She co-founded (with her husband Bob Littlefield, who served three terms on the Scottsdale City Council from 2002 to 2015) and continues to manage a successful Scottsdale-based computer company, NetXpert Systems, Inc. Her previous professional experience includes several years working in the Budget Office of the City of Plano, Texas. Councilwoman Littlefield was President of her Civitan Club (an organization that helps developmentally disabled and underprivileged children) and was chosen “Civitan of the Year” for her efforts during her term of office. Currently she is active in the Daughters of the American Revolution working to help our nation’s veterans and their families, and the Mayflower Society. Councilwoman Littlefield is a Scottsdale native. She attended the Scottsdale Unified Schools Ingleside Elementary and Arcadia High and graduated with distinction from Arizona State University in 1970 with a bachelor’s degree in business education. klittlefield@ScottsdaleAZ.gov, 480-312-7412 Councilman David N. Smith 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 David N. Smith began his first term on the Scottsdale City Council in January 2015. Councilman Smith has more than 40 years of senior financial management experience, mostly in the public service and not-for-profit sectors. He served as Scottsdale’s city treasurer and chief financial officer from October 2009 until he retired in July 2013. Prior to that, he served as vice chair of Scottsdale’s citizen budget review commission. Before his service with the city of Scottsdale, Councilman Smith was the chief financial officer (CFO) for Amtrak from 2004 to 2007 and served as the CFO for the Tennessee Valley Authority, the nation’s largest electric utility, from 1995 to 2003. He and his wife Diana owned and published the Scottsdale Airpark News from 1986 to 1997. Councilman Smith earned a bachelor’s degree in business administration and accounting from Northwestern University and a master’s degree in finance from Northwestern’s Kellogg School of Management. dnsmith@ScottsdaleAZ.gov, 480-312-7423 - 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 swalker@ScottsdaleAZ.gov 480-312-7867 jolcavage@ScottsdaleAZ.gov 480-312-7604 For more information about Scottsdale’s organization and leadership, go to ScottsdaleAZ.gov and search “directory.” - viii - 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, award winning parks, low crime and a vibrant economy. Downtown Scottsdale is home to many restaurants, retail shops, art galleries, and hotels. Scottsdale 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. Today, Scottsdale has more than 225,000 residents spread across 185 square miles. Photo by Chris Brown - ix - 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. Scottsdale is home to nearly 18,000 businesses supplying over 150,000 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 9 million people visit Scottsdale annually. The city boasts many hotels and resorts, restaurants, and spas. That activity adds up to big business. The annual economic impact of Scottsdale visitors is estimated at more than $4 billion. Annual tax revenue generated by visitors was estimated around $38 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. -x- Scottsdale’s Top Destinations D R. WestWorld Pinnacle Peak Park McDOWELL SONORAN PRESERVE TPC Scottsdale Preserve Gateway Scottsdale Scottsdale Airport / Airpark McDOWELL SONORAN PRESERVE 101 Indian Bend Wash Greenbelt PIESTEWA PEAK FWY. Scottsdale Fashion Square McCormick-Stillman Railroad Park Downtown Scottsdale Scottsdale Stadium 101 Phoenix Mesa Tempe Scottsdale Museum of the West - 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 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 “The city’s finances have long been characterized by strong management, sound fiscal policies and generally strong reserves.” - Moody’s “The city has a mature and diversified local economic base, anchored by healthcare, tourism, business and professional services, and technology.” - FitchRatings “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 “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 “If you think Arizona’s resort town is nothing but golf courses and overpriced steaks, you’re in the dark. Epic hikes, stellar sushi, and a world-class shopping scene – this is the new Scottsdale” Sunset Magazine Complete financial information can be found at ScottsdaleAZ.gov and search “finance” - xii - Scottsdale By The Numbers A Demographic Summary Average Seasonal Temperatures Source: wunderground.com, August 2015 WIN 68o 43o 77o 50o L 87 61o 103 78o SCOTTSDALE LOWEST POINT SCOTTSDALE AIRPORT 1,150 ft PHOENIX TEMPE 4,877 ft Change in Elevation 184.5 SQUARE MILES 1 SALT RIVER PIMA INDIAN COMMUNITY Mayor 6 Council Members 6 150 Scottsdale’s 228,300 513 Citizens are 2,160 Served by 11.4 MILES WIDE 1970 67,841 1980 88,364 Board and Commission Members Part-time Employees 7,100 Scottsdale’s Population Growth 1951 1960 2,021 10,026 HIGHEST POINT MCDOWELL MOUNTAIN REGIONAL PARK FOUNTAIN HILLS PARADISE VALLEY 1,510 ft o ER L FA o SUMM MILES LONG CAREFREE SP NG 31 R RI TONTO NATIONAL FOREST CAVE CREEK TE Location 1990 130,069 2000 202,705 2010 217,365 -- xiii xiii -- Volunteers 2015 228,300 Source: U.S. Census, Population Division, Arizona Office of Employment and Population Statistics and Maricopa Association of Governments Full-time Employees 2040 296,300 Scottsdale’s Residents Residents Grouped By Age Birth to 5 10,138 20 34,513 Median Age: 44.7 25 13,206 Sex 55 75 87,924 Residents 60,014 21,114 Race and Ethnic Origin Hispanic or Latino - 11% - 24,961 Male (of any race) Asian - 4% - 9,042 49% 51% Black or African American - 2% - 4,289 Two or more races - 2% - 4,262 Female Native American - 1% - 1,849 White - 80% - 181,593 Housing Occupancy Total Housing Units - 129,434 Seasonal Housing & Vacant Units - 29,574 (23%) Occupied Housing Units - 99,860 (77%) Owner Occupied - 65,386 (65%) Renter Occupied 34,474 (35%) Homeowner vacancy rate 1.9% Rental vacancy rate 9.3% Educational Attainment Graduate or Bachelor’s Degree Professional Degree 56,231 (33%) 35,355 (21%) 169,052 (Population 25 years and older) Associate Degree/ Some College 49,433 (29%) - xiv - High School Graduate 22,453 (13%) Less than High School Graduate 5,580 (3%) Household Income Distribution $200,000 + 13,873 11% $50,000 - $99,999 28,143 28% Less than $25,000 16,362 16% $100,000 - $199,999 21,257 24% General Plan Land Use Source: City of Scottsdale $25,000 - $49,000 20,225 20% Median Household Income $69,690 Mean Household Income $110,036 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 $162,300 $155,300 $233,000 $142,600 $382,300 $239,400 $203,000 $188,200 - xv - Major Employers by Number of Employees Source: City of Scottsdale Comprehensive Annual Financial Report, FY 2005/06 and Economic Development Department communications with employers, July 2015. 6,382 2,500 2,800 2,160 1,851 2,240 1,350 1,945 1,800 1,340 Recreated PMS Occupational Composition Civilian employed population 16 and over: 115,122 28% Sales and office 32,528 5% Production, transportation and material moving 5,191 51% Management, business, science and arts 2% 58,370 Natural resources, construction and maintenance 14% 2,658 Service 16,375 Source: Except as noted, all information in this report is from the U.S. Census Bureau More demographic information is available in the comprehensive annual financial report available at: www.ScottsdaleAZ.gov/finance - xvi - The mission of the City of Scottsdale is to provide Simply Better Service for a World-Class Community. Here are some key statistics about the world-class community that we serve. 52 HOTELS 18,977 ROOMS 18,000 BUSINESSES 70+ ART GALLERIES & MUSEUMS 37 CHARTER & PUBLIC SCHOOLS 26,233 ENROLLMENT about 790 RESTAURANTS 51 GOLF COURSES -- xvii xvii -- Scottsdale employees provide services that help keep the community safe and healthy. 4 POLICE stations 347 police vehicles 15 FIRE stations response vehicles 39fire 304 traffic signals 6 facilities water 51TRUCKS 10,941 fire hydrants solid waste e d i 2 ,9 58 equivalent 12' w d la f roa ne miles o 2,079 miles of water mains 1,716 miles of sanitary sewers - xviii - Scottsdale employees provide services that enhance the quality of life of residents and visitors. 30,165 acres of preserve land 42 975 total acres 4facilities 11 trailheads a nd 115 miles o f non motorized tra il s 70 fitness 2 skate 55 2 parks 6 centers 4 aquatic facilities community f paved pathw o s e l i ays 5m 4 30 40 volleyball basketball 1 railroad courts courts 7 park spray pads 3areas off-leash 3 equestrian 2 senior centers facilities -- xix xix -- playgroun ds 5 libraries 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 The Yearlings Jack Knife Water Mark Impulsion by Herb Mignery by Ed Mell by Bob Parks by Laura Haddad and Tom Drugan by George-Ann Tognoni by Jeff Zischke Scottsdale’s Museum of the West opened in January 2015 The museum celebrates the art, history and culture of the American West. It features exhibitions of Western art, historic artifacts and compelling stories of the old and new West. The $11.4 million, 43,000 square-foot museum is owned by the City of Scottsdale and operated by a nonprofit. For more information go to ScottsdaleMuseumWest.org. Photo by Bill Timmerman -- xx xx -- FY 2015/16 Adopted Budget Table of Contents City of Scottsdale FY 2015/16 Adopted Budget - Volume One -1- Table of Contents City of Scottsdale FY 2015/16 Adopted Budget - Volume One -2- Table of Contents City of Scottsdale FY 2015/16 Adopted Budget - Volume One -3- Table of Contents City of Scottsdale FY 2015/16 Adopted Budget - Volume One -4- Table of Contents City of Scottsdale FY 2015/16 Adopted Budget - Volume One -5- Table of Contents 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 101st ICMA Annual Conference Seattle/King County, Washington 28 September 2015 Rob e rt J. O’Ne i ll Jr. I C MA Ex e c utive Di r e ctor Ja m e s Be n n et t 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One -6- 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 2015/16. 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 2015/16 budget. Each of these items was discussed during City Council’s public budget review sessions:  $4.0 million, or the equivalency of 3 percent to the max of position ranges, for a pay program designed to reward employee performance and address other pay issues (excluding police officers).  A step program was created for all police officers. $1.6 million to: a) ‘fix’ compensation by placing officers within the position salary range based on years of service and adjusting their compensation accordingly; and b) then applying a 3 percent to the maximum of the range pay increase based on performance. Beginning in FY 2016/17 a 5 percent to the max of the range step increase will be included annually for police officers.  $2.4 million to cover an increase of over 7 percent to the Public Safety Personnel Retirement System. The significant increase was due to a case ruling that reversed some pension reform changes which caused adverse effects on employer contribution rates.  A 6.8 percent healthcare premium rate increase ($1.4 million) to cover ongoing Affordable Care Act regulations and fees, increases in the number of smaller cost claims, increases in the usage of high cost specialty drugs, and ordinary medical and pharmacy price increases experienced in the Maricopa County market area. Employees and applicable spouses can earn an incentive payment of up to $240 by completing a wellness exam and health risk assessment to help offset this increase.  Eliminated benefits for part-time positions to help offset future costs of the Affordable Care Act regulations (existing part-time employees were grandfathered in and will continue to receive benefits; however, new, part-time employees will not be eligible for benefits).  $1.0 million, or 22,000 hours, to Police overtime to align the budget with actual usage over the last 5 year period.  $0.7 million for 12 new Fire Department personnel (8 firefighters, 3 captains and 1 engineer) to help address firefighter vacancies, attrition and reliability factors.  To increase transparency, the budget includes short-term or seasonal positions that have not previously been included in full time equivalent (FTE) counts. Due to this change, an additional 32.2 FTEs representing 283 positions are included; there is no fiscal impact.  $0.6 million is included for the City of Scottsdale’s allocated share of the cost of the Arizona Department of Revenue providing tax audit services. City of Scottsdale FY 2015/16 Adopted Budget - Volume One -7- Table of Contents Overview Executive Summary  Continued annual memberships with the National League of Cities and the Greater Phoenix Economic Council.  Selling excess city buildings and transferring the $4.0 million of one-time proceeds to the Capital Improvement Plan for improvement for the upkeep of the city’s infrastructure.  A reduction of $3.8 million for the combined property tax levy ($0.5 million primary; $3.3 million secondary) due to the decreased tort recovery, reduced debt service payments and use of debt service reserves. Additionally, City Council did not support increasing property taxes by the legally allowed maximum of 2 percent over the prior fiscal year’s primary levy. Due to the decrease in the combined tax levy, an individual homeowner in Scottsdale should see a decrease in the city’s portion of the property tax bill versus the prior year.  Water and Water Reclamation Rate and Charges o Rate increases vary by meter size, user categories and types. o A surcharge of 10 percent for customers located outside of city limits. The charge will treat contractual and non-contractual customers consistently and will align costs with the cost drivers. o Increase the Stormwater Quality Charge an additional $0.10 per account per month from $0.85 to $0.95 to support 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.  Rate/fee adjustments for the Community and Economic Development, Community Services, and Public Safety – Fire divisions. How the adopted budget will affect citizens’ property tax rates The FY 2015/16 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 $1.3 million for tort liability claim payments made during calendar year 2014. For FY 2015/16, the city’s total adopted primary property tax levy of $27.3 million is a decrease of $0.5 million over the prior year levy mainly due to the decreased tort recovery of $0.8 million offset slightly by new growth on the tax roll of $0.3 million. Additionally, 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 $0.5580 cents decreased by $0.0287 to $0.5293 cents per $100 of assessed valuation in FY 2015/16. For FY 2015/16, the city’s adopted secondary property tax levy is decreasing over the FY 2014/15 adopted budget by approximately $3.3 million to $32.2 million. The prior year secondary tax rate of $0.6869 decreased by $0.0625 to $0.6244 per $100 of assessed valuation in FY 2014/15 (mainly due to reduced debt service payments and the use of $0.5 million of debt service reserves). The combined tax levy is the aggregate of the primary (limited) and secondary (unlimited) levies. For FY 2015/16, the city’s total adopted combined property tax levy decreased over FY 2014/15 by approximately $3.8 million. In FY 2015/16, citizen tax bills will reflect an estimated combined property tax rate of $1.1537 which is $0.0912 less than the adopted combined FY 2014/15 rate of $1.2449. 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One -8- Table of Contents Overview Executive Summary owner of a home with a County Assessor’s real property value of $100,000 will pay approximately $115.37 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 $4.0 million ($3.1 million General Fund) for a pay program designed to reward employee performance and address other pay issues (excluding police officers). The budget also includes the creation of a step program for all police officers. $1.6 million was added to a) ‘fix’ compensation by placing officers within the position salary range based on years of service and adjusting their compensation accordingly; and b) then applying a 3 percent to the maximum of the range pay increase based on performance. Then beginning in FY 2016/17, a 5 percent (to the max of the range) step increase will be included annually for police officers. Furthermore, $2.4 million was added to cover an increase of over 7 percent to the Public Safety Personnel Retirement System. The significant increase was due a case ruling that reversed some pension reform changes which caused adverse effects on employer contribution rates. Additionally, the amounts that the city and employees will pay for health insurance premiums have increased. The city will pay an additional $1.4 million (all funds) for health insurance premiums to cover ongoing Affordable Care Act regulations and fees, increases in the number of smaller cost claims, increases in the usage of high cost specialty drugs, and ordinary medical and pharmacy price increases experienced in the Maricopa County market area. Employees and applicable spouses can earn an incentive payment of up to $240 by completing a wellness exam and health risk assessment to help offset this increase. Finally, to help offset city future costs of the Affordable Care Act regulations benefits for part-time employees have been eliminated. Staffing Changes – The Emergency Manager position was transferred from the Public Safety - Fire Division to the City Manager’s Office in an effort to increase awareness to the Emergency Management program within the city. Also, two Senior Human Resources Analyst positions and one Public Safety Personnel Manager position transferred from the Public Safety - Police Division to the Human Resources Department in the Administrative Services Division to centralize human resources functions. Furthermore, $0.1 million of one-time funding was added to the budget to contract with International City/County Management Association (ICMA) to conduct a Police Department staffing study and review Public Safety staffing practices. A total of 57.85 full-time equivalents (FTE) were added for FY 2015/16. The majority of the growth is to increase transparency and include short-term or seasonal positions that have not been previously been included in full time equivalent (FTE) counts. Due to this change, an additional 32.2 FTEs representing 283 positions are included with no fiscal impact. Additionally, 12 new Public Safety - Fire Division personnel (8 firefighters, 3 captains and 1 engineer) were added to help address firefighter vacancies, attrition and reliability factors. City of Scottsdale FY 2015/16 Adopted Budget - Volume One -9- Table of Contents Overview Executive Summary With these additions, the city’s total FTE count will be 2,475.50. This total is 12 percent lower than the city’s peak authorized staffing of 2,807.84 in FY 2008/09. These staffing changes are summarized in the following schedule, using full-time equivalent positions (FTEs). FTE Changes from Prior Fiscal Year by Division FY 2014/15 Adopted FTEs 2,417.65 CITY CLERK COMMUNITY SERVICES City Clerk Assistant (1.00) Convert Recreation Specialists from Slots 16.74 Properly Align PT Positions Hours With Actual Activity CITY COURT 4.77 Security Guard 1.00 Software Engineer 1.00 Firefighter 8.00 Convert Pro-Tem Judges from Slots 0.64 Fire Captain 3.00 Fire Engineer 1.00 CITY MANAGER Intern 0.15 Emergency Manager Transfer from Public Safety - Fire 1.00 PUBLC SAFETY ‐ FIRE Emergency Manager Transfer to City Manager (1.00) PUBLIC SAFETY ‐ POLICE Convert Pipeline Officers from Slots CITY TREASURER Reduce Systems Integrator from FT to PT (0.25) ADMINISTRATIVE SERVICES Reduce Public Information Officer from FT to PT Communications Specialist PT Public Information Officer Transfer to Public Works (0.50) 1.00 (0.50) Change PT Secretary to FT System Integrator 0.19 HR Analyst, Sr. Transfer from Public Safety - Police 2.00 Personnel Mgr. Transfer from Public Safety - Police 1.00 COMMUNITY & ECONOMIC DEVELOPMENT Maintenance & Custodial Services 8.77 Transportation Rep, Sr. 1.00 Economic Development Assistant Director HR Analyst, Sr. Transfer to Administrative Services (2.00) Personnel Mgr. Transfer to Administrative Services (1.00) PUBLIC WORKS PT Equipment Operator I 0.84 PT Public Info. Officer Transfer from Admin Servs. 0.50 Increase Public Information Officer from .50 to .75 0.25 WATER RESOURCES Convert Apprenticeship Pipeline from Slots 3.38 Increase Apprenticeship Pipeline 2.90 Net Change All Divisions 3.34 Convert WestWorld Maintenance from Slots (1.00) 2.63 FY 2015/16 Adopted FTEs 57.85 2,475.50 Fund Highlights The remainder of this Executive Summary highlights the key elements of each fund in the FY 2015/16 budget. The General Fund is presented first and in more detail because of the size and importance. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 10 - 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 2015/16 are $263.9 million, approximately $9.5 million (3.7 percent) more than the FY 2014/15 adopted budget. The following chart summarizes the major revenues. General Fund Sources FY 2015/16: $263.9 ($ 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. The regional economy is showing recovery from the recent economic downturn; privilege tax is expected to grow moderately in the five-year revenue forecast. For FY 2015/16, the anticipated revenue budget is $110.0 million, approximately $0.4 million, or 0.4 percent, over the FY 2014/15 year-end forecast of $109.6 million. The overall growth however is mitigated due to a projected decrease of approximately $3.1 million in FY 2015/16 compared to FY 2013/14 actuals in construction Privilege (Sales) Tax. The reduction is due to a change in State Statue, effective January 2015, changing the incidence of tax for certain contractor City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 11 - Table of Contents Overview Executive Summary related transactions. Many of these transactions now require sales tax to be paid at the point of sale which has negatively impacted collections. 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. These revenues are also derived from part of the vehicle license fees collected by Maricopa County (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). 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. Enterprise in-lieu franchise fees of $7.2 million account for 79 percent of the General Fund transfers-in. Property Tax – For FY 2015/16, the city’s total adopted primary property tax levy of $27.3 million is a decrease of $0.5 million over the prior year levy (due to the decreased tort recovery of $0.8 million offset slightly by new growth on the tax roll of $0.3 million). In addition, the levy reflects the Council’s direction not to take the statutorily allowed ‘2 percent maximum’ increase in the primary levy. The prior year primary property tax rate of $0.5580 cents decreased by $0.0287 to $0.5293 per $100 of assessed valuation in FY 2015/16. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 12 - Table of Contents Overview Executive Summary General Fund - Uses The adopted FY 2015/16 General Fund uses budget is projected to be approximately $291.4 million (including $27.6 million in contingency and reserves) or $4.1 million (1.6 percent) more than the FY 2014/15 year-end forecast. The following chart provides a summary of the General Fund uses. General Fund Uses FY 2015/16: $291.4 ($ millions) General Fund Balances and Reserves The FY 2015/16 budget includes the following: General Fund Reserve – This reserve is budgeted to be $24.6 million at June 30, 2016; 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 the city’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 $18.7 million is expected at June 30, 2016. The unreserved fund balance represents accumulated surpluses of prior years. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 13 - Table of Contents Overview Executive Summary 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 $35.1 million. Uses total about $39.1 million; $25.6 million represents operating expenses and $9.5 million (50 percent of the sales tax revenue) and $4.0 million (unreserved fund balance) funds transportation capital projects. The operating expenses are those necessary to operate and maintain the city’s transportation system. The largest expenses include $6.9 million for transit contracts and taxi voucher program and $3.0 million for the street overlay program. The Preservation 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) voterapproved 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, preserve-related construction and trailheads. These sales tax revenues are forecasted to be $34.5 million. Approximately $32.2 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, 2016 is expected to be $25.3 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, Public Safety - Police Division racketeering influenced corrupt organization (RICO) funds, the City Court’s court enhancement funds (CEF), 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 and Fairmont Princess Hotel Lease payments both of which are to be used for tourism related activities and General Fund support. Ordinance 4018, approved by Scottsdale City Council in May 2012, identifies the authorized expenditures to be made from this fund. This fund became active after the start of FY 2012/13. 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 $81.7 million for FY 2015/16. A total of about $83.0 million is planned for debt service payments in FY 2015/16, which is approximately $4.8 million more than the FY 2014/15 year-end forecast. If you compare the debt service in FY 2015/16 with the FY 2014/15 'adopted' budget, the expenditures remain relatively flat. However, when compared to the FY 2014/15 'year-end forecast' an increase occurs, because the FY 2014/15 Municipal Property Corporation (MPC) Bonds were not issued as originally planned (a one-time savings in FY 2014/15 occurred). City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 14 - Table of Contents Overview Executive Summary Enterprise Funds Enterprise funds account for the city’s water, water reclamation, solid waste collection and aviation services, operated as stand-alone businesses. User fees are assessed to cover cost of services. Water Fund – Revenue requirements for the enterprise Water Fund are significantly impacted by the long term capital and associated operating impacts of federal water quality regulations (i.e., arsenic and disinfection by-products) 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 treatment and distribution system improvements to address aging infrastructure replacement needs identified through the asset management program effort  Operating cost increases for purchased water which includes price increase to purchase Central Arizona Project (CAP) water for FY 2015/16 and beyond  Operating cost increases for electricity rates  Operating cost increases for treatment chemicals  Operating cost increases for preventative maintenance Increases to base fees, effective November 2015, were adopted to better reflect the recovery of fixed operating costs and adjusted to capture the demands placed on the system. The adopted changes for commercial and landscaping included volume changes for each of the four tiers to reflect typical usage and the rates for tiers 2 through 4 were increased to further encourage water conservation. To address cost recovery, several increases to miscellaneous charges were adopted to meet the city’s financial policy that charges recover all direct and indirect costs of service. Miscellaneous charges, i.e. water meter installation, hydrant meter installation and removal, etc., are assessed to specific users of the service so that general rate payers do not bear the burden. These increased charges are in the last year of a three-year phase-in process to bring the charges in line with actual costs. Cost drivers that affect miscellaneous charges include installation of smart meters and the rising percentage of copper in water meters. Other miscellaneous charges have increased due to higher labor rates and equipment costs which have risen due to general inflation. The city also adopted a water surcharge of 10 percent, effective July 2015, for customers located outside city limits. This charge will treat contractual and non-contractual customers consistently and align costs with the cost drivers. Water Reclamation Fund – An increase of $0.10 per month to the stormwater quality charge was adopted to support expanded permit compliance costs supported by the water reclamation fund and will be effective July 2015. Solid Waste Fund – The current five year financial plan indicates that existing rates and fees will generate sufficient revenues to cover forecasted costs and fund an operating reserve for both the Residential and Commercial Solid Waste Program; therefore, adjustments to the solid waste rates were not recommended. A cost of service study is planned in FY 2015/16 – recommendations will be proposed in FY 2016/17. Aviation Fund – The current five year financial plan indicates that existing rates and fees will generate sufficient revenues to cover forecasts costs and fund an operating reserve; therefore, adjustments to the aviation rates are not recommended at this time. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 15 - Table of Contents Overview Executive Summary Internal Service Funds Internal Service Funds account for services and equipment provided to all city divisions by centralized departments. The Fleet Management Fund accounts for the costs of operating, maintaining, and acquiring all of the city’s vehicles and other rolling stock. User divisions are assessed operating ($8.1 million), replacement costs ($7.5 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 $8.6 million estimated at June 30, 2016 represents funds previously collected for maintenance/operations and vehicle replacements that will be expended in future years. The Personal Computer (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 2015/16, user divisions are assessed estimated costs of $1.0 million – leaving an estimated ending fund balance of $1.6 million on June 30, 2016. 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 $9.7 million. The estimated ending fund balance on June 30, 2016 of about $17.4 million is within the actuarial estimate of the reserves required to ensure the long-term sustainability of the fund and complies with the Loss Trust Fund Board’s 85 percent confidence level in the actuarial assessment requirement. The Healthcare Self-Insurance Fund accounts for the activity related to employee healthcare programs (medical and dental). The estimated $28.6 million in healthcare costs is shared by the city, its employees and disabled retirees. For FY 2015/16, there was a 6.8 percent healthcare premium rate increase ($1.4 million) to cover ongoing Affordable Care Act regulations and fees, increases in the number of smaller cost claims, increases in the usage of high cost specialty drugs, and ordinary medical and pharmacy price increases experienced in the Maricopa County market area. Employees and applicable spouses can earn an incentive payment of up to $240 by completing a wellness exam and health risk assessment to help offset this increase. Additionally, benefits for part-time positions were eliminated to help offset future costs of the Affordable Care Act regulations (existing part-time employees were grandfathered in and will continue to receive benefits; however, new, part-time employees will not be eligible for benefits). The estimated ending fund balance on June 30, 2016 of $7.0 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 $10.4 million total grants are two larger grants – Section 8 Housing at $6.0 million and the Community Development Block Grants (CDBG) at $1.8 million. In addition to numerous identified smaller grants, the city includes $6.9 million in the grant budget for anticipated and/or 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, rebudgeted, and is available to be spent solely for the intended purposes. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 16 - The Trust Fund consists solely of the Mayor’s Committee for Employment of the Handicapped, which has FY 2015/16 revenues and expenditures of $6,000. Revenues for this fund come from citizens and businesses and the proceeds are used to provide educational scholarships to handicapped individuals. The goal is to provide the individuals with skills that increase their opportunities for future employment. The ending fund balance of the Trust Fund is carried forward to future periods and is available to be re-budgeted and 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 $0.6 million and expenditures are estimated at $0.6 million for FY 2015/16. The ending fund balance of the Special Districts Fund is carried forward to future periods and is available to be re-budgeted but must be spent solely for the intended purposes. The fund balance could also 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 (CIP) 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 funding sources and typically take multiple years to complete. Some of the various funding sources include the city’s transportation privilege (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 established a fund for each funding source to account for the diverse resources used to pay the acquisition or construction of major capital facilities. The total CIP appropriations for FY 2015/16 $490.4 million and consist of the following: $377.9 million (or 77 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. $112.5 million (or 23 percent of the total CIP budget) of new funding for new and existing projects. Below is a brief summary of the $490.4 million capital budget highlights by program, along with some notable examples in each capital program area: Community Facilities ($9.7 million) – this program focuses on providing parks, park improvements, multiuse paths, neighborhood enhancements, youth sports lighting, aquatic centers, library facilities and senior centers. Approximately 2.0 percent of the CIP addresses the needs of this program. Significant proposed Community Facilities projects include the completion of the Indian Bend Wash Lake Phase I, Paiute Park Playground and Rehabilitation and Papago Park Playground and Rehabilitation projects. Preservation ($176.7 million) – this program addresses the goal of preserving the character and environment of Scottsdale. This goal is met by land acquisition activities for the Scottsdale McDowell Sonoran Preserve for the purpose of maintaining scenic views, preserving native plants and wildlife, and providing public access to the McDowell Mountains and Sonoran Desert. Approximately 36.0 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 ($17.1 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 3.5 percent of the CIP addresses the drainage and Table of Contents Overview Executive Summary The Trust Fund consists solely of the Mayor’s Committee for Employment of the Handicapped, which has FY 2015/16 revenues and expenditures of $6,000. Revenues for this fund come from citizens and businesses and the proceeds are used to provide educational scholarships to handicapped individuals. The goal is to provide the individuals with skills that increase their opportunities for future employment. The ending fund balance of the Trust Fund is carried forward to future periods and is available to be re-budgeted and 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 $0.6 million and expenditures are estimated at $0.6 million for FY 2015/16. The ending fund balance of the Special Districts Fund is carried forward to future periods and is available to be re-budgeted but must be spent solely for the intended purposes. The fund balance could also 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 (CIP) 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 funding sources and typically take multiple years to complete. Some of the various funding sources include the city’s transportation privilege (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 established a fund for each funding source to account for the diverse resources used to pay the acquisition or construction of major capital facilities. The total CIP appropriations for FY 2015/16 $490.4 million and consist of the following: $377.9 million (or 77 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. $112.5 million (or 23 percent of the total CIP budget) of new funding for new and existing projects. Below is a brief summary of the $490.4 million capital budget highlights by program, along with some notable examples in each capital program area: Community Facilities ($9.7 million) – this program focuses on providing parks, park improvements, multiuse paths, neighborhood enhancements, youth sports lighting, aquatic centers, library facilities and senior centers. Approximately 2.0 percent of the CIP addresses the needs of this program. Significant proposed Community Facilities projects include the completion of the Indian Bend Wash Lake Phase I, Paiute Park Playground and Rehabilitation and Papago Park Playground and Rehabilitation projects. Preservation ($176.7 million) – this program addresses the goal of preserving the character and environment of Scottsdale. This goal is met by land acquisition activities for the Scottsdale McDowell Sonoran Preserve for the purpose of maintaining scenic views, preserving native plants and wildlife, and providing public access to the McDowell Mountains and Sonoran Desert. Approximately 36.0 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 ($17.1 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 3.5 percent of the CIP addresses the drainage and City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 17 - Table of Contents Overview Executive Summary flood control needs of the city. Major Drainage and Flood Control projects include the Granite Reef Watershed and the Princess Drive Drainage projects. Public Safety ($4.3 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 0.9 percent of the CIP addresses the public safety needs of the city. The proposed Public Safety budget includes key projects such as the design of the relocation of Fire Station 613 and the acquisition of various technologies such as Advanced Mobile Solutions, Lab Information Management System and Policy Standards and Management Software. Service Facilities ($12.1 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 2.4 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 ($84.2 million) – this program addresses the multi-modal transportation needs. Approximately 17.2 percent of the CIP addresses the transportation needs of the city. Significant proposed Transportation projects include an Airport Terminal Remodel, the Miller Road Underpass at the 101 Freeway, the Mustang Transit Passenger Facility and the Pavement Overlay Program. Water Management ($186.3 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 38.0 percent of the CIP addresses the water and wastewater needs of the city. Significant proposed projects such as Reclaimed Water Distribution System (RWDS) Improvements, 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 started and often 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. In FY 2015/16, the budget assumes the General Fund will transfer a total of $6.1 million to the CIP. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 18 - Table of Contents Overview Overview How to Use This Book How to Use This Book The City of Scottsdale’s FY 2015/16 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 2015/16 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, 2015. The Divisions section begins with an organizational chart and 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, department and title and the city’s FY 2015/16 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 the City Council’s ordinances reflecting the adoption of the city’s FY 2015/16 budget and property tax levy along with a list of Acronyms and a Glossary of terms used throughout the city’s budget. 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 2015/16 Adopted Budget - Volume One - 19 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 20 - 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 2015/16 Adopted Budget - Volume One - 21 - 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 2015/16 Adopted Budget - Volume One - 22 - 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 2015/16 Adopted Budget - Volume One - 23 - 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 operating and capital budgets. 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 update 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 2015/16 Adopted Budget - Volume One - 24 - 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. 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). 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, city treasurer and budget director 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 Council Budget Review and Adoption Phase 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 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. 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’ 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 25 - Table of Contents Overview Budget Development Process Overview Budget Development Process Under the City Charter, final adoption of the budget must occur at the first regular City Council meeting in June. (Note: There is no specific date set by state law for adoption of the final budget. However, for jurisdictions with a property tax, such as Scottsdale, the deadline for adoption of the property tax levy is the third Monday in August. Since state law requires a period of at least 14 days between adoption of the final budget and adoption of the property tax levy, the budget should be adopted by the first Monday in August of each year). Arizona state law requires a “balanced” budget, which is “all-inclusive”. Arizona State Revised Statute (ARS 4217151) defines a “balanced” budget as follow: “Fix, levy and assess the amount to be raised from primary property taxation and secondary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year.” Under Arizona state law “all-inclusive” means if an item is not budgeted (i.e. does not have an appropriation), it cannot legally be spent during the fiscal year. Therefore, the budget must include sufficient appropriation and contingency provisions for expenditures related to revenues (e.g., possible future grants) that cannot be accurately determined or even anticipated when the budget is adopted in June. This budgetary flexibility allows the city to comply with the Arizona state law and to pro-actively pursue emerging revenue sources as the budget year unfolds. Expenditures (i.e., appropriations) 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. The Budget Director 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 26 - Table of Contents Overview Budget Development Process Overview Budget Development Process with the city value of “listen, communicate, and take action” stresses open communication and stakeholder involvement determining satisfaction with programs and in identifying areas needing additional attention. Ongoing monitoring of the city’s financial performance is required of all program managers on a monthly basis. Written budget to actual expenditure variance reports must be submitted monthly by all city divisions explaining any significant variances and provide a solution for corrective action. Additionally, the divisions must be able to explain in writing to the Budget Office the projected year-end budget savings and/or fund balances. The City of Scottsdale’s operating budget is adopted at a division level and the capital improvement plan is adopted at a project level. All amendments to the budget that require a budget transfer from the Contingency/Reserve Funds require City Council’s prior approval at a public meeting before the adjustment can be made by staff. If approved, the transfer is processed in the budget system by the Budget Office. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 27 - 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 2015/16 Adopted Budget - Volume One - 28 - 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 city treasurer, budget director, 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. Under the modified accrual basis, revenues are estimated for the fiscal year if they are accrued (amounts can be determined and will be collected within the current period). Principal and interest on general long-term debt is budgeted as expenditures when due, whereas other expenditures are budgeted for based on the timing of the receipt of the good or service. Proprietary Fund Budgets – Water, Sewer, Solid Waste and Internal Service Funds – are adopted using the full accrual basis of accounting whereby revenue projections are developed recognizing revenues earned in the period. Expenditure estimates are developed for all expenses incurred during the fiscal year. The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are:  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. 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. Operating and Capital Budget Relationship The City of Scottsdale’s Budget for FY 2015/16 is comprised of two volumes: Volume One – Operating Budget includes the City Council’s mission statement and broad goals, the city manager’s transmittal letter, executive summary, and adopted financial policies. Volume One also contains a budget by fund section which includes five-year financial forecasts that cover the period FY 2015/16 through FY 2019/20. This section also provides five-year historical summaries for revenues and expenditures by fund. A City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 29 - 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 Budget Office’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 2015/16 Adopted Budget - Volume One - 30 - 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 2015/16 Adopted Budget - Volume One - 31 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 32 - Table of Contents Overview Budget Calendar BUDGET PLANNING AND DEVELOPMENT FISCAL YEAR 2015/16 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 2015/16 Adopted Budget - Volume One - 33 - 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 .................................. Kevin McKee Administrative Services.............................Jennifer Jensen* City Attorney ............................................ Jane Callahan* Community Services ..................................... Bryan Bundy* 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 & Transportation.................... Monica Staats* City Treasurer.............................................Ryan Fielder* Water Resources ...........................Gina Kirklin/Ron Dolan* City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 34 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance Operating Management 1. 2. All divisions will participate in the responsibility of meeting policy goals and ensuring long-term financial health of the city. Future service plans and program initiatives will be developed to reflect current policy directives, projected resources and future service requirements. In order to ensure compliance with policy, sunset provisions will be required on all grant program initiatives and incorporated into other service plans, as appropriate. The budget process is intended to weigh all competing requests for city resources, within expected fiscal constraints. Requests for new, ongoing programs made outside the budget process will be discouraged. 3. Annual budgets shall include documentation that programs met intended objectives (“effectiveness criteria”) and provide value in terms of dollars allocated (“efficiency criteria”). 4. The budget shall be considered balanced if all sources of revenue, as estimated, are equal to, or exceed, the total of amounts proposed to be used in the operating budget for the current fiscal year, by fund. To the extent unencumbered balances from the preceding fiscal year are required to achieve a balanced budget, use of unencumbered balances from the preceding fiscal year will be only as authorized by City Council. 5. 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 periodically with an engineering assessment 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 35 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance grant funding, City resources will be substituted 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, excluding City Court, 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 plus one hundred percent (100%) of net interest income in excess of $1.0 million, 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 36 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance in the Special Revenue Fund for Tourism Development will be available for use in following years for any of the non-marketing tourism categories (except the general fund category) and may be allocated without limitations, except that they may be leveraged for multi-year annual commitments, such as debt service payments. 22. Any year-end Transportation Fund operating surpluses not needed to restore contingency reserves or cover unforeseen shortfalls in the budget will be transferred to the Transportation Fund Capital Improvement Program in the following fiscal year unless otherwise directed by City Council. Capital Management 23. 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. 24. 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. 25. 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. 26. Future operating and maintenance costs associated with new capital improvements will be forecast and included in the Operating Budget and five-year financial plan. 27. 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 28. 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. 29. 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. 30. 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 37 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance 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 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. 31. 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. 32. 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. 33. 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. 34. 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 35. 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. 36. 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; City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 38 - Table of Contents Overview Overview Comprehensive Financial Policies & Governing Guidance Comprehensive Financial Policies & Governing Guidance b. Transportation Fund Stabilization Reserve of 10 percent of annual Transportation Fund operating expenditures. c. An Excise Tax Stabilization Reserve will be funded at no less than $5.0 million to be temporarily used for unforeseen emergencies or catastrophic impacts to the city. 37. 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. 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 that will adequately fund the City’s financial obligations for the payment of property, worker’s compensation, liability, and health benefit losses. A qualified actuarial firm shall be retained on an annual basis to project and develop losses in order to recommend appropriate reserve levels. The Loss Trust Fund Board’s target is to maintain a Risk Management reserve fund balance equivalent to the actuaries 85 percent confidence interval of projected total outstanding claims liability. 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 2015/16 Adopted Budget - Volume One - 39 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 40 - Table of Contents Budget by Fund Budget by Fund Fund Accounting – Fund Types 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 are used 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 and for 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 2015/16 Adopted Budget - Volume One - 41 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 42 - Table of Contents Budget by Fund Budget by Fund Total Budget Overview Total Budget Overview Adopted Budget $1,201.7 Million (a) Grants, Trust,& Special Districts Operating Budgets $517.5M (a) $15.9M Capital Projects $490.4M Contingencies / Reserves $177.9M General Fund $245.7M Grant Funds $15.3M Community Facilities $9.7M General Fund $27.6M Special Revenue $45.3M Trusts & Special Districts $0.6M Preservation $176.7M Special Revenue $7.1M Debt Service Funds $83.0M Drainage / Flood Control $17.1M Grant Funds $2.0M Enterprise Funds $137.4M Public Safety $4.3M Enterprise Funds $75.2M Internal Service $6.1M (a) $58.6M (b) Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 43 - Table of Contents Total Budget Overview Budget by Fund Budget by Fund Total Budget Overview The total Scottsdale budget consists of $971.9 million in revenue, $235.8 million in prior year CIP unexpended funds, $115.4 million in anticipated bond proceeds, $59.6 million in property taxes, and $561.1 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. Revenue $971.9 Million by Fund Type Internal Service Funds 1% Capital Improvements 40% Enterprise Funds 18% Special Revenue Funds 12% Debt Service Funds 3% General Fund 26% The total Scottsdale adopted budget appropriates $1,201.7 in uses, with the Capital Improvement Funds accounting for the largest portion of the annual budget appropriation. This is an increase of approximately $29.4 million or 3 percent from the FY 2014/15 adopted budget. Total Budget Appropriation $1,201.7 Million by Fund Type Internal Service Funds 3% Capital Improvement Funds 44% Enterprise Funds 17% General Fund 23% Debt Service Funds 7% Special Revenue Funds 6% City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 44 - Table of Contents Budget by Fund Budget by Fund Total Budget Overview Total Budget Overview The largest expense category in the FY 2015/16 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 $1,201.7 million by Expense Type Other* 9% Debt Service 10% Personnel 18% Capital Outlay 42% Contractual 17% Commodities 4% *Other includes Contingency, Reserve Appropriations ,Internal Service Offsets and Indirect Costs Sources Beginning Balance Revenue Uses Transfers In Contractual & Commodities Debt Service Personnel General Fund $ 46,216,296 254,788,072 9,088,906 Special Revenue Funds Transportation Grants Special Districts Preservation Special Programs Tourism Development $ 9,157,671 $ $ 31,944 $ 27,324,784 $ 7,689,406 $ 6,873,015 35,094,176 17,307,551 579,624 34,475,415 9,694,059 18,548,500 Debt Service Funds $ 22,421,951 Capital Outlay Transfers Out Other* Ending Balance $ 177,802,085 59,401,838 7,915,496 548,145 27,566,800 18,144,316 $ 18,714,594 60,000 - $ $ $ $ $ $ 6,015,918 811,961 1,949,890 183,040 21,494,609 9,599,190 611,568 2,200 3,394,191 11,347,806 853,063 13,755 2,251,140 3,400 270,300 81,000 500,000 6,879,245 1,500,000 2,500,000 13,558,817 3,400 36,493,634 723,039 5,241,363 $ 2,059,140 $ $ $ 25,304,365 $ 7,544,205 $ 5,645,906 33,871,285 47,838,399 $ - 83,024,355 - - - - $ 21,107,280 Enterprise Funds Water/Water Reclamation $ 62,959,003 Solid Waste $ 10,498,531 Aviation $ 6,854,000 147,398,733 20,110,228 3,931,934 16,091,439 1,875,000 113,500 $ 19,341,762 $ 7,020,495 $ 1,158,099 60,673,777 11,956,364 1,234,945 27,603,195 749,928 81,455 59,500 64,494 15,000 71,297,752 7,365,704 3,913,149 47,473,188 2,091,000 7,400 $ $ $ 1 3,235,774 4,489,386 Internal Service Funds PC Replacement $ 1,433,779 Fleet $ 9,104,590 Risk $ 14,851,226 Health Self Insurance $ 6,722,886 382,197 1,687,809 7,367,989 - $ $ $ $ 3,483,876 831,170 117,980 1,570,641 22,813,966 32,794,390 7,786,653 88,501 210,000 815,941 7,527,000 - (509,835) (13,979,168) (7,200,002) (19,031,495) 786,300 5,400 - $ $ $ $ 1,127,673 2,311,485 - Trusts $ 8,621 16,000 - $ - 6,000 - - 10,000 - Capital Improvements $ 172,123,772 386,662,040 82,761,862 $ - - - 490,448,000 34,850,100 33,301,249 $ 8,621 $ $ 82,948,325 Total All Funds $ 404,271,475 $ 971,915,612 $ 157,829,106 $ 218,716,276 $ 319,925,840 $ 47,556,586 $ 500,329,380 $ 115,162,250 $ 157,829,106 $ 174,496,755 Total Budget Appropriation** $1,201,690,332 *Other includes Operating Contingency, Reserve Appropriations, Internal Service Offsets and Indirect Costs **Total Budget Appropriation excludes Transfers Out City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 45 - Table of Contents Budget by Fund Beginning Fund Balance Revenues Taxes - Local Privilege Tax (1.0%) Privilege Tax - Transportation (.20%) Privilege Tax - McDowell Preserve (.20%) Privilege Tax - Preservation (.15%) Privilege Tax - Public Safety (.10%) Property Tax Transient Occupancy Tax Electric & Gas Franchise Cable TV License Fee Salt River Project Lieu Tax Stormwater Water Quality Charge Taxes - From Other Agencies State Shared Sales Tax State Revenue Sharing AZ STA/MCSD Revenue Transportation Highway User Revenue Tax Auto Lieu Tax Proposition 400 Regional Sales Tax Internal Service Charges Fleet Management PC Replacement Charges Self-Insurance Licenses, Permits & Fees Building Permit Fees & Charges Recreation Fees WestWorld Fire Service Charges Business Licenses & Fees 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 Total Appropriation General Special Revenue 46,216,296 51,076,820 100,224,051 9,803,522 26,009,870 8,324,540 3,415,000 244,000 906,576 22,421,951 Enterprise 80,311,534 Internal Service 32,112,481 Trusts 8,621 Capital Total 172,123,772 16,928,000 32,227,765 404,271,475 100,224,051 19,018,833 19,607,044 14,705,283 9,803,522 59,550,444 16,928,000 8,324,540 3,415,000 244,000 1,012,876 19,018,833 19,607,044 14,705,283 1,312,809 106,300 20,767,461 26,173,125 8,591,756 Debt Service 20,767,461 26,173,125 1,498,520 1,498,520 13,564,928 550,000 6,423,000 20,653,065 1,009,835 38,974,486 13,564,928 8,591,756 6,973,000 20,653,065 1,009,835 38,974,486 14,276,420 3,586,898 5,060,700 755,974 1,845,667 303,000 14,276,420 3,586,898 5,060,700 755,974 1,845,667 303,000 3,903,551 2,879,450 222,430 305,109 3,903,551 2,879,450 222,430 305,109 884,964 3,049,943 163,088 1,600,000 742,800 290,300 92,170,000 12,572,032 39,209,000 19,180,000 3,803,656 5,966,388 1,213,826 4,926,369 1,147,482 535,415 92,170,000 12,572,032 39,209,000 19,180,000 3,803,656 912,538 6,000 386,662,040 7,414,341 120,000 35,855,123 579,624 3,800,826 14,590,738 1,147,482 8,194,059 115,400,000 145,000 235,825,868 (52,512,200) 968,405,612 - - 6,157,239 18,214,467 42,377,146 791,700 15,221,310 82,761,862 18,144,316 56,020,253 49,571,588 791,700 33,301,249 157,829,105 - 10,000 10,000 16,702,551 579,624 6,000 50,500 8,194,059 1,894,464 7,194,442 9,088,906 263,876,978 112,199,325 33,871,285 60,000 11,927,077 35,911,322 60,000 47,838,399 3,500,000 3,500,000 115,759,325 81,709,684 120,000 19,146,572 2,587,000 6,869,300 2,744,569 115,400,000 145,000 254,788,072 171,440,895 18,079,939 18,079,939 189,520,834 2,081,152 4,649,943 (52,512,200) 9,437,995 9,437,995 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 46 - 235,825,868 16,000 469,423,902 3,510,000 3,510,000 1,129,744,717 Table of Contents Budget by Fund 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 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 Neighborhood Drainage and Flood Control Public Safety Service Facilities Transportation Improvements Water and Wastewater Subtotal Debt Service 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 Total Uses Ending Fund Balance * * Assuming Use of Reserve Appropriations Subtotal Total Appropriation Special Revenue 759,996 6,353,215 873,324 719,164 4,327,911 1,279,424 5,899,008 15,893,388 24,216,806 35,037,966 33,566,605 94,442,353 18,259,676 22,005,345 3,835,080 7,300 2,601,265 14,925,544 1,900,000 (3,800,000) 3,094,557 49,900 (156,300) 204,609 242,823,393 45,303,559 - - Debt Service 75,000 Enterprise Internal Service Trusts Capital Total 110,000 - 944,996 6,353,215 873,324 719,164 6,083,727 1,279,424 17,777,097 45,316,984 48,329,183 38,873,046 33,573,905 97,043,618 72,375,657 74,990,398 1,983,100 (4,155,800) 4,048,996 7,414,340 (52,512,200) 401,312,174 - 15,287,349 617,568 15,904,917 1,755,816 3,080,592 15,287,349 611,568 15,898,917 - 2,107,032 18,731,878 74,990,398 649,433 7,414,340 - - 32,742,732 25,724,259 6,489,373 2,548,679 295,492 2,844,171 2,200 2,200 27,566,800 9,057,600 27,566,800 9,057,600 273,234,364 70,262,276 6,157,239 18,214,467 107,083,673 - - 18,067,990 4,542,488 25,747,193 83,024,355 30,289,681 83,024,355 20,458,559 33,200 (199,500) 100,397 (52,512,200) 6,101,549 - - - 6,000 6,000 - - 9,720,600 176,671,600 17,078,700 4,344,100 12,096,500 84,220,800 186,315,700 490,448,000 - 35,911,322 18,144,316 56,020,253 291,378,680 126,282,529 18,714,594 40,553,616 32,742,732 25,724,259 6,489,373 4,542,488 43,815,183 2,548,679 297,692 116,160,406 34,850,100 31,218,069 10,000 34,850,100 71,484,500 5,785,316 3,435,325 31,218,069 65,941,623 177,864,833 212,535,619 37,319,618 16,000 525,298,100 1,201,690,332 2,246,700 791,700 15,221,310 42,631,416 16,091,439 1,988,500 1,894,464 60,000 63,929,838 42,118,946 - 33,301,249 7,194,442 157,829,105 65,941,623 75,162,264 31,218,069 1,894,464 60,000 11,927,077 9,720,600 176,671,600 17,078,700 4,344,100 12,096,500 84,220,800 186,315,700 490,448,000 10,000 5,785,316 3,435,325 - 8,797,497 29,423,596 40,130,446 7,194,442 49,571,588 791,700 83,024,355 262,107,207 38,111,318 16,000 558,599,349 1,359,519,437 21,107,280 7,725,161 3,439,158 8,621 82,948,325 174,496,756 - City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 47 - Table of Contents Budget by Fund Budget by Fund General Fund Overview General Fund Overview Adopted Budget $1,201.7 Million (a) Grants, Trust,& Special Districts Operating Budgets $517.5M (a) $15.9M Capital Projects $490.4M Contingencies / Reserves $177.9M General Fund $245.7M Grant Funds $15.3M Community Facilities $9.7M General Fund $27.6M Special Revenue $45.3M Trusts & Special Districts $0.6M Preservation $176.7M Special Revenue $7.1M Debt Service Funds $83.0M Drainage / Flood Control $17.1M Grant Funds $2.0M Enterprise Funds $137.4M Public Safety $4.3M Enterprise Funds $75.2M Internal Service $6.1M (a) $58.6M (b) Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 48 - Table of Contents Budget by Fund Budget by Fund General Fund Overview 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 $ 26.0 110.0 55.5 51.2 12.0 $ 254.8 9.1 $ 263.9 General Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Debt Service Contingency/Reserves Adopted Budget Transfers Out Debt Service Fund CIP Other Total Uses $ 177.8 56.6 7.9 0.5 2.8 27.6 $ 273.2 11.9 6.2 0.1 $ 291.4 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 49 - Table of Contents Budget by Fund General Fund Summary Actual 2013/14 Beginning Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Forecast 2014/15 Adopted 2015/16 24,133,333 5,000,000 13,812,604 25,507,420 3,000,000 11,481,388 25,312,415 3,000,000 17,966,809 23,525,202 2,200,000 20,491,094 42,945,937 39,988,808 46,279,225 46,216,296 95,604,157 9,329,748 97,214,941 9,491,270 99,864,600 x 9,768,831 18,921,791 24,230,317 7,755,182 19,642,557 26,314,255 7,686,538 19,685,823 26,315,799 7,686,538 20,767,461 26,173,125 8,591,756 900,389 897,600 897,600 906,576 14,442,953 3,712,391 3,439,643 715,322 1,751,684 - 12,332,184 3,537,796 3,920,520 664,400 1,805,192 300,000 14,332,184 3,537,796 4,445,520 664,400 1,805,192 300,000 14,276,420 3,586,898 5,060,700 755,974 1,845,667 303,000 4,204,641 1,933,170 249,022 324,744 4,528,736 2,110,289 237,528 369,468 4,528,736 2,110,289 237,528 369,468 3,903,551 2,879,450 222,430 305,109 766,321 2,153,705 574,573 1,836,120 574,573 2,036,120 884,964 3,049,943 6,555,531 1,220,724 1,900,680 1,808,911 6,439,205 1,024,105 4,380,669 1,247,165 6,439,205 1,024,105 3,930,669 1,247,165 5,966,388 1,213,826 4,926,369 1,147,482 25,264,841 25,744,348 25,744,348 26,009,870 Subtotal 8,219,777 3,721,874 267,598 239,395,116 8,443,750 3,395,000 267,000 244,405,209 8,443,750 3,395,000 267,000 249,652,239 8,324,540 3,415,000 244,000 254,788,072 Subtotal 314,800 84,928 3,548,000 6,973,447 10,921,175 386,176 2,650,000 6,953,866 9,990,042 386,176 2,650,000 6,953,866 9,990,042 394,464 1,500,000 7,194,442 9,088,906 250,316,291 254,395,251 259,642,281 263,876,978 Total Beginning Fund Balance (a) Revenues Privilege (Sales) Tax Privilege (Sales) Tax - General Purpose (1.00%) Privilege (Sales) Tax - Public Safety (0.10%) State-Shared Revenues State Shared Sales Tax State Revenue Sharing Auto Lieu Tax Charges for Services/Other Taxes - Local Stormwater Water Quality Charge Licenses, Permits & Fees Building Permit Fees & Charges Recreation Fees WestWorld Fire Service Charges Business Licenses & Fees 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 Property Tax Property Tax Franchise Fees and In-Lieu Taxes Electric and Gas Franchise Cable TV Franchise Salt River Project Lieu Tax Transfers In Special Programs Fund (30-Day Tow Program) Special Programs Fund / Other Tourism Development Fund Enterprise Franchise Fees Total Sources Adopted 2014/15 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 50 - 100,224,051 9,803,522 Expenditures Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager City Treasurer Administrative Services Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works CIP Operating Impacts Estimated Personnel Savings from Vacant Positions Leave Accrual Payments Citywide Pay Program / Citywide Pay Program Tail Subtotal Contracts Payable & Certificates of Participation (COPs) Contracts Payable Certificates of Participation - Radio Financing Subtotal TOTAL OPERATING BUDGET Subtotal (a) Actual 2013/14 Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 833,962 5,671,563 737,499 1,032,433 3,693,924 989,563 4,882,501 14,831,179 22,979,458 33,113,482 31,485,238 84,808,267 19,668,559 263,651 224,991,279 761,731 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 (3,800,000) 1,900,000 4,585,954 231,635,420 725,148 6,084,403 865,457 1,017,822 4,012,592 1,056,016 5,331,577 15,559,090 24,323,148 34,441,266 32,676,037 88,893,538 18,277,474 (1,538,187) 696,535 232,421,916 759,996 6,353,215 873,324 719,164 4,327,911 1,279,424 5,899,008 15,893,388 24,216,806 35,037,966 33,566,605 94,442,353 18,259,676 (3,800,000) 1,900,000 3,094,557 242,823,393 293,880 2,548,679 2,842,559 227,833,838 Transfers Out Debt Service Fund - MPC Excise Debt CIP - Stadium CIP - PAYGO Special Programs Fund - CDBG Special Programs Fund - Preservation Rehab Total Uses Sources Over/(Under) Uses Ending Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance (a) 281,420 2,548,679 2,830,099 234,465,519 281,420 2,548,679 2,830,099 235,252,015 12,284,874 67,400 13,048,602 60,000 25,460,876 11,518,368 67,400 12,807,427 60,000 24,453,195 11,927,077 67,400 6,089,839 60,000 18,144,316 259,926,395 259,705,210 263,811,880 3,333,287 (5,531,144) 25,312,415 5,000,000 15,966,809 46,279,225 23,446,552 3,000,000 8,011,112 34,457,664 (62,929) 23,525,202 2,200,000 20,491,094 46,216,296 Table of Contents 295,492 2,548,679 2,844,171 245,667,564 12,844,607 64,082 5,828,888 351,588 60,000 19,149,166 246,983,004 65,098 24,566,800 3,000,000 18,714,594 46,281,394 Excludes revenue accruals of $7.9 million in FY 2013/14 and unknown revenue accrual amount in current and future years. Budget by Fund General Fund Summary Actual 2013/14 Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 Subtotal 833,962 5,671,563 737,499 1,032,433 3,693,924 989,563 4,882,501 14,831,179 22,979,458 33,113,482 31,485,238 84,808,267 19,668,559 263,651 224,991,279 761,731 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 (3,800,000) 1,900,000 4,585,954 231,635,420 725,148 6,084,403 865,457 1,017,822 4,012,592 1,056,016 5,331,577 15,559,090 24,323,148 34,441,266 32,676,037 88,893,538 18,277,474 (1,538,187) 696,535 232,421,916 759,996 6,353,215 873,324 719,164 4,327,911 1,279,424 5,899,008 15,893,388 24,216,806 35,037,966 33,566,605 94,442,353 18,259,676 (3,800,000) 1,900,000 3,094,557 242,823,393 Contracts Payable & Certificates of Participation (COPs) Contracts Payable Certificates of Participation - Radio Financing Subtotal 293,880 2,548,679 2,842,559 281,420 2,548,679 2,830,099 281,420 2,548,679 2,830,099 295,492 2,548,679 2,844,171 227,833,838 234,465,519 235,252,015 245,667,564 12,844,607 64,082 5,828,888 351,588 60,000 19,149,166 12,284,874 67,400 13,048,602 60,000 25,460,876 11,518,368 67,400 12,807,427 60,000 24,453,195 11,927,077 67,400 6,089,839 60,000 18,144,316 246,983,004 259,926,395 259,705,210 263,811,880 Expenditures Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager City Treasurer Administrative Services Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works CIP Operating Impacts Estimated Personnel Savings from Vacant Positions Leave Accrual Payments Citywide Pay Program / Citywide Pay Program Tail TOTAL OPERATING BUDGET Transfers Out Debt Service Fund - MPC Excise Debt CIP - Stadium CIP - PAYGO Special Programs Fund - CDBG Special Programs Fund - Preservation Rehab Subtotal Total Uses Sources Over/(Under) Uses 3,333,287 (5,531,144) Ending Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 25,312,415 5,000,000 15,966,809 46,279,225 23,446,552 3,000,000 8,011,112 34,457,664 (a) (a) Excludes revenue accruals of $7.9 million in FY 2013/14 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 51 - (62,929) 23,525,202 2,200,000 20,491,094 46,216,296 65,098 24,566,800 3,000,000 18,714,594 46,281,394 Table of Contents Budget by Fund General Fund Five-Year Financial Forecast Forecast 2016/17 Beginning Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Forecast 2018/19 Forecast 2019/20 24,566,800 3,000,000 18,714,594 25,984,900 3,000,000 9,533,394 25,971,900 3,000,000 8,817,094 29,281,300 3,000,000 5,871,194 46,281,394 38,518,294 37,788,994 38,152,494 103,631,500 10,139,900 107,116,100 10,483,900 110,741,700 10,841,900 114,514,500 11,214,500 21,930,400 26,100,000 8,592,000 23,202,400 26,499,300 8,592,000 24,362,500 27,691,800 8,592,000 25,580,600 28,937,900 8,592,000 915,600 924,800 934,000 943,400 14,539,600 3,597,800 5,610,700 742,000 1,882,600 306,000 14,807,400 3,605,600 6,060,700 752,600 1,920,300 309,100 15,080,700 3,613,300 6,560,700 763,600 1,958,400 312,200 15,359,400 3,621,400 6,860,700 765,900 1,997,500 315,300 3,942,800 2,908,300 223,000 305,100 4,015,100 2,937,400 225,200 305,100 4,095,000 2,966,700 227,500 305,100 4,173,700 2,996,400 229,900 305,100 1,546,000 3,095,400 2,336,100 3,147,300 2,529,400 3,197,700 2,652,200 3,218,300 6,085,700 1,217,400 906,600 1,156,900 6,207,500 1,221,100 908,800 1,175,500 6,331,600 1,224,900 911,000 1,194,700 6,458,200 1,228,800 913,300 1,205,500 26,257,600 26,507,700 26,760,300 27,015,100 Subtotal 8,406,000 3,415,000 235,000 257,688,900 8,479,000 3,415,000 220,000 265,375,000 8,553,000 3,415,000 202,000 273,366,700 8,628,000 3,415,000 184,000 281,326,600 Subtotal 394,500 1,500,000 7,271,300 9,165,800 394,500 1,500,000 7,401,900 9,296,400 394,500 1,500,000 7,537,000 9,431,500 394,500 1,500,000 7,680,600 9,575,100 266,854,700 274,671,400 282,798,200 290,901,700 Total Beginning Fund Balance (a) Revenues Privilege (Sales) Tax Privilege (Sales) Tax - General Purpose (1.00%) Privilege (Sales) Tax - Public Safety 0.10%) State-Shared Revenues State Shared Sales Tax State Revenue Sharing Auto Lieu Tax Charges for Services/Other Taxes - Local Stormwater Water Quality Charge Licenses, Permits & Fees Building Permit Fees & Charges Recreation Fees WestWorld Fire Service Charges Business Licenses & Fees 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 Property Tax Property Tax Franchise Fees and In-Lieu Taxes Electric and Gas Franchise Cable TV Franchise Salt River Project Lieu Tax Transfers In Special Programs Fund (30-Day Tow Program) Special Programs Fund / Other Tourism Development Fund Enterprise Franchise Fees Total Sources Forecast 2017/18 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 52 - Table of Contents Budget by Fund Expenditures Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager City Treasurer Administrative Services Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works CIP Operating Impacts Estimated Personnel Savings from Vacant Positions Leave Accrual Payments Citywide Pay Program / Citywide Pay Program Tail 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 Special Programs Fund - CDBG Special Programs Fund - Preservation Rehab Subtotal Total Uses General Fund Five-Year Financial Forecast Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 783,700 6,524,900 904,900 1,148,200 4,504,900 1,275,100 5,949,300 16,617,300 25,729,300 35,921,100 34,829,400 98,471,100 18,662,100 200,000 (3,895,000) 1,910,000 7,453,700 256,990,000 780,200 6,383,900 889,900 733,100 4,429,200 1,233,000 5,879,400 16,346,000 25,442,600 35,444,900 34,416,200 96,943,500 18,691,500 300,000 (3,999,800) 1,920,000 11,010,900 256,844,500 793,800 6,451,200 898,200 1,140,100 4,483,200 1,241,800 5,960,600 16,516,500 25,671,800 35,872,000 34,923,100 98,193,000 18,900,700 183,500 (4,114,700) 1,930,000 14,493,500 263,538,300 807,100 6,523,600 907,600 748,200 4,541,500 1,267,100 6,046,300 16,696,500 25,815,700 36,333,000 35,457,900 99,512,300 19,115,100 (16,500) (4,240,500) 1,940,000 17,538,800 268,993,700 310,200 2,548,700 2,858,900 325,800 2,548,700 2,874,500 342,000 2,548,700 2,890,700 359,200 2,548,700 2,907,900 259,848,900 259,719,000 266,429,000 271,901,600 12,016,200 67,400 2,625,300 60,000 14,768,900 12,118,200 67,400 3,436,100 60,000 15,681,700 12,227,900 67,400 3,650,400 60,000 16,005,700 12,337,000 67,400 3,794,500 60,000 16,258,900 274,617,800 275,400,700 282,434,700 288,160,500 363,500 2,741,200 29,281,300 3,000,000 5,871,194 38,152,494 29,886,400 3,000,000 8,007,294 40,893,694 Sources Over/(Under) Uses (7,763,100) Ending Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 25,984,900 3,000,000 9,533,394 38,518,294 (a) (a) (729,300) 25,971,900 3,000,000 8,817,094 37,788,994 Excludes revenue accruals of $7.9 million in FY 2013/14 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 53 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources General Fund Revenues and Transfers-In General Fund sources include both revenues and transfers-in from other fund types such as the Special Programs, Tourism Development and Enterprise Funds. For FY 2015/16 estimated General Fund revenues and transfers-in equal $263.9 million, an increase of approximately $4.2 million, or 2 percent, from the FY 2014/15 year-end forecast of $259.6 million. This increase is attributed to a $1.8 million increase in State-Shared Revenues, an increase of $1.0 million in Property Rental revenues, as well as an increase of $1.0 million in miscellaneous revenues, offset by a decrease of court fines by $0.6 million. Transfers-in are anticipated to decrease by $0.9 million from the FY 2014/15 year-end forecast. 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 $148.9 million represent 58 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. The city will experience a projected decrease of approximately $3.1 million in FY 2015/16 compared to FY 2013/14 actuals in construction Privilege (Sales) Tax. The reduction is due to a change in State Statue, effective January 2015, changing the incidence of tax for certain contractor related transactions. Many of these transactions now require sales tax to be paid at the point of sale which has negatively impacted collections. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 54 - Table of Contents Budget by Fund General Fund Sources 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, which is used to pay for general governmental operations as well as the repayment of excise debt. For FY 2015/16, the anticipated revenue budget is $100.2 million, approximately a $0.4 million or a 0.4 percent increase over the FY 2014/15 year-end forecast of $99.9 million. The 1.00 percent 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 Percent Privilege (Sales) Tax Five Year Forecast by Business Category Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 13/14 Actual 12,398,275 11,079,917 6,578,273 5,009,926 9,226,801 16,081,171 7,556,352 12,421,960 8,522,154 4,428,759 2,300,569 95,604,157 % of Total 13% 12% 7% 5% 10% 17% 8% 13% 9% 5% 2% 100% FY 14/15 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% FY 15/16 Adopted 14,375,562 8,271,358 7,049,775 5,542,460 9,885,431 17,769,086 7,813,179 13,220,997 9,655,834 4,451,540 2,188,829 100,224,051 % of Total 14% 8% 7% 6% 10% 18% 8% 13% 10% 4% 2% 100% Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 16/17 Forecast 15,094,340 8,317,005 7,226,019 5,819,583 10,084,475 18,657,989 7,969,442 13,617,627 10,138,626 4,473,798 2,232,605 103,631,510 % of Total 15% 8% 7% 6% 10% 18% 8% 13% 10% 4% 2% 100% FY 17/18 Forecast 15,849,058 8,400,176 7,406,670 6,110,562 10,286,165 19,590,889 8,128,831 14,026,155 10,544,171 4,496,167 2,277,258 107,116,100 % of Total 15% 8% 7% 6% 10% 18% 8% 13% 10% 4% 2% 100% FY 18/19 Forecast 16,641,510 8,484,177 7,591,837 6,416,090 10,491,888 20,570,433 8,291,408 14,446,940 10,965,938 4,518,647 2,322,805 110,741,673 % of Total 15% 8% 7% 6% 9% 19% 7% 13% 10% 4% 2% 100% City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 55 - FY 19/20 Forecast 17,473,586 8,569,019 7,781,633 6,736,894 10,701,726 21,598,955 8,457,236 14,880,348 11,404,576 4,541,241 2,369,262 114,514,475 % of Total 15% 7% 7% 6% 9% 19% 7% 13% 10% 4% 2% 100% Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Privilege (Sales) Tax - Public Safety Privilege (Sales) Tax - Public Safety represents the 0.10 percent of the total 1.65 percent sales tax rate and is dedicated exclusively to public safety. The Public Safety sales tax revenue budget for FY 2015/16 is $9.8 million, which is remaining basically flat from the expected $9.8 million for FY 2014/15 year-end. This designated sales tax covers 7.7% of the FY 2015/16 Public Safety Police and Fire General Fund budgets combined. The same business category analysis used for the General Fund 1.00 percent tax was applied when forecasting the Public Safety Privilege Tax. Public Safety 0.10 Percent Privilege (Sales) Tax Five Year Forecast by Business Category Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 13/14 Actual 1,239,815 1,107,983 657,826 500,796 922,478 1,608,115 755,633 1,242,012 852,215 442,875 9,329,748 % of Total 13% 12% 7% 5% 10% 17% 8% 13% 9% 5% 0% 100% FY 14/15 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% 100% FY 15/16 Forecast 1,437,556 827,136 704,977 554,246 988,543 1,776,909 781,318 1,322,100 965,583 445,154 9,803,522 % of Total 15% 8% 7% 6% 10% 18% 8% 13% 10% 5% 0% 100% Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 16/17 Forecast 1,509,434 831,701 722,602 581,958 1,008,447 1,865,799 796,944 1,361,763 1,013,863 447,380 10,139,890 % of Total 15% 8% 7% 6% 10% 18% 8% 13% 10% 4% 0% 100% FY 17/18 Forecast 1,584,906 840,018 740,667 611,056 1,028,616 1,959,089 812,883 1,402,616 1,054,417 449,617 10,483,884 % of Total 15% 8% 7% 6% 10% 19% 8% 13% 10% 4% 0% 100% FY 18/19 Forecast 1,664,151 848,418 759,184 641,609 1,049,189 2,057,043 829,141 1,444,694 1,096,594 451,865 10,841,887 % of Total 15% 8% 7% 6% 10% 19% 8% 13% 10% 4% 0% 100% City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 56 - FY 19/20 Forecast 1,747,359 856,902 778,163 673,689 1,070,173 2,159,895 845,724 1,488,035 1,140,458 454,124 11,214,521 % of Total 16% 8% 7% 6% 10% 19% 8% 13% 10% 4% 0% 100% Table of Contents Budget by Fund General Fund Sources 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 fifth year in a row, Scottsdale is not imposing the allowed 2 percent increase for FY 2015/16. Primary property tax accounts for approximately 10 percent of the total adopted FY 2015/16 General Fund sources. The FY 2015/16 revenue forecast of $26.0 million represents an increase of $0.3 million from the FY 2014/15 year-end forecast of $25.7 million, attributable to valuations of new construction. The adopted primary property tax rate of approximately 53 cents per $100 of assessed valuation represents a 2.87 cent decrease from the FY 2014/15 rate. 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. Beginning in FY 2012/13 Bed Tax revenue was moved to a newly created Tourism Development Fund, with an annual transfer-in to the General Fund of $1.5 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 57 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Stormwater Quality Charge Stormwater Quality Charge revenue relates to the water quality charge to help pay a portion of the city’s Stormwater Management program costs. These costs are driven by unfunded federal mandates that require the city to operate under a National Pollution Discharge Elimination System (NPDES) permit and to address the quality of stormwater runoff. Charges are forecasted at $0.9 million for FY 2015/16. 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 $12.0 million budgeted for FY 2015/16, the electric and gas franchise tax revenue budget is $8.3 million, which is $0.1 million lower than the FY 2014/15 year-end forecast. The next largest component is the cable TV franchise fees, which are remaining relatively flat to the FY 2014/15 year-end forecast of $3.4 million. The final component is the Salt River Project In-Lieu Tax of $0.2 million, which is a slight decrease to the FY 2014/15 year-end forecast of $0.3 million. 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 State Department of Revenue collects and distributes funds and provides revenue forecasts to cities and towns for these revenue sources. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 58 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund 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 2015/16 revenue budget is $20.8 million versus the FY 2014/15 year-end forecast of $19.7 million, an increase of $1.1 million. 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 two-year lag between the time citizens report income to the State and when the State remits shared income tax revenues to cities and towns. Revenue from State Shared Income Tax is budgeted at $26.2 million for FY 2015/16, a decrease of $0.1 million from the FY 2014/15 year-end forecast of $26.3 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 59 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Auto Lieu Tax Auto Lieu Tax is part of the vehicle license fees collected by Maricopa County, but it 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 2015/16 is $8.6 million, which is $0.9 million more than the FY 2014/15 year-end forecast of $7.7 million. 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 2015/16 revenue budget of $14.3 million is remaining basically flat from the FY 2014/15 year-end forecast. FY 2014/15 favorable activity was attributed to numerous large multi-family residential projects. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 60 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Recreation Fees Recreation Fees are budgeted at $3.6 million and include revenue from the various recreational programs, classes, and entry fees. In accordance with the city’s adopted financial policies, recreation fees are reviewed and adjusted annually as needed to meet cost recovery targets as approved by City Council. 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 $5.1 million are budgeted in FY 2015/16 versus the FY 2014/15 year-end forecast of $4.4 million. The FY 2015/16 revenue budget is based on future confirmed bookings for WestWorld, feed and bedding. The continual increase in revenues from FY 2013/14 is primarily due to the expansion of the Tony Nelssen Equestrian Center. The new facility includes approximately 300,000 square feet of climate-controlled enclosed space, which allows for additional events year round as well as additional areas to accommodate multiple users. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 61 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Fire Service Charges Fire Service Charges include service fees for the cost recovery of fire and medical standbys at special events, after hours inspections, ambulance staffing, and medical enhancement costs associated with the ambulance agreement. In addition, the fire department collects fees for CPR classes, permits and incident reports. The FY 2015/16 revenues are budgeted at $0.8 million, $0.1 million higher than the FY 2014/15 year-end forecast. 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 2015/16, which remains flat with the FY 2014/15 year-end forecast. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 62 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources 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 is 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 paid for by those who cause the extra costs to be incurred. The FY 2015/16 revenues are budgeted at $0.3, which stays flat versus the FY 2014/15 year-end forecast. Fines and Forfeiture Revenues Fines and Forfeitures Revenue include court, photo enforcement, parking, and library fines. The combined revenue for these items in FY 2015/16 is budgeted at $7.3 million, which is down $0.1 million from the FY 2014/15 year-end forecast of $7.2 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 $3.9 million are budgeted for FY 2015/16, which reflects a $0.6 million decrease from the FY 2014/15 year-end forecast of $4.5 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 63 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources 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 $2.9 million for FY 2015/16, which is an increase of $0.8 million from the FY 2014/15 year-end 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. 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 2015/16. The revenue budget is flat compared to the FY 2014/15 year-end forecast. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 64 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Library Fines & Fees Library Fines & Fees are monies collected when library materials are returned after their due date, are lost, and/or are damaged. The FY 2015/16 revenues are budgeted at $0.3 million, which is a decrease of $0.1 million from the FY 2014/15 year-end forecast. 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 2015/16 is budgeted at $17.2 million, which is an increase of approximately $1.9 million from the FY 2014/15 year-end forecast. 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 $0.9 million in FY 2015/16. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 65 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Property Rental Property rental revenues are rental fees on facilities such as the Scottsdale Stadium, as well as amounts received from the Tournament Players Club for percent of revenue on gross sales agreements. The FY 2015/16 revenue of $3.0 million is $1.0 million higher than the FY 2014/15 year-end forecast of $2.0 million. 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 2015/16 miscellaneous revenue is $4.9 million, which is $1.0 million higher than the FY 2014/15 year-end forecast of $3.9 million due to the anticipated receipt of one time revenue for the sale of a city building. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 66 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Reimbursements This category represents General Fund reimbursements from outside sources. FY 2015/16 revenues are budgeted at $1.1 million, of which the most significant reimbursement revenue is related to jail fees. Reimbursements from defendants who are sentenced to county jail are approximately $0.8 million for FY 2015/16. 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 2015/16 revenues are budgeted at $1.2 million. 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 includes factors such as full-time equivalents (FTE) for human resources overhead, information technology (IT) equipment counts for the IT overhead calculations and square footage calculations to determine building maintenance costs. The direct component of this revenue is a reimbursement from the Aviation Fund for the direct cost of fire service at the Scottsdale Airport. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 67 - Table of Contents Budget by Fund General Fund Sources Budget by Fund General Fund Sources Indirect/Direct Cost Allocation Of the $6.0 million budgeted for FY 2015/16 for this revenue group, the indirect cost allocation component is $5.7 million, which reflects a $0.4 million decrease from the FY 2014/15 year-end forecast of $6.1 million. The FY 2015/16 budgeted revenue for the direct cost of fire services at the Scottsdale Airport is $0.3 million, which is relatively flat with the FY 2014/15 year-end forecast. Transfers-In The budget for Transfers-In to the General Fund includes ongoing franchise fees from the Enterprise Funds, reimbursement of Police Tow costs from the Special Programs Fund and bed tax from the Tourism Development Fund. Franchise fees charged to the Enterprise Funds represent an estimate of the fees a private utility organization would incur while conducting business within the city. In total, the transfers-in for FY 2015/16 are budgeted at $9.1 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 68 - Table of Contents Budget by Fund General Fund Uses 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 2015/16 adopted budget of $177.8 million is $8.2 million more than the FY 2014/15 yearend forecast. This increase includes funding for a citywide pay program based on performance as well as funding to cover increased healthcare and retirement costs. Additionally, Police Officers compensation increases occurred outside of the citywide pay program and FY 2015/16 was the first year of a new compensation model. Also, the Fire Department added 12 sworn fire positions including; 8 firefighters, 3 captains and 1 engineer to meet ongoing staffing needs. Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The FY 2015/16 adopted budget of $56.6 million is $1.8 million, or 3 percent, greater than the FY 2014/15 year-end forecast. Major contractual expenses include software maintenance and licensing, Fleet operations, utilities, and property, liability and Worker's Compensation coverage. The most significant increases in this category are related to Fleet operations and utilities. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 69 - Table of Contents Budget by Fund General Fund Uses Budget by Fund General Fund Uses 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 $7.9 million is slightly more than the FY 2014/15 year-end forecast. 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 2015/16 adopted budget of $219,145 has been identified for the replacement of office furniture and equipment, computer equipment and service animals. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 70 - Table of Contents Budget by Fund General Fund Uses 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, public art, and all other project type costs that do not result in the acquisition or construction of a capital asset. The FY 2015/16 adopted budget is $1.2 million. Of this budget, $0.9 million is allocated for contractual expenses, and $0.3 million is allocated for capital outlay. Debt Service - Contracts Payable Contracts Payable is paid from the General Fund, is primarily contractual debt related to sales tax development agreements, and will vary based on the actual sales tax collections at each developed site. The FY 2015/16 Contracts Payable budget of $0.3 million is related to various sales tax development agreements. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 71 - Table of Contents Budget by Fund General Fund Uses Budget by Fund General Fund Uses 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 2015/16 budget of $2.5 million is related to the FY 2010/11 COPs issuance. Transfers-Out Transfers-Out are the authorized movement of cash to other funds and/or capital projects. Transfers-Out in FY 2015/16 total $18.1 million and include: $11.9 million to the MPC Excise Debt Fund, $6.2 million to the Capital Improvement Plan to cover the cost of ongoing capital maintenance, and $60,000 to the Special Programs Fund for neighborhood revitalization ($50,000) and for the preservation and maintenance of properties on Scottsdale’s Historic Register ($10,000). General Fund Balance/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 for an operating contingency as part of the resource allocation/limit setting process. The process allows the city to set aside savings before they are allocated or spent as budgeted expenditures. The specific make-up of the city’s General Fund reserve and operating contingency is as follows: 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 operating budget expenditure estimate, the ending FY 2015/16 General Fund Reserve is $24.6 million. Maintaining the General Fund Reserve is very important to the municipal credit rating agencies and in retaining the city’s AAA bond ratings. Operating Contingency Operating Contingency includes $3.0 million of budget authorization in the event that unforeseen expenses occur during the fiscal year. Contingency funds are utilized only after all budget sources have been examined for available funds, and requires City Council approval. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 72 - Table of Contents Budget by Fund General Fund Uses Budget by Fund General Fund Uses Unreserved Fund Balance Unreserved Fund Balance accounts for any funds remaining after the designation of all other reserves/uses. The FY 2015/16 ending unreserved fund balance is $18.7 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 2015/16 Adopted Budget - Volume One - 73 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 74 - Table of Contents Budget by Fund Special Revenue Overview Budget by Fund Special Revenue Overview Adopted Budget $1,201.7 Million (a) Grants, Trust,& Special Districts Operating Budgets $517.5M (a) $15.9M Capital Projects $490.4M Contingencies / Reserves $177.9M General Fund $245.7M Grant Funds $15.3M Community Facilities $9.7M General Fund $27.6M Special Revenue $45.3M Trusts & Special Districts $0.6M Preservation $176.7M Special Revenue $7.1M Debt Service Funds $83.0M Drainage / Flood Control $17.1M Grant Funds $2.0M Enterprise Funds $137.4M Public Safety $4.3M Enterprise Funds $75.2M Internal Service $6.1M (a) $58.6M (b) Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 75 - 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 Privilege (Sales) Tax, Transportation Privilege (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 $ 19.0 34.3 13.6 16.9 4.4 2.2 7.3 97.8 0.1 97.9 Special Revenue Funds Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Debt Service Contingency/Reserves Adopted Budget Transfers Out General Fund Debt Service Fund CIP Total Uses $ $ 8.1 33.2 3.1 0.9 7.1 52.3 $ 1.9 35.9 18.2 108.4 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 76 - Table of Contents Budget by Fund Transportation Fund Overview 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 Fund (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 and the county of origin for the sales of fuel. 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 - Transportation Highway User Revenue Fund (HURF) Proposition 400 Regional Sales Tax Grants/Other Revenue Direct Cost Allocation - Alley Maintenance Total Revenues Transfers In Total Sources $ $ $ 19.0 13.6 0.6 1.4 0.6 35.1 35.1 Transportation Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/ Reserve Adopted Budget Transfers Out CIP Total Uses $ $ 6.0 18.4 0.9 0.3 3.1 28.6 $ 13.6 42.2 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 77 - Table of Contents Budget by Fund Actual 2013/14 Beginning Fund Balance Transportation Fund Reserve Contingency Unreserved Fund Balance Total Beginning Fund Balance (a) Transportation Fund Summary Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 8,024,511 8,024,511 500,000 7,797,131 8,297,131 500,000 9,244,922 9,744,922 2,528,558 500,000 6,129,113 9,157,671 12,267,720 18,115,938 725,254 401,625 641,406 545,505 36,090 32,733,538 12,944,922 18,413,065 675,539 750,000 650,000 524,741 15,000 33,973,267 12,944,922 18,413,065 675,539 750,000 650,000 524,741 15,000 33,973,267 13,564,928 19,018,833 550,000 550,000 845,000 535,415 30,000 35,094,176 Total Sources 32,733,538 33,973,267 33,973,267 35,094,176 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 7,605,489 13,233,126 1,052,282 21,890,897 9,208,553 14,967,341 1,066,815 49,900 (156,300) 154,006 25,290,315 TOTAL OPERATING BUDGET 21,890,897 25,290,315 25,285,577 25,576,290 9,057,969 38,400 25,861 9,122,230 9,206,533 49,600 9,256,133 9,206,533 49,600 18,808 9,274,941 13,509,417 49,400 13,558,817 31,013,127 34,546,448 34,560,518 39,135,107 Revenues Highway User Revenue Fund (HURF) Privilege (Sales) Tax - Transportation (0.2%) Proposition 400 Regional Sales Tax Federal Grants State Grants Direct Cost Allocation - Alley Maintenance Miscellaneous Reimbursements Subtotal Transfers Out CIP Fund - Privilege Tax Allocation CIP Fund - Tech. Replacement General Fund/Other Subtotal Total Uses Sources Over/(Under) Uses 1,720,411 Ending Fund Balance Transportation Fund Reserve Contingency Unreserved Fund Balance Total Ending Fund Balance (a) 9,744,922 9,744,922 (a) (b) (573,181) 2,529,032 500,000 4,694,920 7,723,951 (b) 9,221,723 14,952,417 1,066,815 48,725 (4,103) 25,285,577 (587,251) 2,528,558 500,000 6,129,113 9,157,671 (b) 9,543,520 14,675,544 1,320,986 49,900 (156,300) 142,640 25,576,290 (4,040,931) 2,557,600 500,000 2,059,140 5,116,740 Excludes revenue accruals of $2.4 million in FY 2013/14 and unknown revenue accrual amounts in current and future years. Includes one-time funding of $900,000 for street overlays and concrete repair. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 78 - Table of Contents Budget by Fund Transportation Fund Five Year Financial Forecast Forecast 2016/17 Beginning Fund Balance Transportation Fund Reserve Contingency Unreserved Fund Balance Total Beginning Fund Balance (a) Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 2,557,600 500,000 2,059,140 5,116,740 2,578,800 500,000 2,226,340 5,305,140 2,616,800 500,000 2,642,440 5,759,240 2,674,100 500,000 3,061,740 6,235,840 13,836,200 19,671,400 550,000 550,000 645,000 584,200 30,000 35,866,800 14,113,000 20,338,700 550,000 550,000 645,000 587,000 30,000 36,813,700 14,395,200 21,033,300 550,000 550,000 645,000 597,200 30,000 37,800,700 14,683,100 21,756,200 550,000 550,000 645,000 607,600 30,000 38,821,900 Total Sources 35,866,800 36,813,700 37,800,700 38,821,900 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 9,614,800 14,923,900 1,071,700 52,400 (164,100) 289,500 25,788,200 9,767,400 15,031,600 1,093,100 55,000 (172,300) 393,000 26,167,800 9,959,800 15,300,100 1,115,000 57,800 (180,900) 488,700 26,740,500 10,167,600 15,578,400 1,137,300 60,700 (189,900) 573,200 27,327,300 TOTAL OPERATING BUDGET 25,788,200 26,167,800 26,740,500 27,327,300 9,835,700 54,500 9,890,200 10,169,400 22,400 10,191,800 10,516,600 67,000 10,583,600 10,878,100 45,200 10,923,300 35,678,400 36,359,600 37,324,100 38,250,600 Sources Over/(Under) Uses 188,400 454,100 476,600 571,300 Ending Fund Balance Transportation Fund Reserve Contingency Unreserved Fund Balance Total Ending Fund Balance (a) 2,578,800 500,000 2,226,340 5,305,140 2,616,800 500,000 2,642,440 5,759,240 2,674,100 500,000 3,061,740 6,235,840 2,732,700 500,000 3,574,440 6,807,140 Revenues Highway User Revenue Fund (HURF) Privilege (Sales) Tax - Transportation (0.2%) Proposition 400 Regional Sales Tax Federal Grants State Grants Direct Cost Allocation - Alley Maintenance Miscellaneous Reimbursements Subtotal Transfers Out CIP Fund - Privilege Tax Allocation CIP Fund - Tech. Replacement General Fund/Other Subtotal Total Uses (a) Excludes revenue accruals of $2.4 million in FY 2013/14 and unknown revenue accrual amounts in current and future years. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 79 - Table of Contents Budget Fund Transportation Fund Sources Budget byby Fund Transportation Fund Sources Transportation Fund Sources Transportation Fund sources for FY 2015/16 equal $35.1 million which is an increase of $1.1 million from the FY 2014/15 year-end forecast. The same methodology for developing the Transaction Privilege (Sales) Tax budgeted in the General Fund is also used for the Transportation Fund. Highway User Revenue Fund (HURF) Highway User Revenue Fund (HURF), also known as gas tax, is distributed by the State of Arizona. 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 2015/16 budget of $13.6 million represents a 5 percent, or $0.7 million, increase from the FY 2014/15 year-end forecast. Privilege (Sales) Tax – Transportation (0.20%) Privilege (Sales) Tax - Transportation represents the 0.20 percent of the city’s privilege (sales) tax dedicated solely to transportation. Please note that while the rate is the same for the transportation and preservation privilege tax, there is a difference between the revenue amounts, which is attributable to differences in the taxing provisions for each of the revenues. The adopted FY 2015/16 budget of $19.0 million represents an increase of $0.6 million, or 3 percent, over the FY 2014/15 yearend forecast. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 80 - Table of Contents Budget Fund Transportation Fund Sources Budget byby Fund Transportation Fund Sources Proposition 400 Regional Sales Tax Proposition 400 Regional Sales Tax represents the city’s allocation of the 1.0 percent regional sales tax approved by Maricopa County voters in November 2004 for transportation and transit enhancements. This revenue is dedicated for construction of or reimbursement for street and highway projects within the city. Based on information from regional agencies, the city will receive $0.6 million from this regional sales tax in the FY 2015/16, which is slightly less than the FY 2014/15 year-end forecast. Grants/Other Revenue Revenue for Federal and State Grants and Miscellaneous Reimbursements for FY 2015/16 is $1.4 million. Scottsdale is able to leverage grants received to offset transportation fund operating expenditures. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 81 - Table of Contents Budget Fund Transportation Fund Sources Budget byby Fund Transportation Fund Sources 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 2015/16 is $0.5 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 82 - Table of Contents Budget Fund Transportation Fund Sources Budget byby 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 2015/16 personnel services budget of $6.0 million is an increase of $0.1 million from the FY 2014/15 year-end forecast. This increase includes a citywide pay program based on performance and to cover increases in healthcare. 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 2015/16 contractual services budget of $18.4 million is a decrease of $0.1 million, from the FY 2014/15 yearend forecast of $18.5 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 83 - Table of Contents Budget Fund Transportation Fund Sources Budget byby Fund Transportation Fund Uses 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 2015/16 adopted budget of $0.9 million remains flat with the FY 2014/15 year-end forecast. 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 2015/16 budget of $0.3 million, is an increase of $0.2 million from last year to support a first time agreement with Maricopa County for the Regional Emergency Action Coordinating Team (REACT) program. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds and/or capital projects. The FY 2015/16 budget includes approximately $13.6 million of the Transportation Privilege (Sales) Tax revenue (50 percent of budgeted revenue per financial policy) as a transfer to the Capital Improvement Plan (CIP) to fund transportation related capital projects. Transportation Fund Balance The adopted FY 2015/16 Transportation Fund ending balance is projected to be just over $5.1 million of which $2.6 million is the Transportation Fund Stabilization Reserve (10 percent of the annual Transportation Fund operating expenditures for unforeseen emergencies or catastrophic impacts to the city), $0.5 million operating contingency and $2.1 million of Unreserved Fund Balance. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 84 - Table of Contents Budget by Fund Budget by Fund Preservation Fund Overview Preservation Fund Overview Fund Purpose The Preservation Fund accounts for the portion of the City’s Privilege (Sales) Tax (0.35 percent) dedicated to the purchase of 36,400 acres of land within the McDowell Sonoran Preserve. In 1995, voters approved increasing the City’s sales tax rate by 0.20 percent for the purchase of land within the McDowell Sonoran Preserve. Then again in May 2004, voters approved an additional 0.15 percent in the City’s sales tax rate dedicated to the McDowell Sonoran Preserve land acquisition. Differing from the 1995 tax, the 2004 tax also allows 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 - Preservation (0.20%) Privilege (Sales) Tax - Preservation (0.15%) Interest Earnings Total Revenue Transfers In Total Sources $ 19.6 14.7 0.2 34.5 34.5 $ $ Preservation Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlay Other Adopted Budget Transfers Out Debt Service Fund CIP Total Uses $ $ - $ 32.2 4.3 36.5 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 85 - Table of Contents Budget by Fund Preservation Fund Summary Actual 2013/14 Adopted 2014/15 Beginning Fund Balance Unreserved Fund Balance Total Beginning Fund Balance 23,230,150 23,230,150 23,323,667 23,323,667 26,225,719 26,225,719 27,324,784 27,324,784 Revenues Privilege (Sales) Tax - Preservation (0.20%) Privilege (Sales) Tax - Preservation (0.15%) Interest Earnings Subtotal 18,656,318 13,994,641 127,240 32,778,199 18,982,541 14,236,906 77,231 33,296,678 18,982,541 14,236,906 77,231 33,296,678 19,607,044 14,705,283 163,088 34,475,415 Transfers In Transfers In - CIP Subtotal Total Sources 881,558 881,558 33,659,757 Expenditures Operating Miscellaneous Subtotal Total Expenditures - Forecast 2014/15 - Adopted 2015/16 - 33,296,678 33,296,678 34,475,415 - 2,200 2,200 2,200 2,200 2,200 2,200 - 2,200 2,200 2,200 Transfers Out Debt Service Fund (Preserve GO Bonds) Debt Service Fund (Preserve Revenue Bonds) CIP Fund (General Capital Projects) Subtotal 14,885,177 13,066,248 2,712,763 30,664,188 24,211,105 6,478,073 2,000,000 32,689,178 23,717,340 6,478,073 2,000,000 32,195,413 25,724,261 6,489,373 4,280,000 36,493,634 Total Uses 30,664,188 32,691,378 32,197,613 36,495,834 2,995,569 605,300 1,099,065 (2,020,419) 26,225,719 26,225,719 23,928,967 23,928,967 27,324,784 27,324,784 25,304,365 25,304,365 Sources Over/(Under) Uses Ending Fund Balance Unreserved Fund Balance Total Ending Fund Balance City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 86 - Table of Contents Budget by Fund Preservation Fund Five Year Financial Forecast Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 Beginning Fund Balance Unreserved Fund Balance Total Beginning Fund Balance 25,304,365 25,304,365 23,389,665 23,389,665 21,391,965 21,391,965 21,390,865 21,390,865 Revenues Privilege (Sales) Tax - Preservation (0.20%) Privilege (Sales) Tax - Preservation (0.15%) Interest Earnings Subtotal 20,279,800 15,209,800 284,900 35,774,500 20,967,800 15,725,800 440,700 37,134,300 21,683,800 16,262,800 517,500 38,464,100 22,429,000 16,821,800 559,800 39,810,600 Transfers In Transfers In - CIP Subtotal Total Sources - - - - 35,774,500 37,134,300 38,464,100 39,810,600 2,200 2,200 2,300 2,300 2,300 2,300 2,400 2,400 2,200 2,300 2,300 2,400 Transfers Out Debt Service Fund (Preserve GO Bonds) Debt Service Fund (Preserve Revenue Bonds) CIP Fund (General Capital Projects) Subtotal 28,291,300 6,115,700 3,280,000 37,687,000 29,719,900 6,129,800 3,280,000 39,129,700 30,035,600 6,147,300 2,280,000 38,462,900 30,762,600 6,160,300 36,922,900 Total Uses 37,689,200 39,132,000 38,465,200 36,925,300 (1,914,700) (1,997,700) 23,389,665 23,389,665 21,391,965 21,391,965 Expenditures Operating Miscellaneous Subtotal Total Expenditures Sources Over/(Under) Uses Ending Fund Balance Unreserved Fund Balance Total Ending Fund Balance City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 87 - (1,100) 21,390,865 21,390,865 2,885,300 24,276,165 24,276,165 Table of Contents Budget Fund Budget byby Fund Preservation FundFund Sources and Preservation Sources andUses Uses Preservation Fund Revenues The Preservation Fund revenues for FY 2015/16 are budgeted at $34.5 million, an increase of $1.2 million from the FY 2014/15 yearend 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%) Privilege (Sales) Tax - Preservation (0.20%) 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 2015/16 budget of $19.6 million represents an increase of $0.6 million from the FY 2014/15 year-end forecast. The increase in revenues is based on the economic recovery in sales activity for Scottsdale. Privilege (Sales) Tax – Preservation (0.15%) Privilege (Sales) Tax - Preservation (0.15%) 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 2015/16 budget of $14.7 million represents an increase of $0.5 million from the FY 2014/15 year-end forecast. The increase in revenues is based on the economic recovery in sales activity for Scottsdale. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 88 - Table of Contents Budget Fund Budget byby Fund Preservation FundFund Sources and Preservation Sources andUses Uses 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 2015/16 budget of $0.2 million is developed by staff based on current interest rates and the available cash balance. Preservation 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 Improvement Plan (CIP) for land acquisition and construction of essential preserve related assets such as trailheads. Transfers-Out Transfers-Out are authorized movement of cash or other resources to other funds and/or capital projects. The FY 2015/16 adopted budget of $36.5 million consists of $32.2 million in transfers-out to the Debt Service Fund for debt payments on Preservation bonds and $4.3 million in transfers-out to the CIP. Preservation Fund Balance The projected ending Unreserved Fund Balance for FY 2015/16 is $25.3 million. This balance represents an accumulation of one-time revenues and it 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 2015/16 Adopted Budget - Volume One - 89 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 90 - Table of Contents Budget Fund Budgetbyby Fund Special Programs Fund Overview Special Programs Fund 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 $ 2.1 0.3 0.4 0.0 3.0 2.5 1.5 9.7 0.1 9.8 Special Programs Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/ Reserves Adopted Budget Transfers Out General Fund Debt Service Fund CIP Total Uses $ $ 1.9 3.4 2.3 0.1 1.5 9.2 $ 0.4 0.1 0.2 9.9 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 91 - Table of Contents Budget by Fund Special Programs Fund Summary (a) Operating Contingency Beginning Fund Balance City Court (b) Community and Economic Development - EV (CVB) Community and Economic Development (DT Cultural/Comm. Arts) Community and Economic Development - Operation Fix It Economic Development Contributions Community and Economic Development - MPC Debt - McDowell MT Golf Community and Economic Development Community Services Public Safety - Police (c) Public Safety - Fire Community and Economic Development - WestWorld Community and Economic Development - AIPP Public Works - AIPP Public Works - SW Gas Franchise Fee Agreement Total Beginning Fund Balance Revenues City Court Community and Economic Development (DT Cultural/Comm. Arts) Community and Economic Development - Operation Fix It Economic Development Contributions Community and Economic Development - MPC Debt - McDowell MT Golf Community Services Public Safety - Police Community and Economic Development Public Safety - Fire Community and Economic Development - WestWorld Public Works - SW Gas Franchise Fee Agreement Subtotal Transfers In GF - Court Enhancement GF - Community and Economic Development CIP Fund - City Court Subtotal Total Sources (a) (b) (c) Actual 2013/14 1,500,000 Adopted 2014/15 1,500,000 Forecast 2014/15 1,500,000 Adopted 2015/16 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 3,396,165 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 3,863,677 81,941 495,842 39,551 460,618 2,027,496 (107,234) 3,075 237,000 548,649 6,589 7,657,204 4,053,197 81,941 470,322 25,744 31,675 440,618 1,953,432 340,319 7,000 173,300 105,269 6,589 7,689,406 1,574,944 60,022 50,772 126,877 2,349,269 4,647,270 1,364 49,935 257,230 9,117,683 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 2,280,430 150,630 12,000 20,000 140,000 2,669,556 3,031,939 5,925 216,300 250,000 8,776,780 2,091,269 150,630 25,807 20,000 140,000 2,460,013 3,006,040 300 50,000 250,000 8,194,059 13,107 60,000 246,002 319,108 60,000 60,000 60,000 60,000 60,000 60,000 9,436,791 8,831,355 8,836,780 8,254,059 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 are the result of timing issues on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 92 - Table of Contents Budget by Fund Special Programs Fund Summary Actual 2013/14 Expenditures Programs City Court (b) Community and Economic Development - EV (CVB) Community and Economic Development Community and Economic Development - DT Cultural/Comm. Arts Community and Economic Development - Operation Fix It Economic Development Contributions Community Services Public Safety - Police Public Safety - Fire Community and Economic Development - WestWorld Community and Economic Development - AIPP Public Works - SW Gas Franchise Fee Agreement Citywide Pay Program / Citywide Pay Program Tail Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 1,761,266 23,781 25,000 25,028 2,239,495 990,794 1,050 49,935 377,679 250,636 5,744,666 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 1,897,054 80,000 176,150 25,807 20,000 2,741,520 1,622,410 2,000 280,000 443,380 250,000 7,538,321 1,755,816 80,000 176,150 25,807 20,000 2,514,094 2,601,265 7,300 100,000 105,269 250,000 40,520 7,676,221 TOTAL OPERATING BUDGET 5,744,666 7,532,179 7,538,321 7,676,221 Transfers Out GF - Public Safety - Police (30-Day Tow) Community and Economic Development - 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 314,800 126,877 98,797 800 99,511 2,752,612 1,380,078 4,827,321 386,176 108,325 1,700 2,100 70,200 500 505,600 1,074,601 386,176 108,325 1,700 2,100 70,200 505,600 1,074,101 394,464 106,325 1,700 1,800 50,200 168,550 723,039 10,571,987 8,606,780 8,612,422 8,399,260 1,500,000 1,500,000 1,500,000 1,500,000 3,863,677 81,941 495,842 39,551 460,618 2,027,496 (107,234) 3,075 237,000 548,649 6,589 7,657,204 3,809,925 81,941 409,150 44,797 404,399 1,620,769 225,734 961 123,300 53,840 6,724,630 4,053,197 81,941 470,322 25,744 31,675 440,618 1,953,432 340,319 7,000 173,300 105,269 6,589 7,689,406 4,386,950 81,941 444,802 25,744 65,350 420,618 1,897,551 131,880 123,300 6,589 7,544,205 Subtotal Total Uses Ending Fund Balance Operating Contingency (a) Reserved City Court Community and Economic Development - EV (CVB) (b) Community and Economic Development - DT Cultural/Comm. Arts Community and Economic Development - Operation Fix It Economic Development Contributions Community and Economic Development - MPC Debt - McDowell MT Golf Community and Economic Development Community Services Public Safety - Police (c) Public Safety - Fire Community and Economic Development - WestWorld Community and Economic Development - AIPP Public Works - SW Gas Franchise Agreement Total Ending Fund Balance (a) (b) (c) 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 are the result of timing issues on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 93 - Table of Contents Budget by Fund Special Programs Fund Five-Year Finacial Forecast (a) Operating Contingency Beginning Fund Balance City Court (b) Community and Economic Development - EV (CVB) Community and Economic Development (DT Cultural/Comm. Arts) Community and Economic Development - Operation Fix It Economic Development Contributions Community and Economic Development - MPC Debt - McDowell MT Golf Community and Economic Development Community Services Public Safety - Police (c) Public Safety - Fire Community and Economic Development - WestWorld Community and Economic Development - AIPP Public Works - AIPP Public Works - SW Gas Franchise Fee Agreement Total Beginning Fund Balance Revenues City Court Community and Economic Development (DT Cultural/Comm. Arts) Community and Economic Development - Operation Fix It Economic Development Contributions Community and Economic Development - MPC Debt - McDowell MT Golf Community Services Public Safety - Police Community and Economic Development Public Safety - Fire Community and Economic Development - WestWorld Public Works - SW Gas Franchise Fee Agreement Subtotal Transfers In GF - Court Enhancement GF - Community and Economic Development CIP Fund - City Court Subtotal Total Sources (a) (b) (c) Forecast 2016/17 1,500,000 Forecast 2017/18 1,500,000 Forecast 2018/19 1,500,000 Forecast 2019/20 1,500,000 4,346,430 81,941 444,802 25,744 65,350 420,618 1,897,551 131,880 123,300 6,589 7,544,205 4,647,930 81,941 419,302 25,744 101,550 410,618 1,984,251 (58,720) 73,300 6,589 7,692,505 4,988,330 81,941 393,802 25,744 135,250 400,618 2,129,151 (215,320) 23,300 6,589 7,969,405 5,341,030 81,941 368,302 25,744 171,650 390,618 2,267,151 (482,620) 3,300 6,589 8,173,705 2,112,200 150,700 25,800 20,000 140,000 2,395,200 2,633,200 300 50,000 250,000 7,777,400 2,153,300 150,700 25,800 20,000 140,000 2,426,600 2,451,000 300 50,000 250,000 7,667,700 2,195,200 150,700 25,800 20,000 140,000 2,456,000 2,452,000 300 50,000 250,000 7,740,000 2,217,100 150,700 25,800 20,000 140,000 2,488,100 2,452,000 300 50,000 250,000 7,794,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 7,837,400 7,727,700 7,800,000 7,854,000 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 are the result of timing issues on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 94 - Table of Contents Budget by Fund Special Programs Fund Five-Year Finacial Forecast Forecast 2016/17 Expenditures Programs City Court (b) Community and Economic Development - EV (CVB) Community and Economic Development Community and Economic Development - DT Cultural/Comm. Arts Community and Economic Development - Operation Fix It Economic Development Contributions Community Services Public Safety - Police Public Safety - Fire Community and Economic Development - WestWorld Community and Economic Development - AIPP Public Works - SW Gas Franchise Fee Agreement Citywide Pay Program / Citywide Pay Program Tail Subtotal TOTAL OPERATING BUDGET Transfers Out GF - Public Safety - Police (30-Day Tow) Community and Economic Development - 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 Ending Fund Balance Operating Contingency (a) Reserved City Court Community and Economic Development - EV (CVB) (b) Community and Economic Development - DT Cultural/Comm. Arts Community and Economic Development - Operation Fix It Economic Development Contributions Community and Economic Development - MPC Debt - McDowell MT Golf Community and Economic Development Community Services Public Safety - Police (c) Public Safety - Fire Community and Economic Development - WestWorld Community and Economic Development - AIPP Public Works - SW Gas Franchise Agreement Total Ending Fund Balance (a) (b) (c) Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 1,809,700 70,000 176,200 25,800 20,000 2,307,500 2,075,100 300 100,000 250,000 90,200 6,924,800 1,812,900 70,000 176,200 25,800 20,000 2,281,700 2,193,100 300 100,000 250,000 133,400 7,063,400 1,842,500 70,000 176,200 25,800 20,000 2,318,000 2,304,800 300 70,000 250,000 180,400 7,258,000 1,873,400 70,000 176,200 25,800 20,000 2,354,700 2,439,500 300 50,000 250,000 223,100 7,483,000 6,924,800 7,063,400 7,258,000 7,483,000 394,500 103,800 1,000 1,000 24,100 330,100 854,500 394,500 106,300 20,000 520,800 394,500 103,600 20,000 518,100 394,500 105,800 20,000 520,300 7,779,300 7,584,200 7,776,100 8,003,300 1,500,000 1,500,000 1,500,000 1,500,000 4,647,930 81,941 419,302 25,744 101,550 410,618 1,984,251 (58,720) 73,300 6,589 7,692,505 4,988,330 81,941 393,802 25,744 135,250 400,618 2,129,151 (215,320) 23,300 6,589 7,969,405 5,341,030 81,941 368,302 25,744 171,650 390,618 2,267,151 (482,620) 3,300 6,589 8,173,705 5,684,730 81,941 342,802 25,744 205,850 380,618 2,400,551 (884,620) 3,300 6,589 8,247,505 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 are the result of timing issues on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 95 - Table of Contents Budget Fund Budgetbyby Fund Special Programs Fund Sources Special Programs Fund 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 2015/16 budget for restricted City Court Revenue is $2.1 million, which is $0.2 million lower than the FY 2014/15 year-end forecast. Comm. & Eco. Dev. - Downtown Cultural/Community Arts 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 2015/16 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 2015/16 budget for this revenue source is $0.1 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 96 - Table of Contents Budget Fund Budgetbyby Fund Special Programs Fund Sources Special Programs Fund Comm. & Eco. Dev. - Operation Fix It 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 2015/16 the estimated amount of donations is $25,800. Economic Development Contributions Economic Development receives donated funds to be used for marketing, promotion, events and other activities that support economic development, including business attraction, retention and expansion. On March 4th, 2014 Council adopted Resolution No. 9670 to administer the donated funds in the Special Programs Fund instead of the General Fund where they previously resided. The FY 2015/16 revenues are budgeted at $20,000. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 97 - Table of Contents Budget Fund Budgetbyby Fund Special Programs Fund Sources Special Programs Fund Economic Development - MPC Debt McDowell Mtn. Golf The city receives the greatest 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. 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 2015/16 special revenues are forecasted at $2.5 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 98 - Table of Contents Budget Fund Budgetbyby Fund Special Programs Fund Sources Special Programs Fund Public Safety – Police Revenue estimated through restricted revenue sources for FY 2015/16 is $3.0 million, which is remaining relatively flat to the 2014/15 year-end forecast. 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 to the administration of the program. 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 2015/16 budget for this restricted revenue source is $300. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 99 - Table of Contents Budget Fund Budgetbyby Fund Special Programs Fund Sources Special Programs Fund Comm. & Ec. Dev. – WestWorld WestWorld Special Revenue reflects revenues from the Bureau of Reclamation to be used for specific projects. The FY 2015/16 budget for this restricted revenue source is $50,000. Prior to FY 2015/16, the budgets from the Bureau of Reclamation for Sanctuary Golf Course reimbursements and from Tournament Players Club reimbursements were included in this revenue source, but have now moved to Public Works. Public Works - SW Gas Franchise Fee Agreement 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-way. Transfers-In Transfers-in to the Special Programs Fund represent support for specific programs from the General Fund. The FY 2015/16 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 2015/16 Adopted Budget - Volume One - 100 - Table of Contents Budget Fund Budgetbyby Fund Special Programs FundFund Uses Special Programs Special Programs Fund Expenditures The expenditures by Program area are as follows: City Court City Court expenditure budget for FY 2015/16 is approximately $1.8 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 accepts jury donations with proceeds to be spent on services to enhance the experience of citizens serving on juries. Comm. & Ec. Dev. - Convention and Visitors Bureau 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 101 - Table of Contents Budget Fund Budgetbyby Fund Special Programs FundFund Uses Special Programs 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 2015/16 adopted budget is $105,807. This funding includes resources available for the city’s Preservation Rehabilitation and Historic Preservation special programs. Comm. & Eco. Dev. - Downtown Cultural/Community Arts The adopted budget for FY 2015/16 Downtown Cultural/Community Arts Expenditures special programs is $0.2 million and will support the arts and special events in the downtown. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 102 - Table of Contents Budget Fund Budgetbyby Fund Special Programs FundFund Uses Special Programs 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. On March 4th, 2014 Council adopted Resolution No. 9670 to administer the donated funds and accompanying expenditures in the Special Programs Funds instead of the General Fund where they previously resided. The FY 2015/16 expenses are budgeted at $20,000. Community Services Community Services expenditures budget for FY 2015/16 is $2.5 million. Expenditures include youth sports field and pool maintenance, Charros/Giants for capital improvements, Silverado golf course maintenance/improvements, Handlebar Helpers program, special events, providing memorials, funding community support agencies (Scottsdale Cares), library programs and operations, and maintaining and operating the train, carousel, and park facilities at the McCormick-Stillman Railroad Park. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 103 - Table of Contents Budget Fund Budgetbyby Fund Special Programs FundFund Uses Special Programs Public Safety – Police Police expenditures budget for FY 2015/16 is $2.6 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 (IGAs); 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/or Family Advocacy Center; 5) Administrative costs including transportation, associated with administering the 30Day 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). Public Safety – Fire Fire expenditures include public education support, equipment acquisition, and fire station enhancements. The FY 2015/16 adopted budget is $7,300. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 104 - Table of Contents Budget Fund Budgetbyby Fund Special Programs FundFund Uses Special Programs Comm. & Ec. Dev. – WestWorld WestWorld expenditure budget for FY 2015/16 is $0.1 million. Expenditures made from this fund are to be used for Bureau of Reclamation funded projects. Emergency issues that arise can also be funded after obtaining approval from the Bureau of Reclamation. Community & Economic Development – AIPP Art In Public Places (AIPP) supports vendors and exhibits of Public Art. The $0.1 million budget represents the former program for AIPP that Community & Economic Development will administer until funds are depleted. In FY 2012/13 an Art in Public Places (AIPP) operating project was created in the Public Works Division and then subsequently moved to the Capital Improvement Plan. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 105 - Table of Contents Budget Fund Budgetbyby Fund Special Programs FundFund Uses Special Programs Public Works - SW Gas Franchise Fee Agreement The city receives annual payments from Southwest Gas Corp. for a Gas Franchise Agreement allowing for the use of city rightof-ways. These payments are used to offset costs associated with maintaining various city right-of-ways. Transfers-Out The FY 2015/16 budget for transfers out of $0.7 million consists of $0.2 million to the Capital Improvement Plan Fund for Police and RICO projects; $0.4 million goes to the General Fund Police for the 30-Day Tow program support; and $0.1 million to MPC for debt service related to McDowell Mountain Golf Course. Special Programs Fund Balance Special Programs Fund ending balance of $7.5 million for FY 2015/16 represents the following individual ending fund balances: $4.3 million for City Court, $0.4 million for Comm. & Ec. Dev. - Downtown Cultural/Community Arts, $0.1 million for Public Safety - Police, $1.9 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 2015/16 Adopted Budget - Volume One - 106 - Table of Contents Budget Fund Budgetbyby Fund Tourism Development FundSources Overview Tourism Development Fund 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. 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 Fairmont Scottsdale Princess Hotel Lease Miscellaneous Total Revenue Transfers In Total Sources $ 16.9 1.6 0.0 18.5 18.5 $ $ Tourism Development Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Adopted Budget Transfers Out General Fund Debt Service Fund CIP Total Uses $ $ 0.2 11.3 0.0 0.5 2.5 14.5 $ 1.5 3.6 0.2 19.8 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 107 - Table of Contents Budget by Fund Actual 2013/14 Beginning Fund Balance Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance Tourism Development Fund Summary Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 2,500,000 4,391,540 6,891,540 2,500,000 5,119,146 7,619,146 2,500,000 6,434,570 8,934,570 2,500,000 4,373,015 6,873,015 Subtotal 15,303,126 16,528 1,653,202 16,972,856 15,794,000 1,600,000 20,500 17,414,500 16,408,000 1,600,000 20,500 18,028,500 16,928,000 1,600,000 20,500 18,548,500 Subtotal 137,911 137,911 Revenues Transient Occupancy (Bed) Tax Hospitality Trolley Fairmont Scottsdale Princess Hotel Lease Miscellaneous Revenue Transfers In General Fund Total Sources - - - 17,110,767 17,414,500 18,028,500 18,548,500 Expenditures Division Community & Economic Development Marketing - SCVB Events & Event Development Hospitality Trolley Downtown Trolley Administration and Research Mayor and City Council Capital - Undesignated Citywide Pay Program / Citywide Pay Program Tail Subtotal 7,651,563 1,093,427 148,364 446,325 9,339,679 7,897,000 1,795,000 180,000 495,655 75,000 425,000 4,345 10,872,000 8,204,000 2,561,500 300,000 506,524 75,000 425,000 12,072,024 8,464,000 2,195,000 246 300,000 495,353 75,000 500,000 4,647 12,034,246 TOTAL OPERATING BUDGET 9,339,679 10,872,000 12,072,024 12,034,246 3,685,911 1,800,000 242,147 5,728,058 2,650,000 3,600,000 2,650,300 8,900,300 1,500,000 2,752,731 3,765,300 8,018,031 1,500,000 3,591,363 150,000 5,241,363 15,067,737 19,772,300 20,090,055 17,275,609 Sources Over / (Under) Uses 2,043,030 (2,357,800) (2,061,555) 1,272,891 Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 1,832,000 7,102,570 8,934,570 2,500,000 2,761,346 5,261,346 2,500,000 4,373,015 6,873,015 2,500,000 5,645,906 8,145,906 Transfers Out General Fund Debt Service Fund CIP - Tourism Projects Subtotal Total Uses City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 108 - Table of Contents Budget by Fund Tourism Development Fund Five Year Financial Forecast Forecast 2016/17 Beginning Fund Balance Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance Revenues Transient Occupancy (Bed) Tax Hospitality Trolley Fairmont Scottsdale Princess Hotel Lease Miscellaneous Revenue Subtotal Transfers In General Fund Subtotal Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 2,500,000 5,645,906 8,145,906 2,500,000 8,087,206 10,587,206 2,500,000 10,969,106 13,469,106 2,500,000 14,714,706 17,214,706 17,774,000 1,600,000 20,500 19,394,500 18,663,000 1,600,000 20,500 20,283,500 19,596,000 1,600,000 20,500 21,216,500 20,576,000 1,600,000 20,500 22,196,500 - - - - Total Sources 19,394,500 20,283,500 21,216,500 22,196,500 Expenditures Division Community & Economic Development Marketing - SCVB Events & Event Development Hospitality Trolley Downtown Trolley Administration and Research Mayor and City Council Capital - Undesignated Citywide Pay Program / Citywide Pay Program Tail Subtotal 8,887,000 1,600,000 300 300,000 490,100 76,500 500,000 9,900 11,863,800 9,331,500 1,600,000 300 300,000 485,600 78,000 500,000 14,400 12,309,800 9,798,000 1,200,000 300 300,000 480,400 79,600 500,000 19,600 12,377,900 10,288,000 1,200,000 300 300,000 475,200 81,200 500,000 24,800 12,869,500 TOTAL OPERATING BUDGET 11,863,800 12,309,800 12,377,900 12,869,500 1,500,000 3,589,400 5,089,400 1,500,000 3,591,800 5,091,800 1,500,000 3,593,000 5,093,000 1,500,000 3,589,200 5,089,200 16,953,200 17,401,600 17,470,900 17,958,700 2,441,300 2,881,900 3,745,600 4,237,800 2,500,000 8,087,206 10,587,206 2,500,000 10,969,106 13,469,106 2,500,000 14,714,706 17,214,706 2,500,000 18,952,506 21,452,506 Transfers Out General Fund Debt Service Fund CIP - Tourism Projects Subtotal Total Uses Sources Over / (Under) Uses Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 109 - Table of Contents Budget Fund Budgetbyby Fund Development Fund Sources TourismTourism 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 Fairmont Scottsdale 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. Fairmont Scottsdale 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 1.50 percent of all hotel gross sales at or above $75 million in addition to a set amount of $1.5 million annually. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 110 - Table of Contents Budget Fund Budgetbyby Fund Development Fund Sources TourismTourism Development Fund Sources Hospitality Trolley Donations This revenue came from businesses who participated in the Hospitality Trolley route. In exchange for payment, advertising was 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. The Hospitality Trolley route is no longer in service. 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 2015/16 miscellaneous revenue is budgeted at $20,500. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 111 - Table of Contents Budget Fund Budgetbyby Fund Tourism Development Fund Uses Tourism Development Fund Sources 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 2015/16 personnel services budget of $0.2 million is unchanged from the FY 2014/15 year-end forecast. Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The adopted FY 2015/16 contractual services budget of $11.3 million is a slight decrease of $0.2 million from the FY 2014/15 year-end forecast. Of this budgeted amount, $8.5 million is for the Destination Marketing Contract with the Scottsdale Convention and Visitors Bureau, which is an increase of $0.3 million from the FY 2014/15 year-end forecast. The amount of this contract is equal to 50 percent of the annual bed tax receipts. Also, $2.2 million is related to Events and Event Development, which is a decrease of $0.4 million from the FY 2014/15 year-end forecast relating to matching contributions for the Museum of the West. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 112 - Table of Contents Budget Fund Budgetbyby Fund Tourism Development Fund Uses Tourism Development Fund Sources 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 2015/16 adopted budget includes an allowance of $0.5 million in the event that capital purchases arise over the course of the fiscal year. Transfers-Out Transfers-Out are the authorized movement of cash or other resources to other funds and/or capital projects. The FY 2015/16 budget includes $5.2 million in transfers-out. 1) $1.5 million is an annual transfer to the General Fund for bed tax support; 2) $3.6 million is a transfer to the Debt Service Fund to cover debt expenses related to tourism funded projects; and 3) $0.2 million is a transfer to the CIP fund to fund tourism projects. Tourism Development Fund Balance The adopted FY 2015/16 Tourism Development Fund ending fund balance is $8.1 million. The fund balance includes $2.5 million of operating contingency in the event that unforeseen expenses occur during the fiscal year. Contingency funds are utilized only after all budget sources have been examined, and require City Council approval. The fund balance also includes $5.6 million of unreserved fund balance, which 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 requiring ongoing operating expenses. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 113 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 114 - Budget by Fund Debt Service Funds Overview Adopted Budget $1,201.7 Million (a) Operating Budgets $517.5M (a) Grants, Trust,& Special Districts $15.9M General Fund $245.7M Grant Funds $15.3M Special Revenue $45.3M Trusts & Special Districts $0.6M Debt Service Funds $83.0M Enterprise Funds $137.4M Internal Service $6.1M (a) $58.6M (b) Capital Projects $490.4M Community Facilities $9.7M Preservation $176.7M Contingencies / Reserves $177.9M General Fund $27.6M Special Revenue $7.1M Drainage / Flood Control $17.1M Grant Funds $2.0M Public Safety $4.3M Enterprise Funds $75.2M Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. Table of Contents Budget by Fund Budget by Fund Debt Service Funds Overview Debt Service Funds Overview Adopted Budget $1,201.7 Million (a) Grants, Trust,& Special Districts Operating Budgets $517.5M (a) $15.9M Capital Projects $490.4M Contingencies / Reserves $177.9M General Fund $245.7M Grant Funds $15.3M Community Facilities $9.7M General Fund $27.6M Special Revenue $45.3M Trusts & Special Districts $0.6M Preservation $176.7M Special Revenue $7.1M Debt Service Funds $83.0M Drainage / Flood Control $17.1M Grant Funds $2.0M Enterprise Funds $137.4M Public Safety $4.3M Enterprise Funds $75.2M Internal Service $6.1M (a) $58.6M (b) Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 115 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 116 - 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 $ $ $ 32.2 1.6 33.9 47.8 81.7 Debt Service Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlay Debt Service Adopted Budget Transfers Out General Fund CIP Other Total Uses $ $ 83.0 83.0 $ 83.0 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 117 - Table of Contents Budget by Fund Debt Service Funds Summary Actual 2013/14 Budget 2014/15 Forecast 2014/15 Adopted 2015/16 10,105,360 127,159 9,918,134 20,150,653 6,307,040 10,165,580 16,472,620 9,368,521 5,587 10,059,847 19,433,955 11,685,801 10,736,150 22,421,951 Subtotal 36,372,042 1,585,129 147,273 833,457 92,659,738 2,659,063 22,735,000 156,991,702 35,567,691 1,317,489 145,000 37,030,180 35,567,691 1,583,985 145,000 37,296,676 32,227,765 1,498,520 145,000 33,871,285 Cash Transfers In Preservation Privilege Tax Fund - G.O. Bonds Preservation Privilege Tax Fund - Rev Bonds General Fund - MPC Bonds Special Programs (McDowell Golf) Fund - MPC Bonds Tourism Development Fund - MPC Bonds Subtotal 21,975,655 6,475,683 12,845,860 126,877 1,800,000 43,224,075 24,211,105 6,478,073 12,284,874 108,325 3,600,000 46,682,377 23,048,921 6,478,073 11,518,368 108,325 2,752,731 43,906,418 25,724,259 6,489,373 11,927,077 106,325 3,591,363 47,838,398 200,215,777 83,712,557 81,203,094 81,709,683 45,439,275 85,645,849 21,492,607 6,475,683 22,453,115 1,590,689 17,710,257 200,807,475 35,567,691 24,211,105 6,478,073 17,310,688 83,567,557 32,581,992 23,717,340 6,478,073 15,437,693 78,215,099 32,742,732 25,724,259 6,489,373 18,067,990 83,024,355 200,807,475 83,567,557 78,215,099 83,024,355 Beginning Fund Balance G.O. Debt Service MPC Excise Debt MPC Debt Stabilizaton SPA Debt Service Total Beginning Fund Balance Revenues Property Tax (Secondary) MCSD and AZSTA Contributions Spring Exhibition Surcharge Miscellaneous - G.O. Preserve Miscellaneous - G.O. MPC 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 Preserve Revenue Bonds (SPA) MPC Payment to Refunding Bond Agent MPC Debt Stabalization - AZSTA & MCSD MPC Bonds Subtotal Total Operating Budget Cash Transfers Out CIP Fund 125,000 Total Uses 200,932,475 Sources Over/(Under) Uses Ending Fund Balance G.O. Debt Service MPC Excise Debt MPC Debt Stabilization SPA Total Ending Fund Balance (716,698) 9,368,521 5,587 10,059,847 19,433,955 - - - 83,567,557 78,215,099 83,024,355 145,000 2,987,996 (1,314,672) 6,307,040 10,310,580 16,617,620 11,685,801 10,736,150 22,421,951 11,170,834 9,936,445 21,107,279 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 118 - Table of Contents Budget by Fund Debt Service Funds Five Year Financial Forecast Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 11,170,834 9,936,445 21,107,279 9,970,734 9,278,745 19,249,479 8,770,534 7,966,845 16,737,379 7,570,434 4,310,145 11,880,579 Subtotal 32,878,700 2,651,900 145,000 35,675,600 32,959,800 2,753,700 145,000 35,858,500 31,237,800 2,816,400 145,000 34,199,200 29,257,000 2,801,100 145,000 32,203,100 Cash Transfers In Preservation Privilege Tax Fund - G.O. Bonds Preservation Privilege Tax Fund - Rev Bonds General Fund - MPC Bonds Special Programs (McDowell Golf) Fund - MPC Bonds Tourism Development Fund - MPC Bonds Subtotal 28,291,500 6,115,700 12,016,000 103,800 3,589,400 50,116,400 29,719,900 6,129,800 12,118,200 106,300 3,591,800 51,666,000 30,035,600 6,147,300 12,227,900 103,600 3,593,000 52,107,400 30,762,600 6,160,300 12,337,000 105,800 3,589,200 52,954,900 85,792,000 87,524,500 86,306,600 85,158,000 34,078,800 28,291,500 6,115,700 19,163,800 87,649,800 34,160,000 29,719,900 6,129,800 20,026,900 90,036,600 32,437,900 30,035,600 6,147,300 22,542,600 91,163,400 30,456,900 30,762,600 6,160,300 23,341,400 90,721,200 87,649,800 90,036,600 91,163,400 90,721,200 Beginning Fund Balance G.O. Debt Service MPC Excise Debt MPC Debt Stabilizaton SPA Debt Service Total Beginning Fund Balance Revenues Property Tax (Secondary) MCSD and AZSTA Contributions Spring Exhibition Surcharge Miscellaneous - G.O. Preserve Miscellaneous - G.O. MPC Bond Premium Miscellaneous - MPC Total Sources Expenditures Debt Service by Type General Obligation Bonds GO Payment to Refunding Bond Agent Preserve G.O. Bonds Preserve Revenue Bonds (SPA) MPC Payment to Refunding Bond Agent MPC Debt Stabalization - AZSTA & MCSD MPC Bonds Subtotal Total Operating Budget Cash Transfers Out CIP Fund - - - - Total Uses 87,649,800 90,036,600 91,163,400 90,721,200 Sources Over/(Under) Uses (1,857,800) (2,512,100) (4,856,800) (5,563,200) 9,970,734 9,278,745 19,249,479 8,770,534 7,966,845 16,737,379 7,570,434 4,310,145 11,880,579 6,370,534 (53,155) 6,317,379 Ending Fund Balance G.O. Debt Service MPC Excise Debt MPC Debt Stabilization SPA Total Ending Fund Balance City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 119 - Table of Contents Budget by Fund Debt Service Funds 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 2015/16 revenue of $32.2 million is a decrease of $3.3 million from the FY 2014/15 year-end forecast of $35.6 million. Special Assessments - Improvement Districts Special Assessment Revenue results from billings to the property owners within an Improvement District. Districts are formed when owners desire improvement to their property, such as roads, water lines, sewer lines, streetlights, or drainage. The expenditure of funds to construct the specific capital improvements and to pay the debt service on bonds is appropriated as part of the city’s budget; however, the debt service is repaid by the property owners through a special assessment on their improved property. Improvement District debt will be permitted only when the full cash value of the property, as reported by the Maricopa County Assessor’s Office, to debt ratio (prior to improvements being installed) is a minimum of 3:1 prior to issuance of debt and 5:1 or higher after construction of improvements. Should the full cash value to debt ratio not meet the minimum requirements, property value may be determined by an appraisal paid for by the applicant and administered by the city. In addition, per adopted financial policy, the city’s cumulative improvement district debt will not exceed 5.0 percent of the city’s secondary assessed valuation. Bonds issued to finance improvement district projects will not have maturities longer than ten years. Special 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 are no further assessments levied to collect payments towards debt service in FY 2015/16. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 120 - Table of Contents Budget by Fund Debt Service Funds Sources Maricopa County Stadium District (MCSD) and Arizona Sports and Tourism Authority (AZSTA) Maricopa County Stadium District (MCSD) and Arizona Sports and Tourism Authority (AZSTA) contributions are made to the city to pay debt service associated with the Cactus League spring training facilities (San Francisco Giants professional baseball practice facility). MCSD contributions are derived from a $2.50 surcharge on car rentals in Maricopa County for MCSD contributions; AZSTA contributions are derived from a 1.0 percent hotel room tax and a 3.25 percent car rental surcharge (net of the $2.50 MCSD surcharge). Spring Exhibition Surcharge Spring Exhibition Surcharge represents the $1 ticket surcharge assessed on San Francisco Giants spring training games held in Scottsdale. The FY 2015/16 budgeted revenue is $0.1 million. The surcharge is used to pay for capital projects and debt service related to professional baseball facilities. Transfers-In Transfers-in is the authorized movement of cash or other resources from other funds and/or capital projects. These transfers-in originate from the General Fund, Special Programs Fund and Tourism Development Fund for MPC debt service payments and the Preservation Privilege Tax Fund for the payment of Preserve general obligation debt service and Preserve revenue bond debt service. Total transfers-in for FY 2015/16 equal $47.8 million, consisting of $25.7 million from Preservation Privilege Tax Fund-G.O. Bonds, $6.5 million from Preservation Privilege Tax Fund-Revenue Bonds, $11.9 million from General Fund-MPC Bonds, and $3.6 million from Tourism Development-MPC Bonds and $0.1 million from Special Programs Fund-MPC Bonds. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 121 - Table of Contents Budget by Fund Debt Service Fund Expenditures by Debt Type General Obligation (GO)/Preserve GO The GO Bonds represent authorized debt issuances related to capital projects. 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 2015/16 budget totals $58.5 million, which represents an increase of approximately $2.2 million from the FY 2014/15 year-end forecast of $56.3 million. 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 occured in FY 2012/13. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 122 - Debt Service Funds Uses Table of Contents Budget by Fund Debt Service Funds Uses 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 2015/16 total $6.5 million which is unchanged from the FY 2014/15 year-end forecast. 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 2015/16 total $18.1 million, a $2.6 million increase over FY 2014/15 year-end forecast due to the full year debt service related to the debt for the bond issuance for the Western Art Museum. Debt Service Fund Balance The Debt Service Fund balance varies primarily due to the timing of debt issuances and related repayment schedules as mentioned above. The ending FY 2015/16 fund balance is approximately $21.1 million, which is lower than the FY 2014/15 forecasted ending balance of $22.4 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 123 - Table of Contents Budget by Fund Budget 2014/15 General Fund Contracts Payable & Service Concession Arrangements 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 Total General Fund Debt Service Funds General Obligation Bonds - Property Tax (Secondary) Supported 2002 G.O. Refunding Bonds 2004 G.O. Var. Purpose ($48M 4/04) 2005A G.O. Var. Purpose ($125M 12/05) 2008A G.O. Var. Purpose ($100M 4/08) 2010 G.O. Var. Purpose ($50.8M 4/10) 2011 G.O. Refunding Bonds 2012 G.O. Refunding Bonds 2014 G.O. Refunding Bonds ($73.785M 5/14) 2015 G.O. Refunding Bonds ($86.4M 4/2015) Fiscal Agent Fees and Arbitrage Fees Total General Obligation Bonds Preserve General Obligation Bonds - Preserve Sales Tax Supported 2002 G.O. Refunding Bonds Preserve 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) 2014 G.O. Bonds Preserve ($14M 05/14) 2014 G.O. Refunding Bonds Preserve ($9.365M 5/2014) 2015 G.O. Refunding Bonds Preserve ($74.015M 4/2015) Fiscal Agent Fees Future G.O. Bond: $100M issue March 2015 Preserve General Obligation Bonds - Preserve Sales Tax Supported Debt Service Expense - All Funds Forecast 2014/15 Adopted Budget 2015/16 Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 Final Payment Date 140,710 140,710 112,802 394,222 140,710 140,710 281,420 147,746 147,746 295,492 155,100 155,100 310,200 162,900 162,900 325,800 171,000 171,000 342,000 179,600 179,600 359,200 2033 2035 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,700 2,548,700 2,548,700 2,548,700 2,548,700 2,548,700 2,548,700 2,548,700 2020 2,942,901 2,830,099 2,844,171 2,858,900 2,874,500 2,890,700 2,907,900 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 6,334,250 7,655,000 7,828,656 3,147,625 191,900 1,641,710 6,926,924 8,800 33,734,865 609,000 8,400,000 5,001,250 3,255,625 1,601,900 8,186,428 2,603,034 3,080,295 5,200 32,742,732 5,351,300 3,409,100 1,601,400 8,567,700 12,064,100 3,080,300 4,900 34,078,800 5,643,000 3,506,600 1,617,200 8,191,200 12,116,700 3,080,400 4,900 34,160,000 3,580,600 7,972,400 11,719,700 9,160,300 4,900 32,437,900 3,719,100 5,667,900 11,822,900 9,242,100 4,900 30,456,900 2016 2015 2015 2018 2030 2018 2021 2023 2028 360,693 7,532,878 1,631,619 1,334,594 1,672,050 2,737,750 1,601,250 1,808,765 3,395,200 526,200 4,550 1,605,556 24,211,105 360,693 7,532,878 1,220,500 1,334,594 1,672,050 2,737,750 1,601,250 1,808,765 3,395,200 982,593 402,634 4,550 1,605,556 24,659,013 3,430,692 1,155,000 679,813 863,500 2,773,350 1,601,250 1,581,047 2,365,200 985,781 350,116 8,328,755 4,200 1,605,556 25,724,259 1,832,200 680,800 1,673,500 2,842,900 1,601,300 1,581,000 2,365,200 984,900 1,559,100 8,349,700 4,200 4,816,700 28,291,500 1,822,200 679,300 1,661,100 2,883,300 3,001,300 1,581,000 2,365,200 983,800 1,551,400 8,370,400 4,200 4,816,700 29,719,900 1,798,300 1,652,900 3,934,100 1,573,300 1,581,000 3,365,200 986,800 1,552,300 8,770,800 4,200 4,816,700 30,035,600 1,643,700 7,983,800 3,073,300 2,294,400 3,825,200 986,600 1,550,000 4,585,200 3,700 4,816,700 30,762,600 2019 2015 2016 2018 2034 2024 2034 2025 2034 2034 2023 2034 3,473,250 1,599,063 1,397,500 8,260 6,478,073 3,473,250 1,599,063 1,397,500 8,260 6,478,073 3,480,750 1,599,063 1,402,800 6,760 6,489,373 4,709,100 1,401,800 4,800 6,115,700 4,725,800 1,399,200 4,800 6,129,800 4,737,500 1,405,000 4,800 6,147,300 4,748,200 1,407,300 4,800 6,160,300 2016 2024 2022 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 1,200,000 900,000 900,000 13,285 85,990 175,174 117,650 1,218,250 1,498,250 66,757 1,317,489 1,153,750 600,000 1,274,250 460,625 180,233 1,657,500 689,305 2,069,250 108,325 1,543,925 1,200,000 434,694 518,037 16,350 - 1,218,000 1,498,250 61,308 11,688 2,431,537 476,250 668,350 600,000 1,274,250 355,000 96,884 165,520 1,257,250 383,392 633,035 2,132,650 106,325 1,524,125 1,200,000 891,363 900,000 164,463 18,350 - 2,703,300 61,300 286,700 3,167,700 68,400 600,000 2,379,200 357,000 96,900 165,600 1,286,300 383,400 633,000 2,196,900 103,800 1,505,400 1,200,000 889,400 900,000 163,100 16,400 - 1,438,000 1,339,100 4,210,500 68,400 600,000 2,419,000 96,900 524,900 383,400 1,930,900 2,260,400 106,300 1,479,400 1,200,000 891,800 900,000 161,500 16,400 - 1,438,000 1,335,700 6,618,100 68,400 600,000 2,459,000 96,900 524,900 383,400 1,951,200 2,327,900 103,600 1,461,400 1,200,000 893,000 900,000 164,700 16,400 - 2,813,000 7,309,400 68,400 600,000 2,494,000 96,900 514,900 383,400 1,933,700 2,398,900 105,800 1,455,900 1,200,000 889,200 900,000 161,500 16,400 - 2016 2034 2019 2017 2021 2035 2035 2035 2030 2017 2031 2027 2017 2031 2027 2028 2033 2033 2033 2034 2034 2034 12,284,874 3,600,000 108,325 1,317,489 11,828,445 2,752,731 108,325 1,317,489 11,927,077 3,591,363 106,325 2,443,225 12,016,000 3,589,400 103,800 3,454,400 12,118,100 3,591,800 106,300 4,210,500 12,227,800 3,593,000 103,600 6,618,100 12,336,900 3,589,200 105,800 7,309,400 17,310,688 16,006,990 18,067,990 19,163,800 20,026,900 22,542,600 23,341,400 83,567,557 80,878,941 83,024,355 87,649,800 90,036,600 91,163,400 90,721,200 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 2014 MPC Refunding SkySong ($2.591M) 2005 MPC Spring Training MCSD and AZSTA funded 2015 MPC Refunding Spring Training MCSD and AZSTA funded 2005D MPC WW/TPC Land Acquisition 80-acres ($46.5M) 2015 MPC Refunding WW/TPC Land Acq 80-acres 2005D MPC WW/TPC Land Acquisition 80-acres Tourism Funded 2006 MPC Refunding WW/TPC Land Acquisition 80-acres 2006A MPC TPC ($10M) 2015 MPC Refunding TPC 2014 MPC Refunding TPC ($4.185M) 2006B MPC WW/TPC Land Acquisition 52- and 17-acres ($32.5M) 2015 MPC Refunding WW/TPC Land Acq 52- and 17-acres 2014 MPC Refunding WW Land ($15.959M) 2013A MPC SFS Garage Payoff ($31M) 2013B MPC McDowell Golf ($1.625M) 2013C MPC TNEC ($41.935M) 2013C MPC TNEC Tourism Funded 2015A MPC Revenue Museum Tourism Funded 2015A MPC Revenue Taxable TPC Tourism Funded 2015A MPC Revenue Taxable TPC Golf Surcharge General Fund Fiscal Agent Fees and Arbitrage Fees Future Bonds - TNEC ($1.25M Aug 2014) Excise Tax funded Future Bonds - TPC (portion of $14.1M 8/2014) Excise Tax funded Future Bonds - Museum (portion of $14.0M 3/2014) Excise Tax funded Subtotal: MPC - General Fund/Excise Tax funded MPC - Toursim funded MPC - Special Program (McDowell Golf) funded MPC - MCSD and AZSTA funded Total Municipal Property Corp. Bonds Total Debt Service Funds City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 124 - 2034 2034 2034 Table of Contents Budget by Fund Budget 2014/15 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 2005E MPC Bonds 2006 MPC Refunding Bonds 2008A MPC Bonds 2010 MPC Bonds 2015A MPC Water Reclamation 2015 MPC Refunding Bonds Fiscal Agent Fees Future Revenue Bonds - Water/Sewer ($20M 01/2018) Fiscal Agent Fees (Future Bonds @ $1,000/bond) Total MPC Bonds - Water and Sewer Supported Total Water and Sewer Funds Aviation Fund Future MPC Revenue Bonds - Aviation ($9.9M 01/2016) Total Aviation Funds TOTAL DEBT SERVICE Debt Service Expense - All Funds Adopted Budget 2015/16 Forecast 2014/15 Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 Final Payment Date 1,043,600 3,495,838 850 4,540,288 1,043,600 3,495,838 850 4,540,288 1,050,000 3,491,638 850 4,542,488 4,549,400 400 4,549,800 4,564,700 400 4,565,100 4,566,200 400 4,566,600 4,574,200 400 4,574,600 2016 2023 3,155,250 9,125,500 7,569,125 3,929,900 1,332,750 8,125 1,000 25,121,650 3,155,250 9,125,500 7,569,125 3,929,900 657,989 8,125 24,445,889 3,417,750 9,090,500 5,129,125 4,056,300 1,351,563 2,340,587 8,625 25,394,450 12,693,200 5,110,400 4,196,700 1,350,800 2,340,600 7,500 25,699,200 12,626,500 5,134,100 4,350,300 1,349,000 2,340,600 7,500 3,150,800 2,000 28,960,800 12,574,200 1,222,900 4,496,300 1,348,100 6,129,000 7,500 3,598,400 2,000 29,378,400 12,520,000 1,222,900 4,654,700 1,352,400 6,153,700 7,500 3,591,400 2,000 29,504,600 2016 2030 2032 2036 2034 2028 29,661,938 28,986,177 29,936,938 30,249,000 33,525,900 33,945,000 34,079,200 - - 352,743 723,300 721,600 723,700 724,700 - - 352,743 723,300 721,600 723,700 724,700 116,172,396 112,695,217 116,158,207 121,481,000 127,158,600 128,722,800 128,433,000 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 125 - 2037 2035 Table of Contents Budget by Fund Long-Term Debt Outstanding - All Funds Long-Term Debt Outstanding - All Funds As of 6/30/15 through 6/30/19 Balance at 6/30/15 General Fund Contracts Payable & Service Concession Arrangements BOR Administration/Westworld BOR Administration/TPC Total General Fund Contracts Payable Balance at 6/30/16 Balance at 6/30/17 Balance at 6/30/18 Balance at 6/30/19 Final Payment Date 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 1,039,484 1,182,048 2,221,532 2032 2035 11,762,134 11,762,134 9,546,338 9,546,338 7,264,240 7,264,240 4,913,857 4,913,857 2,493,145 2,493,145 2020 14,599,020 12,229,385 9,793,449 7,289,228 4,714,677 General Obligation Bonds - Property Tax (Secondary) Supported 2002 G.O. Refunding Bonds 2005A G.O. Var. Purpose 2008A G.O. Var. Purpose 2010 G.O.Var. Purpose Bonds 2011 G.O. Refunding Bonds 2012 G.O. Refunding Bonds 2014 G.O. Refunding Bonds Total General Obligation Bonds 580,000 18,750,000 89,900,000 45,000,000 4,445,000 38,144,993 69,940,048 266,760,041 10,750,000 85,525,000 43,450,000 3,035,000 31,419,993 69,940,048 244,120,041 10,750,000 80,625,000 41,700,000 1,555,000 24,074,993 60,478,964 219,183,957 10,750,000 75,225,000 39,800,000 16,779,993 50,681,535 193,236,528 10,750,000 69,450,000 37,750,000 9,484,993 40,987,116 168,422,109 2016 2024 2028 2030 2018 2021 2023 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 2014 G.O. Bonds-Preserve 2014 G.O. Refunding Bonds-Preserve Future G.O. Bonds Total Preserve General Obligation Bonds 8,100,000 58,240,000 2,675,000 16,500,000 19,475,000 24,240,000 50,000,000 44,020,007 74,000,000 13,535,000 9,364,952 96,333,333 416,483,292 5,030,000 53,135,000 1,575,000 15,900,000 19,475,000 22,530,000 50,000,000 44,020,007 74,000,000 12,990,000 9,364,952 96,333,333 404,353,292 3,405,000 47,780,000 1,575,000 15,275,000 18,665,000 20,665,000 50,000,000 44,020,007 74,000,000 12,435,000 8,156,036 96,333,333 392,309,376 1,725,000 42,165,000 1,575,000 14,625,000 17,835,000 18,685,000 48,600,000 44,020,007 74,000,000 11,870,000 6,918,465 96,333,333 378,351,805 36,300,000 1,575,000 13,950,000 16,980,000 15,575,000 48,600,000 44,020,007 73,000,000 11,285,000 5,642,884 96,333,333 363,261,224 2019 2024 2024 2034 2034 2024 2034 2025 2034 2034 2023 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 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 23,100,000 3,845,000 26,945,000 2016 2024 2022 1,160,000 29,965,000 2,590,550 22,905,000 17,275,000 25,485,000 3,015,000 4,185,241 11,675,000 15,959,209 24,550,000 1,345,000 34,810,000 11,995,000 14,340,000 221,255,000 29,965,000 2,590,550 21,275,000 16,250,000 25,485,000 2,690,000 4,185,241 10,525,000 15,959,209 23,535,000 1,295,000 33,535,000 11,570,000 13,770,000 212,630,000 28,760,000 2,590,550 18,555,000 16,250,000 24,380,000 2,350,000 4,185,241 9,300,000 15,959,209 22,405,000 1,245,000 32,215,000 11,130,000 13,190,000 202,515,000 28,760,000 1,312,727 14,945,000 16,250,000 23,180,000 2,350,000 3,825,853 9,300,000 14,661,420 21,155,000 1,190,000 30,855,000 10,670,000 12,600,000 191,055,000 28,760,000 8,880,000 16,250,000 21,880,000 2,350,000 3,455,723 9,300,000 13,304,277 19,775,000 1,135,000 29,445,000 10,195,000 11,995,000 176,725,000 2016 2034 2019 2021 2035 2030 2031 2027 2031 2027 2028 2033 2033 2034 2034 948,863,333 901,128,333 849,858,333 794,128,333 735,353,333 Certificates of Participation 2010 Certificates of Participation - Public Safety Communications Total Certificates of Participation Total General Fund Debt Service Funds Municipal Property Corp. (MPC) Bonds - Excise Tax Supported 2004A MPC SkySong Bonds 2006 MPC Refunding SkySong 2014 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 2014 MPC Refunding TPC` 2006B MPC WW/TPC Land Acquisition 52- and 17-acres 2014 MPC Refunding WW/TPC 52- and 17-acres 2013A MPC Garage 2013B MPC McDowell Mnt 2013C MPC TNEC 2015A MPC Museum 2015A Taxable TPC Total Municipal Property Corp. Bonds Total Debt Service Funds City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 126 - Table of Contents Budget by Fund Long-Term Debt Outstanding - All Funds Long-Term Debt Outstanding - All Funds As of 6/30/15 through 6/30/19 Balance at 6/30/15 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 2015A Water & Sewer MPC Bonds Future MPC Bonds Total MPC Bonds - Water and Sewer Supported Total Water and Sewer Funds Aviation Fund Municipal Property Corp. (MPC) Bonds Future MPC Bonds Total MPC Bonds - Airport Supported Total Aviation Fund TOTAL LONG-TERM DEBT OUTSTANDING Balance at 6/30/16 Balance at 6/30/17 Balance at 6/30/18 Balance at 6/30/19 Final Payment Date 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 16,175,000 16,175,000 2016 2023 3,255,000 106,910,000 86,900,000 73,490,000 18,175,000 288,730,000 103,165,000 83,525,000 72,750,000 17,530,000 276,970,000 95,630,000 80,000,000 71,840,000 16,860,000 264,330,000 87,785,000 76,275,000 70,740,000 16,165,000 47,812,500 298,777,500 79,600,000 72,375,000 69,450,000 15,450,000 46,075,000 282,950,000 2016 2030 2032 2036 2034 2037 318,065,000 303,250,000 287,415,000 318,492,500 299,125,000 - 9,733,648 9,733,648 9,388,770 9,388,770 9,031,721 9,031,721 8,658,443 8,658,443 - 9,733,648 9,388,770 9,031,721 8,658,443 1,281,527,353 1,226,341,366 1,156,455,552 1,128,941,782 1,047,851,453 2035 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 2015/16 Adopted Budget - Volume One - 127 - Table of Contents Budget by Fund Legal Debt Margins COMPUTATION OF LEGAL DEBT MARGINS Forecast June 30, 2015 Net Secondary Assessed Valuation Forecasted as of June 30, 2015 5,176,777,891 Debt Limit Equal to 20% of Assessed Valuation 1,035,355,578 General Obligation Bonded Debt Subject to 20% Debt Limit (net of amounts available in Debt Service Funds forecasted for payment on July 1, 2015): 2002 Refunding 2005B 2008A 2008B 2010 2011 2011 Refunding 2012 2012 Refunding 2013 2014 2014 Refunding 2015 Refunding 8,680,000 1,100,000 14,675,000 1,875,000 33,800,000 19,475,000 28,685,000 50,000,000 75,020,007 74,000,000 13,535,000 51,627,649 160,415,000 Net Outstanding Forecasted Bonded Debt Subject to 20% Limit 532,887,656 (A) Forecasted Legal 20% Debt Margin (Available Borrowing Capacity) 502,467,922 (C) Debt Limit Equal to 6% of Assessed Valuation 310,606,673 State Regulation The Arizona Constitution (Article 9, Section 8), provides that the general obligation bonded indebtedness for a city for general municipal purposes may not exceed 6% of the secondary assessed valuation of the taxable property in that city. In addition to the 6% limitation for general municipal purpose bonds, cities may issue general obligation bonds up to an additional 20% of the secondary assessed valuation for supplying such city with water, artificial light, or sewers, for the acquisition and development of land for open space preserves, parks, playgrounds and recreational facilities, public safety, law enforcement, fire and emergency services facilities and transportation facilities. General Obligation Bonded Debt Subject to 6% Debt Limit (net of amounts available in Debt Service Funds forecasted for payment on July 1, 2015): 2005A 2010 2012 Refunding 2014 Refunding 8,000,000 11,200,000 7,144,993 27,677,351 Net Outstanding Forecasted Bonded Debt Subject to 6% Limit Forecasted Legal 6% Debt Margin (Available Borrowing Capacity) 54,022,344 (B) 256,584,329 (D) City of Scottsdale Compliance with State Regulation This schedule indicates the secondary assessed valuation of property tax within the City of Scottsdale allows a maximum legal bonding capacity of $1,035,355,578.00 for projects subject to the 20% limitation and $310,606,673.00 for projects subject to the 6% limitation. Legal Debt Capacity Used Based on the City's current outstanding general obligation debt, it is forecasted as of June 30, 2015, the City has used (borrowed) the following legal debt capacity by percentage limitation: 20% limitation 6% limitation (A) $532,887,656.00 or 51% (B) $54,022,344.00 or 17% Legal Capacity Available Based on the City's current outstanding general obligation debt, it is forecasted as of June 30, 2015, the City has available (for borrowing) the following legal debt capacity by percentage limitation: 20% limitation 6% limitation (C) $502,467,922.00 or 49% (D) $256,584,329.00 or 83% City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 128 - Table of Contents Budget by Fund Budget by Fund Enterprise Funds Overview Enterprise Funds Overview Adopted Budget $1,201.7 Million (a) Grants, Trust,& Special Districts Operating Budgets $517.5M (a) $15.9M Capital Projects $490.4M Contingencies / Reserves $177.9M General Fund $245.7M Grant Funds $15.3M Community Facilities $9.7M General Fund $27.6M Special Revenue $45.3M Trusts & Special Districts $0.6M Preservation $176.7M Special Revenue $7.1M Debt Service Funds $83.0M Drainage / Flood Control $17.1M Grant Funds $2.0M Enterprise Funds $137.4M Public Safety $4.3M Enterprise Funds $75.2M Internal Service $6.1M (a) $58.6M (b) Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 129 - 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 avoiding general taxation. The applicable revenues of the individual funds, along with each fund’s purpose, are described in the sections that follow. Overview of User Fees Revenue Policy Rate adjustments for Enterprise User Fees are recommended based upon five-year financial plans developed for each operation and are reviewed annually per Scottsdale’s adopted financial policies to meet the stated objectives of: • Equity – to ensure that charges are borne by the beneficiaries of a product or service. • Rate Stability – to level distribution of necessary cost increases to avoid large rate increases in any one year. • Financing – to manage the level of debt to ensure the city can meet bond coverage requirements, provide for capital financing needs and remain financially healthy. • Rate Design – to encourage efficient use of city resources and conservation where applicable. Enterprise Funds Sources (in millions) Water & Water Reclamation Solid Waste Aviation Total Revenue Transfers In Total Sources $ $ $ 147.4 20.1 3.9 171.4 18.1 189.5 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 CIP Total Uses $ $ 27.5 43.6 28.4 0.1 30.3 7.4 75.2 212.5 $ 7.2 42.4 262.1 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 130 - 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 Department Indirect Cost Allocation Total Revenue Other Financing Transfers In Total Sources $ $ $ 92.2 39.2 12.7 0.6 1.8 0.9 146.5 16.1 162.6 Water & Water Reclamation Funds Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Debt Service Indirect Cost Allocation Department Indirect Cost Allocation Contingency/ Reserves Adopted Budget Transfers Out General Fund CIP Total Uses $ $ 19.3 30.74 27.6 0.1 29.9 4.4 0.9 65.9 179.0 $ 7.2 40.3 226.4 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 131 - Table of Contents Budget by Fund Water & Water Reclamation Funds Summary Actual 2013/14 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 Stormwater Water Quality Chg Water Reclamation Charges Non-Potable Water Charges Interest Earnings Miscellaneous Revenue Department Indirect Cost Allocation Subtotal Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 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 14,713,601 37,172,928 4,848,094 7,021,631 5,872,596 69,628,850 14,322,078 36,988,387 4,675,638 6,972,901 62,959,003 90,099,330 38,389,306 10,931,779 498,988 1,815,606 141,735,010 91,692,000 37,877,000 10,398,600 435,328 1,882,193 142,285,121 89,692,000 37,877,000 10,398,600 435,328 1,882,193 140,285,121 92,170,000 106,300 39,209,000 12,572,032 645,323 1,783,540 912,539 147,398,733 15,955,088 900,000 16,855,088 15,101,422 900,000 16,001,422 15,101,422 900,000 16,001,422 15,191,439 900,000 16,091,439 158,590,098 158,286,543 156,286,543 163,490,172 96,286 1,906,770 65,056,763 5,009,603 72,069,422 110,000 2,125,720 72,316,076 474,462 4,864,885 79,891,143 110,000 2,163,181 72,758,053 4,864,885 79,896,119 110,000 2,165,390 74,990,398 475,508 4,443,590 912,539 83,097,425 4,978,988 23,793,500 28,772,488 4,540,288 25,121,650 29,661,938 4,540,288 25,121,650 29,661,938 4,542,488 25,394,450 29,936,938 100,841,910 109,553,081 109,558,057 113,034,363 6,973,446 275,435 49,205,617 56,454,498 6,953,866 189,500 47,163,954 8,800,000 63,107,320 6,953,866 189,462 46,255,005 53,398,333 7,194,442 148,300 40,130,446 47,473,188 157,296,408 172,660,401 162,956,390 160,507,551 Transfers In Development Fees Transfer for Debt Service Reclaimed Water Distribution System/Water (a) Subtotal Total Sources Expenditures Division Mayor and City Council City Treasurer Water Resources Citywide Pay Program / Citywide Pay Program Tail Indirect Cost Allocation Department Indirect Cost Allocation Subtotal Debt Service Revenue Bonds MPC Bonds Subtotal 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 Sources Over/(Under) Uses Ending Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Fund Balance Unreserved Balance Total Ending Fund Balance 1,293,660 (14,373,858) (6,669,847) 2,982,620 14,713,601 37,172,928 4,848,094 7,021,631 5,872,596 69,628,850 14,323,102 36,988,387 4,675,638 6,739,840 5,801,291 68,528,257 14,322,078 36,988,387 4,675,638 6,972,901 62,959,003 15,004,068 38,244,900 4,604,688 8,087,968 65,941,623 (a) 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 2015/16 Adopted Budget - Volume One - 132 - Table of Contents Budget by Fund Water & Water Reclamation Funds Five Year Financial Forecast Forecast 2016/17 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 Stormwater Water Quality Chg Water Reclamation Charges Non-Potable Water Charges Interest Earnings Miscellaneous Revenue Department Indirect Cost Allocation Subtotal Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 15,004,068 38,244,900 4,604,688 8,087,968 65,941,623 15,576,811 39,457,657 4,604,688 9,125,368 68,764,523 16,236,285 40,598,783 4,604,688 10,175,968 71,615,723 16,973,507 41,372,961 4,604,688 11,241,568 74,192,723 93,085,200 107,400 39,582,500 12,845,900 1,127,300 1,118,900 936,500 148,803,700 94,927,500 108,400 40,147,500 13,038,100 1,743,900 1,143,200 956,400 152,065,000 96,806,600 109,500 40,720,900 13,280,700 2,047,600 1,175,100 978,900 155,119,300 98,723,300 110,600 41,302,900 13,539,900 2,214,700 1,207,400 1,002,000 158,100,800 15,744,800 900,000 16,644,800 15,869,600 900,000 16,769,600 15,943,400 900,000 16,843,400 16,047,000 900,000 16,947,000 165,448,500 168,834,600 171,962,700 175,047,800 112,200 2,248,400 76,578,800 964,900 4,532,500 936,500 85,373,300 114,400 2,233,200 77,997,700 1,360,100 4,623,200 956,400 87,285,000 116,700 2,269,900 80,025,500 1,762,800 4,715,600 978,900 89,869,400 119,000 2,308,400 83,061,900 2,130,000 4,809,900 1,002,000 93,431,200 4,549,800 25,699,200 30,249,000 4,565,100 28,960,800 33,525,900 4,566,600 29,378,400 33,945,000 4,574,600 29,504,600 34,079,200 115,622,300 120,810,900 123,814,400 127,510,400 7,271,300 166,500 39,565,500 47,003,300 7,401,900 69,700 37,700,900 45,172,500 7,537,000 208,600 37,825,700 45,571,300 7,680,600 140,900 36,787,000 44,608,500 162,625,600 165,983,400 169,385,700 172,118,900 2,822,900 2,851,200 2,577,000 2,928,900 15,576,811 39,457,657 4,604,688 9,125,368 68,764,523 16,236,285 40,598,783 4,604,688 10,175,968 71,615,723 16,973,507 41,372,961 4,604,688 11,241,568 74,192,723 17,942,904 42,254,964 4,604,688 12,319,068 77,121,623 Transfers In Development Fees Transfer for Debt Service Reclaimed Water Distribution System/Water (a) Subtotal Total Sources Expenditures Division Mayor and City Council City Treasurer Water Resources Citywide Pay Program / Citywide Pay Program Tail Indirect Cost Allocation Department Indirect Cost Allocation Subtotal Debt Service Revenue Bonds MPC Bonds Subtotal 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 Sources Over/(Under) Uses Ending Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Fund Balance Unreserved Balance Total Ending Fund Balance (a) 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 2015/16 Adopted Budget - Volume One - 133 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Budget by Fund Water & Water Reclamation Funds Sources Water & Water Reclamation Fund Sources Overview of User Fees Revenue Policy Rate, fee and charge adjustments for Enterprise Funds are based upon five-year financial plans developed for each operation and are reviewed annually per Scottsdale’s adopted financial policies to meet the stated objectives of: Equity — to ensure that user rates, fees and charges are borne by the beneficiaries of a product or service; Level distribution of necessary cost increases — to avoid large increases to users in any one year; Manage the level of debt - to ensure the City can meet bond coverage requirements, provide for capital financing needs and remain financially healthy; Rate design —to encourage conservation and efficient use of City resources. Water Charges Water Charges revenue for FY 2015/16 totals $92.2 million, a $2.5 million increase from the FY 2014/15 year-end forecast. Rate increases for FY 2015/16 vary by meter size, user types and categories. Additionally, a surcharge of 10 percent was adopted for FY 2015/16 for customers located outside of city limits. This surcharge will treat contractual and non-contractual customers consistently and will align costs with the cost driver. These rate changes are effective November 2015 and 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 budget included contractual water sales; these actual revenues were recorded in Non-Potable Water Revenue. Stormwater Quality Charge Beginning in FY 2015/16 the Stormwater Quality Charge was increased an additional $0.10 per account per month from $0.85 to $0.95. The revenue from the original $0.85 is recorded in the General Fund. The new $0.10 increase will be recorded in the Water and Water Reclamation Fund. The increase is to support 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 $0.1 million for FY 2015/16. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 134 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Budget by Fund Water & Water Reclamation Funds Sources Water Reclamation Charges Water Reclamation Charges revenue adopted for FY 2015/16 totals $39.2 million, a $1.3 million increase compared to the FY 2014/15 year-end forecast. The water reclamation charges are higher due to FY 2015/16 rate increases that vary by meter size, user categories and types; effective July 2015. Additionally, a surcharge of 10 percent was adopted for FY 2015/16 for customers located outside of the city limits. This surcharge will treat contractual and non-contractual customers consistently and will align costs with the cost drivers. 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. Non-Potable Water Charges Non-Potable Water revenue adopted for FY 2015/16 totals $12.6 million, reflecting a $2.2 million increase from the FY 2014/15 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 actual revenues included contractual water sales; these budgets appeared in the Water Charges. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 135 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Budget by Fund Water & Water Reclamation Funds Sources Interest Earnings Interest Earnings revenue adopted for FY 2015/16 totals $0.6 million, a $0.2 million increase from the FY 2014/15 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. Miscellaneous Revenue Miscellaneous Revenue adopted for FY 2015/16 totals $1.8 million, reflecting a $0.1 million decrease from the FY 2014/15 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. Transfers-In Transfers-in is the authorized movement of cash or other resources from other funds and/or capital projects. The transfers-in budget for FY 2015/16 totals $16.1 million, a $0.1 million increase from the FY 2014/15 year-end forecast. Department Indirect Cost Allocation Revenue The Department Indirect Cost Allocation Revenue represents internal charges to the RWDS Fund, Inlet Silverado Golf Course fund, Irrigation Water Distribution System (IWDS) Fund, McDowell Mountain Golf Recharge Fund, Gainey Ranch Fund, and PCX/NGTF Fund for central operations under the Water Fund. The adopted FY 2015/16 budget is $0.9 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 136 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Budget by Fund 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 2015/16 adopted budget of $19.3 million reflects a 4 percent or $0.8 million increase from the FY 2014/15 year-end forecast. The increases are related to a slight increase to part time hours, two new full-time equivalents planned for mid-year, and funding for a citywide pay program based on performance. 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 2015/16 budget of $30.7 million reflects approximately a 3 percent or $0.9 million increase from the FY 2014/15 year-end forecast. The increase is primarily due to increased costs associated with electrical rate increases, maintenance requirements and an ARC Flash study required by OSHA. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 137 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Budget by Fund Water & Water Reclamation Funds Uses 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 adopted FY 2015/16 budget of $27.6 million reflects a 4 percent or $1.0 million increase from the FY 2014/15 yearend forecast. The increase is primarily related to increased purchased raw water, chemicals costs and maintenance costs. 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 2015/16 budget of $0.1 million is for the purchase of specialized equipment and building infrastructure. Debt Service Debt Service represents the repayment of general obligation, revenue and Municipal Property Corporation (MPC) bonds, along with the applicable annual fiscal agent fees. The adopted FY 2015/16 budget of $30.0 million reflects a 1 percent or $0.3 million increase from the FY 2014/15 year-end forecast. The increase is related to the proposed future MPC bond issuances. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 138 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Budget by Fund Water & Water Reclamation Funds Uses Indirect Cost Allocation Indirect Cost Allocation represents Enterprise Funds charges for specific General Fund central administrative functions which benefit the Enterprise operations (e.g., City Manager, 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 2015/16 budget of $5.4 million reflects a $0.5 million increase from the FY 2014/15 year-end forecast. Department Indirect Cost Allocation The Department Indirect Cost Allocation represents internal charges to the RWDS Fund, Inlet Silverado Golf Course fund, Irrigation Water Distribution System (IWDS) Fund, McDowell Mountain Golf Recharge Fund, Gainey Ranch Fund, and PCX/NGTF Fund for central operations under the Water Fund. The FY 2015/16 adopted budget is $0.9 million. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds and/or capital projects. The adopted FY 2015/16 budget of $47.5 million reflects a $5.9 million decrease from the FY 2014/15 year-end forecast. The decrease is driven in primarily by a lower transfer to the CIP fund. Included in Transfers-Out is the FY 2015/16 transfer to the General Fund for Franchise Fees of $7.2 million, which reflects a 3 percent or $0.2 million increase from the FY 2014/15 year-end forecast. 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 Water and Water Reclamation Fund balance and reserves are noted below: Operating Reserve Operating Reserve of $15.0 million is projected for the end of FY 2015/16. This reserve is intended to ensure adequate funding for operations for a minimum of 60 days and a maximum period of 90 days. Operating reserves shall be maintained to provide contingency funding and expenditure flexibility in the event of unexpected declines in revenue or increases in costs. Repair/Replacement Reserve Repair/Replacement Reserve of $38.2 million is projected for the end of FY 2015/16. 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 2015/16 Adopted Budget - Volume One - 139 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Budget by Fund Water & Water Reclamation Funds Uses Revenue Bond Debt Service Reserve Revenue Bond Debt Service Reserve of $4.6 million is projected for the end of FY 2015/16. 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 $8.1 million is projected for the end of FY 2015/16. 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 2015/16 Adopted Budget - Volume One - 140 - Table of Contents Budget by Fund Budget by Fund Solid Waste 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 $ $ $ 19.2 0.9 0.1 20.1 1.9 22.0 Solid Waste Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Indirect/Direct Cost Allocation Contingency / Reserves Adopted Budget Transfers Out CIP Total Uses $ $ 7.0 12.0 0.7 0.1 1.6 5.8 27.2 $ 2.1 29.2 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 141 - Table of Contents Budget by Fund Actual 2013/14 Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 3,996,457 7,907,092 11,903,549 4,181,282 7,560,800 11,742,082 4,866,295 6,651,296 11,517,591 5,135,663 5,362,868 10,498,531 Subtotal 19,295,592 56,104 867,654 20,219,350 19,254,497 47,725 836,956 20,139,178 19,254,497 47,725 836,956 20,139,178 19,180,000 70,228 860,000 20,110,228 Subtotal 826,479 826,479 Beginning Fund Balance Operating Reserve Unreserved Fund Balance Total Beginning Fund Balance Revenues Refuse Collection Charges Interest Earnings Miscellaneous Revenue Transfers In CIP Fund Total Sources Expenditures Division City Treasurer Public Works Citywide Pay Program / Citywide Pay Program Tail Indirect Cost Allocation Direct Cost Allocation - Alley Maintenance Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund (General Operating Projects) CIP Fund (General Capital Projects) Fleet & Transportation CIP Funds Other Transfers / CIP Water Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Operating Reserve Unreserved Balance Total Ending Fund Balance Solid Waste Fund Summary - - 1,875,000 1,875,000 21,045,829 20,139,178 20,139,178 21,985,228 818,323 17,277,345 1,094,356 545,505 19,735,529 907,868 18,125,935 174,277 1,121,523 524,741 20,854,344 921,206 18,287,168 1,121,523 524,741 20,854,638 915,202 18,731,878 144,201 1,044,973 535,415 21,371,669 19,735,529 20,854,344 20,854,638 21,371,669 10,600 1,595,158 90,500 1,696,258 23,200 244,400 36,000 303,600 23,200 244,400 36,000 303,600 43,500 2,047,500 2,091,000 21,431,787 21,157,944 21,158,238 23,462,669 (1,018,766) (1,019,060) (1,477,441) 5,135,663 5,587,653 10,723,316 5,135,663 5,362,868 10,498,531 5,785,316 3,235,774 9,021,090 (385,958) 4,866,295 6,651,296 11,517,591 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 142 - Table of Contents Budget by Fund Solid Waste Fund Five Year Financial Forecast Forecast 2016/17 Beginning Fund Balance Operating Reserve Unreserved Fund Balance Total Beginning Fund Balance Revenues Refuse Collection Charges Interest Earnings Miscellaneous Revenue Subtotal Transfers In CIP Fund Subtotal Total Sources Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 5,785,316 3,235,774 9,021,090 5,462,408 2,515,682 7,978,090 5,522,573 1,837,717 7,360,290 3,775,759 3,047,731 6,823,490 20,119,800 122,700 867,600 21,110,100 20,713,700 189,800 875,800 21,779,300 21,325,200 222,800 884,400 22,432,400 21,955,200 241,000 892,800 23,089,000 - - - - 21,110,100 21,779,300 22,432,400 23,089,000 948,100 19,209,000 299,800 1,065,900 584,200 22,107,000 943,300 19,328,200 433,300 1,087,200 587,000 22,379,000 958,400 19,672,600 577,900 1,108,900 597,200 22,915,000 974,100 20,033,600 718,700 1,131,100 607,600 23,465,100 22,107,000 22,379,000 22,915,000 23,465,100 46,100 46,100 18,100 18,100 54,200 54,200 36,700 36,700 Total Uses 22,153,100 22,397,100 22,969,200 23,501,800 Sources Over/(Under) Uses (1,043,000) Ending Fund Balance Operating Reserve Unreserved Balance Total Ending Fund Balance 5,462,408 2,515,682 7,978,090 Expenditures Division City Treasurer Public Works Citywide Pay Program / Citywide Pay Program Tail Indirect Cost Allocation Direct Cost Allocation - Alley Maintenance Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund (General Operating Projects) CIP Fund (General Capital Projects) Fleet & Transportation CIP Funds Other Transfers / CIP Water Subtotal (617,800) 5,522,573 1,837,717 7,360,290 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 143 - (536,800) 3,775,759 3,047,731 6,823,490 (412,800) 3,863,310 2,547,380 6,410,690 Budget by Fund Budget by Fund Solid Waste Fund Sources Solid Waste Fund Sources Refuse Collection Charges Refuse Collection revenue adopted for the FY 2015/16 budget totals $19.2 million, remaining relatively flat with the FY 2014/15 year-end forecast. The revenue budget assumes no fee increases in FY 2015/16. Refuse Collection 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 Charges included Miscellaneous Revenue which is now broken out below. Interest Earnings Interest Earnings revenue adopted for FY 2015/16 is $70,228 or 47 percent higher than the FY 2014/15 year-end forecast of $47,725. 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. Miscellaneous Revenue Miscellaneous Revenue consists of the following: 1) Containers for residential and recycling; 2) Roll-off charges; 3) Account setup and late fees; and 4) Private haulers permit fees. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 144 - Table of Contents Budget by Fund Budget by Fund Solid Waste Fund Sources Solid Waste Fund Sources Table of Contents Transfers-In Transfers-In is the authorized movement of cash or other resources from other funds and/or other capital projects. Total Transfers-In for FY 2015/16 equal $1.9 million and are related a capital project which was completed under budget. These excess funds are being re-allocated to the Compress Natural Gas fuel station referenced under Transfers-Out. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 145 - Budget by Fund Budget by Fund Solid Waste Fund Sources Solid Waste Fund Uses Table of Contents Solid Waste Fund Expenditures By Expenditure Type The Solid Waste Fund expenditures are presented by the following five major operating budget expenditure categories: personnel services, contractual services, commodities, capital outlay and indirect cost allocation. Additionally, there are transfers-out to other funds. Personnel Services Personnel Services include the salaries and wages paid to employees, plus the city’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The adopted FY 2015/16 budget of $7.0 million reflects a 1 percent, or $0.1 million increase from the FY 2014/15 year-end forecast primarily related to funding for a citywide pay program based on performance and the addition of 1.47 seasonal part-time FTE positions; which was partially offset by a reduction in overtime. Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The FY 2015/16 adopted budget of $12.0 million reflects a 4 percent, or $0.5 million increase from the FY 2014/15 year-end forecast. This is primarily related to an increase in Fleet charges for maintenance and replacement, increases in landfill, cleaning and waste removal for the Household Hazardous Waste events. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 146 - Budget by Fund Budget by Fund Solid Waste Fund Sources Solid Waste Fund Uses Table of Contents 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 2015/16 adopted budget of $0.7 million is a slight decrease of $0.1 million from the FY 2014/15 year-end forecast. 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 2015/16 adopted budget of $64,494 represents a one-time purchase of tractor equipment for the Solid Waste brush crew. 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 2015/16 adopted budget of $1.0 million is a slight decrease of $0.1 million from the FY 2014/15 year-end forecast. 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 2015/16 is $0.5 million which has remained relatively flat from the FY 2014/15 year-end forecast. 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 147 - Budget by Fund Budget by Fund Solid Waste Fund Sources Solid Waste Fund Uses Table of Contents Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds and/or capital projects. The adopted FY 2015/16 budget of $2.1 million reflects an increase from the FY 2014/15 year-end forecast by $1.8 million. The increase in transfers is driven by a new Compressed Natural Gas fuel station project. The new fuel compressor will be located at the City of Scottsdale Solid Waste Transfer Station for the Solid Waste refuse collection trucks. 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 Solid Waste Fund balance and reserves are noted below: Operating Reserve The FY 2015/16 ending fund balance includes an Operating Reserve of $5.8 million. This reserve is intended to ensure adequate funding for operations for a minimum of 60 days and a maximum period of 90 days. Operating reserves shall be maintained to provide contingency funding and expenditure flexibility in the event of unexpected declines in revenue or increases in costs. Unreserved Fund Balance The FY 2015/16 ending fund balance includes an Unreserved Fund Balance of $3.2 million, which represents the cumulative Solid Waste Fund revenues not designated for a specific purpose. This balance represents an accumulation of one-time revenues and it 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 2015/16 Adopted Budget - Volume One - 148 - 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 Miscellaneous Revenue Interest Earnings Total Revenue Transfers In Total Sources $ $ $ 3.6 0.2 0.1 0.0 3.9 0.1 4.0 Aviation Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Direct/Indirect Cost Allocation Debt Service Contingency/ Reserves Adopted Budget Transfers Out CIP Total Uses $ $ 1.2 0.9 0.1 0.0 0.5 0.4 3.4 6.4 $ 0.0 6.4 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 149 - Table of Contents Budget by Fund Actual 2013/14 Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Unreserved Fund Balance Total Beginning Fund Balance Aviation Fund Summary Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 390,855 1,529,088 1,404,139 3,324,082 388,002 599,242 850,901 1,796,951 3,635,096 397,722 2,188,222 1,026,588 1,998,242 5,610,774 399,470 975,390 1,251,100 4,228,040 6,854,000 Subtotal 3,531,377 154,228 21,144 104,655 3,811,403 3,278,800 149,702 25,630 100,029 3,554,161 3,278,800 149,702 25,630 100,029 3,554,161 3,630,464 173,192 27,249 101,029 3,931,934 Subtotal 1,124,335 754,387 1,878,722 430,000 430,000 430,000 430,000 113,500 113,500 5,690,125 3,984,161 3,984,161 4,045,434 1,792,758 47,804 142,177 309,395 2,292,134 2,081,475 45,100 30,416 145,357 307,440 2,609,788 2,110,018 45,100 145,357 307,440 2,607,915 2,092,032 15,000 29,724 163,928 313,896 2,614,580 2,292,134 2,609,788 2,607,915 352,743 2,967,323 356,913 754,387 1,111,300 6,200 126,820 133,020 6,200 126,820 133,020 7,400 7,400 Total Uses 3,403,434 2,742,808 2,740,935 2,974,723 Sources Over/(Under) Uses 2,286,692 1,241,353 1,243,226 1,070,711 Ending Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve (a) Unreserved Balance Total Ending Fund Balance 397,722 2,188,222 1,026,588 1,998,242 5,610,774 399,470 990,167 975,390 2,511,422 4,876,449 399,470 975,390 1,251,100 4,228,040 6,854,000 727,970 1,065,155 1,642,200 4,489,386 7,924,711 Revenues Aviation Fees Jet Fuel Tax Interest Earnings Miscellaneous Revenue Transfers In CIP Fund Fleet 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 MPC Bonds TOTAL OPERATING BUDGET Transfers Out CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Subtotal (a) 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 2015/16 Adopted Budget - Volume One - 150 - Table of Contents Budget by Fund Aviation Fund Five Year Financial Forecast Forecast 2016/17 Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Unreserved Fund Balance Total Beginning Fund Balance Revenues Aviation Fees Jet Fuel Tax Interest Earnings Miscellaneous Revenue 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 MPC Bonds TOTAL OPERATING BUDGET Transfers Out CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Subtotal Total Uses Sources Over/(Under) Uses Forecast 2018/19 Forecast 2019/20 727,970 1,065,155 1,642,200 4,489,386 7,924,711 849,107 1,399,521 643,300 3,797,183 6,689,111 853,521 1,402,353 774,400 4,104,637 7,134,911 868,784 1,412,709 9,400 5,247,218 7,538,111 3,662,100 181,900 47,600 102,000 3,993,600 3,694,600 190,900 73,600 103,100 4,062,200 3,726,800 200,500 86,500 104,100 4,117,900 3,759,600 210,500 93,500 105,100 4,168,700 - - - - 3,993,600 4,062,200 4,117,900 4,168,700 2,170,200 1,068,900 62,700 167,200 320,200 3,789,200 2,152,800 46,100 89,900 170,600 326,600 2,786,000 2,177,300 37,900 115,300 174,000 333,100 2,837,600 2,202,800 199,200 137,700 177,400 339,800 3,056,900 723,300 4,512,500 721,600 3,507,600 723,700 3,561,300 724,700 3,781,600 7,900 708,800 716,700 3,200 105,600 108,800 9,600 143,800 153,400 6,500 14,600 21,100 5,229,200 3,616,400 3,714,700 3,802,700 445,800 403,200 366,000 853,521 1,402,353 774,400 4,104,637 7,134,911 868,784 1,412,709 9,400 5,247,218 7,538,111 883,332 1,488,802 256,900 5,275,077 7,904,111 (1,235,600) Ending Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve (a) Unreserved Balance Total Ending Fund Balance Forecast 2017/18 849,107 1,399,521 643,300 3,797,183 6,689,111 (a) 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 2015/16 Adopted Budget - Volume One - 151 - Budget by Fund Budget by Fund Table of Contents Aviation Fund Sources Aviation Fund Sources Aviation Fees Aviation Fees revenue for the FY 2015/16 adopted budget totals $3.6 million which is $0.3 million more than the FY 2014/15 year-end forecast. The revenue budget assumes no fee increases in FY 2015/16, 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. Jet Fuel Tax Jet Fuel Tax revenue adopted FY 2015/16 budget totals $0.2 million, an increase over the FY 2014/15 year-end forecast. Interest Earnings 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 152 - Budget by Fund Budget by Fund Table of Contents Aviation Fund Sources Aviation Fund Sources Miscellaneous Revenue Miscellaneous Revenue adopted FY 2015/16 budget totals $0.1 million, remaining flat with the FY 2014/15 year-end forecast. Transfers-In Transfers-in is the authorized movement of cash or other resources from other funds and/or capital projects. Transfers-in for FY 2015/16 will be $0.1 million from the Aviation Capital Fund to transfer back to the operating budget the accumulation of capital improvement project savings. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 153 - Budget by Fund Budget by Fund Table of Contents Aviation Fund Sources Aviation Fund Uses Aviation Fund Expenditures By Expenditure Type The Aviation 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 2015/16 adopted budget of $1.2 million is $0.1 million higher than the FY 2014/15 year-end forecast. Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The FY 2015/16 adopted budget of $0.9 million is $0.2 million higher than the FY 2014/15 year-end forecast in anticipation of an increase of Customs Services activities. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 154 - Budget by Fund Budget by Fund Table of Contents Aviation Fund Sources Aviation Fund Uses 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 2015/16 adopted budget is $0.1 million. 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 155 - Budget by Fund Budget by Fund Table of Contents Aviation Fund Sources Aviation Fund Uses Debt Service Debt Service represents the repayment of Municipal Property Corporation (MPC) bonds, along with the applicable annual fiscal agent fees. The adopted FY 2015/16 budget of $0.4 million will be the first debt issuance for the airport in over 20 years. 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 for the FY 2015/16 adopted budget is $0.2 million, which is slightly higher than the FY 2014/15 year-end forecast. 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 2015/16 is $0.3 million, which is flat from the FY 2014/15 year-end forecast. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds and/or capital projects. The FY 2015/16 transfer out of $7,400 is to fund General Capital Projects related to technology that will benefit aviation. Aviation Fund Balance Fund balance/reserves protect the city’s financial condition and provide for unexpected economic challenges. Growth of fund balance occurs when revenues exceed expenditures. 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 2015/16 ending fund balance includes an Operating Reserve of $0.7 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/Replacement Reserve The FY 2015/16 ending fund balance includes a Repair/Replacement Reserve of $1.1 million. This reserve is intended to ensure adequate funding for emergency repair and replacement needs at the airport. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 156 - Table of Contents Budget Fund Budget byby Fund InternalInternal Service Funds Overview Service Funds Overview Adopted Budget $1,201.7 Million (a) Grants, Trust,& Special Districts Operating Budgets $517.5M (a) $15.9M Capital Projects $490.4M Contingencies / Reserves $177.9M General Fund $245.7M Grant Funds $15.3M Community Facilities $9.7M General Fund $27.6M Special Revenue $45.3M Trusts & Special Districts $0.6M Preservation $176.7M Special Revenue $7.1M Debt Service Funds $83.0M Drainage / Flood Control $17.1M Grant Funds $2.0M Enterprise Funds $137.4M Public Safety $4.3M Enterprise Funds $75.2M Internal Service $6.1M (a) $58.6M (b) Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 157 - Internal Service Funds Overview Budget by Fund 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 Self-Insurance. 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 Self-Insurance PC Replacement Total Sources $ $ 20.7 11.4 28.9 1.0 62.0 Internal Service Funds Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/ Reserves Internal Serivce Offsets Adopted Budget Transfers Out CIP Total Uses $ $ 4.3 37.8 8.1 8.3 31.2 (52.5) 37.2 $ 0.8 38.0 Graph excludes the Internal Service Offset of ($52.5) million Note: Amounts are rounded in millions; therefore, differences may occur. Table of Contents Internal Service Funds Overview Budget by Fund Budget Fund Internal Service Fundsby 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 Self-Insurance. 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 Self-Insurance PC Replacement Total Sources $ $ 20.7 11.4 28.9 1.0 62.0 Internal Service Funds Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/ Reserves Internal Serivce Offsets Adopted Budget Transfers Out CIP Total Uses $ $ 4.3 37.8 8.1 8.3 31.2 (52.5) 37.2 $ 0.8 38.0 Graph excludes the Internal Service Offset of ($52.5) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 158 - Table of Contents Budget by Fund Budget by Fund Fleet Fund Overview 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 $ $ $ 7.5 7.7 5.0 0.4 20.7 20.7 Fleet Management Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/ Reserves Internal Service Offset Adopted Budget Transfers Out CIP Total Uses $ $ 3.4 1.6 7.8 7.5 6.3 (20.3) 6.3 $ 0.8 7.1 *Graph excludes the Internal Service Offset of ($20.3) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 159 - Table of Contents Budget by Fund Actual 2013/14 Beginning Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Beginning Fund Balance Fleet Management Fund Summary Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 500,000 4,843,100 3,878,604 9,221,704 700,000 4,745,293 2,891,951 8,337,244 700,000 6,536,022 3,361,768 10,597,790 750,000 5,536,040 2,818,550 9,104,590 6,851,280 7,400,880 4,318,778 526,585 19,097,523 7,168,644 7,210,104 5,033,604 372,600 19,784,952 7,168,644 7,210,104 5,033,604 622,600 20,034,952 7,532,676 7,702,716 5,035,476 382,197 20,653,065 Total Sources 19,097,523 19,784,952 20,034,952 20,653,065 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 5,158,358 7,834,676 3,959,816 16,952,850 7,168,626 7,899,074 4,925,443 90,914 33,200 (199,500) 19,917,757 8,168,626 7,897,735 4,925,443 31,609 (104,661) 20,918,752 7,527,000 8,071,449 4,860,110 75,911 33,200 (199,500) 20,368,170 TOTAL OPERATING BUDGET 16,952,850 19,917,757 20,918,752 20,368,170 14,200 754,387 768,587 19,800 589,600 609,400 19,800 589,600 609,400 21,300 765,000 786,300 17,721,437 20,527,157 21,528,152 21,154,470 Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Rates - Fuel Miscellaneous Revenue Subtotal 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 1,376,086 (742,205) (1,493,200) (501,405) Total Ending Fund Balance 10,597,790 7,595,039 9,104,590 8,603,185 Ending Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance 700,000 6,536,022 3,361,768 10,597,790 500,000 4,745,311 2,349,728 7,595,039 500,000 5,536,040 3,068,550 9,104,590 750,000 5,541,700 2,311,485 8,603,185 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 160 - Forecast 2016/17 Beginning Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Beginning Fund Balance 750,000 5,541,700 2,311,485 8,603,185 Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Rates - Fuel Miscellaneous Revenue Subtotal Total Sources 7,903,300 8,326,300 4,957,300 159,000 33,500 (209,500) 21,169,900 21,169,900 Subtotal Sources Over/(Under) Uses 7,683,300 7,856,500 5,136,300 389,800 21,065,900 21,065,900 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 Total Uses Forecast 2017/18 750,000 5,321,700 2,405,085 8,476,785 7,837,000 8,013,500 5,238,500 397,600 21,486,600 21,486,600 8,298,500 8,344,400 5,056,400 229,600 48,600 (220,000) 21,757,500 21,757,500 Forecast 2018/19 750,000 4,860,200 2,586,985 8,197,185 7,993,400 8,174,300 5,344,000 405,600 21,917,300 21,917,300 8,713,400 8,489,100 5,157,600 293,400 63,900 (231,000) 22,486,400 22,486,400 Forecast 2019/20 750,000 4,140,200 2,711,785 7,601,985 8,153,500 8,337,900 5,450,500 413,700 22,355,600 22,355,600 9,149,100 8,638,300 5,260,700 355,100 34,400 (242,600) 23,195,000 8,700 8,700 26,100 26,100 17,700 17,700 21,766,200 22,512,500 23,212,700 (126,400) (279,600) (595,200) Table of Contents 23,195,000 22,400 22,400 21,192,300 (857,100) Total Ending Fund Balance 8,476,785 8,197,185 7,601,985 6,744,885 Ending Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance 750,000 5,321,700 2,405,085 8,476,785 750,000 4,860,200 2,586,985 8,197,185 750,000 4,140,200 2,711,785 7,601,985 750,000 3,144,600 2,850,285 6,744,885 Budget by Fund Fleet Management Fund Five Year Financial Forecast Forecast 2016/17 Beginning Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Beginning Fund Balance Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 750,000 5,541,700 2,311,485 8,603,185 750,000 5,321,700 2,405,085 8,476,785 750,000 4,860,200 2,586,985 8,197,185 750,000 4,140,200 2,711,785 7,601,985 7,683,300 7,856,500 5,136,300 389,800 21,065,900 7,837,000 8,013,500 5,238,500 397,600 21,486,600 7,993,400 8,174,300 5,344,000 405,600 21,917,300 8,153,500 8,337,900 5,450,500 413,700 22,355,600 Total Sources 21,065,900 21,486,600 21,917,300 22,355,600 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 7,903,300 8,326,300 4,957,300 159,000 33,500 (209,500) 21,169,900 8,298,500 8,344,400 5,056,400 229,600 48,600 (220,000) 21,757,500 8,713,400 8,489,100 5,157,600 293,400 63,900 (231,000) 22,486,400 9,149,100 8,638,300 5,260,700 355,100 34,400 (242,600) 23,195,000 TOTAL OPERATING BUDGET 21,169,900 21,757,500 22,486,400 23,195,000 22,400 22,400 8,700 8,700 26,100 26,100 17,700 17,700 21,192,300 21,766,200 22,512,500 23,212,700 Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Rates - Fuel Miscellaneous Revenue Subtotal 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 (126,400) (279,600) (595,200) (857,100) Total Ending Fund Balance 8,476,785 8,197,185 7,601,985 6,744,885 Ending Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance 750,000 5,321,700 2,405,085 8,476,785 750,000 4,860,200 2,586,985 8,197,185 750,000 4,140,200 2,711,785 7,601,985 750,000 3,144,600 2,850,285 6,744,885 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 161 - Table of Contents Budget by Fund Fleet Management Fund Sources Rates - Vehicle Acquisition Revenue Rates - Vehicle Acquisition represents the “rental” rate charged to other city funds and programs sufficient for the acquisition and replacement of city vehicles. For FY 2015/16, 36 percent of the Fleet Management Fund’s operating revenues come from rates related to vehicle acquisition. The vehicle acquisition rates for FY 2015/16 total $7.5 million and represent approximately $0.3 million increase from the FY 2014/15 year-end revenue forecast. The increase is to ensure a more realistic and sustainable funding for future acquisition and replacement. Maintenance & Operation Revenue Rates - Maintenance & Operation represents charges to other city programs based on the usage of city vehicles. For FY 2015/16, 37 percent of the Fleet Management Fund’s operating revenues are derived from rates related to vehicle maintenance and operation. The FY 2015/16 hourly rate is billed at $89.75 per hour and parts are marked up 31 percent. The maintenance and operation rates revenue for FY 2015/16 totals $7.7 million, which is an increase of $0.5 million from the FY 2014/15 yearend revenue forecast. 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 $3.83/gallon for biodiesel and $3.63/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 $2.70 per gallon due to a difference in operation cost of the CNG site. The FY 2015/16 adopted budget of $5.0 million which remains unchanged from the FY 2014/15 year-end forecast. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 162 - Table of Contents Budget by Fund Fleet Management Fund Sources Miscellaneous Revenue Miscellaneous Revenue comes from the liquidation of surplus property as well as any insurance recoveries received. The FY 2015/16 budget is $0.4 million, which is a decrease compared to the FY 2014/15 year-end forecast of $0.6 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 163 - Table of Contents Budget by Fund Fleet Management Fund Uses Fleet Management Fund Expenditures by Category The direct operating expenditures of the Fleet Management Fund are divided into the following four major expenditure categories: personnel services, contractual services, commodities and capital outlay. Additionally, there are transfers-out to other funds. Personnel Services Personnel Services include the salaries and wages paid to employees, plus the city’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The FY 2015/16 adopted personnel services budget totals $3.5 million, which is an increase of $0.1 million from the FY 2014/15 forecasted budget as a result of increases in healthcare and a citywide pay program based on performance. Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The FY 2015/16 adopted budget reflects an increase of $0.1 million from the FY 2014/15 year-end forecast. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 164 - Table of Contents Budget by Fund Fleet Management Fund Uses 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 2015/16 adopted budget of $7.8 million is $0.1 million lower than the FY 2014/15 year-end forecast. 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 2015/16 adopted capital outlay budget of $7.5 million is $0.6 million lower than the FY 2014/15 year-end forecast due to fewer planned vehicle replacement purchases for FY 2015/16. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, and/or capital projects. Transfers-out for FY 2015/16 includes $0.8 million to the CIP funds. 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 2015/16 fund balance is $8.6 million, which is a $0.5 million decrease from the FY 2014/15 forecasted ending balance. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 165 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 166 - Table of Contents Budget by Fund Budget by Fund PC Replacement Fund Overview PC Replacement Fund Overview Fund Purpose This fund is used to account for the expenditures associated with purchasing the city’s computers, monitors and printers. Replacement of computers, monitors and printers (hardware) is charged to the city divisions as internal operating costs to each program based on the quantity and type of hardware used. The division charges become revenue to the PC Replacement Fund. PC Replacement Fund Sources (in millions) Internal Rates - PC Replacement Total Revenue Transfers In Total Sources $ $ $ 1.0 1.0 1.0 PC Replacement Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Service Offset $ 0.8 0.5 Adopted Budget $ Total Uses $ Transfers Out (1.0) 0.3 0.3 Graph excludes the Internal Service Offset of ($1.0) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 167 - Table of Contents Budget by Fund Actual 2013/14 Beginning Fund Balance Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance PC Replacement Fund Summary Adopted 2014/15 Forecast 2014/15 Tentative 2015/16 500,000 107,293 607,293 500,000 324,679 824,679 500,000 438,862 938,862 500,000 933,779 1,433,779 Revenues Rates - Computer Hardware Acquisition General Fund Transportation Fund Grants Fund (CDBG) Grants Fund (Section 8 Housing) 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 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 1,046,384 823,318 39,244 766 1,380 2,319 345 135,741 1,325 19,049 2,609 8,945 9,197 1,801 345 1,046,384 787,063 41,034 1,756 872 3,754 349 120,261 1,282 27,732 3,831 9,104 10,799 1,998 1,009,835 Total Sources 1,012,856 1,046,384 1,046,384 1,009,835 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 Dell Venue Tablets (3 year turn) Industrial Devices (3 year turn) Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal 374,914 85,640 182,486 4,646 13,949 5,043 14,609 681,287 422,417 20,536 9,617 7,097 47,000 4,600 26,200 14,000 551,467 422,417 20,536 9,617 7,097 47,000 4,600 26,200 14,000 551,467 229,718 90,788 286,486 111,230 17,119 39,800 11,800 15,000 14,000 815,941 TOTAL OPERATING BUDGET 681,287 551,467 551,467 815,941 Total Uses 681,287 551,467 551,467 815,941 331,569 494,917 494,917 193,894 500,000 438,862 938,862 500,000 819,596 1,319,596 500,000 933,779 1,433,779 500,000 1,127,673 1,627,673 Sources Over / (Under) Uses Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 168 - Transportation Fund Grants Fund (CDBG) Grants Fund (Section 8 Housing) 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 Total Sources 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 Dell Venue Tablets (3 year turn) Industrial Devices (3 year turn) Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal TOTAL OPERATING BUDGET Total Uses Sources Over / (Under) Uses Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 41,000 1,800 900 3,800 300 120,300 1,300 27,700 3,800 9,100 10,800 2,000 1,009,800 1,009,800 411,200 93,200 713,900 10,400 39,800 11,800 15,000 14,000 1,309,300 1,309,300 1,309,300 (299,500) 500,000 828,173 1,328,173 41,000 1,800 900 3,800 300 120,300 1,300 27,700 3,800 9,100 10,800 2,000 1,009,800 1,009,800 360,400 51,400 172,800 13,300 41,700 39,800 11,800 15,000 14,000 720,200 720,200 720,200 289,600 500,000 1,117,773 1,617,773 41,000 1,800 900 3,800 300 120,300 1,300 27,700 3,800 9,100 10,800 2,000 1,009,800 1,009,800 577,400 110,400 491,100 4,400 267,400 1,900 500 800 39,800 11,800 15,000 14,000 1,534,500 1,534,500 1,534,500 (524,700) 500,000 593,073 1,093,073 41,000 1,800 900 3,800 300 120,300 1,300 27,700 3,800 9,100 10,800 2,000 1,009,800 1,009,800 421,100 51,500 22,700 4,400 34,700 9,500 13,100 39,800 11,800 15,000 14,000 637,600 637,600 637,600 372,200 500,000 965,273 1,465,273 Table of Contents Budget by Fund PC Replacement Fund Five Year Financial Forecast Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 Beginning Fund Balance Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance 500,000 1,127,673 1,627,673 500,000 828,173 1,328,173 500,000 1,117,773 1,617,773 500,000 593,073 1,093,073 Revenues Rates - Computer Hardware Acquisition General Fund Transportation Fund Grants Fund (CDBG) Grants Fund (Section 8 Housing) 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 787,000 41,000 1,800 900 3,800 300 120,300 1,300 27,700 3,800 9,100 10,800 2,000 1,009,800 787,000 41,000 1,800 900 3,800 300 120,300 1,300 27,700 3,800 9,100 10,800 2,000 1,009,800 787,000 41,000 1,800 900 3,800 300 120,300 1,300 27,700 3,800 9,100 10,800 2,000 1,009,800 787,000 41,000 1,800 900 3,800 300 120,300 1,300 27,700 3,800 9,100 10,800 2,000 1,009,800 Total Sources 1,009,800 1,009,800 1,009,800 1,009,800 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 Dell Venue Tablets (3 year turn) Industrial Devices (3 year turn) Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal 411,200 93,200 713,900 10,400 39,800 11,800 15,000 14,000 1,309,300 360,400 51,400 172,800 13,300 41,700 39,800 11,800 15,000 14,000 720,200 577,400 110,400 491,100 4,400 267,400 1,900 500 800 39,800 11,800 15,000 14,000 1,534,500 421,100 51,500 22,700 4,400 34,700 9,500 13,100 39,800 11,800 15,000 14,000 637,600 TOTAL OPERATING BUDGET 1,309,300 720,200 1,534,500 637,600 Total Uses 1,309,300 720,200 1,534,500 637,600 Sources Over / (Under) Uses Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance (299,500) 500,000 828,173 1,328,173 289,600 500,000 1,117,773 1,617,773 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 169 - (524,700) 500,000 593,073 1,093,073 372,200 500,000 965,273 1,465,273 Table of Contents Budget by Fund PC Replacement Fund Sources & Uses 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 fund 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 2015/16 is $1.0 million, which remains unchanged from the FY 2014/15 year-end forecast. 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 2015/16 capital outlay budget is $0.8 million, which is $0.2 million higher than the FY 2014/15 year-end forecast. 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 unless there is a purchase of hardware; for example, when a large order of ruggedized laptops is scheduled for replacement. The fund balance at the end of each year includes the accumulated balance to be used for future year hardware purchases. The ending FY 2015/16 fund balance is budgeted at $1.6 million, and includes a contingency amount of $0.5 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 170 - 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 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) Property, Liability, Work Comp Rates $ Unemployment Taxes Recoveries/Reimbursements Property Tax (Tort Claims) Total Revenue $ Transfers In Total Sources $ 9.6 0.1 0.4 1.3 11.4 11.4 Risk Management Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Service Offset Adopted Budget Transfers Out Total Uses $ $ $ 0.8 7.9 0.1 17.4 (9.7) 16.5 0.0 16.5 Graph excludes the Internal Service Offset of ($9.7) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 171 - Actual 2013/14 Beginning Fund Balance Accruals (Short Term) Accruals (Long Term) Contingency Property Casualty Claims Reserve Total Beginning Fund Balance 3,419,174 7,638,006 1,131,885 12,189,065 Revenues and Other Sources Property, Liability, Work Comp Rates Unemployment Taxes Property Tax (Tort Claims) Insurance/Claim Recoveries Special Event Reimbursements Subtotal Total Sources Subtotal 952,713 1,379,951 2,415,366 177,780 2,663,606 37,656 7,627,072 7,627,072 Subtotal Sources Over/(Under) Uses 6,500,001 104,589 144,734 405,935 113,367 7,268,626 7,268,626 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 TOTAL OPERATING BUDGET Other Uses Transfer-Out to CIP Fund (Tech. Replacement) Total Uses Ending Fund Balance Accruals (Short Term) Accruals (Long Term) Contingency Property Casualty Claims Reserve Total Ending Fund Balance 2,800 2,800 7,629,872 (361,246) 5,142,616 6,685,203 11,827,819 Adopted 2014/15 3,033,952 5,600,000 2,500,000 11,133,952 9,200,000 100,000 2,076,849 250,000 75,000 11,701,849 11,701,849 1,090,567 1,943,203 3,025,191 331,261 1,783,334 75,000 20,645 8,269,201 8,269,201 4,500 4,500 8,273,701 Forecast 2014/15 5,142,616 4,185,203 2,500,000 11,827,819 9,200,000 100,000 2,076,849 250,000 75,000 11,701,849 11,701,849 1,110,441 2,348,715 3,025,191 331,261 1,783,334 75,000 8,673,942 8,673,942 4,500 4,500 8,678,442 Adopted 2015/16 5,142,616 7,208,610 2,500,000 14,851,226 9,600,002 100,000 1,312,809 300,000 75,000 11,387,811 11,387,811 1,120,789 2,321,280 2,375,191 331,373 2,554,116 75,000 21,302 8,799,051 8,799,051 5,400 5,400 8,804,451 3,428,148 3,023,407 2,583,360 3,034,000 5,600,000 2,500,000 3,428,100 14,562,100 5,142,616 8,708,610 1,000,000 14,851,226 5,142,616 9,073,579 2,500,000 718,391 17,434,586 Table of Contents Budget by Fund 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 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 Risk Management Fund Summary Actual 2013/14 Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 3,419,174 7,638,006 1,131,885 12,189,065 3,033,952 5,600,000 2,500,000 11,133,952 5,142,616 4,185,203 2,500,000 11,827,819 5,142,616 7,208,610 2,500,000 14,851,226 6,500,001 104,589 144,734 405,935 113,367 7,268,626 9,200,000 100,000 2,076,849 250,000 75,000 11,701,849 9,200,000 100,000 2,076,849 250,000 75,000 11,701,849 9,600,002 100,000 1,312,809 300,000 75,000 11,387,811 7,268,626 11,701,849 11,701,849 11,387,811 952,713 1,379,951 2,415,366 177,780 2,663,606 37,656 7,627,072 1,090,567 1,943,203 3,025,191 331,261 1,783,334 75,000 20,645 8,269,201 1,110,441 2,348,715 3,025,191 331,261 1,783,334 75,000 8,673,942 1,120,789 2,321,280 2,375,191 331,373 2,554,116 75,000 21,302 8,799,051 7,627,072 8,269,201 8,673,942 8,799,051 2,800 2,800 4,500 4,500 4,500 4,500 5,400 5,400 7,629,872 8,273,701 8,678,442 8,804,451 3,428,148 3,023,407 2,583,360 3,034,000 5,600,000 2,500,000 3,428,100 14,562,100 5,142,616 8,708,610 1,000,000 14,851,226 5,142,616 9,073,579 2,500,000 718,391 17,434,586 (361,246) 5,142,616 6,685,203 11,827,819 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 172 - 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 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 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 5,142,616 9,073,579 2,500,000 718,391 17,434,586 5,142,600 9,073,600 2,500,000 1,600,000 18,316,200 5,142,600 9,073,600 2,500,000 1,747,200 18,463,400 5,142,600 9,073,600 2,500,000 1,963,300 18,679,500 8,500,000 100,000 1,000,000 300,000 75,000 9,975,000 8,750,000 100,000 250,000 300,000 75,000 9,475,000 9,100,000 100,000 250,000 300,000 75,000 9,825,000 9,400,000 100,000 250,000 300,000 75,000 10,125,000 9,975,000 9,475,000 9,825,000 10,125,000 1,162,600 2,437,400 2,422,700 338,100 2,605,200 76,500 44,900 9,087,400 1,148,800 2,559,200 2,471,100 344,900 2,657,300 78,000 65,900 9,325,200 1,164,600 2,687,200 2,520,600 351,800 2,710,300 79,600 87,200 9,601,300 1,180,400 2,821,500 2,570,800 358,700 2,764,800 81,200 108,300 9,885,700 9,087,400 9,325,200 9,601,300 9,885,700 6,000 6,000 2,600 2,600 7,600 7,600 5,200 5,200 9,093,400 9,327,800 9,608,900 9,890,900 881,600 147,200 216,100 234,100 5,142,600 9,073,600 2,500,000 1,600,000 18,316,200 5,142,600 9,073,600 2,500,000 1,747,200 18,463,400 5,142,600 9,073,600 2,500,000 1,963,300 18,679,500 5,142,600 9,073,600 2,500,000 2,197,400 18,913,600 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 173 - Budget by Fund Budget by Fund Table of Contents 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. 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 Property Tax (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 $1.3 million for FY 2015/16. Transfers-In Transfers-In may be used to address anticipated claim costs. There are no transfers-in budgeted for FY 2015/16. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 174 - Budget by Fund Budget by Fund Table of Contents 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 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 budget for this category is $0.8 million for FY 2015/16, which is unchanged from the FY 2014/15 year-end forecast, but includes increases for healthcare and employee pay program increases. 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 2015/16 is $7.9 million which is $0.1 million more than the FY 2014/15 year-end forecast. This increase continues to be attributed to the increase in insurance and bond premiums. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 175 - Budget by Fund Budget by Fund Table of Contents Risk Management Fund Sources Risk Management Fund Uses 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 2015/16 commodities budget of approximately $0.1 million remains consistent with the FY 2014/15 year-end forecast. Transfers-Out Transfers-Out is the authorized movement of cash to other funds and capital projects. Transfers-out of $5,400 are planned to help cover risk management share of the cost of general capital projects during FY 2015/16. 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 by the Loss Trust Fund Board and has been determined to be 85 percent confidence level of the most recent actuarial assessment. Each year the projected balances are actuarially determined based on current actual losses and potential outstanding claims. The projected FY 2015/16 total ending fund balance is approximately $17.4 million, which is an increase of $2.6 million from the FY 2014/15 year-end forecast and meets the 85 percent confidence level. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 176 - 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 consists of both city and employee components. Revenue is also collected through premium charges to disabled 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 Disabled Retiree Contributions Recoveries/Reimbursements Total Revenue Transfers In Total Sources $ $ $ 21.5 6.6 0.3 0.5 28.9 28.9 Healthcare Self-Insurance Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/ Reserves Internal Service Offset Adopted Budget Transfers Out Total Uses $ $ $ 0.1 28.3 0.2 7.0 (21.5) 14.1 14.1 Graph excludes the Internal Service Offset of ($21.5) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 177 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Summary Actual 2013/14 Beginning Fund Balance Operating Contingency Healthcare Claims Reserve Total Beginning Fund Balance Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 2,500,000 4,084,776 5,441,734 2,500,000 3,831,715 6,331,715 2,500,000 3,616,814 6,116,814 2,500,000 4,222,886 6,722,886 18,619,344 5,785,772 479,116 831,760 797,697 234,913 143,415 26,892,017 19,211,664 6,206,016 225,000 260,208 805,104 772,248 350,000 10,000 27,840,240 19,389,924 5,496,336 212,240 239,052 757,852 735,288 350,000 10,000 27,190,692 20,707,728 5,870,676 150,000 255,288 823,767 732,025 350,000 10,000 28,899,484 Total Sources 26,892,017 27,840,240 27,190,692 28,899,484 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/Disabled Retirees Provider Administrative Expenses - Retirees/Disabled Retirees Federal Re-Insurance Fee Stop Loss Insurance - Retirees/Disabled Retirees COS Administrative Expenses - Retirees/Disabled Retirees Live Life Well Program (LLW) - Retirees/Disabled Retirees (a) Subtotal Retirees/Disabled Retirees Dental Claims Dental Administrative Expenses Subtotal Dental 21,473,035 1,142,260 630,471 244,771 124,450 23,614,987 1,030,475 30,500 13,296 31,967 3,392 1,109,630 1,402,616 89,704 1,492,320 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 22,885,136 454,265 377,111 677,804 438,260 137,240 24,969,816 311,154 12,447 4,291 9,266 1,574 338,732 1,216,548 59,524 1,276,072 24,785,242 436,191 266,000 796,593 216,031 210,000 3,184 26,713,241 275,670 4,406 4,000 8,266 1,704 294,046 1,562,000 61,300 1,623,300 TOTAL OPERATING BUDGET 26,216,937 27,376,558 26,584,620 28,630,587 Total Uses 26,216,937 27,376,558 26,584,620 28,630,587 675,080 463,682 606,072 268,897 2,500,000 3,616,814 6,116,814 2,500,000 4,295,397 6,795,397 2,500,000 4,222,886 6,722,886 2,500,000 4,491,783 6,991,783 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 (Disabled Retiree) Subtotal Sources Over/(Under) Uses Ending Fund Balance Operating Contingency Healthcare Claims Reserve Total Ending Fund Balance (a) Beginning in FY 2014/15 retiree healthcare was no longer available through the city's self-insurance fund. The city continues to provide healthcare benefits to public safety disabled retirees. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 178 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Five Year Financial Forecast Forecast 2016/17 Beginning Fund Balance Operating Contingency Healthcare Claims Reserve Total Beginning Fund Balance Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 2,500,000 4,491,783 6,991,783 2,500,000 4,789,283 7,289,283 2,500,000 5,126,883 7,626,883 2,500,000 5,504,483 8,004,483 22,364,300 6,340,200 150,000 275,700 848,500 754,000 350,000 10,000 31,092,700 24,153,500 6,847,600 150,000 297,700 873,900 776,600 350,000 10,000 33,459,300 26,085,900 7,395,400 150,000 321,600 900,200 799,900 350,000 10,000 36,013,000 28,172,600 7,986,900 150,000 347,300 927,200 823,900 350,000 10,000 38,767,900 Total Sources 31,092,700 33,459,300 36,013,000 38,767,900 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/Disabled Retirees Provider Administrative Expenses - Retirees/Disabled Retirees Federal Re-Insurance Fee Stop Loss Insurance - Retirees/Disabled Retirees COS Administrative Expenses - Retirees/Disabled Retirees Live Life Well Program (LLW) - Retirees/Disabled Retirees (a) Subtotal Retirees/Disabled Retirees Dental Claims Dental Administrative Expenses Subtotal Dental 26,767,900 471,100 266,000 860,400 223,900 210,000 6,700 28,806,000 297,700 4,800 4,000 8,900 1,800 317,200 1,608,900 63,100 1,672,000 28,909,600 508,600 266,000 929,100 224,200 210,000 9,900 31,057,400 321,500 5,200 4,000 9,600 1,900 342,200 1,657,100 65,000 1,722,100 31,222,200 549,400 266,000 1,003,600 228,100 210,000 13,100 33,492,400 347,200 5,600 4,000 10,400 2,000 369,200 1,706,800 67,000 1,773,800 33,720,200 593,500 266,000 1,083,800 232,400 210,000 15,700 36,121,600 375,000 6,000 4,000 11,200 2,100 398,300 1,758,000 69,000 1,827,000 TOTAL OPERATING BUDGET 30,795,200 33,121,700 35,635,400 38,346,900 Total Uses 30,795,200 33,121,700 35,635,400 38,346,900 297,500 337,600 377,600 421,000 2,500,000 4,789,283 7,289,283 2,500,000 5,126,883 7,626,883 2,500,000 5,504,483 8,004,483 2,500,000 5,925,483 8,425,483 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 (Disabled Retiree) Subtotal Sources Over/(Under) Uses Ending Fund Balance Operating Contingency Healthcare Claims Reserve Total Ending Fund Balance (a) Beginning in FY 2014/15 retiree healthcare was no longer available through the city's self-insurance fund. The city continues to provide healthcare benefits to public safety disabled retirees. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 179 - Budget by Fund Budget by Fund Table of Contents 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. 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/disabled retiree portion of premiums was included in with the employee amounts. Effective with FY 2012/13 retirees/disabled retirees are accounted for separately. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 180 - Budget by Fund Budget by Fund Table of Contents Healthcare Self-Insurance Fund Sources Healthcare Self-Insurance Fund Sources Healthcare Premium Wellness Incentive Wellness Incentives are revenue received from Cigna to be used in ways to encourage employee involvement in healthy lifestyle choices and activities throughout the year. In FY 2015/16 this revenue will total $0.2 million which will remain flat with the FY 2014/15 year-end forecast. Healthcare Premiums - Retiree/Disabled Retiree This revenue captures the retiree/disabled retiree healthcare premiums collected through direct collections as well as state retirement subsidies. Beginning in FY 2014/15 retiree healthcare was no longer available through the city’s SelfInsurance Fund. The city continues to provide healthcare benefits to public safety disabled retirees at the same rate as an active employee. Prior to FY 2012/13 the retiree portion of premiums was included in with the employee amounts. Effective with FY 2012/13, retirees are budgeted separately. 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 cost. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 181 - Budget by Fund Budget by Fund Table of Contents 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. Other - Recovery, Rebates Miscellaneous revenues are the result of pharmacy rebates and reimbursements on medical claims over the city's stop loss limit. Transfers-In Transfers-In may be used to address unanticipated claim costs. In FY 2015/16, there are no transfers-in budgeted for the Healthcare Self-Insurance Fund. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 182 - Budget by Fund Budget by Fund Table of Contents 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 2015/16 adopted budget of approximately $0.1 million is equal to the FY 2014/15 year-end forecast due to a prior year reduction in applicable work order credits to align position expenditures with work performed. Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city departments. The budget of $28.3 million represents approximately 99 percent of the FY 2015/16 Healthcare Self-Insurance Fund operating budget. The contractual services budget includes $28.0 million for health and dental claims and administration. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 183 - Budget by Fund Budget by Fund Table of Contents Healthcare Self-Insurance Fund Sources Healthcare Self-Insurance Fund Uses 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 2015/16 commodities budget totals approximately $210,000. This includes the employee wellness incentive being accounted for separately as an expenditure whereas in previous years this was recognized as a reduction in employee contributions. 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 is no capital outlay expenditures budgeted for FY 2015/16. Transfers-Out Transfers-Out is the authorized movement of cash to other funds, divisions, departments, and capital projects. The adopted FY 2015/16 budget has no transfers-out planned in the Healthcare Self-Insurance Fund. Healthcare Self-Insurance Fund Balance The Healthcare Self-Insurance Fund balance is maintained to provide for coverage of self-insured benefits. The required fund balance is actuarially determined on an annual basis. The projected FY 2015/16 total ending fund balance is approximately $7.0 million, which is an increase of $0.3 million from the FY 2014/15 year-end forecast and is within actuary recommendations. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 184 - Table of Contents Budget by Fund Grants, Trust & Special Districts Overview Budget by Fund Grants, Trust & Special Districts Overview Adopted Budget $1,201.7 Million (a) Grants, Trust,& Special Districts Operating Budgets $517.5M (a) $15.9M Capital Projects $490.4M Contingencies / Reserves $177.9M General Fund $245.7M Grant Funds $15.3M Community Facilities $9.7M General Fund $27.6M Special Revenue $45.3M Trusts & Special Districts $0.6M Preservation $176.7M Special Revenue $7.1M Debt Service Funds $83.0M Drainage / Flood Control $17.1M Grant Funds $2.0M Enterprise Funds $137.4M Public Safety $4.3M Enterprise Funds $75.2M Internal Service $6.1M (a) $58.6M (b) Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 185 - Table of Contents Budget by Fund Grants, Trusts & Special Districts Overview Budget by Fund Grants, Trust & Special Districts Overview Grant Funds The Grant Funds receive and expend the city’s federal, state, and local grants. 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 Contingency/Reserves Adopted Budget Transfers Outs Total Uses $ $ $ 0.8 9.6 0.0 6.9 17.3 17.3 Trust Fund This fund is used to account for assets “held in trust” by the city. The city holds the funds in a trustee capacity as defined by the Governmental Accounting Standards Board (GASB) Statement No. 34. Special Districts Fund This fund is used to account for proceeds received by property owners in return for the city providing agreed-upon increased levels of municipal services beyond the standard level of core city services as allowed by statute. More specifically, the fund is used to account for the city’s streetlight districts. Special Districts Fund Uses Contractual Services Adopted Budget Transfers Out Total Uses $ $ $ 0.6 0.6 0.6 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 186 - Table of Contents Budget by Fund Grants Summary GRANT FUND SUMMARY Adopted FY 2015/16 Grant Description CDBG CDBG REHAB HOME SECTION 8 BELLEVIEW RENTAL OPERATIONS CAN-DO-FUND DEA TASK FORCE DIGITAL MEDIA CENTER FT MCDOWELL REV SHARING FY 12/13 FT MCDOWELL REV SHARING FY 11/12 FY14 EDWARD BYRNE MEMORIAL JAG FY15 FULL SERV FORENSIC CRIME LAB FY15 GOHS DUI ENFORCEMENT GILA RIVER FY14/15 HILDENBRAND GIVE KIDS WHAT THEY WANT 1,389,329 426,344 702,788 5,998,314 29,508 54,000 120,000 30,000 500 1,157 20,764 112,966 20,000 14,700 25,000 SRP-MIC FY 2012/13 SRP-MIC FY 2013/14 SRP-MIC FY 2014/15 SRP-MIC LOCAL REV SHARING 2007/08 SRP-MIC LOCAL REV SHARING 2009/10 SRP-MIC LOCAL REV SHARING 2011/12 STATE GRANT-IN-AID 01A19 Subtotal: Grants 168,510 486,224 768,000 10,000 2,000 5,000 23,000 10,408,104 GRANTS ANTICIPATED FY 2015/16 GRANT CONTINGENCY Subtotal: Future Grants Total Grants 4,879,245 2,016,802 6,896,047 17,304,151 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 187 - Budget by Fund Budget by Fund Table of Contents Grant Fund Sources Grant Funds Sources The city determinedly seeks grant funding to leverage city funds to address priority program and service needs. The major areas of the grant revenue budget are noted below: Community Development Block Grant (CDBG) and Housing Choice Voucher (Section 8) CDBG and Section 8 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 2015/16 to be $1.8 million and $6.0 million respectively for a total of $7.8 million. HOME Funds HOME funds are received through the Maricopa County Home Consortium. Staff estimates the HOME allocation and prior year’s carryover for FY 2015/16 to total $0.7 million. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 188 - Budget by Fund Budget by Fund Miscellaneous Federal, State and Local Grants Miscellaneous Federal, State and Local Grants include grants for law enforcement, fire services, community services, transportation and preservation projects. The budget for these grants is estimated to total $1.9 million for FY 2015/16, which is $1.0 million more than the FY 2014/15 year-end forecast. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 189 - Table of Contents Grant Fund Sources Grant Funds Sources Budget by Fund Budget by Fund Table of Contents Grant Fund Sources Grant Funds Uses Grant Fund Expenditures By Grant The city determinedly seeks grant funding to leverage city funds to address priority program and service needs. The major areas of the grants expenditures budget are noted below: Community Development Block Grants (CDBG) and Housing Choice Voucher Funds (Section 8) CDBG and Section 8 funds are used for social and housing services for the elderly, disabled and low-income families. The FY 2015/16 combined adopted budget is $7.8 million. 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 2015/16 adopted budget is $0.7 million, reflecting a decrease of $0.3 million from FY 2014/15 year-end forecast. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 190 - Budget by Fund Budget by Fund Table of Contents Grant Fund Sources Grant Funds Uses 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 and preservation projects. The FY 2015/16 adopted budget of $8.8 million reflects a slight increase of $0.1 million from the FY 2014/15 year-end forecast. Grant Fund Contingency Grant Fund Future Grant Contingency totals $6.9 million for FY 2015/16. This includes an Operating Contingency of $2.0 million for unforeseen expenses that may occur throughout the year while conducting operations. The remaining $4.9 million is Anticipated Grants which is additional authority for grants that occur throughout the year. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 191 - 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 2015/16 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 2015/16 Adopted Budget - Volume One - 192 - Budget by Fund Budget by Fund Table of Contents Special Districts Sources & Uses 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 2015/16 revenue budget is $0.6 million. Special Districts Fund Expenditures by District Streetlight District adopted FY 2015/16 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 2015/16 Special Districts ending fund balance is projected to be $0.0. The reduction in fund balance in prior years was done to match current revenues with expenses and ultimately reduce the existing reserve to a $0.0 balance. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 193 - Table of Contents Budget by Fund Actual 2013/14 Beginning Fund Balance Streetlight Districts Total Beginning Fund Balance Special Districts Fund Summary Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 252,001 252,001 68,314 68,314 75,852 75,852 31,944 31,944 400,369 400,369 533,043 533,043 533,043 533,043 579,624 579,624 400,369 533,043 533,043 579,624 576,518 576,518 599,654 599,654 576,951 576,951 611,568 611,568 576,518 599,654 576,951 611,568 576,518 599,654 576,951 611,568 Sources Over/(Under) Uses (176,149) (66,611) (43,908) (31,944) Ending Fund Balance Streetlight Districts Total Ending Fund Balance 75,852 75,852 1,703 1,703 31,944 31,944 - Revenues Streetlight Districts Subtotal Total Sources Expenditures Operating Streetlight Districts Subtotal TOTAL OPERATING BUDGET Total Uses City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 194 - Table of Contents Budget by Fund Special Districts Fund Five Year Financial Forecast Beginning Fund Balance Streetlight Districts Total Beginning Fund Balance Revenues Streetlight Districts Subtotal Total Sources Expenditures Operating Streetlight Districts Subtotal TOTAL OPERATING BUDGET Total Uses Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 - - - - 636,000 636,000 661,500 661,500 687,900 687,900 715,400 715,400 636,000 661,500 687,900 715,400 636,000 636,000 661,500 661,500 687,900 687,900 715,400 715,400 636,000 661,500 687,900 715,400 636,000 661,500 687,900 715,400 Sources Over/(Under) Uses - - - - Ending Fund Balance Streetlight Districts Total Ending Fund Balance - - - - City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 195 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 196 - Table of Contents Budget by Fund Budget by Fund CIP Funds Overview CIP Funds Overview Adopted Budget $1,201.7 Million (a) Grants, Trust,& Special Districts Operating Budgets $517.5M (a) $15.9M Capital Projects $490.4M Contingencies / Reserves $177.9M General Fund $245.7M Grant Funds $15.3M Community Facilities $9.7M General Fund $27.6M Special Revenue $45.3M Trusts & Special Districts $0.6M Preservation $176.7M Special Revenue $7.1M Debt Service Funds $83.0M Drainage / Flood Control $17.1M Grant Funds $2.0M Enterprise Funds $137.4M Public Safety $4.3M Enterprise Funds $75.2M Internal Service $6.1M (a) $58.6M (b) Service Facilities $12.1M Internal Service $31.2M Transportation $84.2M Capital Projects $34.9M Water Management $186.3M (a) Adopted Budget and Operating Budgets include Internal Service Funds offsets (reductions) of $52.5M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $52.5M Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 197 - Table of Contents Budget by Fund Beginning Fund Balance (a) Revenues Bonds/Contracts General Obligation Preserve Municipal Properties Corporation Municipal Properties Corporation-Water Reclamation Pay-As-You-Go Water & Water Reclamation Development Fees Regional Transportation Sales Tax (Prop 400) Grants Intergovernmental In-Lieu Fees Other Contributions Interest Earnings Miscellaneous Subtotal Transfers In General Fund General Fund CIP Transportation Fund CIP Transportation Fund CFD Fund CIP In Lieu Stormwater Fund CIP Bed Tax Fund Preservation Privilege Tax Funds Tourism Development GO Bond Special Programs Fund Aviation Fund Water & Water Reclamation Fund CIP Water Reclamation Bonds MPC Fund Debt Service Fund Solid Waste Fund Fleet Fund Internal Service Funds Subtotal Total Sources CIP Funds Summary Actual 2013/14 179,037.9 Adopted 2014/15 150,181.2 Forecast 2014/15 177,699.7 Adopted 2015/16 172,123.8 13,739.4 - 100,000.0 18,045.0 - 27,883.2 14,604.9 100,000.0 9,600.0 5,800.0 15,139.9 11,675.6 12,364.7 1,525.1 101.4 216.1 753.0 11,543.3 67,058.4 162.2 12,361.6 6,766.2 400.0 110.0 134.8 652.7 138,632.5 5,300.0 3,027.1 9,220.4 3,278.0 120.0 847.3 305.3 3,397.0 67,983.1 3,100.0 6,423.0 19,146.6 2,587.0 120.0 372.3 290.3 3,397.0 150,836.2 5,893.0 345.6 8.8 9,096.4 110.1 84.0 1,948.7 2,712.8 9,646.2 4,563.6 1,111.3 391.5 51,543.4 10,619.5 125.0 3,932.1 14.2 2.8 102,149.0 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 12,874.8 9,525.4 6,029.6 2,210.0 2,119.5 1,666.0 49,198.7 108.6 609.4 4.5 84,346.6 6,157.2 150.0 13,558.8 4,280.0 150.0 225.7 7.4 55,350.1 2,091.0 786.3 5.4 82,761.9 169,207.4 226,486.8 152,329.7 233,598.0 (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. Note: Rounded in thousands. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 198 - Table of Contents Budget by Fund CIP Funds Summary Actual 2013/14 Adopted 2014/15 Forecast 2014/15 Adopted 2015/16 38,302.4 23,660.4 6,452.3 7,232.8 2,994.1 21,672.2 20,623.1 120,937.3 40,596.0 174,906.3 13,158.6 9,640.7 13,001.5 114,268.3 140,538.7 506,110.1 24,449.3 6,057.5 11,914.9 5,875.4 5,718.1 35,853.0 49,198.2 139,066.4 9,720.6 176,671.6 17,078.7 4,344.1 12,096.5 84,220.8 186,315.7 490,448.0 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 - (232,138.1) - (254,622.1) Subtotal: Unexpended at Year End - 273,972.0 - 235,825.9 Transfers Out CIP General Fund To Debt Service Fund To MPC Bond Fund To GO Bond CIP Fund To CIP Water & Water Reclamation Funds CIP Bed Tax Fund Bed Tax Fund Preservation Privilege Tax Funds CIP Transportation Fund Aviation Operating Development Fees Transfer for Debt Service RWDS Solid Waste Fund To Special Programs Fund Subtotal Total Uses Other GAAP Adjustments (b) 10,691.4 501.2 884.4 159.4 2,484.1 10,805.8 881.6 492.0 1,124.3 16,608.0 3,062.4 246.0 47,940.5 3,043.2 430.0 15,101.4 900.0 19,474.6 2,754.2 32.1 16,001.4 18,787.7 15,071.3 150.0 113.5 16,091.4 1,875.0 33,301.2 168,877.8 251,612.8 157,854.1 287,923.4 (1,667.8) Ending Fund Balance Capital Grant Contingency (c) Capital Airport Grant Contingency (c) Capital General Contingency (c) Reserved: Reserved Fund Balance Total Ending Fund Balance - 1,970.1 5,261.0 5,000.0 5,750.0 4,500.0 177,699.7 177,699.7 125,055.3 125,055.3 (51.4) 172,123.8 172,123.8 5,000.0 3,850.1 26,000.0 117,798.4 117,798.4 (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. Note: Rounded in thousands. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 199 - Table of Contents Budget by Fund Forecast 2016/17 117,798.4 Beginning Fund Balance (a) Revenues Bonds/Contracts Municipal Properties Corporation-Water Municipal Properties Corporation-Water Reclamation Pay-As-You-Go Water & Water Development Fees Regional Transportation Sales Tax (Prop 400) Grants Intergovernmental In-Lieu Fees Other Contributions Interest Earnings Miscellaneous Subtotal Transfers In General Fund Transportation Fund Preservation Privilege Tax Funds Special Programs Fund Aviation Fund Water & Water Reclamation Fund Solid Waste Fund Fleet Fund Internal Service Funds Subtotal Total Sources CIP Funds Five-Year Financial Forecast - Forecast 2017/18 67,614.6 30,000.0 13,000.0 Forecast 2018/19 56,561.8 - Forecast 2019/20 33,379.7 - 3,100.0 16,868.7 19,328.2 5,046.4 120.0 134.8 253.8 3,397.0 48,248.9 3,100.0 12,950.7 2,655.4 1,248.0 120.0 329.2 170.7 3,397.0 66,971.0 3,100.0 14,672.0 324.0 1,712.0 120.0 2,373.7 211.2 3,397.0 25,909.9 3,100.0 2,788.0 3,790.0 28,160.4 120.0 134.8 (95.3) 3,397.0 41,394.9 2,692.7 9,890.2 3,280.0 359.4 716.7 56,614.6 46.1 22.4 6.0 73,628.2 3,503.5 10,191.8 3,280.0 21.0 108.8 45,767.2 18.1 8.7 2.6 62,901.7 3,717.9 10,583.6 2,280.0 23.2 153.4 39,894.6 54.2 26.1 7.6 56,740.6 3,861.9 10,923.3 22.1 21.1 40,200.7 36.7 17.7 5.2 55,088.7 121,877.1 129,872.7 82,650.5 96,483.6 (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. Note: Rounded in thousands. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 200 - Table of Contents Budget by Fund CIP Funds Five-Year Financial Forecast Forecast 2016/17 Forecast 2017/18 Forecast 2018/19 Forecast 2019/20 202.2 3,280.0 5,121.4 1,934.8 2,704.4 47,593.7 45,917.5 235,825.9 342,579.9 202.2 3,280.0 1,323.0 1,536.1 2,814.3 21,104.5 33,858.9 204,046.2 268,165.2 202.2 2,280.0 1,787.0 1,628.8 4,168.2 12,484.1 25,993.0 152,005.9 200,549.2 202.2 28,560.4 1,237.5 3,302.2 9,500.0 17,455.5 113,420.3 173,678.1 (138,533.6) (116,159.4) (87,128.8) (74,968.3) 204,046.2 152,005.9 113,420.3 98,709.8 16,882.6 16,644.7 33,527.3 7,996.6 16,769.6 24,766.2 1,860.3 16,843.4 18,703.7 3,272.8 16,947.0 20,219.8 172,061.0 140,925.5 105,832.6 95,188.1 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 Subtotal: Unexpended at Year End Transfers Out To CIP Water & Water Reclamation Funds Development Fees Transfer for Debt Service 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 67,614.6 67,614.6 56,561.8 56,561.8 33,379.7 33,379.7 34,675.2 34,675.2 (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. Note: Rounded in thousands. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 201 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 202 - Table of Contents Divisions How to Use This Section How to use this section Community Services| Library Systems 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, boosts small business and high-growth entrepreneurship start-ups, formulates partnerships and supports 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. 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 2014/15 Achievements Doubled Wi-Fi capacity at all libraries to 200 megabits per second, and purchased a subscription for IndieFlix offering customers the ability to stream over 5,000 independent films. Successfully migrated to Polaris integrated library system. Winner of the Outstanding Achievement Award in Local Government Innovation: “Eureka: Using Libraries to Create Innovation Hot Spots” from the Alliance for Innovation / Transforming Local Government 2015. Hosted public event with other city departments showcasing city technology. “Gadgets, STEAM and Science of the City” was held February 21, 2015 in conjunction with the Arizona SciTech Festival, an annual statewide celebration of science, technology, engineering, arts and math (STEAM). FY 2015/16 Objectives Indicates specifically what the program would like to accomplish in the new fiscal year.   Increase the number of library card holders 5% by working with City departments to increase library awareness and usage. Recruit 5-6 new volunteers to assist in enhancing the library’s capacity to serve the community. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 203 - Table of Contents Divisions How to use this section How to Use This Section Community Services| Library Systems Summarizes the full-time equivalents by program and shows the percent of city’s FTEs. Highlights the specific revenue source(s) associated with the given program Staff Summary Full-time Equivalents (FTE) Approved 2014/15 Adopted 2015/16 Change 14/15 to 15/16 118.30 116.93 115.92 -1.01 % of City's FTEs 4.68 % Actual 2013/14 Approved 2014/15 Adopted 2015/16 Change 14/15 to 15/16 8,639,287 9,035,502 8,954,323 -81,179 Grant Funds 223,970 58,000 182,724 124,724 Special Programs Fund 238,960 489,037 321,191 -167,846 9,102,217 9,582,539 9,458,238 -124,301 Actual 2013/14 Approved 2014/15 Adopted 2015/16 Change 14/15 to 15/16 7,135,427 7,308,583 7,199,793 -108,790 808,934 927,186 1,063,974 136,788 1,157,102 1,346,770 1,194,471 -152,299 754 0 0 0 9,102,217 9,582,539 9,458,238 -124,301 0 0 0 0 9,102,217 9,582,539 9,458,238 -124,301 Expenditures By Fund General Fund Total Budget Expenditures By Type See Glossary in Appendix for a description of the expenditure types. Actual 2013/14 Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes Describes the significant changes to the budget since last fiscal year.    The decrease in FTE and Personnel Services is the result of transferring part-time hours from Library Systems to Human Services to reflect what is actually happening within the division. The increase in Grants Funds and Contractual Services is due to the allocation of new local revenue sharing grant dollars and by netting the increases and decreases in grant allocation and carryover amounts from year to year. The decrease in Special Programs Fund and Commodities is due to aligning budget expenditure authority with projected revenues from contributions and donations, and estimated available cash balance. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 204 - Table of Contents Divisions How to Use This Section How to use this section Actual 2013/14 Actual 2014/15 Projected 2015/16 Participation in adult programs 16,000 23,000 16,000 Attendance at early literacy programs 50,000 55,600 41,000 130,000 257,000 275,000 $0.37 $0.31 $0.29 Total registered borrowers as a percentage of total Scottsdale population 86% 90% 87% Library check-out rates for physical items (books, CDs, DVDs) on a per resident basis 12.9 10.4 9.0 1.63 2.21 2.50 17 14 11 4.75 4.73 4.60 Performance Measures Workload Measures the performance of the services provided by the program as a function of workload Note: Attendance rounded to the nearest thousand. Funding for these programs is enhanced by a $165,000 grant from Arizona's First Things First 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. Attendance in FY 2015/16 is projected to decline due to loss of funding and staff. Number of people accessing Wi-Fi at the city's 5 libraries annually Note: In FY 2013/14, a new Wi-Fi network was installed and bandwidth was increased to 100 Mbps to meet the increase in customer demand for wireless access. Estimates are based on growth in actual usage, file sizes and the increase in portable devices used by customers. Amounts rounded to the nearest thousand. Efficiency Dollars spent on materials per check-out Note: This measure is calculated by dividing total expenditures on all materials by the number of check-outs (circulation). Effectiveness Note: FY 2014/15 Scottsdale population 225,700 (Source: Arizona Office of Employment & Population Statistics and the Maricopa Association of Governments). Note: Physical material checkouts have been trending downward over the past few years with the shift to e-reading. Library check-out rates for electronic materials (e-books, e-music, e-movies) on a per resident basis (Freegal e-music service not included) Note: E-material check-out rates are on an upward trend that are expected to continue but at a slower annual rate. Annual 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 2015/16 Adopted Budget - Volume One - 205 - 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. 482 31,786 $711,053 15.3 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. 400 8,100 $181,197 3.9 Total 782 39,886 $892,250 19.2 Volunteer Hours Summarizes the volunteer information of the program How to Use This Section "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 206 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 207 - Table of Contents Authorized Personnel Positions by Division Divisions Authorized Personnel Positions - By Division Actual FY 2013/14 Adopted FY 2014/15 Approved FY 2014/15 Change Adopted FY 2015/16 MAYOR AND CITY COUNCIL Full Time Total FTE 10.00 10.00 10.00 10.00 10.00 10.00 0.00 0.00 10.00 10.00 CITY ATTORNEY Full Time Part Time Total FTE 52.00 1.50 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 6.00 6.00 6.00 6.00 0.00 0.00 6.00 6.00 CITY CLERK Full Time Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 -1.00 -1.00 7.00 7.00 CITY COURT Full Time Part Time Total FTE 55.00 1.48 56.48 55.00 0.88 55.88 55.00 0.88 55.88 1.00 1.64 2.64 56.00 2.52 58.52 NOTE: To increase transparency, the budget includes short term or seasonal positions that have not previously been included in the full-time equivalent (FTE) position counts. Due to this change, an additional 32.2 FTE representing 283 positions is included; there is no fiscal impact to this change. CITY AUDITOR Ongoing changes include: CITY MANAGER Full Time Part Time Total FTE 8.00 0.00 8.00 6.00 0.00 6.00 6.00 0.00 6.00 1.00 0.15 1.15 7.00 0.15 7.15 92.00 1.00 93.00 89.00 1.00 90.00 88.00 2.00 90.00 -1.00 0.75 -0.25 87.00 2.75 89.75 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 122.00 2.41 124.41 119.00 1.91 120.91 119.00 1.91 120.91 4.00 -0.81 3.19 123.00 1.10 124.10 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 189.00 1.50 190.50 186.00 1.47 187.47 186.00 1.47 187.47 3.00 9.11 12.11 189.00 10.58 199.58 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 270.00 172.23 12.00 454.23 268.00 169.29 11.00 448.29 268.00 169.29 11.00 448.29 0.00 21.51 0.00 21.51 268.00 190.80 11.00 469.80 PUBLIC SAFETY - FIRE Full Time Total FTE 265.00 265.00 267.00 267.00 267.00 267.00 11.00 11.00 278.00 278.00 PUBLIC SAFETY - POLICE Full Time Part Time Grant Total FTE 666.00 2.60 1.00 669.60 661.00 2.60 1.00 664.60 661.00 2.60 1.00 664.60 -3.00 2.63 0.00 -0.37 658.00 5.23 1.00 664.23 PUBLIC WORKS Full Time Part Time Total FTE 294.00 0.00 294.00 295.00 0.00 295.00 295.00 0.00 295.00 0.00 1.59 1.59 295.00 1.59 296.59 WATER RESOURCES Full Time Part Time Total FTE 204.00 0.00 204.00 205.00 0.00 205.00 205.00 0.00 205.00 4.00 2.28 6.28 209.00 2.28 211.28 2,242.00 182.72 13.00 2,437.72 2,227.00 178.65 12.00 2,417.65 2,226.00 179.65 12.00 2,417.65 19.00 38.85 0.00 57.85 2,245.00 218.50 12.00 2,475.50 CITY TREASURER Full Time Part Time Total FTE Total Full-time Position FTE Total Part-time Position FTE Total Grant Funded Position FTE Total Citywide Position FTE City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 208 - Temporary Workers‐are slots used when the work circumstances necessitate a temporary assignment or reassignment of an employee. Divisions manage these 15 slots. No funding is included in the budget for these slots. Funding would typically come from within a division’s accepted budget. Below is a summary of the short-term or seasonal positions by division/department that will occur during FY 2015/16: Community Services Recreation Specialists ‐ up to 16.74 FTE (representing 212 positions) throughout various times of the year. Police Department Pipeline Officers ‐ are used for up to 2.63 FTE (representing 16 positions) while cadets are in the police academy or during the field training phases after the academy. These positions minimize the impact of police officer vacancies caused by attrition, transitional duty, military leave, and the extensive 9.5 month police officer training program. City Court Pro‐Tem Judges ‐ are used to compensate up to .64 FTE (representing 24 positions) that serve on an “as needed” basis to support the City Judge and Associate City Judges. WestWorld used to compensate up to 8.77 FTE (representing 14 positions) with 2 Custodial Workers, 4 Feed and Bedding Workers, 7 Maintenance Helpers and 1 Office Assistant. Water Resources Pipeline – are used for up to 3.38 FTE (representing 5 positions) for high turn‐over positions that require significant training. Table of Contents Authorized Personnel Positions by Division and Fund Divisions Authorized Personnel Positions - By Division & Fund General Fund Transportation Special Revenue Enterprise Internal Service Adopted FY 2015/16 MAYOR AND CITY COUNCIL Full Time Total FTE 10.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10.00 10.00 CITY ATTORNEY Full Time Part Time Total FTE 52.00 1.50 53.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 52.00 1.50 53.50 CITY AUDITOR Full Time Total FTE 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 7.00 7.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 7.00 CITY COURT Full Time Part Time Total FTE 48.00 0.64 48.64 0.00 0.00 0.00 8.00 1.88 9.88 0.00 0.00 0.00 0.00 0.00 0.00 56.00 2.52 58.52 7.00 0.15 7.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 0.15 7.15 68.00 2.75 70.75 0.00 0.00 0.00 0.00 0.00 0.00 11.00 0.00 11.00 8.00 0.00 8.00 87.00 2.75 89.75 123.00 1.10 124.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 123.00 1.10 124.10 CITY MANAGER Full Time Part Time Total FTE CITY TREASURER Full Time Part Time Total FTE ADMINISTRATIVE SERVICES Full Time Part Time Total FTE COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 151.00 10.11 161.11 22.00 0.00 22.00 2.00 0.00 2.00 14.00 0.47 14.47 0.00 0.00 0.00 189.00 10.58 199.58 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 266.00 175.14 0.00 441.14 0.00 0.00 0.00 0.00 2.00 15.66 11.00 28.66 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 268.00 190.80 11.00 469.80 PUBLIC SAFETY - FIRE Full Time Total FTE 278.00 278.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 278.00 278.00 PUBLIC SAFETY - POLICE Full Time Part Time Grant Total FTE 654.00 5.23 0.00 659.23 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 0.00 658.00 5.23 1.00 664.23 99.00 0.75 99.75 60.00 0.00 60.00 0.00 0.00 0.00 90.00 0.84 90.84 46.00 0.00 46.00 295.00 1.59 296.59 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 209.00 2.28 211.28 0.00 0.00 0.00 209.00 2.28 211.28 1,769.00 197.37 0.00 1,966.37 82.00 0.00 0.00 82.00 16.00 17.54 12.00 45.54 324.00 3.59 0.00 327.59 54.00 0.00 0.00 54.00 2,245.00 218.50 12.00 2,475.50 PUBLIC WORKS Full Time Part Time Total FTE WATER RESOURCES Full Time Part Time Total FTE Total Full-time Position FTE Total Part-time Position FTE Total Grant Funded Position FTE Total Citywide Position FTE City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 209 - See Note on previous page Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs MAYOR AND CITY COUNCIL 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 2.00 2.00 0.00 City Attorney, Asst, Sr II 5.00 5.00 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 5.00 5.00 0.00 City Prosecutor, Assistant, Sr 2.00 2.00 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 Total TOTAL MAYOR AND CITY COUNCIL CIVIL Total PROSECUTION Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 210 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs VICTIM SERVICES Victim Advocate 2.50 2.00 0.50 Victim Advocate, Sr. 1.00 1.00 0.00 Victim Assistance Notif Spec 0.50 0.00 0.50 Victim Services Manager 1.00 1.00 0.00 Total 5.00 4.00 1.00 53.50 52.00 1.50 Auditor, Sr. 5.00 5.00 0.00 City Auditor 1.00 1.00 0.00 Total 6.00 6.00 0.00 6.00 6.00 0.00 City Clerk 1.00 1.00 0.00 City Clerk Assistant 1.00 1.00 0.00 City Clerk, Deputy 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 Management Asst to City Clerk 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 Total 7.00 7.00 0.00 7.00 7.00 0.00 TOTAL CITY ATTORNEY CITY AUDITOR TOTAL CITY AUDITOR CITY CLERK TOTAL CITY CLERK City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 211 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs CITY COURT City Judge 1.00 1.00 0.00 City Judge, Associate 3.00 3.00 0.00 Court Administrator 1.00 1.00 0.00 Court Administrator, Deputy 2.00 2.00 0.00 Court Interpreter 1.00 1.00 0.00 28.00 28.00 0.00 Court Services Rep, Sr. 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 2.00 2.00 0.00 Municipal Security Guard, Lead 1.00 1.00 0.00 Pro-Tem Judge 0.64 0.00 0.64 Security Guard 1.88 0.00 1.88 Software Engineer 2.00 2.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 58.52 56.00 2.52 58.52 56.00 2.52 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 Emergency Manager 1.00 1.00 0.00 Government Relations Director 1.00 1.00 0.00 Intern 0.15 0.00 0.15 Management Asst to City Mgr 1.00 1.00 0.00 Total 7.15 7.00 0.15 7.15 7.00 0.15 Court Services Rep Total TOTAL CITY COURT CITY MANAGER TOTAL CITY MANAGER City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 212 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs CITY TREASURER - ACCOUNTING Account Specialist 4.00 4.00 0.00 Account Specialist, Lead 1.00 1.00 0.00 Accountant I 2.00 2.00 0.00 Accountant II 1.00 1.00 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. 4.00 4.00 0.00 Budget Director 1.00 1.00 0.00 Systems Integrator 0.75 0.00 0.75 Total 5.75 5.00 0.75 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 Total CITY TREASURER - BUDGET CITY TREASURER - BUSINESS SERVICES Customer Service Rep 16.00 16.00 0.00 License Inspector 2.00 2.00 0.00 Revenue Collector 5.00 5.00 0.00 Revenue Collector, Sr. 1.00 1.00 0.00 Support Assistant 2.00 0.00 2.00 Systems Integrator 2.00 2.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Tax Auditor 1.00 1.00 0.00 Tax Auditor, Sr. 3.00 3.00 0.00 Technology Specialist 2.00 2.00 0.00 45.00 43.00 2.00 Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 213 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs CITY TREASURER - CITY TREASURER AND FINANCE 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. 2.00 2.00 0.00 Finance Director 1.00 1.00 0.00 Total 6.00 6.00 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 89.75 87.00 2.75 Account Specialist 1.00 1.00 0.00 Communicatns & Pub Affairs Dir 1.00 1.00 0.00 Public Affairs Manager 1.00 1.00 0.00 Public Information Officer 1.50 1.00 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 CITY TREASURER - RISK MANAGEMENT TOTAL CITY TREASURER ADMINISTRATIVE SERVICES - COMMUNICATIONS City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 214 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs ADMINISTRATIVE SERVICES - HUMAN RESOURCES Benefits Analyst, Sr. 1.00 1.00 0.00 Human Resources Analyst 5.00 5.00 0.00 Human Resources Analyst, Lead 1.00 1.00 0.00 Human Resources Analyst, Sr. 9.00 9.00 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 Management Analyst 1.00 1.00 0.00 Public Safety Personnel Mgr 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 22.00 22.00 0.00 Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 215 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs ADMINISTRATIVE SERVICES - INFORMATION TECHNOLOGY Application Development Mgr 1.00 1.00 0.00 Business Intelligence Manager 1.00 1.00 0.00 Chief Info Security Officer 1.00 1.00 0.00 Chief Information Officer 1.00 1.00 0.00 Communications Director 1.00 1.00 0.00 Communications Systems Analyst 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 Communications Spec 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 6.00 6.00 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 2.00 2.00 0.00 Office Manager 1.00 1.00 0.00 Radio Communictions Tech, Sr 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 Software Engineer 4.00 4.00 0.00 Software Engineer, Sr 4.00 4.00 0.00 Systems Integrator 1.00 1.00 0.00 Telecom Policy Coordinator 1.00 1.00 0.00 Web & Design Services Manager 1.00 1.00 0.00 Web Services Engineer 2.00 2.00 0.00 71.00 71.00 0.00 Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 216 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs ADMINISTRATIVE SERVICES - PURCHASING 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 0.00 124.10 123.00 1.10 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. 2.00 2.00 0.00 Airport Operations Technician 5.00 5.00 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 Total TOTAL ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT - AVIATION Total COMMUNITY AND ECONOMIC DEVELOPMENT - ECONOMIC DEVELOPMENT Administrative Assistant 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 Develpmnt Specialist 1.00 1.00 0.00 Total 6.00 6.00 0.00 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 217 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY AND ECONOMIC DEVELOPMENT - PLANNING AND DEVELOPMENT 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 Code Inspector I 1.00 1.00 0.00 Code Inspector II 9.00 9.00 0.00 Code Inspector, Sr 1.00 1.00 0.00 Development Engineering Mgr 1.00 1.00 0.00 Development Services Manager 1.00 1.00 0.00 Development Services Rep I 5.00 5.00 0.00 Development Services Rep II 5.00 5.00 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 Inspector I 1.00 1.00 0.00 Inspector II 12.00 12.00 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 6.00 6.00 0.00 Planner, Associate 3.00 3.00 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 3.00 3.00 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 218 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PNT Manager 4.00 4.00 0.00 Project Coordination Liaison 3.00 3.00 0.00 Secretary 3.50 3.00 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 Total COMMUNITY AND ECONOMIC DEVELOPMENT - TOURISM AND EVENTS Administrative Assistant 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Economic Development Manager 1.00 1.00 0.00 Economic Develpmnt Specialist 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 Total 6.50 6.00 0.50 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 219 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY AND ECONOMIC DEVELOPMENT - 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 1.00 1.00 0.00 Traffic Engineer, Principal 2.00 2.00 0.00 Traffic Engineering & Ops Mgr 1.00 1.00 0.00 Traffic Engineering Analyst 2.00 2.00 0.00 Traffic Engineering Tech, Sr. 2.00 2.00 0.00 Traffic Engineering Technician 1.00 1.00 0.00 Traffic Engnrg Technician Lead 1.00 1.00 0.00 Trans Plan & Transit Prog Mgr 1.00 1.00 0.00 Transit Operations Coordinator 1.00 1.00 0.00 Transit Planner, Principal 1.00 1.00 0.00 Transportation Director 1.00 1.00 0.00 Transportation Planner 1.00 1.00 0.00 Transportation Planner, Sr. 2.00 2.00 0.00 Transportation Rep, Sr. 2.00 2.00 0.00 22.00 22.00 0.00 Total COMMUNITY AND ECONOMIC DEVELOPMENT - WESTWORLD Custodial Worker 2.05 0.00 2.05 Customer Service Rep 1.00 1.00 0.00 Customer Support Rep, Sr. 1.00 1.00 0.00 Events Contract Coordinator 1.00 1.00 0.00 Facilities Manager 1.00 1.00 0.00 Feed & Bedding Store Supervisr 1.00 1.00 0.00 Feed & Bedding Worker 2.05 0.00 2.05 GM WestWorld 1.00 1.00 0.00 Maintenance Helper 4.10 0.00 4.10 Maintenance Worker II - CDL 2.00 2.00 0.00 Maintenance Worker III 9.41 9.00 0.41 Management Analyst 1.00 1.00 0.00 Office Assistant 0.50 0.00 0.50 WestWorld Business Manager 1.00 1.00 0.00 WestWorld Director 1.00 1.00 0.00 29.11 20.00 9.11 199.58 189.00 10.58 Total TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 220 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY SERVICES - COMMUNITY SERVICES PLANNING AND ADMIN Budget Analyst, Sr. 1.00 1.00 0.00 Community Services Director 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Office Manager 1.00 1.00 0.00 Total 4.00 4.00 0.00 Account Specialist, Sr. 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Community Assistance Manager 1.00 1.00 0.00 Community Grants Specialist 2.00 2.00 0.00 Grant Program Specialist 3.00 3.00 0.00 Grant Program Specialist, Sr. 2.00 2.00 0.00 Grants Accountant 1.00 1.00 0.00 Housing Coordinator 1.00 1.00 0.00 Housing Rehab Specialist 1.00 1.00 0.00 Human Services Coordinator 4.00 4.00 0.00 Human Services Director 1.00 1.00 0.00 Human Services Manager 3.00 3.00 0.00 Human Services Rep 8.00 8.00 0.00 10.20 9.00 1.20 Occupancy Specialist 1.00 1.00 0.00 Parks & Rec Operation Supervsr 1.00 1.00 0.00 Recreation Coordinator 2.00 2.00 0.00 Recreation Leader II 17.73 1.00 16.73 Recreation Leader III 3.00 3.00 0.00 Service Support Worker 1.00 1.00 0.00 64.93 47.00 17.93 COMMUNITY SERVICES - HUMAN SERVICES Human Services Specialist Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 221 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY SERVICES - LIBRARY SYSTEMS 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 18.00 13.00 5.00 Librarian II 6.00 6.00 0.00 Librarian III 6.00 6.00 0.00 Librarian IV 3.00 3.00 0.00 Library Aide 20.22 9.00 11.22 Library Assistant 21.11 10.00 11.11 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 8.00 8.00 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 0.00 115.92 71.00 44.92 Library Page Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 222 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY SERVICES - PARKS & RECREATION 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 Manager 1.00 1.00 0.00 Human Services Rep 1.00 1.00 0.00 Human Services Specialist 2.00 2.00 0.00 Irrigation Systems Supervisor 1.00 1.00 0.00 Irrigation Technician 9.00 9.00 0.00 Job Preparation Specialist 1.00 1.00 0.00 Lifeguard/Instructor/Cashier 20.02 0.00 20.02 Maintenance Supv, Aquatics 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 1.00 1.00 0.00 Maintenance Worker I 26.50 25.00 1.50 Maintenance Worker II 35.00 35.00 0.00 Maintenance Worker II - CDL 4.00 4.00 0.00 Maintenance Worker III 7.00 7.00 0.00 Natural Resources Coordinator 1.00 1.00 0.00 13.00 13.00 0.00 Parks & Recreation Director 1.00 1.00 0.00 Parks & Recreation Manager 5.00 5.00 0.00 Personnel Specialist 1.00 1.00 0.00 Parks & Rec Operation Supervsr Pool Manager 4.22 4.00 0.22 11.02 0.00 11.02 Railroad & Mechanical Ops Spec 2.00 2.00 0.00 Recreation Coordinator 5.00 5.00 0.00 Recreation Leader I 14.59 0.00 14.59 Recreation Leader II 61.98 1.00 60.98 Recreation Leader III 21.00 21.00 0.00 Recreation Specialist 19.62 0.00 19.62 Stadium Supervisor 1.00 1.00 0.00 Technology Coordinator 2.00 2.00 0.00 281.95 154.00 127.95 Pool Manager, Assistant Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 223 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY SERVICES - PRESERVE MANAGEMENT Natural Resources Coordinator 2.00 2.00 0.00 Planner, Sr. 1.00 1.00 0.00 Total 3.00 3.00 0.00 469.80 279.00 190.80 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 Review Coordinator 1.00 1.00 0.00 Plans Examiner, Sr. 2.00 2.00 0.00 15.00 15.00 0.00 Administrative Secretary 1.00 1.00 0.00 Fire Chief 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 Office Manager 1.00 1.00 0.00 Total 5.00 5.00 0.00 Administrative Secretary 1.00 1.00 0.00 Fire Battalion Chief (56) 6.00 6.00 0.00 Fire Captain (56) 57.00 57.00 0.00 Fire Chief, Deputy 1.00 1.00 0.00 Fire Division Chief 2.00 2.00 0.00 Fire Engineer (56) 58.00 58.00 0.00 118.00 118.00 0.00 1.00 1.00 0.00 244.00 244.00 0.00 TOTAL COMMUNITY SERVICES PUBLIC SAFETY - FIRE - FIRE & LIFE SAFETY Total PUBLIC SAFETY - FIRE - OFFICE OF THE FIRE CHIEF PUBLIC SAFETY - FIRE - OPERATIONS Firefighter (56) Public Education Officer Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 224 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC SAFETY - FIRE - PROFESSIONAL SERVICES 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, Assistant 1.00 1.00 0.00 Fire Division Chief 3.00 3.00 0.00 Safety Fitness Wellness Coord 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 14.00 14.00 0.00 278.00 278.00 0.00 Total TOTAL PUBLIC SAFETY - FIRE City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 225 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC SAFETY - POLICE - INVESTIGATIVE SERVICES 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 7.00 7.00 0.00 Forensic Scientist Supervisor 2.00 2.00 0.00 Latent Print Examiner 1.00 1.00 0.00 Pawn Specialist 1.00 1.00 0.00 Personnel Specialist 2.00 2.00 0.00 Photo Lab Technician 1.00 1.00 0.00 Photo Lab Technician, Sr. 1.00 1.00 0.00 Police Aide 3.00 3.00 0.00 Police Analyst 2.00 2.00 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 0.00 100.00 100.00 0.00 18.00 18.00 0.00 Polygraph Examiner 1.00 1.00 0.00 Property / Evidence Tech, Lead 2.00 2.00 0.00 Property / Evidence Technician 3.50 3.00 0.50 Records Specialist 2.00 2.00 0.00 185.50 185.00 0.50 Police Officer Police Sergeant Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 226 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC SAFETY - POLICE - OFFICE OF THE POLICE CHIEF Administrative Secretary 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Police Analyst II 1.00 1.00 0.00 Police Budget Manager 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 1.00 1.00 0.00 Public Education Officer 1.00 1.00 0.00 11.00 11.00 0.00 Account Specialist 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Communications Dispatcher 39.00 39.00 0.00 Communications Supervisor 6.00 6.00 0.00 Communications Technician 2.00 2.00 0.00 Crime Analysis Unit Supervisor 1.00 1.00 0.00 Logistics Technician 4.00 4.00 0.00 Municipal Security Manager 1.00 1.00 0.00 Police Analyst 3.00 3.00 0.00 Police Analyst II 2.00 2.00 0.00 Police Comm Systems Mgr 1.00 1.00 0.00 Police Communications Op Mgr 1.00 1.00 0.00 Police Op Support Dir 1.00 1.00 0.00 Police Plng Rsrch & Accred Dir 1.00 1.00 0.00 Police Records Supervisor 4.00 4.00 0.00 Police Resource Mngr 1.00 1.00 0.00 Police Tech & Records Director 1.00 1.00 0.00 Records Manager 1.00 1.00 0.00 Records Specialist 14.00 14.00 0.00 Records Specialist, Senior 8.00 8.00 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 0.00 104.00 104.00 0.00 Total PUBLIC SAFETY - POLICE - OPERATIONAL SUPPORT Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 227 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC SAFETY - POLICE - POLICE UNIFORMED SERVICES Administrative Secretary 2.00 2.00 0.00 Detention Manager 1.00 1.00 0.00 24.00 24.00 0.00 Detention Supervisor 7.00 7.00 0.00 Parking Control Checker 1.00 1.00 0.00 Photo Enforcement Program Mgr 1.00 1.00 0.00 36.00 36.00 0.00 5.00 5.00 0.00 13.00 13.00 0.00 227.00 227.00 0.00 Police Officer, Pipeline 2.63 0.00 2.63 Police Rangemaster 2.00 2.00 0.00 39.00 39.00 0.00 Records Specialist 1.00 1.00 0.00 Wrangler 2.10 0.00 2.10 363.73 359.00 4.73 664.23 659.00 5.23 Detention Officer Police Aide Police Commander Police Lieutenant Police Officer Police Sergeant Total TOTAL PUBLIC SAFETY - POLICE City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 228 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC WORKS - CAPITAL PROJECT MANAGEMENT Asset Management Coordinator 1.00 1.00 0.00 Building Inspector II 3.00 3.00 0.00 City Engineer 1.00 1.00 0.00 Civil Engineer, Principal 1.00 1.00 0.00 Civil Engineer, Sr. 3.00 3.00 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, 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 Information Officer 0.75 0.00 0.75 Public Works Director 1.00 1.00 0.00 Public Works Inspector I 2.00 2.00 0.00 Public Works Inspector II 5.00 5.00 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 3.00 3.00 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 45.75 45.00 0.75 Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 229 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC WORKS - FACILITIES MANAGEMENT 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 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 1.00 1.00 0.00 Service Area Manager 2.00 2.00 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 I 3.00 3.00 0.00 Fleet Technician II 8.00 8.00 0.00 Fleet Technician III 15.00 15.00 0.00 3.00 3.00 0.00 46.00 46.00 0.00 Total PUBLIC WORKS - FLEET MANAGEMENT Fleet Technician, Lead Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 230 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC WORKS - SOLID WASTE MANAGEMENT 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 12.84 12.00 0.84 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 90.84 90.00 0.84 Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 231 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC WORKS - STREET OPERATIONS Citizen Services Rep 2.00 2.00 0.00 Dept Director - Public Works 1.00 1.00 0.00 Engineer In Training 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 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 ITS Traffic Engineer 1.00 1.00 0.00 Maintenance Manager 1.00 1.00 0.00 Maintenance Supervisor 3.00 3.00 0.00 Maintenance Tech II - Non-CDL 1.00 1.00 0.00 Maintenance Tech II - Streets 2.00 2.00 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 60.00 60.00 0.00 296.59 295.00 1.59 Total TOTAL PUBLIC WORKS City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 232 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs WATER RESOURCES - WATER PLANNING AND ENGINEERING Engineer In Training 1.00 1.00 0.00 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 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 19.00 19.00 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 6.00 6.00 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 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 Total WATER RESOURCES - WATER QUALITY Total WATER RESOURCES - WATER RECLAMATION SERVICES Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 233 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs WATER RESOURCES - WATER SERVICES W/WW Maintenance Tech III 1.00 1.00 0.00 W/WW Treatment Plant Op III 2.00 2.00 0.00 Water Audit Technician 2.00 2.00 0.00 Water Distribution Manager 1.00 1.00 0.00 10.00 10.00 0.00 Water Meter Reader, Lead 1.00 1.00 0.00 Water Production Manager 1.00 1.00 0.00 Water Services Director 1.00 1.00 0.00 Water Wastewater Main Tech IV 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 3.00 3.00 0.00 Water/Wastewater Srvcs Wkr II 11.00 11.00 0.00 Water/Wastewater Srvcs Wkr III 6.00 6.00 0.00 Water/Wastewater Srvcs Wkr IV 8.00 8.00 0.00 Water/Wastewater Srvcs Wkr V 2.00 2.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper II 17.00 17.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper IV 3.00 3.00 0.00 76.00 76.00 0.00 Water Meter Reader Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 234 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs WATER RESOURCES - WATER TECHNOLOGY & ADMIN Administrative Secretary 2.00 2.00 0.00 Citizen Services Rep 5.00 5.00 0.00 GIS Technician 2.00 2.00 0.00 HVAC Technician 1.00 1.00 0.00 Office Coordinator 1.00 1.00 0.00 Office Manager 1.00 1.00 0.00 SCADA Systems Specialist 3.00 3.00 0.00 SCADA Systems Specialist, Lead 1.00 1.00 0.00 SCADA Systems Specialist, Sr. 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Technology Coordinator 2.00 2.00 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 2.00 2.00 0.00 W/WW Maintenance Tech III 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 Resources Pipeline 6.28 4.00 2.28 Water Systems Advisor 1.00 1.00 0.00 Water Systems Analyst 5.00 5.00 0.00 Water Systems Supervisor 1.00 1.00 0.00 Water/Wastewater Main Tech II 9.00 9.00 0.00 Water/Wastewater Ops Supervisr 1.00 1.00 0.00 65.28 63.00 2.28 211.28 209.00 2.28 2,475.50 2,257.00 218.50 Total TOTAL WATER RESOURCES Grand Total City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 235 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 0509 Account Specialist 6.00 $15.44 $22.39 $32,115.20 $46,571.20 0508 Account Specialist, Lead 1.00 $20.70 $30.01 $43,056.00 $62,420.80 0510 Account Specialist, Sr. 3.00 $16.22 $23.51 $33,737.60 $48,900.80 1445 Accountant I 2.00 $20.70 $30.01 $43,056.00 $62,420.80 2272 Accountant II 2.00 $26.41 $38.30 $54,932.80 $79,664.00 2271 Accountant, Sr. 2.00 $30.58 $44.34 $63,606.40 $92,227.20 2195 Accounting Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 2055 Accounting Manager 1.00 $33.71 $48.88 $70,116.80 $101,670.40 0425 Accounting Technician, Sr. 2.00 $19.71 $28.58 $40,996.80 $59,446.40 0255 Adapted Recreation Specialist - $12.10 $17.55 $25,168.00 $36,504.00 1005 Administrative Assistant 4.00 $18.77 $27.22 $39,041.60 $56,617.60 0005 Administrative Secretary 22.00 $17.03 $24.69 $35,422.40 $51,355.20 0251 Adult Flag Football Official - $15.44 $22.39 $32,115.20 $46,571.20 0263 Adult Kickball Official - $15.44 $22.39 $32,115.20 $46,571.20 0259 Adult/Youth Sports Scorekeeper - $12.10 $17.55 $25,168.00 $36,504.00 0260 Adult/Youth Sports Site Supv - $10.98 $15.91 $22,838.40 $33,092.80 0462 Adult/Yth Basketball Official - $12.71 $18.42 $26,436.80 $38,313.60 0600 After School Program Site Supr - $13.34 $19.34 $27,747.20 $40,227.20 2074 Airport Operations Manager 1.00 $37.17 $53.89 $77,313.60 $112,091.20 2078 Airport Operations Supervisor 1.00 $25.16 $36.48 $52,332.80 $75,878.40 0459 Airport Operations Tech, Sr. 2.00 $18.77 $27.22 $39,041.60 $56,617.60 0460 Airport Operations Technician 5.00 $15.44 $22.39 $32,115.20 $46,571.20 2035 Application Development Mgr 1.00 $40.98 $59.42 $85,238.40 $123,593.60 0252 Aquatics Instructor - $11.52 $16.71 $23,961.60 $34,756.80 2316 Area Director - Planning & Dev 3.00 $43.02 $62.39 $89,481.60 $129,771.20 1421 Asset Management Coordinator 1.00 $33.71 $48.88 $70,116.80 $101,670.40 1994 Assistant City Manager 1.00 $45.18 $65.51 $93,974.40 $136,260.80 0544 Audit Associate - $17.03 $24.69 $35,422.40 $51,355.20 1581 Auditor, Sr. 5.00 $32.11 $46.55 $66,788.80 $96,824.00 2198 Aviation Director 1.00 $52.30 $75.83 $108,784.00 $157,726.40 2220 Aviation Plan & Outreach Coord 1.00 $30.58 $44.34 $63,606.40 $92,227.20 1909 Benefits Analyst, Sr. 1.00 $27.73 $40.21 $57,678.40 $83,636.80 0178 Bid & Contract Assistant 1.00 $16.22 $23.51 $33,737.60 $48,900.80 1343 Bid & Contract Specialist 4.00 $26.41 $38.30 $54,932.80 $79,664.00 1934 Budget Analyst, Sr. 5.00 $30.58 $44.34 $63,606.40 $92,227.20 1881 Budget Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 1513 Building Inspection Supervisor 1.00 $32.11 $46.55 $66,788.80 $96,824.00 0591 Building Inspector I - $22.82 $33.08 $47,465.60 $68,806.40 0592 Building Inspector II 3.00 $25.16 $36.48 $52,332.80 $75,878.40 2236 Business Intelligence Manager 1.00 $40.98 $59.42 $85,238.40 $123,593.60 2297 Business Services Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 2304 Business Services Manager 4.00 $30.58 $44.34 $63,606.40 $92,227.20 1022 Buyer 3.00 $22.82 $33.08 $47,465.60 $68,806.40 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 236 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 0014 Buyer Aide 1.00 $17.88 $25.92 $37,190.40 $53,913.60 2310 Chief Info Security Officer 1.00 $40.98 $59.42 $85,238.40 $123,593.60 1620 Chief Information Officer 1.00 $57.66 $83.60 $119,932.80 $173,888.00 1929 Citizen Advisor 1.00 $26.41 $38.30 $54,932.80 $79,664.00 1847 Citizen Liaison 3.00 $30.58 $44.34 $63,606.40 $92,227.20 0396 Citizen Services Assistant 2.00 $15.44 $22.39 $32,115.20 $46,571.20 0409 Citizen Services Rep 11.00 $15.44 $22.39 $32,115.20 $46,571.20 0356 Citizen Services Specialist - $15.44 $22.39 $32,115.20 $46,571.20 1025 City Attorney 1.00 $94.09 $94.09 $195,707.20 $195,707.20 1014 City Attorney, Assistant 1.50 $40.98 $59.42 $85,238.40 $123,593.60 2273 City Attorney, Asst, Sr I 2.00 $43.02 $62.39 $89,481.60 $129,771.20 2261 City Attorney, Asst, Sr II 5.00 $47.43 $68.78 $98,654.40 $143,062.40 1363 City Attorney, Deputy 2.00 $49.81 $72.22 $103,604.80 $150,217.60 1391 City Auditor 1.00 $68.34 $68.34 $142,147.20 $142,147.20 1398 City Clerk 1.00 $68.09 $68.09 $141,627.20 $141,627.20 0598 City Clerk Assistant 1.00 $17.88 $25.92 $37,190.40 $53,913.60 1455 City Clerk, Deputy 1.00 $33.71 $48.88 $70,116.80 $101,670.40 1791 City Councilman 6.00 $13.85 $13.85 $18,000.00 $18,000.00 1769 City Engineer 1.00 $52.30 $75.83 $108,784.00 $157,726.40 1026 City Judge 1.00 $81.62 $81.62 $169,769.60 $169,769.60 1933 City Judge, Associate 3.00 $74.91 $74.91 $155,812.80 $155,812.80 1397 City Manager 1.00 $101.52 $101.52 $211,161.60 $211,161.60 1480 City Prosecutor 1.00 $49.81 $72.22 $103,604.80 $150,217.60 2293 City Prosecutor, Assistant I 4.00 $35.40 $51.33 $73,632.00 $106,766.40 2294 City Prosecutor, Assistant II 5.00 $39.02 $56.59 $81,161.60 $117,707.20 2260 City Prosecutor, Assistant, Sr 2.00 $40.98 $59.42 $85,238.40 $123,593.60 2142 City Treasurer 1.00 $69.33 $69.33 $144,206.40 $144,206.40 1308 Civil Engineer 1.00 $29.12 $42.23 $60,569.60 $87,838.40 2086 Civil Engineer, Principal - $35.40 $51.33 $73,632.00 $106,766.40 1469 Civil Engineer, Sr. 7.00 $32.11 $46.55 $66,788.80 $96,824.00 2192 Claims Adjuster 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0437 Code Enforcement Specialist 2.00 $17.03 $24.69 $35,422.40 $51,355.20 2254 Code Enforcement Supervisor 3.00 $30.58 $44.34 $63,606.40 $92,227.20 0608 Code Inspector I 1.00 $21.73 $31.51 $45,198.40 $65,540.80 0609 Code Inspector II 9.00 $23.96 $34.74 $49,836.80 $72,259.20 0546 Code Inspector, Sr 1.00 $26.41 $38.30 $54,932.80 $79,664.00 1931 Communications Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 0415 Communications Dispatcher 39.00 $19.71 $28.58 $40,996.80 $59,446.40 0416 Communications Supervisor 6.00 $25.16 $36.48 $52,332.80 $75,878.40 2319 Communications Systems Analyst 1.00 $26.41 $38.30 $54,932.80 $79,664.00 0380 Communications Technician 2.00 $21.73 $31.51 $45,198.40 $65,540.80 2274 Communicatns & Pub Affairs Dir 1.00 $47.43 $68.78 $98,654.40 $143,062.40 1561 Community Assistance Manager 1.00 $32.11 $46.55 $66,788.80 $96,824.00 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 237 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 2.00 $22.82 $33.08 $47,465.60 $68,806.40 - $26.41 $38.30 $54,932.80 $79,664.00 FTE 2329 Community Grants Specialist 1632 Community Planner 2312 Community Services Director 1.00 $60.54 $87.78 $125,923.20 $182,582.40 2176 Construction Admin Supervisor 3.00 $30.58 $44.34 $63,606.40 $92,227.20 0023 Container Repairer 5.00 $17.88 $25.92 $37,190.40 $53,913.60 1424 Contracts Coordinator 5.00 $25.16 $36.48 $52,332.80 $75,878.40 1759 Court Administrator 1.00 $40.98 $59.42 $85,238.40 $123,593.60 1777 Court Administrator, Deputy 2.00 $32.11 $46.55 $66,788.80 $96,824.00 0443 Court Interpreter 0024 Court Services Rep 0204 1.00 $18.77 $27.22 $39,041.60 $56,617.60 28.00 $15.44 $22.39 $32,115.20 $46,571.20 Court Services Rep, Sr. 7.00 $17.88 $25.92 $37,190.40 $53,913.60 1383 Court Services Supervisor 3.00 $22.82 $33.08 $47,465.60 $68,806.40 0497 Crime Analysis Technician - $22.82 $33.08 $47,465.60 $68,806.40 2067 Crime Analysis Unit Supervisor 1.00 $29.12 $42.23 $60,569.60 $87,838.40 2215 Crime Scene Manager 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0461 Crime Scene Specialist 8.00 $19.71 $28.58 $40,996.80 $59,446.40 0577 Crime Scene Specialist, Lead 2.00 $22.82 $33.08 $47,465.60 $68,806.40 0094 Crisis Intervention Specialist 6.00 $23.96 $34.74 $49,836.80 $72,259.20 0337 Crisis Intervention Supervisor 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0604 Custodial Worker 2.05 $13.34 $19.34 $27,747.20 $40,227.20 0431 Customer Service Rep, Lead 4.00 $20.70 $30.01 $43,056.00 $62,420.80 0030 Customer Service Rep 18.00 $15.44 $22.39 $32,115.20 $46,571.20 0422 Customer Support Rep, Sr. 3.00 $18.77 $27.22 $39,041.60 $56,617.60 0253 Data Entry Specialist - $12.10 $17.55 $25,168.00 $36,504.00 1704 Database Administrator 1.00 $37.17 $53.89 $77,313.60 $112,091.20 2306 Dept Director - Public Works 4.00 $40.98 $59.42 $85,238.40 $123,593.60 1494 Detention Manager 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0309 Detention Officer 24.00 $17.88 $25.92 $37,190.40 $53,913.60 0412 Detention Supervisor 7.00 $23.96 $34.74 $49,836.80 $72,259.20 1924 Development Engineering Mgr 1.00 $37.17 $53.89 $77,313.60 $112,091.20 1051 Development Services Manager 1.00 $37.17 $53.89 $77,313.60 $112,091.20 0579 Development Services Rep I 5.00 $16.22 $23.51 $33,737.60 $48,900.80 0580 Development Services Rep II 5.00 $18.77 $27.22 $39,041.60 $56,617.60 0617 Development Services Rep, Lead 2.00 $21.73 $31.51 $45,198.40 $65,540.80 2245 Digital Media Designer 2.00 $26.41 $38.30 $54,932.80 $79,664.00 0697 Digital Media Specialist 0583 Drainage Inspector 2300 - $19.71 $28.58 $40,996.80 $59,446.40 1.00 $21.73 $31.51 $45,198.40 $65,540.80 Economic Development Asst Dir - $43.02 $62.39 $89,481.60 $129,771.20 2299 Economic Development Director 1.00 $52.30 $75.83 $108,784.00 $157,726.40 2301 Economic Development Manager 4.00 $37.17 $53.89 $77,313.60 $112,091.20 2302 Economic Develpmnt Specialist 2.00 $26.41 $38.30 $54,932.80 $79,664.00 2331 Emergency Manager 1.00 $37.17 $53.89 $77,313.60 $112,091.20 0574 Energy Management Control Spec 2.00 $25.16 $36.48 $52,332.80 $75,878.40 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 238 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 0489 Engineer In Training 2.00 $23.96 $34.74 $49,836.80 $72,259.20 0556 Engineering Associate 1.00 $25.16 $36.48 $52,332.80 $75,878.40 1711 Enterprise Communications Engr 3.00 $37.17 $53.89 $77,313.60 $112,091.20 2320 Enterprise Communications Spec 3.00 $30.58 $44.34 $63,606.40 $92,227.20 1912 Enterprise Finance Manager 1.00 $35.40 $51.33 $73,632.00 $106,766.40 2084 Enterprise Sys Engineering Mgr 1.00 $40.98 $59.42 $85,238.40 $123,593.60 2124 Enterprise Sys Integrator, Ld 1.00 $35.40 $51.33 $73,632.00 $106,766.40 2116 Enterprise Systems Engineer 5.00 $37.17 $53.89 $77,313.60 $112,091.20 1674 Enterprise Systems Integrator 6.00 $30.58 $44.34 $63,606.40 $92,227.20 1916 Equip Parts Supervisor 1.00 $25.16 $36.48 $52,332.80 $75,878.40 0535 Equipment Coordinator - Fire 1.00 $18.77 $27.22 $39,041.60 $56,617.60 0664 Equipment Coordinator - Fleet 1.00 $22.82 $33.08 $47,465.60 $68,806.40 0043 Equipment Operator I 12.84 $15.44 $22.39 $32,115.20 $46,571.20 0044 Equipment Operator II 11.00 $17.03 $24.69 $35,422.40 $51,355.20 0805 Equipment Operator II-FS 1.00 $17.88 $25.92 $37,190.40 $53,913.60 0045 Equipment Operator III 45.00 $18.77 $27.22 $39,041.60 $56,617.60 0806 Equipment Operator III-FS 13.00 $18.77 $27.22 $39,041.60 $56,617.60 0674 Equipment Parts Technician 6.00 $18.77 $27.22 $39,041.60 $56,617.60 0517 Equipment Service Writer 2.00 $20.70 $30.01 $43,056.00 $62,420.80 1878 Events Contract Coordinator 1.00 $23.96 $34.74 $49,836.80 $72,259.20 0297 Events Specialist $9.03 $13.09 $18,782.40 $27,227.20 2216 Evidence Control Mgr 1.00 $29.12 $42.23 $60,569.60 $87,838.40 1985 Exec Asst for Spec Projects 1.00 $54.91 $79.62 $114,212.80 $165,609.60 0538 Executive Secretary 5.00 $20.70 $30.01 $43,056.00 $62,420.80 0524 Executive Secretary to Mayor 1.00 $25.16 $36.48 $52,332.80 $75,878.40 1646 Facilities Management Coord 1.00 $26.41 $38.30 $54,932.80 $79,664.00 1930 Facilities Management Spec - $18.77 $27.22 $39,041.60 $56,617.60 1668 Facilities Manager 1.00 $26.41 $38.30 $54,932.80 $79,664.00 2174 Facilities Supervisor 3.00 $27.73 $40.21 $57,678.40 $83,636.80 0622 Feed & Bedding Store Supervisr 1.00 $21.73 $31.51 $45,198.40 $65,540.80 0618 Feed & Bedding Worker 2.05 $16.22 $23.51 $33,737.60 $48,900.80 2154 Field Engineering Lead 1.00 $25.16 $36.48 $52,332.80 $75,878.40 2079 Field Engineering Supervisor 1.00 $32.11 $46.55 $66,788.80 $96,824.00 2118 Finance & Acctg Technology Dir 1.00 $43.02 $62.39 $89,481.60 $129,771.20 2207 Finance Analyst, Sr. 2.00 $30.58 $44.34 $63,606.40 $92,227.20 2246 Finance Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 0541 Financial Services Technician 1.00 $17.88 $25.92 $37,190.40 $53,913.60 1867 Financial Specialist - Water 2.00 $23.96 $34.74 $49,836.80 $72,259.20 0214 Fingerprint Technician 4.00 $18.77 $27.22 $39,041.60 $56,617.60 2002 Fire Battalion Chief (40) - $42.16 $56.91 $87,692.80 $118,372.80 1976 Fire Battalion Chief (56) 6.00 $30.11 $40.65 $87,692.80 $118,372.80 0998 Fire Captain (40) - $33.03 $44.59 $68,702.40 $92,747.20 0995 Fire Captain (56) $23.59 $31.85 $68,702.40 $92,747.20 - 57.00 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 239 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 0996 Fire Captain Day Asgn 3.00 $33.03 $44.59 $68,702.40 $92,747.20 1947 Fire Chief 1.00 $57.66 $83.60 $119,932.80 $173,888.00 1956 Fire Chief, Assistant 1.00 $51.24 $69.18 $106,579.20 $143,894.40 1967 Fire Chief, Deputy 2.00 $48.80 $65.88 $101,504.00 $137,030.40 2228 Fire Chief, Exec Asst 1.00 $53.80 $72.64 $111,904.00 $151,091.20 2289 Fire Division Chief 6.00 $44.26 $59.76 $92,060.80 $124,300.80 0533 Fire Engineer (40) - $29.96 $40.45 $62,316.80 $84,136.00 0530 Fire Engineer (56) $21.40 $28.89 $62,316.80 $84,136.00 0570 Fire Inspector I - $21.73 $31.51 $45,198.40 $65,540.80 0571 Fire Inspector II 4.00 $26.41 $38.30 $54,932.80 $79,664.00 0997 Fire Marshal, Deputy 3.00 $29.96 $40.45 $62,316.80 $84,136.00 0573 Fire Marshal, Senior Deputy 2.00 $33.03 $44.59 $68,702.40 $92,747.20 2326 Fire Plans Review Coordinator 1.00 $32.11 $46.55 $66,788.80 $96,824.00 0534 Firefighter (40) - $23.47 $31.69 $48,817.60 $65,915.20 0531 Firefighter (56) $16.76 $22.64 $48,817.60 $65,915.20 0532 Firefighter Recruit $18.39 $24.83 $38,251.20 $51,646.40 0569 Firefighter, Pipeline $0.00 $0.00 $0.00 $0.00 1913 Fleet Maint Superintendent 1.00 $29.12 $42.23 $60,569.60 $87,838.40 1773 Fleet Systems Coordinator 1.00 $29.12 $42.23 $60,569.60 $87,838.40 2033 Fleet Technician Crew Chief 3.00 $25.16 $36.48 $52,332.80 $75,878.40 0563 Fleet Technician I 3.00 $17.03 $24.69 $35,422.40 $51,355.20 0561 Fleet Technician II 0557 Fleet Technician III 0562 2266 58.00 118.00 - 8.00 $18.77 $27.22 $39,041.60 $56,617.60 15.00 $20.70 $30.01 $43,056.00 $62,420.80 Fleet Technician, Lead 3.00 $22.82 $33.08 $47,465.60 $68,806.40 Forensic Laboratory Manager 1.00 $39.02 $56.59 $81,161.60 $117,707.20 2263 Forensic Scientist II 2.00 $27.73 $40.21 $57,678.40 $83,636.80 2264 Forensic Scientist III 7.00 $32.11 $46.55 $66,788.80 $96,824.00 2265 Forensic Scientist Supervisor 2.00 $35.40 $51.33 $73,632.00 $106,766.40 2248 GIS Analyst 2.00 $30.58 $44.34 $63,606.40 $92,227.20 1697 GIS Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 1485 GIS Manager 1.00 $39.02 $56.59 $81,161.60 $117,707.20 0393 GIS Technician 5.00 $25.16 $36.48 $52,332.80 $75,878.40 1848 GM WestWorld 1.00 $54.91 $79.62 $114,212.80 $165,609.60 1982 Government Relations Director 1.00 $45.18 $65.51 $93,974.40 $136,260.80 0436 Grant Program Specialist 3.00 $17.88 $25.92 $37,190.40 $53,913.60 1710 Grant Program Specialist, Sr. 2.00 $19.71 $28.58 $40,996.80 $59,446.40 1349 Grants Accountant 1.00 $23.96 $34.74 $49,836.80 $72,259.20 0391 Graphics Designer 2.00 $22.82 $33.08 $47,465.60 $68,806.40 0294 Graphics Technician, Sr. 1.00 $17.88 $25.92 $37,190.40 $53,913.60 2060 Green Building Program Manager 1.00 $33.71 $48.88 $70,116.80 $101,670.40 0264 Group Leader $8.60 $12.47 $17,888.00 $25,937.60 1654 Hearing Officer 2.00 $45.18 $65.51 $93,974.40 $136,260.80 1709 Housing Coordinator 1.00 $26.41 $38.30 $54,932.80 $79,664.00 - City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 240 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 2328 Housing Rehab Specialist 1.00 $22.82 $33.08 $47,465.60 $68,806.40 1905 Human Resources Analyst 5.00 $22.82 $33.08 $47,465.60 $68,806.40 1959 Human Resources Analyst, Lead 1.00 $29.12 $42.23 $60,569.60 $87,838.40 1898 Human Resources Analyst, Sr. 9.00 $27.73 $40.21 $57,678.40 $83,636.80 1075 Human Resources Director 1.00 $57.66 $83.60 $119,932.80 $173,888.00 1925 Human Resources Manager 1.00 $43.02 $62.39 $89,481.60 $129,771.20 0513 Human Resources Rep 1.00 $15.44 $22.39 $32,115.20 $46,571.20 1569 Human Services Coordinator 5.00 $26.41 $38.30 $54,932.80 $79,664.00 1688 Human Services Director 1.00 $40.98 $59.42 $85,238.40 $123,593.60 1078 Human Services Manager 4.00 $30.58 $44.34 $63,606.40 $92,227.20 0428 Human Services Rep 1079 Human Services Specialist 0324 1958 9.00 $14.71 $21.33 $30,596.80 $44,366.40 12.20 $22.82 $33.08 $47,465.60 $68,806.40 HVAC Technician 1.00 $22.82 $33.08 $47,465.60 $68,806.40 Information Technology Dir 1.00 $43.02 $62.39 $89,481.60 $129,771.20 2146 Inspections Manager 1.00 $37.17 $53.89 $77,313.60 $112,091.20 0581 Inspector I 1.00 $21.73 $31.51 $45,198.40 $65,540.80 0582 Inspector II 12.00 $23.96 $34.74 $49,836.80 $72,259.20 0386 Intern 0.62 $15.44 $22.39 $32,115.20 $46,571.20 1083 Internal Auditor - $25.16 $36.48 $52,332.80 $75,878.40 0614 Irrigation Systems Supervisor 1.00 $25.16 $36.48 $52,332.80 $75,878.40 0439 Irrigation Technician 9.00 $17.88 $25.92 $37,190.40 $53,913.60 2101 IT Project Manager 1.00 $35.40 $51.33 $73,632.00 $106,766.40 1680 IT Support Manager 1.00 $39.02 $56.59 $81,161.60 $117,707.20 0424 IT Technician 6.00 $21.73 $31.51 $45,198.40 $65,540.80 0423 IT Technician, Sr. 4.00 $25.16 $36.48 $52,332.80 $75,878.40 1797 ITS Analyst 1.00 $27.73 $40.21 $57,678.40 $83,636.80 0693 ITS Analyst, Assistant 1.00 $23.96 $34.74 $49,836.80 $72,259.20 2189 ITS Manager $33.71 $48.88 $70,116.80 $101,670.40 0692 ITS Network Technician 1.00 $25.16 $36.48 $52,332.80 $75,878.40 2171 ITS Signals Manager 1.00 $30.58 $44.34 $63,606.40 $92,227.20 0688 ITS Signals Tech I 1.00 $17.88 $25.92 $37,190.40 $53,913.60 0689 ITS Signals Tech II 5.00 $21.73 $31.51 $45,198.40 $65,540.80 0690 ITS Signals Tech III 2.00 $22.82 $33.08 $47,465.60 $68,806.40 0691 ITS Signals Tech, Lead 2.00 $23.96 $34.74 $49,836.80 $72,259.20 2330 ITS Traffic Engineer 1.00 $32.11 $46.55 $66,788.80 $96,824.00 2050 Job Preparation Specialist 1.00 $16.22 $23.51 $33,737.60 $48,900.80 0606 Latent Print Examiner 1.00 $22.82 $33.08 $47,465.60 $68,806.40 0400 Legal Assistant 2.00 $18.77 $27.22 $39,041.60 $56,617.60 0064 Legal Secretary 3.00 $17.88 $25.92 $37,190.40 $53,913.60 2282 Librarian I 18.00 $21.73 $31.51 $45,198.40 $65,540.80 2193 Librarian II 6.00 $23.96 $34.74 $49,836.80 $72,259.20 2165 Librarian III 6.00 $26.41 $38.30 $54,932.80 $79,664.00 2164 Librarian IV 3.00 $29.12 $42.23 $60,569.60 $87,838.40 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 241 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 0066 Library Aide 20.22 $12.10 $17.55 $25,168.00 $36,504.00 0607 Library Assistant 21.11 $16.22 $23.51 $33,737.60 $48,900.80 0067 Library Courier 2.00 $12.71 $18.42 $26,436.80 $38,313.60 1089 Library Director 1.00 $40.98 $59.42 $85,238.40 $123,593.60 2163 Library Manager, Sr. 3.00 $32.11 $46.55 $66,788.80 $96,824.00 0495 Library Monitor 4.25 $10.98 $15.91 $22,838.40 $33,092.80 0069 Library Page 13.34 $10.45 $15.16 $21,736.00 $31,532.80 0605 Library Page, Assistant $8.60 $12.47 $17,888.00 $25,937.60 2194 Library Supervisor 8.00 $18.77 $27.22 $39,041.60 $56,617.60 0315 License Inspector 2.00 $18.77 $27.22 $39,041.60 $56,617.60 0485 Lifeguard, Head - Aquatics - 0072 Lifeguard/Instructor/Cashier 0361 0190 - $12.10 $17.55 $25,168.00 $36,504.00 20.02 $10.98 $15.91 $22,838.40 $33,092.80 Logistics Technician 4.00 $18.77 $27.22 $39,041.60 $56,617.60 Mail Services Courier 1.00 $12.10 $17.55 $25,168.00 $36,504.00 0602 Maintenance Helper 4.10 $13.34 $19.34 $27,747.20 $40,227.20 2150 Maintenance Manager 1.00 $26.41 $38.30 $54,932.80 $79,664.00 2173 Maintenance Supervisor 3.00 $25.16 $36.48 $52,332.80 $75,878.40 0615 Maintenance Supv, Aquatics 1.00 $25.16 $36.48 $52,332.80 $75,878.40 0675 Maintenance Tech II - Aviation 1.00 $21.73 $31.51 $45,198.40 $65,540.80 0676 Maintenance Tech II - Building 9.00 $21.73 $31.51 $45,198.40 $65,540.80 0677 Maintenance Tech II - Construc 7.00 $21.73 $31.51 $45,198.40 $65,540.80 0684 Maintenance Tech II - Electric 8.00 $22.82 $33.08 $47,465.60 $68,806.40 0678 Maintenance Tech II - Horticul 2.00 $21.73 $31.51 $45,198.40 $65,540.80 0685 Maintenance Tech II - HVAC 6.00 $22.82 $33.08 $47,465.60 $68,806.40 0679 Maintenance Tech II - Irgation 1.00 $21.73 $31.51 $45,198.40 $65,540.80 0698 Maintenance Tech II - Non-CDL 1.00 $20.70 $30.01 $43,056.00 $62,420.80 0680 Maintenance Tech II - Painter 2.00 $21.73 $31.51 $45,198.40 $65,540.80 0686 Maintenance Tech II - Plumber 4.00 $22.82 $33.08 $47,465.60 $68,806.40 0681 Maintenance Tech II - Security 2.00 $21.73 $31.51 $45,198.40 $65,540.80 0682 Maintenance Tech II - Streets 2.00 $21.73 $31.51 $45,198.40 $65,540.80 0322 Maintenance Tech, Aquatics 2.00 $22.82 $33.08 $47,465.60 $68,806.40 0325 Maintenance Technician I 4.00 $17.88 $25.92 $37,190.40 $53,913.60 0327 Maintenance Worker I 27.50 $13.34 $19.34 $27,747.20 $40,227.20 0328 Maintenance Worker II 36.00 $16.22 $23.51 $33,737.60 $48,900.80 0519 Maintenance Worker II - CDL 10.00 $17.03 $24.69 $35,422.40 $51,355.20 0355 Maintenance Worker III 17.41 $19.71 $28.58 $40,996.80 $59,446.40 1918 Management Analyst 7.00 $26.41 $38.30 $54,932.80 $79,664.00 2018 Management Analyst, Sr 7.00 $30.58 $44.34 $63,606.40 $92,227.20 1983 Management Assistant to Mayor 1.00 $25.16 $36.48 $52,332.80 $75,878.40 2323 Management Asst to City Clerk 1.00 $25.16 $36.48 $52,332.80 $75,878.40 2107 Management Asst to City Mgr 1.00 $25.16 $36.48 $52,332.80 $75,878.40 2308 Marketing/Communications Coord 1.00 $26.41 $38.30 $54,932.80 $79,664.00 1178 Mayor 1.00 $0.00 $0.00 $36,000.00 $36,000.00 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 242 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 2233 Mayor's Chief of Staff 1.00 $39.02 $56.59 $81,161.60 $117,707.20 0547 Municipal Security Guard, Lead 1.00 $17.88 $25.92 $37,190.40 $53,913.60 2099 Municipal Security Manager 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0555 Museum Attendant $9.03 $13.09 $18,782.40 $27,227.20 2327 Natural Resources Coordinator 3.00 $22.82 $33.08 $47,465.60 $68,806.40 2147 Neighborhood Resource Supv 1.00 $29.12 $42.23 $60,569.60 $87,838.40 1788 Network Security Engineer 2.00 $32.11 $46.55 $66,788.80 $96,824.00 0318 Occupancy Specialist 1.00 $17.88 $25.92 $37,190.40 $53,913.60 0603 Office Assistant 0.50 $15.44 $22.39 $32,115.20 $46,571.20 2047 Office Coordinator 4.00 $19.71 $28.58 $40,996.80 $59,446.40 2295 Office Manager 5.00 $22.82 $33.08 $47,465.60 $68,806.40 0640 Paralegal 7.00 $21.73 $31.51 $45,198.40 $65,540.80 0644 Paralegal, Senior 1.00 $25.16 $36.48 $52,332.80 $75,878.40 0079 Parking Control Checker 2256 Parks & Rec Operations Supv 1942 - 1.00 $15.44 $22.39 $32,115.20 $46,571.20 14.00 $25.16 $36.48 $52,332.80 $75,878.40 Parks & Recreation Director 1.00 $45.18 $65.51 $93,974.40 $136,260.80 1945 Parks & Recreation Manager 5.00 $30.58 $44.34 $63,606.40 $92,227.20 0082 Parks Laborer $9.95 $14.43 $20,696.00 $30,014.40 0475 Pawn Specialist 1.00 $17.88 $25.92 $37,190.40 $53,913.60 0418 Payroll Specialist 4.00 $17.03 $24.69 $35,422.40 $51,355.20 0539 Payroll Specialist, Lead 1.00 $20.70 $30.01 $43,056.00 $62,420.80 0317 Personnel Specialist 3.00 $18.77 $27.22 $39,041.60 $56,617.60 1819 Personnel Supervisor - $29.12 $42.23 $60,569.60 $87,838.40 2098 Photo Enforcement Program Mgr 1.00 $25.16 $36.48 $52,332.80 $75,878.40 0493 Photo Lab Technician 1.00 $18.77 $27.22 $39,041.60 $56,617.60 0494 Photo Lab Technician, Sr. 1.00 $21.73 $31.51 $45,198.40 $65,540.80 1984 Plan Review Manager 1.00 $37.17 $53.89 $77,313.60 $112,091.20 1107 Planner 6.00 $25.16 $36.48 $52,332.80 $75,878.40 1321 Planner, Associate 3.00 $21.73 $31.51 $45,198.40 $65,540.80 1639 Planner, Environment 1.00 $29.12 $42.23 $60,569.60 $87,838.40 1892 Planner, Principal - $35.40 $51.33 $73,632.00 $106,766.40 1142 Planner, Sr. 11.00 $29.12 $42.23 $60,569.60 $87,838.40 2315 Planning & Development Dir 1.00 $49.81 $72.22 $103,604.80 $150,217.60 2075 Planning Administration Managr 1.00 $33.71 $48.88 $70,116.80 $101,670.40 0367 Planning Assistant 3.00 $17.03 $24.69 $35,422.40 $51,355.20 0230 Planning Specialist 2.50 $18.77 $27.22 $39,041.60 $56,617.60 0488 Plans Examiner 3.00 $25.16 $36.48 $52,332.80 $75,878.40 1806 Plans Examiner, Sr. 8.00 $27.73 $40.21 $57,678.40 $83,636.80 2205 PNT Manager 4.00 $37.17 $53.89 $77,313.60 $112,091.20 0092 Police Aide 39.00 $18.77 $27.22 $39,041.60 $56,617.60 1450 Police Analyst 5.00 $25.16 $36.48 $52,332.80 $75,878.40 1815 Police Analyst II 3.00 $27.73 $40.21 $57,678.40 $83,636.80 2225 Police Budget Manager 1.00 $35.40 $51.33 $73,632.00 $106,766.40 - City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 243 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 1109 Police Chief 1.00 $63.57 $92.17 $132,225.60 $191,713.60 2223 Police Chief, Assistant 1.00 $54.91 $79.62 $114,212.80 $165,609.60 2058 Police Chief, Assistant 2.00 $54.91 $79.62 $114,212.80 $165,609.60 2242 Police Comm Systems Mgr 1.00 $30.58 $44.34 $63,606.40 $92,227.20 1932 Police Commander 6.00 $47.43 $68.78 $98,654.40 $143,062.40 2091 Police Communications Op Mgr 1.00 $30.58 $44.34 $63,606.40 $92,227.20 2219 Police Forensic Services Dir 1.00 $43.02 $62.39 $89,481.60 $129,771.20 1449 Police Intelligence Analyst 1.00 $25.16 $36.48 $52,332.80 $75,878.40 0505 Police Intelligence Specialist 0999 Police Lieutenant 0096 Police Officer 0272 Police Officer Trainee - 0456 Police Officer, Pipeline 2222 Police Op Support Dir 2224 Police Plng Rsrch & Accred Dir 0597 1.00 $18.77 $27.22 $39,041.60 $56,617.60 18.00 $39.02 $56.59 $81,161.60 $117,707.20 328.00 $26.41 $38.30 $54,932.80 $79,664.00 $26.41 $38.30 $54,932.80 $79,664.00 2.63 $0.00 $0.00 $0.00 $0.00 1.00 $40.98 $59.42 $85,238.40 $123,593.60 1.00 $35.40 $51.33 $73,632.00 $106,766.40 Police Rangemaster 2.00 $20.70 $30.01 $43,056.00 $62,420.80 0599 Police Records Supervisor 4.00 $21.73 $31.51 $45,198.40 $65,540.80 2290 Police Resource Mgr 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0339 Police Sergeant 58.00 $35.40 $51.33 $73,632.00 $106,766.40 2221 Police Tech & Records Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 2307 Polygraph Examiner 1.00 $27.73 $40.21 $57,678.40 $83,636.80 0100 Pool Manager 0009 Pool Manager, Assistant 2140 2156 4.22 $17.88 $25.92 $37,190.40 $53,913.60 11.02 $13.34 $19.34 $27,747.20 $40,227.20 Pro-Tem Judge 0.64 $52.30 $75.83 $108,784.00 $157,726.40 Project Coordination Liaison 3.00 $30.58 $44.34 $63,606.40 $92,227.20 0560 Project Management Assistant 3.00 $21.73 $31.51 $45,198.40 $65,540.80 1432 Project Manager - $29.12 $42.23 $60,569.60 $87,838.40 2085 Project Manager, Principal 1.00 $35.40 $51.33 $73,632.00 $106,766.40 1498 Project Manager, Sr. 9.00 $32.11 $46.55 $66,788.80 $96,824.00 2217 Property / Evidence Supervisor - $22.82 $33.08 $47,465.60 $68,806.40 0612 Property / Evidence Tech, Lead 2.00 $18.77 $27.22 $39,041.60 $56,617.60 0518 Property / Evidence Technician 3.50 $17.03 $24.69 $35,422.40 $51,355.20 0471 Prosecution Specialist 6.00 $15.44 $22.39 $32,115.20 $46,571.20 1572 Public Affairs Manager 1.00 $32.11 $46.55 $66,788.80 $96,824.00 2003 Public Education Officer 2.00 $25.16 $36.48 $52,332.80 $75,878.40 1973 Public Information Officer 3.25 $29.12 $42.23 $60,569.60 $87,838.40 0647 Public Records Request Admin 1.00 $25.16 $36.48 $52,332.80 $75,878.40 2239 Public Safety Personnel Mgr 1.00 $37.17 $53.89 $77,313.60 $112,091.20 2313 Public Works Director 1.00 $60.54 $87.78 $125,923.20 $182,582.40 0593 Public Works Inspector I 2.00 $22.82 $33.08 $47,465.60 $68,806.40 0594 Public Works Inspector II 8.00 $26.41 $38.30 $54,932.80 $79,664.00 1562 Public Works Planner 1.00 $27.73 $40.21 $57,678.40 $83,636.80 1124 Public Works Project Coord 1.00 $26.41 $38.30 $54,932.80 $79,664.00 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 244 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 1125 Purchasing Director 1.00 $40.98 $59.42 $85,238.40 $123,593.60 1487 Purchasing Operations Manager 2.00 $29.12 $42.23 $60,569.60 $87,838.40 2049 Quality Assurance Coordinator 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0610 Radio Communictions Tech, Sr 1.00 $23.96 $34.74 $49,836.80 $72,259.20 2064 Radio Engineering Manager 1.00 $40.98 $59.42 $85,238.40 $123,593.60 2117 Radio Systems Integrator 1.00 $29.12 $42.23 $60,569.60 $87,838.40 2109 Radio Systms Netwrk Integrator 1.00 $30.58 $44.34 $63,606.40 $92,227.20 0575 Railroad & Mechanical Ops Spec 2.00 $22.82 $33.08 $47,465.60 $68,806.40 0107 Railroad Engineer - $12.10 $17.55 $25,168.00 $36,504.00 2318 Real Estate Manager, Sr 1.00 $35.40 $51.33 $73,632.00 $106,766.40 2127 Real Estate Mgmt Specialist 3.00 $27.73 $40.21 $57,678.40 $83,636.80 1130 Records Manager 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0588 Records Specialist 17.00 $16.22 $23.51 $33,737.60 $48,900.80 0589 Records Specialist, Senior 8.00 $17.88 $25.92 $37,190.40 $53,913.60 1333 Recreation Coordinator 7.00 $22.82 $33.08 $47,465.60 $68,806.40 0111 Recreation Leader I 14.59 $8.60 $12.47 $17,888.00 $25,937.60 0112 Recreation Leader II 79.71 $13.34 $19.34 $27,747.20 $40,227.20 0113 Recreation Leader III 24.00 $17.88 $25.92 $37,190.40 $53,913.60 0256 Recreation Specialist 19.62 $0.00 $0.00 $0.00 $0.00 0115 Revenue Collector 5.00 $18.77 $27.22 $39,041.60 $56,617.60 0223 Revenue Collector, Sr. 1.00 $20.70 $30.01 $43,056.00 $62,420.80 2151 Right of Way Supervisor 1.00 $30.58 $44.34 $63,606.40 $92,227.20 1314 Right-Of-Way Agent 1.00 $23.96 $34.74 $49,836.80 $72,259.20 1495 Right-Of-Way Agent, Sr. 1.00 $27.73 $40.21 $57,678.40 $83,636.80 0673 Risk Coordinator 1.00 $18.77 $27.22 $39,041.60 $56,617.60 1136 Risk Management Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 0616 Safety Coordinator 1.00 $18.77 $27.22 $39,041.60 $56,617.60 2238 Safety Fitness Wellness Coord 1.00 $29.12 $42.23 $60,569.60 $87,838.40 2093 Safety Manager 1.00 $33.71 $48.88 $70,116.80 $101,670.40 0695 SCADA Systems Specialist 3.00 $27.73 $40.21 $57,678.40 $83,636.80 2324 SCADA Systems Specialist, Lead 1.00 $33.71 $48.88 $70,116.80 $101,670.40 0696 SCADA Systems Specialist, Sr. 1.00 $30.58 $44.34 $63,606.40 $92,227.20 2041 Scientist 1.00 $23.96 $34.74 $49,836.80 $72,259.20 2255 Scientist, Principal 3.00 $32.11 $46.55 $66,788.80 $96,824.00 2042 Scientist, Senior 2.00 $27.73 $40.21 $57,678.40 $83,636.80 0668 Seasonal Assistant Pool Mgr - $13.34 $19.34 $27,747.20 $40,227.20 0586 Seasonal Instructor - $11.52 $16.71 $23,961.60 $34,756.80 0585 Seasonal Lifeguard - $10.98 $15.91 $22,838.40 $33,092.80 0669 Seasonal Rec Leader I - $8.60 $12.47 $17,888.00 $25,937.60 0670 Seasonal Rec Leader II - $13.34 $19.34 $27,747.20 $40,227.20 0117 Secretary 5.50 $15.44 $22.39 $32,115.20 $46,571.20 0319 Security Guard 3.88 $15.44 $22.39 $32,115.20 $46,571.20 2100 Security Project Coordinator 1.00 $22.82 $33.08 $47,465.60 $68,806.40 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 245 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 0427 Security Screener - $15.44 $22.39 $32,115.20 $46,571.20 1651 Service Area Manager 2.00 $32.11 $46.55 $66,788.80 $96,824.00 0392 Service Support Worker 1.00 $12.71 $18.42 $26,436.80 $38,313.60 0651 Sign Fabricator 1.00 $18.77 $27.22 $39,041.60 $56,617.60 0590 Sign Technician 4.00 $17.03 $24.69 $35,422.40 $51,355.20 2094 Software Engineer 6.00 $30.58 $44.34 $63,606.40 $92,227.20 2095 Software Engineer, Sr 4.00 $37.17 $53.89 $77,313.60 $112,091.20 0398 Solid Waste Program Rep 5.00 $19.71 $28.58 $40,996.80 $59,446.40 2170 Solid Waste Services Mgr 5.00 $26.41 $38.30 $54,932.80 $79,664.00 2172 Solid Waste Systems Mgr 1.00 $29.12 $42.23 $60,569.60 $87,838.40 2200 Space Planning Analyst 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0671 Specialty Class Instructor I - $9.48 $13.75 $19,718.40 $28,600.00 0672 Specialty Class Instructor II - $14.71 $21.33 $30,596.80 $44,366.40 2208 Stadium Supervisor 1.00 $26.41 $38.30 $54,932.80 $79,664.00 0063 Stock Clerk, Lead 2.00 $16.22 $23.51 $33,737.60 $48,900.80 1920 Storm Water Planner, Sr. - $30.58 $44.34 $63,606.40 $92,227.20 2036 Stormwater Engineer - $29.12 $42.23 $60,569.60 $87,838.40 2037 Stormwater Engineer, Sr 3.00 $32.11 $46.55 $66,788.80 $96,824.00 2191 Stormwater Manager 1.00 $37.17 $53.89 $77,313.60 $112,091.20 2184 Street Operations Manager 1.00 $35.40 $51.33 $73,632.00 $106,766.40 1807 Structural Engineer, Sr. 1.00 $32.11 $46.55 $66,788.80 $96,824.00 1808 Structural Plans Examiner 2.00 0124 Student Worker 0687 Support Assistant 1612 Systems Integrator 1828 Systems Integrator, Lead 1827 $29.12 $42.23 $60,569.60 $87,838.40 - $8.05 $11.31 $16,744.00 $23,524.80 2.00 $8.05 $11.31 $16,744.00 $23,524.80 23.75 $29.12 $42.23 $60,569.60 $87,838.40 7.00 $35.40 $51.33 $73,632.00 $106,766.40 Systems Integrator, Sr. 2.00 $33.71 $48.88 $70,116.80 $101,670.40 1441 Tax Auditor 1.00 $21.73 $31.51 $45,198.40 $65,540.80 1442 Tax Auditor, Sr. 3.00 $25.16 $36.48 $52,332.80 $75,878.40 0499 Technology Coordinator 9.00 $22.82 $33.08 $47,465.60 $68,806.40 0498 Technology Specialist 6.00 $20.70 $30.01 $43,056.00 $62,420.80 1744 Telecom Policy Coordinator 1.00 $30.58 $44.34 $63,606.40 $92,227.20 0138 Temporary Worker $0.00 $0.00 $0.00 $0.00 2311 Tourism & Events Director 1.00 $40.98 $59.42 $85,238.40 $123,593.60 1966 Traffic Engineer 1.00 $29.12 $42.23 $60,569.60 $87,838.40 1964 Traffic Engineer, Principal 2.00 $37.17 $53.89 $77,313.60 $112,091.20 1965 Traffic Engineer, Sr. - $32.11 $46.55 $66,788.80 $96,824.00 2159 Traffic Engineering & Ops Mgr 1.00 $39.02 $56.59 $81,161.60 $117,707.20 1504 Traffic Engineering Analyst 2.00 $23.96 $34.74 $49,836.80 $72,259.20 0526 Traffic Engineering Tech, Sr. 2.00 $22.82 $33.08 $47,465.60 $68,806.40 0175 Traffic Engineering Technician 1.00 $19.71 $28.58 $40,996.80 $59,446.40 2153 Traffic Engnrg Technician Lead 1.00 $27.73 $40.21 $57,678.40 $83,636.80 2322 Trans Plan & Transit Prog Mgr 1.00 $39.02 $56.59 $81,161.60 $117,707.20 - City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 246 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 2325 Transit Operations Coordinator 1.00 $29.12 $42.23 $60,569.60 $87,838.40 2309 Transit Planner, Principal 1.00 $35.40 $51.33 $73,632.00 $106,766.40 2317 Transportation Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 1962 Transportation Planner 1.00 $25.16 $36.48 $52,332.80 $75,878.40 1961 Transportation Planner, Sr. 2.00 $29.12 $42.23 $60,569.60 $87,838.40 1960 Transportation Plnr, Principal - $35.40 $51.33 $73,632.00 $106,766.40 0516 Transportation Rep - $17.88 $25.92 $37,190.40 $53,913.60 0525 Transportation Rep, Sr. 2.00 $20.70 $30.01 $43,056.00 $62,420.80 2062 Trng, Safety & Security Coord 2.00 $25.16 $36.48 $52,332.80 $75,878.40 2243 Utility Technology Supervisor 1.00 $27.73 $40.21 $57,678.40 $83,636.80 1884 Victim Advocate 2.50 $22.82 $33.08 $47,465.60 $68,806.40 1885 Victim Advocate, Sr. 1.00 $25.16 $36.48 $52,332.80 $75,878.40 0504 Victim Assistance Notif Spec 0.50 $12.71 $18.42 $26,436.80 $38,313.60 1906 Victim Services Manager 1.00 $29.12 $42.23 $60,569.60 $87,838.40 2268 Video Engineer 0.60 $27.73 $40.21 $57,678.40 $83,636.80 1353 Video Production Specialist 2.00 $26.41 $38.30 $54,932.80 $79,664.00 2187 Video Production Supervisor 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0625 W/WW Electronic Technician I 1.00 $20.70 $30.01 $43,056.00 $62,420.80 0626 W/WW Electronic Technician II 9.00 $22.82 $33.08 $47,465.60 $68,806.40 0627 W/WW Electronic Technician III 2.00 $25.16 $36.48 $52,332.80 $75,878.40 0658 W/WW Maintenance Tech III 7.00 $20.70 $30.01 $43,056.00 $62,420.80 0694 W/WW Treat Plant Op Apprentice - $15.20 $17.60 $31,616.00 $36,608.00 0438 W/WW Treatment Plant Op I - $17.88 $25.92 $37,190.40 $53,913.60 0667 W/WW Treatment Plant Op III 4.00 $21.73 $31.51 $45,198.40 $65,540.80 0619 Warehouse Mail Technician 4.00 $14.01 $20.31 $29,140.80 $42,244.80 2305 Wastewater Collections Manager 1.00 $35.40 $51.33 $73,632.00 $106,766.40 0642 Water Asset Mgmt Tech II 1.00 $22.82 $33.08 $47,465.60 $68,806.40 0420 Water Audit Technician 2.00 $17.88 $25.92 $37,190.40 $53,913.60 2063 Water Conservation Coordinator 1.00 $26.41 $38.30 $54,932.80 $79,664.00 1490 Water Conservation Specialist 3.00 $23.96 $34.74 $49,836.80 $72,259.20 2196 Water Distribution Manager 1.00 $35.40 $51.33 $73,632.00 $106,766.40 2288 Water Maintenance Manager 1.00 $35.40 $51.33 $73,632.00 $106,766.40 0465 Water Maintenance Technician - 0132 Water Meter Reader 0248 $18.77 $27.22 $39,041.60 $56,617.60 10.00 $14.71 $21.33 $30,596.80 $44,366.40 Water Meter Reader, Lead 1.00 $18.77 $27.22 $39,041.60 $56,617.60 2197 Water Production Manager 1.00 $35.40 $51.33 $73,632.00 $106,766.40 2043 Water Quality Coordinator 3.00 $27.73 $40.21 $57,678.40 $83,636.80 2017 Water Quality Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 2249 Water Quality Laboratory Mgr 1.00 $35.40 $51.33 $73,632.00 $106,766.40 2252 Water Quality Regulatory Mgr 1.00 $35.40 $51.33 $73,632.00 $106,766.40 0383 Water Quality Specialist 6.00 $21.73 $31.51 $45,198.40 $65,540.80 2211 Water Quality Specialist, Sr 2.00 $23.96 $34.74 $49,836.80 $72,259.20 0377 Water Quality Technician 2.00 $19.71 $28.58 $40,996.80 $59,446.40 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 247 - Table of Contents Divisions Classification/Compensation Schedule Job Code Job Title FTE Hourly Minimum Hourly Maximum Annual Minimum Annual Maximum 2251 Water Reclamation Svc Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 0621 Water Res HVAC Contracts Coord 1.00 $25.16 $36.48 $52,332.80 $75,878.40 2162 Water Resources Administrator 1.00 $54.91 $79.62 $114,212.80 $165,609.60 2253 Water Resources Advisor 1.00 $37.17 $53.89 $77,313.60 $112,091.20 2314 Water Resources Director 1.00 $60.54 $87.78 $125,923.20 $182,582.40 1468 Water Resources Engineer 2.00 $29.12 $42.23 $60,569.60 $87,838.40 1809 Water Resources Engineer, Sr. 2.00 $32.11 $46.55 $66,788.80 $96,824.00 0265 Water Resources Pipeline 6.28 $0.00 $0.00 $0.00 $0.00 2008 Water Resources Plng & Eng Dir 1.00 $43.02 $62.39 $89,481.60 $129,771.20 2257 Water Resources Principal Eng 3.00 $35.40 $51.33 $73,632.00 $106,766.40 2182 Water Services Director 1.00 $43.02 $62.39 $89,481.60 $129,771.20 0224 Water Services Worker - $16.22 $23.51 $33,737.60 $48,900.80 2232 Water Systems Advisor 1.00 $37.17 $53.89 $77,313.60 $112,091.20 0620 Water Systems Analyst 5.00 $26.41 $38.30 $54,932.80 $79,664.00 2234 Water Systems Supervisor 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0643 Water Wastewater Main Tech IV 3.00 $22.82 $33.08 $47,465.60 $68,806.40 0656 Water/Wastewater Main Tech I - 0657 Water/Wastewater Main Tech II 2181 $17.03 $24.69 $35,422.40 $51,355.20 15.00 $18.77 $27.22 $39,041.60 $56,617.60 Water/Wastewater Ops Supervisr 5.00 $27.73 $40.21 $57,678.40 $83,636.80 0628 Water/Wastewater Srvcs Wkr I 3.00 $14.71 $21.33 $30,596.80 $44,366.40 0629 Water/Wastewater Srvcs Wkr II 11.00 $16.22 $23.51 $33,737.60 $48,900.80 0665 Water/Wastewater Srvcs Wkr III 6.00 $17.88 $25.92 $37,190.40 $53,913.60 0666 Water/Wastewater Srvcs Wkr IV 8.00 $20.70 $30.01 $43,056.00 $62,420.80 0632 Water/Wastewater Srvcs Wkr V 2.00 $22.82 $33.08 $47,465.60 $68,806.40 2188 Web & Design Services Manager 1.00 $39.02 $56.59 $81,161.60 $117,707.20 2077 Web Services Engineer 2.00 $33.71 $48.88 $70,116.80 $101,670.40 2241 WestWorld Business Manager 1.00 $27.73 $40.21 $57,678.40 $83,636.80 2244 WestWorld Director 1.00 $37.17 $53.89 $77,313.60 $112,091.20 2209 Worker's Comp Claims Adjuster 1.00 $29.12 $42.23 $60,569.60 $87,838.40 0189 Wrangler 2.10 $11.52 $16.71 $23,961.60 $34,756.80 0623 Wtr/Wstwtr Trtmnt Plnt Oper II 27.00 $19.71 $28.58 $40,996.80 $59,446.40 0624 Wtr/Wstwtr Trtmnt Plnt Oper IV 6.00 $26.41 $38.30 $54,932.80 $79,664.00 0261 Youth Sports Coach - $9.48 $13.75 $19,718.40 $28,600.00 0307 Youth Sports Official - $10.45 $15.16 $21,736.00 $31,532.80 Total 2,475.50 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 248 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 249 - Table of Contents Operating Budget by Division, Department and Account Category Divisions Operating Budget By Division, Department & Account Category The following matrix provides a summary of the total adopted FY 2015/16 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) by department and division. Division/Department FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2015/16 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL TOTAL MAYOR AND CITY COUNCIL 10.00 10.00 502,891 502,891 426,305 426,305 21,800 21,800 0 0 0 0 950,996 950,996 CITY ATTORNEY CIVIL PROSECUTION VICTIM SERVICES TOTAL CITY ATTORNEY 22.50 26.00 5.00 53.50 2,880,011 2,425,781 423,357 5,729,149 254,722 164,380 23,025 442,127 55,157 18,288 3,994 77,439 103,000 1,500 0 104,500 0 0 0 0 3,292,890 2,609,949 450,376 6,353,215 CITY AUDITOR CITY AUDITOR TOTAL CITY AUDITOR 6.00 6.00 636,759 636,759 234,315 234,315 2,250 2,250 0 0 0 0 873,324 873,324 CITY CLERK CITY CLERK TOTAL CITY CLERK 7.00 7.00 619,701 619,701 97,688 97,688 1,775 1,775 0 0 0 0 719,164 719,164 CITY COURT CITY COURT TOTAL CITY COURT 58.52 58.52 4,492,280 4,492,280 1,521,550 1,521,550 69,897 69,897 0 0 0 0 6,083,727 6,083,727 7.15 7.15 955,652 955,652 291,435 291,435 32,337 32,337 0 0 0 0 1,279,424 1,279,424 6.00 25.00 5.75 45.00 8.00 89.75 663,432 1,794,444 529,560 3,210,555 780,485 6,978,476 266,418 521,908 34,123 1,964,463 7,878,189 10,665,101 1,586 12,019 0 30,846 88,448 132,899 0 0 621 0 0 621 0 0 0 0 0 0 931,436 2,328,371 564,304 5,205,864 8,747,122 17,777,097 8.10 22.00 71.00 23.00 124.10 771,400 2,051,790 7,884,744 1,605,627 12,313,561 47,654 28,905,590 1,841,909 507,717 31,302,870 8,522 280,434 167,658 174,144 630,758 0 0 840,941 0 840,941 0 0 228,854 0 228,854 827,576 31,237,814 10,964,106 2,287,488 45,316,984 COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION 14.47 ECONOMIC DEVELOPMENT 6.00 PLANNING AND DEVELOPMENT 121.50 TOURISM AND EVENTS 6.50 TRANSPORTATION 22.00 WESTWORLD 29.11 TOTAL COMMUNITY AND ECONOMIC 199.58 DEVELOPMENT 1,128,375 698,465 11,308,688 668,482 1,476,331 1,928,646 17,208,987 882,202 326,502 1,733,325 15,913,232 8,094,894 1,989,041 28,939,196 81,455 15,500 311,722 7,215 22,295 705,270 1,143,457 15,000 0 15,874 0 0 0 30,874 0 0 0 239,669 250,000 17,000 506,669 2,107,032 1,040,467 13,369,609 16,828,598 9,843,520 4,639,957 47,829,183 CITY MANAGER CITY MANAGER TOTAL CITY MANAGER CITY TREASURER CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES RISK MANAGEMENT TOTAL CITY TREASURER ADMINISTRATIVE SERVICES COMMUNICATIONS HUMAN RESOURCES INFORMATION TECHNOLOGY PURCHASING TOTAL ADMINISTRATIVE SERVICES City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 250 - Table of Contents Operating Budget by Division, Department and Account Category Divisions Operating Budget By Division, Department & Account Category Division/Department FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2015/16 Total COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN HUMAN SERVICES LIBRARY SYSTEMS PARKS & RECREATION PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES 4.00 523,859 112,318 0 0 0 636,177 64.93 115.92 281.95 3.00 469.80 4,266,406 7,199,793 14,631,630 205,869 26,827,557 9,677,668 1,063,974 7,094,256 155,080 18,103,296 191,130 1,194,471 2,304,271 23,555 3,713,427 0 0 34,000 0 34,000 0 0 329,140 0 329,140 14,135,204 9,458,238 24,393,297 384,504 49,007,420 PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF OPERATIONS PROFESSIONAL SERVICES FIRE & LIFE SAFETY TOTAL PUBLIC SAFETY - FIRE 5.00 244.00 14.00 15.00 278.00 614,764 22,691,041 1,635,319 1,486,227 26,427,351 52,621 3,785,357 2,020,760 139,129 5,997,867 8,300 135,914 1,000,875 3,598 1,148,687 0 0 0 0 0 0 0 0 0 0 675,685 26,612,312 4,656,954 1,628,954 33,573,905 PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF POLICE UNIFORMED SERVICES INVESTIGATIVE SERVICES OPERATIONAL SUPPORT TOTAL PUBLIC SAFETY - POLICE 11.00 363.73 185.50 104.00 664.23 1,671,111 44,549,376 22,957,509 8,148,196 77,326,192 102,748 9,977,834 3,242,549 3,990,285 17,313,416 31,815 649,663 1,292,202 612,610 2,586,290 0 10,450 81,000 0 91,450 0 0 0 0 0 1,805,674 55,187,323 27,573,260 12,751,091 97,317,348 PUBLIC WORKS CAPITAL PROJECT MANAGEMENT FACILITIES MANAGEMENT FLEET MANAGEMENT SOLID WASTE MANAGEMENT STREET OPERATIONS TOTAL PUBLIC WORKS 45.75 54.00 46.00 90.84 60.00 296.59 523,008 4,473,678 3,574,265 6,318,250 4,503,347 19,392,548 372,241 12,154,480 1,570,641 11,605,044 8,528,829 34,231,235 6,657 1,005,877 7,786,653 744,090 830,768 10,374,045 0 28,700 7,527,000 64,494 220,300 7,840,494 0 537,335 0 0 0 537,335 901,906 18,200,070 20,458,559 18,731,878 14,083,244 72,375,657 WATER RESOURCES WATER QUALITY WATER RECLAMATION SERVICES WATER PLANNING AND ENGINEERING WATER TECHNOLOGY & ADMIN WATER SERVICES TOTAL WATER RESOURCES 23.00 28.00 19.00 65.28 76.00 211.28 2,090,710 2,922,377 1,061,926 5,337,236 6,016,627 17,428,876 695,494 12,905,581 1,109,929 2,097,494 13,103,058 29,911,556 408,210 7,450,250 565,500 673,400 18,493,106 27,590,466 0 25,000 0 22,000 12,500 59,500 0 0 0 0 0 0 3,194,414 23,303,208 2,737,355 8,130,130 37,625,291 74,990,398 Grand Totals 2,475.50 216,839,980 179,477,957 47,525,527 9,002,380 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 251 - 1,601,998 454,447,842 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 2015/16 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) by division and department. Division/Department FTE General Fund Special Revenue Grants Trusts Special Districts Internal Service Enterprise Adopted FY 2015/16 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL TOTAL MAYOR AND CITY COUNCIL 10.00 10.00 759,996 759,996 75,000 75,000 110,000 110,000 0 0 6,000 6,000 950,996 CITY ATTORNEY CIVIL 22.50 3,292,890 0 0 0 0 3,292,890 PROSECUTION 26.00 2,609,949 0 0 0 0 2,609,949 VICTIM SERVICES TOTAL CITY ATTORNEY 5.00 53.50 450,376 6,353,215 0 0 0 0 0 0 0 0 6,353,215 CITY AUDITOR CITY AUDITOR TOTAL CITY AUDITOR 6.00 6.00 873,324 873,324 0 0 0 0 0 0 0 0 873,324 CITY CLERK CITY CLERK TOTAL CITY CLERK 7.00 7.00 719,164 719,164 0 0 0 0 0 0 0 0 719,164 CITY COURT CITY COURT TOTAL CITY COURT 58.52 58.52 4,327,911 4,327,911 1,755,816 1,755,816 0 0 0 0 0 0 6,083,727 7.15 7.15 1,279,424 1,279,424 0 0 0 0 0 0 0 0 1,279,424 CITY MANAGER CITY MANAGER TOTAL CITY MANAGER CITY TREASURER CITY TREASURER AND FINANCE ACCOUNTING 950,996 450,376 873,324 719,164 6,083,727 1,279,424 6.00 642,172 0 269,985 19,279 0 931,436 25.00 2,319,189 0 0 9,182 0 2,328,371 5.75 542,390 0 0 21,914 0 564,304 BUSINESS SERVICES 45.00 2,395,257 0 2,810,607 0 0 5,205,864 RISK MANAGEMENT TOTAL CITY TREASURER 8.00 89.75 0 5,899,008 0 0 0 3,080,592 8,747,122 8,797,497 0 0 17,777,097 BUDGET ADMINISTRATIVE SERVICES COMMUNICATIONS 8,747,122 8.10 827,576 0 0 0 0 827,576 HUMAN RESOURCES 22.00 2,630,159 0 0 28,607,655 0 31,237,814 INFORMATION TECHNOLOGY 71.00 10,148,165 0 0 815,941 0 10,964,106 23.00 124.10 2,287,488 15,893,388 0 0 0 0 0 29,423,596 0 0 45,316,984 2,107,032 PURCHASING TOTAL ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT TOURISM AND EVENTS TRANSPORTATION WESTWORLD TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT 2,287,488 14.47 0 0 2,107,032 0 0 6.00 1,020,467 20,000 0 0 0 1,040,467 121.50 13,263,802 105,807 0 0 0 13,369,609 6.50 5,392,580 11,436,018 0 0 0 16,828,598 22.00 0 9,843,520 0 0 0 9,843,520 29.11 199.58 4,539,957 24,216,806 100,000 21,505,345 0 2,107,032 0 0 0 0 47,829,183 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 252 - 4,639,957 Table of Contents Operating Budget by Division, Department and Funding Source Divisions Operating Budget By Division, Department & Funding Source Division/Department FTE COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN General Fund Special Revenue Grants Trusts Special Districts Internal Service Enterprise Adopted FY 2015/16 Total 4.00 636,177 0 0 0 0 636,177 HUMAN SERVICES 64.93 4,256,872 329,432 0 0 9,548,900 14,135,204 LIBRARY SYSTEMS 115.92 8,954,323 321,191 0 0 182,724 9,458,238 PARKS & RECREATION 281.95 20,892,290 3,184,457 0 0 316,550 24,393,297 PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES 3.00 469.80 298,304 35,037,966 0 3,835,080 0 0 0 0 86,200 10,134,374 49,007,420 PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF OPERATIONS PROFESSIONAL SERVICES FIRE & LIFE SAFETY TOTAL PUBLIC SAFETY - FIRE 384,504 5.00 668,385 7,300 0 0 0 675,685 244.00 26,612,312 0 0 0 0 26,612,312 14.00 4,656,954 0 0 0 0 4,656,954 15.00 278.00 1,628,954 33,566,605 0 7,300 0 0 0 0 0 0 33,573,905 1,628,954 PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF 11.00 1,785,937 19,737 0 0 0 1,805,674 POLICE UNIFORMED SERVICES 363.73 54,641,790 525,533 0 0 20,000 55,187,323 INVESTIGATIVE SERVICES 185.50 25,263,535 2,055,995 0 0 253,730 27,573,260 OPERATIONAL SUPPORT TOTAL PUBLIC SAFETY - POLICE 104.00 664.23 12,751,091 94,442,353 0 2,601,265 0 0 0 0 0 273,730 12,751,091 PUBLIC WORKS CAPITAL PROJECT MANAGEMENT 45.75 651,906 250,000 0 0 0 901,906 FACILITIES MANAGEMENT 54.00 17,607,770 592,300 0 0 0 18,200,070 FLEET MANAGEMENT 46.00 0 0 0 20,458,559 0 20,458,559 SOLID WASTE MANAGEMENT 90.84 0 0 18,731,878 0 0 18,731,878 60.00 296.59 0 18,259,676 14,083,244 14,925,544 0 18,731,878 0 20,458,559 0 0 14,083,244 WATER RESOURCES WATER QUALITY 23.00 0 0 3,194,414 0 0 3,194,414 WATER RECLAMATION SERVICES 28.00 0 0 23,303,208 0 0 23,303,208 2,737,355 STREET OPERATIONS TOTAL PUBLIC WORKS 97,317,348 72,375,657 WATER PLANNING AND ENGINEERING 19.00 0 0 2,737,355 0 0 WATER TECHNOLOGY & ADMIN 65.28 0 0 8,130,130 0 0 8,130,130 76.00 211.28 0 0 0 0 37,625,291 74,990,398 0 0 0 0 37,625,291 TOTAL 2,475.50 241,628,836 44,705,350 99,019,900 58,679,652 10,414,104 454,447,842 4,879,245 WATER SERVICES TOTAL WATER RESOURCES 74,990,398 NON-DIVISIONAL **FUTURE GRANTS CITYWIDE PAY PROGRAM ESTIMATED PERSONNEL SAVINGS FROM VACANT POSITIONS LEAVE ACCRUAL PAYMENTS 0 0 0 0 4,879,245 3,094,557 187,807 649,433 100,397 16,802 4,048,996 -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 7,414,340 0 0 7,414,340 TOURISM - UNSPECIFIED CAPITAL 0 500,000 0 0 0 500,000 SPECIAL DISTRICTS 0 611,568 0 0 0 611,568 0 242,823,393 0 45,286,757 0 107,083,673 -52,512,200 6,101,549 0 15,921,719 -52,512,200 LESS INTERNAL SERVICE FUND OFFSETS GRAND TOTAL 417,217,091 ** 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 2015/16 Adopted Budget - Volume One - 253 - 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 2015/16 Adopted Budget - Volume One - 254 - X X X Table of Contents ADMINISTRATIVE SERVICES COMMUNICATIONS HUMAN RESOURCES INFORMATION TECHNOLOGY PURCHASING X COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT TOURISM AND EVENTS TRANSPORTATION WESTWORLD COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN HUMAN SERVICES LIBRARY SYSTEMS PARKS & RECREATION PRESERVE MANAGEMENT X X Sustainability 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 X X X X X Transportation CITY TREASURER CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES RISK MANAGEMENT Open Space Economic Vitality Division/Department Relationship with Strategic Goals Neighborhoods Division/Department Relationship with Strategic Goals 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 2015/16 Adopted Budget - Volume One - 255 - X X X X X X X X X X X X X Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 256 - Table of Contents MAYOR AND CITY COUNCIL Expenditures By Department Actual 2013/14 Approved 2014/15 MAYOR AND CITY COUNCIL 934,748 916,148 950,996 34,848 Total Budget 934,748 916,148 950,996 34,848 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 257 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 258 - Table of Contents Division Summary Mayor and City Council Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 259 - Table of Contents 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 2014/15 Achievements      Opening of Museum of the West. Tournament Player's Club renovations completed for 2015 Open. Authorized upgrades at Scottsdale Stadium for 2015 Spring Training. Adopted the Economic Development Strategic Plan and the 2015 Scottsdale Airport Master Plan. Signed the Unity Pledge to affirm the city's commitment to diversity and inclusion. FY 2015/16 Objectives     Provide strategic support for tourism and visitor events. 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 2015/16 Adopted Budget - Volume One - 260 - Table of Contents Division Summary Mayor and City Council Mayor and Council Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 10.00 10.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 10.00 0.00 0.40 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 833,962 725,148 759,996 34,848 24,116 23,500 23,500 0 0 75,000 75,000 0 4,500 6,000 6,000 0 Water Funds 72,170 86,500 86,500 0 Total Budget 934,748 916,148 950,996 34,848 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 532,840 472,791 502,891 30,100 Contractual Services 385,222 425,557 426,305 748 16,685 17,800 21,800 4,000 0 0 0 0 934,748 916,148 950,996 34,848 0 0 0 0 934,748 916,148 950,996 34,848 Sewer Fund Tourism Development Trusts Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes   The increase in Personnel Services is mainly due to a vacant position and unpaid hours that occurred in FY 2014/15. The budget appears to have increased in FY 2015/16 when compared to the 'Approved FY 2014/15' as the budget for vacant positions and unpaid hours is swept thereby reducing the 'Approved FY 2014/15' budget. The increase in Commodities is related to a one-time budget package for replacement of office furniture. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 261 - Table of Contents Division Summary Mayorand andCouncil City Council Mayor Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Mayor's Office volunteers support Mayor and Council staff with administrative tasks. 1 62 $1,387 0.0 Total 1 62 $1,387 0.0 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 262 - Table of Contents CITY ATTORNEY Actual 2013/14 Approved 2014/15 CIVIL 2,786,553 3,033,016 3,292,890 259,874 PROSECUTION 2,484,160 2,616,320 2,609,949 -6,371 400,851 435,067 450,376 15,309 5,671,563 6,084,403 6,353,215 268,812 Expenditures By Department VICTIM SERVICES Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 263 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 264 - Table of Contents Division Summary City Attorney City Attorney Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 265 - Table of Contents Division Summary City Attorney 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 2014/15 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 2014/15, the city processed 14,425 public records requests, of which the City Attorney's office processed 495 requests. In FY 2014/15, Victim Services directly contacted over 6,200 victims either by phone or in person. FY 2015/16 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 2015/16 Adopted Budget - Volume One - 266 - Table of Contents Division Summary City Attorney Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 53.50 53.50 % of City's FTEs City Attorney Adopted Change 14/15 2015/16 to 15/16 53.50 0.00 2.16 % Actual 2013/14 Approved 2014/15 General Fund 5,671,563 6,084,403 6,353,215 268,812 Total Budget 5,671,563 6,084,403 6,353,215 268,812 Actual 2013/14 Approved 2014/15 5,494,977 5,695,564 5,729,149 33,585 Contractual Services 99,952 311,934 442,127 130,193 Commodities 74,551 76,905 77,439 534 2,084 0 104,500 104,500 5,671,563 6,084,403 6,353,215 268,812 0 0 0 0 5,671,563 6,084,403 6,353,215 268,812 Expenditures By Fund Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes   The increase in Contractual Services reflects 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 Capital Outlays reflects a one-time purchase of civil case management system. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 267 - 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 2014/15 Achievements    The City Attorney's office resolved several major legal matters resulting in significant financial savings for the taxpayers. In FY 2014/15, the City Attorney’s Office represented the city in 65 litigation cases, with 2 cases 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 2014/15, the office conducted several sessions of public records request training for 20 employees from 5 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 2014/15 resulted in negotiated settlements in the amount of $419,757. Total payments received to-date amount to $243,105. FY 2015/16 Objectives      Train city staff in support of the City Attorney's goal of seeking to prevent legal claims against the city. Procure and implement a case management system. Continue efforts to 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 2015/16 Adopted Budget - Volume One - 268 - Table of Contents Staff Summary Full-time Equivalents (FTE) City Attorney | Civil City Attorney - Civil Actual 2013/14 Approved 2014/15 22.50 22.50 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 22.50 0.00 0.91 % Actual 2013/14 Approved 2014/15 General Fund 2,786,553 3,033,016 3,292,890 259,874 Total Budget 2,786,553 3,033,016 3,292,890 259,874 Actual 2013/14 Approved 2014/15 2,772,314 2,867,287 2,880,011 12,724 -39,760 112,606 254,722 142,116 53,317 53,123 55,157 2,034 681 0 103,000 103,000 2,786,553 3,033,016 3,292,890 259,874 0 0 0 0 2,786,553 3,033,016 3,292,890 259,874 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 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. Increase in Capital Outlays reflects one-time purchase of civil case management system. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 269 - Table of Contents City Attorney | Civil City Attorney - Civil Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 28 32 31 1 2 1 99% 99% 99% 100% 100% 98% Workload Number of new civil litigation cases Note: This is a 14% increase from FY 2013/14. Number of new cases sent to outside counsel Efficiency Percentage of responses to public records requests which occurred within 15 days 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 within 15 days. Effectiveness Percentage of clients with an overall satisfaction rate of "Very 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 "Very Good" or better from 95% of the clients. In January of 2015, the survey was sent to 281 individuals and 122 responded (about a 44% response rate). 100% of the respondents rated their overall satisfaction level at "Very 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. 8 945 $21,140 0.5 Total 8 945 $21,140 0.5 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 270 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 271 - 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 Fire and Police departments. FY 2014/15 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 39 percent of the cases to be resolved at the first contact. This provides 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 2015/16 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 2015/16 Adopted Budget - Volume One - 272 - Table of Contents Staff Summary Full-time Equivalents (FTE) City Attorney | Prosecution City Attorney - Prosecution Actual 2013/14 Approved 2014/15 26.00 26.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 26.00 0.00 1.05 % Actual 2013/14 Approved 2014/15 General Fund 2,484,160 2,616,320 2,609,949 -6,371 Total Budget 2,484,160 2,616,320 2,609,949 -6,371 Actual 2013/14 Approved 2014/15 2,338,570 2,419,770 2,425,781 6,011 125,302 176,762 164,380 -12,382 18,885 19,788 18,288 -1,500 1,403 0 1,500 1,500 2,484,160 2,616,320 2,609,949 -6,371 0 0 0 0 2,484,160 2,616,320 2,609,949 -6,371 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes  No explanations necessary. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 273 - Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Table of Contents City Attorney | Prosecution City Attorney - Prosecution Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 2,314 1,896 2,000 Workload Number of driving under the influence (DUI) cases Note: The number of DUI cases has decreased by 18% from last year. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 274 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 275 - 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 2014/15 Achievements     Directly contacted over 6,100 victims either by phone or in person. Created and sent over 5,650 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 2015/16 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 2015/16 Adopted Budget - Volume One - 276 - Table of Contents City Attorney City- Attorney | Victim Services Victim Services Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 5.00 5.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 5.00 0.00 0.20 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 400,851 435,067 450,376 15,309 Total Budget 400,851 435,067 450,376 15,309 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 384,093 408,507 423,357 14,850 14,409 22,566 23,025 459 2,349 3,994 3,994 0 0 0 0 0 400,851 435,067 450,376 15,309 0 0 0 0 400,851 435,067 450,376 15,309 Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes  No explanations necessary. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 277 - Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Table of Contents City Attorney - Victim Services City Attorney | Victim Services Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 845 776 820 99% 99% 99% Workload Number of domestic violence (DV) cases Note: This is an 8% decrease from last year. Effectiveness Percentage of clients satisfied with Victim Services as indicated by a survey distributed at the disposition of each criminal case. Note: FY 2014/15 survey response rate was 12%. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 278 - Table of Contents CITY AUDITOR Expenditures By Department Actual 2013/14 Approved 2014/15 CITY AUDITOR 737,499 865,457 873,324 7,867 Total Budget 737,499 865,457 873,324 7,867 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 279 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 280 - Table of Contents Division Summary City Auditor City Auditor Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 281 - Table of Contents Division Summary CityCity Auditor 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 performs its 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 2014/15 Achievements           Achieved highest rating of full compliance in triennial review of City Auditor's office adherence to government auditing standards. Identified approximately $3.0 million in financial enhancements, while making 99 recommendations for improved controls and/or operational efficiencies or effectiveness. Established Integrity Line for employees or the public to report potential fraud, waste or abuse, and received 5 reports. Completed 16 reports, and 93 percent of FY 2014/15 original audit plan. Maintained audit follow-up program providing quarterly reports on the status of audit recommendations issued during the past five years, which encompassed 450 recommendations. FY 2015/16 Objectives Develop meaningful recommendations to help city divisions, offices, boards and agencies identify cost savings, revenue enhancements and operational efficiencies. Maintain an Integrity Line to receive and evaluate reported fraud, waste and abuse concerns. 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. Support the Audit Committee's 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 other reports completed Measurable financial impact identified through audits Number of audits and other reports issued Efficiency Effectiveness Workload City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 282 - Table of Contents Division Summary Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 7.00 6.00 % of City's FTEs City Auditor City Auditor Adopted Change 14/15 2015/16 to 15/16 6.00 0.00 0.24 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 737,499 865,457 873,324 7,867 Total Budget 737,499 865,457 873,324 7,867 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 644,555 630,822 636,759 5,937 91,539 231,885 234,315 2,430 1,405 2,750 2,250 -500 0 0 0 0 737,499 865,457 873,324 7,867 0 0 0 0 737,499 865,457 873,324 7,867 Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes  No explanations necessary. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 283 - Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Table of Contents City CityAuditor Auditor Division Summary Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 14 16 14 93% 93% 90% 100% 100% 100% $1.1 $3.0 $1.0 90% 91% 90% Workload Number of audits and other reports issued Efficiency Percent of reports on the approved audit plan completed Percent of scheduled sunset reviews completed Effectiveness Cost savings/revenue enhancements identified through audits (in millions) Note: Identified financial impact varies 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 450 recommendations tracked in FY 2014/15 and 500 estimated for FY 2015/16. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 284 - Table of Contents CITY CLERK Actual 2013/14 Approved 2014/15 CITY CLERK 1,032,433 1,017,822 719,164 -298,658 Total Budget 1,032,433 1,017,822 719,164 -298,658 Expenditures By Department City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 285 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 286 - Table of Contents Division Summary City CityClerk Clerk Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 287 - Table of Contents Division Summary City CityClerk Clerk Strategic Goal(s) Seek Sustainability Description The City Clerk conducts all local elections, gives notice of all City Council meetings, keeps the records 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. Ensures official actions, ordinances, resolutions, contracts, bonds, and other formal agreements are attested to and countersigned as required by the City Charter. FY 2014/15 Achievements    Met all statutory requirements for posting and providing meeting notices. Eliminated one full-time position, resulting in budget savings of approximately $25,000. Switched from using an outside vendor for the production of Council meeting minutes to preparing the minutes in-house, resulting in savings in contractual services and production time. Collaborated with the City Attorney to update the Rules of Council Procedure, which were subsequently adopted by Council on April 14, 2015. Converted 225 historic Council Meeting VHS tapes (April 2001 through July 2006) to a digital format and posted them on the City’s website. Conducted, without challenge, the August 26, 2014 Primary Election and the November 4, 2014 General Election to fill three Council seats. Mailed larger, easier-to-read, English versions of the candidate information pamphlets to every registered voter household. Placed Spanish-only versions of the candidate information pamphlets and election notices in locations where the highest number of Spanish-speaking voters could obtain information about the City’s elections. Posted both English and Spanish versions of the candidate information pamphlets on the City’s website. Began work on the November 3, 2015 Bond Election and 2016 Primary and General elections. Implemented four significant enhancements to the Records Management Program: (1) Every division, department, and office of the City is required to have a current (less than two years old) Records Inventory on file with the Clerk’s Office by July 1, 2015. Currently, 76 percent compliance has been achieved; (2) In compliance with State law, every division, department, and office of the City is required to prepare and file an Essential Records list with the City Clerk’s Office and to update it annually (100 percent compliance was achieved); (3) Prepared and released a new streamlined Records Management Manual; and (4) Prepared and executed a new records storage and shredding contract, which, based on current usage, will yield an estimated 50 percent in cost savings. Updated Administrative Regulation 121, Legal Postings, and Administrative Regulation 295, Citywide Records Management Program. Completed annual review of Administrative Regulation 150, Legislative Documents Preparation.          City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 288 - Table of Contents City CityClerk Clerk Division Summary FY 2015/16 Objectives    Support open and responsive government by ensuring: (1) Timely notice of all public meetings; (2) All required legal postings, including agendas, minutes, and marked agendas, are posted in compliance with state law and city policy; (3) Accurate accumulation, preservation, and accessibility of official city documents; (4) Accurate and timely preparation of the City Council meeting minutes; and (5) Timely provision of public records to meet customer expectations. Support open and responsive government by encouraging participation in the democratic process, preserving the integrity of election procedures, and fostering voter confidence. Seek continuous improvement, operational efficiency, and service delivery, while sustaining, or, when possible, increasing levels of service in support of the City Council’s goals and the city’s values. 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 289 - Table of Contents City CityClerk Clerk Division Summary Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 8.00 8.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 7.00 -1.00 0.28 % Actual 2013/14 Approved 2014/15 General Fund 1,032,433 1,017,822 719,164 -298,658 Total Budget 1,032,433 1,017,822 719,164 -298,658 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 621,873 642,800 619,701 -23,099 Contractual Services 391,285 371,447 97,688 -273,759 3,038 3,575 1,775 -1,800 16,237 0 0 0 1,032,433 1,017,822 719,164 -298,658 0 0 0 0 1,032,433 1,017,822 719,164 -298,658 Expenditures By Fund Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes   Eliminated 1.00 FTE City Clerk Assistant position. The decrease in Contractual Services is due to no planned general or primary elections in FY 2015/16. In April 2015 City Council did authorize a November 2015 Special Bond Election. Because the decision on the Bond Election came late in the budget development process, contingency funds will be requested/used, if needed, to cover any election costs that cannot be absorbed within the City Clerk's Office. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 290 - Table of Contents Division Summary City CityClerk Clerk Actual 2013/14 Actual 2014/15 Projected 2015/16 1,080 1,005 1,000 65 57 60 576 610 600 3,221 2,468 2,500 345 314 300 Appointed public bodies 30 29 30 Board and commission applications processed 76 102 100 Board, commission appointments 52 49 50 150,516 148,273 148,000 88,837 188,500 89,000 Performance Measures 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 and task force Scottsdale registered voters Publicity pamphlets/sample ballots mailed to registered voter households Note: During FY 2013/14, one election was held; and in FY 2014/15, two elections were held. In FY 2015/16, one election will be held. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 291 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 292 - Table of Contents CITY COURT Actual 2013/14 Approved 2014/15 COURT 5,487,190 5,909,646 6,083,727 174,081 Total Budget 5,487,190 5,909,646 6,083,727 174,081 Expenditures By Department City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 293 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 294 - Table of Contents Division Summary City Court City Court Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 295 - Table of Contents Division Summary City Court 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 dignified professional forum for the efficient resolution of cases. The court hears civil traffic and misdemeanor violations, petty offenses, city ordinance and code violations, and the issuance of protective orders. Services Provided    Provides customers continual access (on-site, telephonic, web and hearings) to resolve 84,000 cases and service over 125,000 customers annually. Enforces court-ordered financial sanctions through the collection of $19.3 million in fines, fees and state surcharges annually. Manages non-financial sanctions for 27,594 cases with numerous programs including home detention/electronic monitoring, incarceration, treatment, diversion, defensive driving school, probation and community restitution. FY 2014/15 Achievements                   Partnered with Arizona Department of Transportation – Service Arizona to pilot a self-service MVD Kiosk, offering services to the public such as but not limited to real-time registration renewal including real time registration tab prints, licenses reinstatements, driving history reports, voter registration, and address changes. Established a self-sustaining Jury Donation Fund to provide jurors with refreshments during their summons and service, resulting in 94 percent of jurors satisfied with the physical comforts provided to them during their service. Partnered with the Arizona Department of Public Safety to electronically report all criminal dispositions by accessing their online reporting application instead of manually reporting via USPS mail. Implemented a case flow strategy that reduced the overall criminal case time to disposition by 5 percent and increased adjudication rate of pending cases by 4 percent. Underwent a triennial Minimum Accounting Standards audit required by the Arizona Supreme Court, which resulted in no exceptions noted. Expedited adjudication times for proof of insurance and driver’s license violations, by authorizing window staff to adjudicate these offenses instead of referring these cases to a judicial officer. Reduced the failure to appear rate by 3 percent with the use of automated reminders to defendants. Published informational online videos to assist the general public regarding appearances for criminal citations, criminal case proceedings, parking and photo enforcement and how a trial is conducted. Ensured continued compliance with City Risk Management requirements including OSHA and ADA regulations. Reduced the number of pending Driving Under the Influence (DUI) cases over 180 days from 211 cases to 59 cases, a reduction of 72 percent. Established a comprehensive Standard Operating Procedure for Court Security. Ensured community restitution ordered defendants completed 6,083 hours of community service, of which 5,870 hours were performed in Scottsdale, translating to the equivalent of 2.8 FTE. Continued to offer defendants an automated recurring billing option for any outstanding fines, which secured $73,944 with a total of 236 participants. Developed a comprehensive core-training curriculum for all positions in the court. FY 2015/16 Objectives Improve customer relations by publishing online educational videos and providing electronic based services such as the ability for citizens to file court motions and forms online. Increase access to justice by extending additional services to financially disadvantaged litigants. Provide a safe environment for court customers by promoting safety awareness and training for staff. Expand staff knowledge through continuous training and education in the areas of customer service, court case processing, cash handling, internal controls, and legal mandates. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 296 - Table of Contents City CityCourt Court Division Summary 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 297 - Table of Contents City Court Division Summary Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 56.48 55.88 % of City's FTEs Expenditures By Fund General Fund Grant Funds City Court Adopted Change 14/15 2015/16 to 15/16 58.52 2.64 2.36 % Actual 2013/14 Approved 2014/15 3,693,924 4,012,592 Adopted Change 14/15 2015/16 to 15/16 4,327,911 315,319 32,000 0 0 0 Special Programs Fund 1,761,266 1,897,054 1,755,816 -141,238 Total Budget 5,487,190 5,909,646 6,083,727 174,081 Actual 2013/14 Approved 2014/15 Personnel Services 4,151,114 4,268,907 4,492,280 223,373 Contractual Services 1,268,605 1,571,495 1,521,550 -49,945 67,471 69,244 69,897 653 0 0 0 0 5,487,190 5,909,646 6,083,727 174,081 0 0 0 0 5,487,190 5,909,646 6,083,727 174,081 Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes     Of the 2.64 FTE increase, 0.64 FTE is due to the conversion of Pro-Tem Judges slots to part-time positions. The increase in FTEs is also due to the conversion of a temporary position to a 1.00 FTE Court Services Representative position. The Court has been utilizing Judicial Collection Enhancement Funds (JCEF) for several fiscal years to fund this position; therefore, converting the position to a permanent status will have a net $0 impact. Additionally, 1.00 FTE Software Engineer position was added so the Court can reduce their high risk situation of only having one programmer to maintain their case management system. The change in 'Expenditures By Fund' is primarily driven by 2.00 FTE Deputy Court Administrator positions transferring from Special Programs Fund to General Fund. The increase in Personnel Services is due to adding the 1.00 FTE Software Engineer position and the vacant positions that occurred in FY 2014/15. The budget appears to have increased in FY 2015/16 when compared to the 'Approved FY 2014/15' as the budget for vacant positions is swept thereby reducing the 'Approved FY 2014/15' budget. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 298 - Table of Contents City Court Division Summary Performance Measures City Court Actual 2013/14 Actual 2014/15 Projected 2015/16 $66.43 $65.47 $67.14 N/A 86% N/A 100% 113% 111% 98% 99% 98% 93% 97% 95% 80% 78% 78% 61% 60% 61% 38% 40% 38% 90% 74% 82% Efficiency Cost per case Note: This measure is calculated by taking expenditures (less collections expenses) and dividing by cases filed. Effectiveness 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 and was last administered in FY 2014/15. 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% due to the timing of filing and disposition. 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% for all criminal and civil cases to be processed within 180 days from date of filing. 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% of all cases to have an active pending date that is less than 180 days. In FY 2014/15, the median age of pending cases is 45 days. Trial date certainty Note: This measure indicates the number of times cases disposed by trial are scheduled for trial. In FY 2014/15, there were 349 trials (Bench and Jury) held. 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 FY 2014/15, the court collected over $19.3 million dollars including fines, fees, bonds, and restitution. 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 FY 2014/15, there were a total of 14,163 jurors summoned and 5,621 were available to serve. 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. These performance measures are from the National Center for State Courts CourTools ©. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 299 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 300 - Table of Contents CITY MANAGER Expenditures By Department Actual 2013/14 Approved 2014/15 CITY MANAGER 989,563 1,056,016 1,279,424 223,408 Total Budget 989,563 1,056,016 1,279,424 223,408 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 301 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 302 - Table of Contents Division Summary City CityManager Manager Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 303 - Table of Contents Division Summary City Manager Manager City 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, fosters a diverse, inclusive organization and community and coordinates the citywide preparation and response to local disaster. Services Provided            The city manager provides executive leadership 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 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 office works to foster a diverse and inclusive organization and community through employee relations, community outreach and education. The office coordinates organization-wide strategic planning and performance management efforts. The office coordinates the citywide effort to reduce vulnerability to hazards and cope with local disasters. FY 2014/15 Achievements 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 $97,025 from 676 employees in 2014, an increase in overall giving and participation over 2013. Reestablished the city's Office of Diversity and participated in dozens of community and employee diversity events, including working with the Human Relations Commission efforts to host four Civil Dialogues on various aspects of diversity, and producing three "Flavors of Scottsdale" programs on CityCable Channel 11. Worked to increase the city's municipal equality index score, and coordinated the city's adoption of the UNITY Pledge. 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 third straight year. Recognized for a fifth year in a row by the Association of Government Accountants with a Certificate of Excellence in Citizen-Centric Reporting. Conducted strategic planning workshop with the City Council to discuss and make changes to the organization strategic plan. Kept the City Council and community informed about progress on implementing the plan through quarterly status updates. Began providing quarterly performance reports to the City Council and community on the objectives and performance measures included in the adopted budget. FY 2015/16 Objectives      Work with each division to identify diversity needs and develop an action plan. Implement customer service standards based on respect, accuracy and responsiveness. Use process improvement methods to map and improve several key processes. Prepare and release a benchmark report on key services with other Valley cities. Coordinate the update of citywide emergency operations and business continuity plans. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 304 - Table of Contents Division Summary City CityManager Manager Charted Performance Measures 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. 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. FY 2015/16 includes short-term or seasonal positions that have not previously been included in FTE position counts. 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. Indicators Workload Efficiency Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 8.00 6.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 7.15 1.15 0.29 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 989,563 1,056,016 1,279,424 223,408 Total Budget 989,563 1,056,016 1,279,424 223,408 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 790,599 818,665 955,652 136,987 Contractual Services 185,422 208,076 291,435 83,359 13,541 29,275 32,337 3,062 0 0 0 0 989,563 1,056,016 1,279,424 223,408 0 0 0 0 989,563 1,056,016 1,279,424 223,408 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes    Of the 1.15 FTE increase, 0.15 FTE is due to a summer graduate internship position that will provide additional research and analytical support. A 1.00 FTE increase and the increase in Personnel Services is due to the Emergency Manager position transferring from Public Safety - Fire to the City Manager's Office. The increase in Contractual Services is primarily due to a one-time study to evaluate staffing levels within Public Safety Police. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 305 - Table of Contents Division Summary City Manager City Manager Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 210 $4,698 0.1 Research, analyze and consult on performance measures and process improvement methodologies. 1 155 $3,467 0.1 Total 8 365 $8,165 0.2 Volunteer Hours Boards/Commissions The Human Relations Commission advocates and promotes all dimensions of diversity. The Commission acts as an advisory body to the Mayor, City Council and staff to make recommendations on ways to encourage mutual respect and understanding among people, to discourage prejudice and discrimination, and to work towards cultural awareness and unity. The Commission may also make recommendations regarding special events that will further its purpose as well as collaborate with the City's Diversity Advisory Committee in carrying out Citywide diversity initiatives. This will include developing educational programs and training for celebrating cultural programs and assisting with community outreach efforts. Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 306 - Table of Contents CITY TREASURER Actual 2013/14 Approved 2014/15 RISK MANAGEMENT 7,608,374 8,238,144 8,747,122 508,978 BUSINESS SERVICES 4,344,348 4,693,526 5,205,864 512,338 ACCOUNTING 2,102,510 2,371,454 2,328,371 -43,083 CITY TREASURER AND FINANCE 739,654 862,848 931,436 68,588 BUDGET 445,096 539,390 564,304 24,914 15,239,982 16,705,362 17,777,097 1,071,735 Expenditures By Department Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 307 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 308 - Table of Contents Division Summary City Treasurer Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 309 - 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. Manages and administers 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 2014/15 Achievements 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 2013/14 comprehensive annual financial report and the Government Finance Officers Association certificate of achievement for excellence in financial reporting. Supported the City Council's budget development process, providing citizens with several opportunities and methods of communicating their feedback and priorities to City Council. Maintained certification as a Passport Acceptance facility. Annual recertification required an on-site visit/audit by the U.S. Department of State. Completed all recommended corrections from the FY 2013/14 internal audit of risk management claims including production of claims manuals for adjusters and internal Risk Management System processes. FY 2015/16 Objectives • • • • • Prepare strategic forecasts and assist other divisions in developing long-term financial models to prudently manage assets and identify the city’s capacity to fund future service and capital needs. 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. 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. Continue the development, testing and implementation elements of the Arizona State Transaction Privilege Tax Simplification Bill (HB 2111). Originally, full implementation was planned for January 1, 2015, however, this project has been extended to a later date to be determined by the State of Arizona. Complete a Request for Proposal (RFP) process for bill review contractor and pharmacy program. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 310 - Table of Contents Division Summary City Treasurer Charted Performance Measures City Treasurer's budget as a percentage of Citywide General Fund division budgets with a goal of 2.5 percent or less. Does not include transfers out. This is the principal amount of bonds issued or planned to be issued. Accounts Payable processes an average of 44,000 invoices annually. City payment terms are 25 days from date of invoice. Effectiveness Effectiveness Effectiveness Average number of business days to prepare the Monthly Financial Update and post to the city's website. The Scottsdale City Charter requires financial results be provided by the 15th business day. Efficiency During FY 2013/14 there was a rise in passport COR is an equation that measures the city's total application processing services while in FY 2014/15 cost of claims, insurance premiums and risk there was a slight reduction due to certain aspects of management administration expenses as a HB2111 that have impacted city services. In FY percentage of city's total adjusted operating cost in a 2015/16 a slight increase is expected. given year. Workload City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 311 - Effectiveness Table of Contents CITY TREASURER DIVISION SUMMARY Division Summary Staff Summary Full-time Equivalents (FTE) City Treasurer Actual 2013/14 Approved 2014/15 93.00 90.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 89.75 -0.25 3.63 % Actual 2013/14 Approved 2014/15 General Fund 4,882,501 5,331,577 5,899,008 567,431 Self-Insurance Funds 7,632,389 8,289,398 8,797,497 508,099 Sewer Fund 813,622 924,309 928,126 3,817 Solid Waste Fund 818,323 921,206 915,202 -6,004 Water Funds 1,093,146 1,238,872 1,237,264 -1,608 Total Budget 15,239,982 16,705,362 17,777,097 1,071,735 Actual 2013/14 Approved 2014/15 Personnel Services 6,561,310 6,870,425 6,978,476 108,051 Contractual Services 8,592,847 9,695,610 10,665,101 969,491 85,336 138,227 132,899 -5,328 489 1,100 621 -479 15,239,982 16,705,362 17,777,097 1,071,735 0 0 0 0 15,239,982 16,705,362 17,777,097 1,071,735 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • The 0.25 FTE decrease is the result of reducing a 1.00 FTE Systems Integrator position to a 0.75 FTE. The increase in Personnel Services is due to the reclassification of a Senior Tax Auditor position to a Senior Financial Analyst position. Additionally, the increase is due to two existing employees who accepted positions in the City Treasurer's Division - Accounting Department during FY 2014/15. The employees are more experienced than the previous incumbents resulting in an increase to the position budgets. These Personnel Services increases are partially offset by the reduction of the 0.25 FTE System Integrator position. The General Fund and Contractual Services increases are due to City of Scottsdale’s allocated share of the cost of the Arizona Department of Revenue providing tax audit services. This is partially offset by a decrease related to merchant account fees charged for accepting credit cards. Historically, these citywide fees were paid by Accounting however beginning in FY 2015/16 these fees will be paid by the division incurring the charge. The increase in the Self Insurance Funds (Risk Management Fund) and Contractual Services is primarily due to increases in insurance premiums. The premiums increased across all lines of insurance in FY 2015/16. Additionally, the increase is for Risk Management to purchase for the first time cyber-insurance for the city to protect against malicious electronic attacks. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 312 - Table of Contents CITY TREASURER DIVISION SUMMARY Division Summary Performance Measures City Treasurer Actual 2013/14 Actual 2014/15 Projected 2015/16 10,078 15,570 18,682 0.41% 0.49% 0.68% 41 42 43 Yes Yes Yes 5.44 6.10 5.40 Workload Number of Tax & License transactions per fulltime equivalent Note: The notable increase of transactions per fulltime equivalent stems from a calculated voluntary reduction of staff in late 2014 to prepare for the implementation of HB2111. The FY 2015/16 projections include a modest increase in licensing anticipated through the full implementation of HB2111. Effectiveness Investment portfolio earnings rate Note: The earnings rate for invested cash. 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 (CAFR) achieve the highest standards in government accounting and financial reporting. Budget meets or exceeds all requirements and Government Finance Officers Association (GFOA) reporting excellence benchmarks Note: The GFOA established the Distinguished Budget Presentation Awards Program to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA's best practices on budgeting and then to recognize individual governments that succeed in achieving that goal. 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. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Required by State Statute, the Loss Trust Fund Board makes recommendations to the City Council regarding the administration of the loss trust fund. The trustees meet at least once a year and submit a report to the City Council regarding the status of the trust fund. The report includes recommendations the trustees deem necessary. 5 27 $604 0.0 Total 5 27 $604 0.0 Volunteer Hours Boards/Commissions "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 313 - Table of Contents City Treasurer | City Treasurer & Finance 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 2014/15 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 $254 million of city bonds, saving $20.9 million of debt service over the life of the issues. FY 2015/16 Objectives • • • Prepare strategic forecasts and assist other divisions 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 Scottsdale's solid standing with credit rating agencies to maintain or improve the city'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 2015/16 Adopted Budget - Volume One - 314 - Table of Contents CITY TREASURER CITY TREASURER AND FINANCE Staff Summary Full-time Equivalents (FTE) City Treasurer | City Treasurer & Finance Actual 2013/14 Approved 2014/15 5.00 5.00 Adopted Change 14/15 2015/16 to 15/16 6.00 % of City's FTEs 1.00 0.24 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 474,167 576,017 642,172 66,155 13,414 19,028 19,279 251 0 0 9,640 9,640 Water Funds 252,073 267,803 260,345 -7,458 Total Budget 739,654 862,848 931,436 68,588 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 526,501 595,849 663,432 67,583 Contractual Services 212,354 265,106 266,418 1,312 799 1,893 1,586 -307 0 0 0 0 739,654 862,848 931,436 68,588 0 0 0 0 739,654 862,848 931,436 68,588 Self Insurance Funds Sewer Fund Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • The 1.00 FTE increase and increase in Personnel Services is the result of Senior Tax Auditor position transferring from the Business Services Department to the City Treasurer and Finance Department. The position will also be reclassified to a Senior Financial Analyst position to better align with workload needs within the division. Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 $168 $254 $35 0.41% 0.49% 0.68% Efficiency New or refund bond issuances ($ 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 2015/16 Adopted Budget - Volume One - 315 - Table of Contents City Treasurer | Accounting 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. Payroll provides processing, production and distribution of employee pay statements and ensures that employees are paid accurately and on time. Accounts Payable processes payment transactions to vendors promptly and accurately. FY 2014/15 Achievements Received an unmodified opinion from an independent audit firm for the city's FY 2013/14 comprehensive annual financial report and the Government Finance Officers Association certificate of achievement for excellence in financial reporting. Developed a new capital project fund structure to aid in tracking funding sources and related expenditures. Implemented Governmental Accounting Standard No. 68, Accounting and Financial reporting for Pensions. Instituted a document management filing system for archiving employee payroll records. FY 2015/16 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 2015/16 Adopted Budget - Volume One - 316 - Table of Contents CITY TREASURER ACCOUNTING Staff Summary Full-time Equivalents (FTE) City Treasurer | Accounting Actual 2013/14 Approved 2014/15 25.00 25.00 % of City's FTEs 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 Adopted Change 14/15 2015/16 to 15/16 25.00 0.00 1.01 % Actual 2013/14 Approved 2014/15 Adopted Change 14/15 2015/16 to 15/16 2,097,194 2,360,976 2,319,189 -41,787 5,316 10,478 9,182 -1,296 2,102,510 2,371,454 2,328,371 -43,083 Actual 2013/14 Approved 2014/15 1,681,321 1,738,098 1,794,444 56,346 408,854 621,337 521,908 -99,429 12,335 12,019 12,019 0 0 0 0 0 2,102,510 2,371,454 2,328,371 -43,083 0 0 0 0 2,102,510 2,371,454 2,328,371 -43,083 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • The increase in Personnel Services is due to two existing employees who accepted positions in the Accounting Department during FY 2014/15. The employees are more experienced than the previous incumbents resulting in an increase to the position budgets. The decrease in Contractual Services is related to merchant account fees charged for accepting credit cards. Historically these citywide fees were paid by Accounting however beginning in FY 2015/16, these fees will be paid by the division incurring the charge. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 317 - Table of Contents CITY TREASURER ACCOUNTING City Treasurer | Accounting Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 41 42 43 99.79% 99.99% 99.99% 99.99% 99.99% 99.99% 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 (CAFR) 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 accurate and timely payroll disbursements Note: Payroll processes an average of 68,000 disbursements annually. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 318 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 319 - Table of Contents City Treasurer | Budget 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. The Budget Office is also responsible for issuing monthly public financial statements to the City Council. 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 2014/15 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 2015/16 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. Increase transparency in the financial reporting process by implementing new reporting software which will allow the general public access to monthly financial results on the city's website. Enhance the forecasting of employee compensation using PRISM, a new forecasting software developed and maintained by City Treasurer IT staff. This software will allow for greater precision during development and analysis of the city's personnel services budget. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 320 - Table of Contents CITY TREASURER BUDGET Staff Summary Full-time Equivalents (FTE) City Treasurer | Budget Actual 2013/14 Approved 2014/15 5.00 6.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 5.75 -0.25 0.23 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 439,811 517,642 542,390 24,748 5,284 21,748 21,914 166 Total Budget 445,096 539,390 564,304 24,914 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 416,799 507,992 529,560 21,568 Self-Insurance Funds Contractual Services Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 27,953 30,298 34,123 3,825 Commodities 110 0 0 0 Capital Outlays 233 1,100 621 -479 445,096 539,390 564,304 24,914 0 0 0 0 445,096 539,390 564,304 24,914 Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes • • • The 0.25 FTE decrease is the result of reducing a 1.00 FTE Systems Integrator position to a 0.75 FTE. The increase in Personnel Services includes the reclassification of a Senior Financial Analyst position which was previously shared between the Budget Department and the City Treasurer and Finance Department to a Senior Budget Analyst position now dedicated solely to the Budget Department. This is partially offset by the 0.25 FTE decrease from reducing a 1.00 FTE Systems Integrator position to a 0.75 FTE. The increase in Contractual Services is due to the acquisition of a new revenue and expenditure forecasting software to aid in projecting the city's existing growth impacts in current and future years. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 321 - Table of Contents CITY TREASURER BUDGET City Treasurer | Budget Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 13 13 13 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 provided by the 15th business day. Budget meets or exceeds all requirements and Government Finance Officers Association (GFOA) reporting excellence benchmarks Note: The GFOA established the Distinguished Budget Presentation Awards Program to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA's best practices on budgeting and then to recognize individual governments that succeed in achieving that goal. Produce a balanced five-year financial plan of sources and uses that 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 2015/16 Adopted Budget - Volume One - 322 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 323 - Table of Contents TREASURER City Treasurer | Business Services 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, alarm activations and manages the department record retention schedule. 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 2014/15 Achievements Maintained certification as a Passport Acceptance facility. Annual recertification required an on-site visit/audit by the U.S. Department of State. Extended contract with STARS (Scottsdale Training and Rehabilitation Services). This fiscally sustainable partnership offers entry level support for recurring high volume workload demands (i.e. opening and sorting mailed in utility payments) through employment of people with disabilities. The project has been a huge success toward business operations and actively promoted through State, National and International audiences. FY 2015/16 Objectives • • • Continue the development, testing and implementation elements of the Arizona State Transaction Privilege Tax Simplification Bill (HB 2111). Originally, full implementation was planned for January 1, 2015, however, this project has been extended to a later date to be determined by the State of Arizona. Recertify as a Passport Acceptance facility through the U.S. Department of State. Continue partnership with STARS. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 324 - Table of Contents CITY TREASURER BUSINESS SERVICES Staff Summary Full-time Equivalents (FTE) City Treasurer | Business Services Actual 2013/14 Approved 2014/15 51.00 46.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 45.00 -1.00 1.82 % Actual 2013/14 Approved 2014/15 1,871,329 1,876,942 2,395,257 518,315 Sewer Fund 813,622 924,309 918,486 -5,823 Solid Waste Fund 818,323 921,206 915,202 -6,004 Water Funds 841,073 971,069 976,919 5,850 4,344,348 4,693,526 5,205,864 512,338 Actual 2013/14 Approved 2014/15 Personnel Services 3,223,929 3,281,330 3,210,555 -70,775 Contractual Services 1,098,626 1,381,850 1,964,463 582,613 21,537 30,346 30,846 500 255 0 0 0 4,344,348 4,693,526 5,205,864 512,338 0 0 0 0 4,344,348 4,693,526 5,205,864 512,338 Expenditures By Fund General Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • The 1.00 FTE decrease and decrease in Personnel Services is the result of a Senior Tax Auditor position transferring from the Business Services Department to the City Treasurer and Finance Department. The position will also be reclassified to a Senior Financial Analyst position to better align with workload needs within the division. The General Fund and Contractual Services increases are due to City of Scottsdale’s allocated share of the cost of the Arizona Department of Revenue providing tax audit services. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 325 - Table of Contents CITY TREASURER BUSINESS SERVICES City Treasurer | Business Services Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 10,078 15,570 18,682 194,589 261,514 260,000 0.52% 1.52% 2.00% Workload Number of Tax & License transactions per fulltime equivalent Note: The notable increase of transactions per fulltime equivalent stems from a calculated voluntary reduction of staff in late 2014 to prepare for the implementation of HB2111. The FY 2015/16 projections include a modest increase in licensing anticipated through the full implementation of HB2111. Total number of remittance processed per full-time equivalent payments Note: Total number of remittance payments physically processed per full-time equivalent. FY 2015/16 is expected to decrease as a result of the implementation of HB2111. Effectiveness Write-offs as a percent of total revenue collected Note: Tax and License write-offs as a percent of total revenue collected. Trend is expected to increase through FY 2015/16 as a result of the implementation of HB2111. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 326 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 327 - Table of Contents City Treasurer | Risk Management 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 • Manages and administers 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 2014/15 Achievements • Completed all recommended corrections from the FY 2013/14 internal audit of risk management claims including production of claims manuals for adjusters and internal Risk Management System processes. Initiated a Request for Proposal (RFP) and contracted with three Nurse Case Management Firms. Contributed and participated in a multi-departmental team to ensure a safe season of special events including the BarrettJackson Auction, the Pro Bowl, and the Superbowl. Assisted with development and implementation of two departmental Incident Review Boards. Completed a safety training audit of Public Works (Fleet, Streets, Capital Project Management, Solid Waste), Community Services, and Water Operations. Sponsored 13 employees attendance to the Southwest Safety Congress and coached them on the application of learned topics for their work areas. • • • • • FY 2015/16 Objectives • • • • • Complete a Request for Proposal (RFP) process for bill review contractor and pharmacy program. Development and revision of insurance and indemnity provisions in the on line special events and recreation approved vendor processes. Completion of Job Safety Analysis (JSA) Revisions Section I. Revision and implementation of Material Safety Data Sheets (MSD)/Safety Data Sheets (SDS) inventory archives process. Implementation of revised Hearing Conservation Program. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 328 - Table of Contents CITY TREASURER RISK MANAGEMENT Staff Summary Full-time Equivalents (FTE) City Treasurer | Risk Management Actual 2013/14 Approved 2014/15 7.00 8.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 8.00 0.00 0.32 % Actual 2013/14 Approved 2014/15 Self-Insurance Funds 7,608,374 8,238,144 8,747,122 508,978 Total Budget 7,608,374 8,238,144 8,747,122 508,978 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 712,760 747,156 780,485 33,329 6,845,060 7,397,019 7,878,189 481,170 50,554 93,969 88,448 -5,521 0 0 0 0 7,608,374 8,238,144 8,747,122 508,978 0 0 0 0 7,608,374 8,238,144 8,747,122 508,978 Expenditures By Fund Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • The increase in the Self Insurance Funds (Risk Management Fund) and Contractual Services is primarily due to increases in insurance premiums. The premiums increased across all lines of insurance in FY 2015/16. Additionally, the increase is for Risk Management to purchase for the first time cyber-insurance for the city to protect against malicious electronic attacks. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 329 - Table of Contents CITY TREASURER RISK MANAGEMENT City Treasurer | Risk Management Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 1.9% 2.4% 2.0% 5.44 6.10 5.40 Effectiveness 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 city's total adjusted operating cost in a given year. OSHA rate Note: The OSHA rate is standard for industry measurement and benchmarking of work related injury experience. It measures the citywide total injury incident rate per 200,000 hours worked. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Required by State Statute, the Loss Trust Fund Board makes recommendations to the City Council regarding the administration of the loss trust fund. The trustees meet at least once a year and submit a report to the City Council regarding the status of the trust fund. The report includes recommendations the trustees deem necessary. 5 27 $604 0.0 Total 5 27 $604 0.0 Volunteer Hours Boards/Commissions "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 330 - Table of Contents ADMINISTRATIVE SERVICES Actual 2013/14 Approved 2014/15 HUMAN RESOURCES 28,395,461 29,589,671 31,237,814 1,648,143 INFORMATION TECHNOLOGY 10,033,271 10,782,759 10,964,106 181,347 2,501,005 2,271,750 2,287,488 15,738 794,350 822,991 827,576 4,585 41,724,087 43,467,171 45,316,984 1,849,813 Expenditures By Department PURCHASING COMMUNICATIONS Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 331 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 332 - Table of Contents Administrative Services Division Summary Administrative Services Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 333 - Table of Contents Administrative Services 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, 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, 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 2014/15 Achievements Worked in partnership with the web and design services team in IT and every city department to develop and build the new, mobile-responsive city website. Keeping the project in house saved the city tens of thousands of dollars. Improved the Employee Performance Management process significantly to include the successful implementation of the online Employee Performance Evaluation system; edited AR 355 - Performance Management; and conducted city-wide training on the new process. Developed 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. Developed a roadmap to complete work related to best practices in providing resiliency options for the key city data centers. Received the National Procurement Institute Award for Excellence in Procurement for the 16th straight year. FY 2015/16 Objectives Promote and publicize the redesign and re-launch of ScottsdaleAZ.gov as a primary source for information about the city. Continue to support transparency and consistency in the culture of performance management through updating and following policies and procedures. Replace the application used by Street Operations to track work and material used to maintain pavement and drainage assets. The new system will be more efficient to use and allow for improved reporting and analysis. Implement internal audit recommendations for procurement process improvements. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 334 - Table of Contents Administrative Services Division Summary Administrative Services Charted Performance Measures Total time viewers spent watching original videos produced by Channel 11 and distributed via YouTube. This number grows and is of growing importance as we employ short form videos as a primary means to inform and engage the public. Data provided is based on the total budget of all plans. For FY 2015/16 the total medical/dental cost is $28.3 million for 2,222 covered employees. Numbers are based on current increases and trends. An unknown that could affect our totals is 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. Workload Workload Workload This represents the number of POs processed divided by the number of direct Procurement FTE in Purchasing. Efficiency City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 335 - Table of Contents Administrative Services Division Summary Staff Summary Full-time Equivalents (FTE) Administrative Services Actual 2013/14 Approved 2014/15 124.41 120.91 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 124.10 3.19 5.01 % Actual 2013/14 Approved 2014/15 14,831,179 15,559,090 15,893,388 334,298 681,287 551,467 815,941 264,474 Self-Insurance Funds 26,211,620 27,356,614 28,607,655 1,251,041 Total Budget 41,724,087 43,467,171 45,316,984 1,849,813 Actual 2013/14 Approved 2014/15 Personnel Services 11,567,754 11,713,268 12,313,561 600,293 Contractual Services 28,516,638 30,156,911 31,302,870 1,145,959 458,962 668,525 630,758 -37,767 1,010,305 551,467 840,941 289,474 41,553,660 43,090,171 45,088,130 1,997,959 170,427 377,000 228,854 -148,146 41,724,087 43,467,171 45,316,984 1,849,813 Expenditures By Fund General Fund PC Replacement Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes    The change in FTE and increase in Personnel Services is due to: 1) 3.00 FTE positions transferred from the Police Division to the Administrative Services Division - Human Resources Department to centralize all Human Resources functions; 2) 1.00 FTE position in Communications was reduced to part-time (0.50 FTE); 3) an additional 1.00 FTE was added in Communications as a entry level Specialist position; 4) a 0.50 FTE Public Information Officer position was transferred to the Public Works Division; and 5) a part-time position in the Information Technology Department was converted to a fulltime position (net increase of 0.19 FTE) and reclassified from a Secretary to a Systems Integrator - Cable Puller. The increase in the Self-Insurance Funds and Contractual Services is primarily due to the increase in healthcare and the costs of providing the city's health insurance. The increase in the PC Replacement Fund and Capital Outlays is tied to PC replacement purchases which vary each year based on the age and condition of equipment. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 336 - Table of Contents Administrative Services Division Summary Performance Measures Administrative Services Actual 2013/14 Actual 2014/15 Projected 2015/16 New 12 15 New 5.32 5.00 4.98 4.98 4.97 59% 48% 80% Workload Core communication products generated Note: The Office of Communication is emphasizing communications about the core functions of city government, and as a priority in the year ahead will produce feature news items, videos and graphics to illustrate these stories. Efficiency Average Requisition throughput processing in days Note: This represents the average time in days to process a requisition into a purchase order. The start time is when the requisition is received in the Purchasing System. This will include all items that require a requisition before the process can continue such as Scope of Work documents but does not include RFPs and RFQs because requisitions are not input until the initial process of evaluation is complete. 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 Note: In FY 2014/15, 3,161 surveys were completed. Percentage of job recruitments completed within 60 days Note: The goal is to complete recruitments in a timely manner within 60 days or less. Public Safety recruitments are excluded from this metric due to their extensive recruitment process. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 337 - 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 Design 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. 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 2014/15 Achievements          Worked in partnership with the web and design services team in IT and every city department to develop and build the new, mobile-responsive city website. Keeping the project in house saved the city tens of thousands of dollars. Developed "Flavors of Scottsdale" in partnership with the Diversity and Downtown offices; the video series tells the story of Scottsdale's diverse culinary scene by showcasing three very different restaurants and restaurateurs in Downtown Scottsdale. Managed the production of "The People's Preserve: How Scottsdale Created the McDowell Sonoran Preserve" - the official history of the preserve was published through Amazon's self-publishing platform, making the book available on demand to anyone across the world who wants a copy. Produced and hosted the citywide “Communicators’ Summit” and the annual Scottsdale Employee Awards. Supported "Baseball City" a two day celebration of Scottsdale’s historic and cultural ties to America’s Pastime held March 78 on the Scottsdale Civic Center Mall. FY 2015/16 Objectives Promote and publicize the redesign and re-launch of ScottsdaleAZ.gov as a primary source for information about the city. Support any city elections with comprehensive communication efforts that meet all requirements of state statutes and federal law. Continue focus on a core communication strategy to increase citizen awareness and knowledge of core city services and activities. Launch new tools to increase public feedback and engagement on city programs and issues. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 338 - Table of Contents Administrative Administrative Services Services- Communications | Communications Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 8.10 8.10 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 8.10 0.00 0.33 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 794,350 822,991 827,576 4,585 Total Budget 794,350 822,991 827,576 4,585 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 754,680 765,011 771,400 6,389 31,595 48,730 47,654 -1,076 8,075 9,250 8,522 -728 0 0 0 0 794,350 822,991 827,576 4,585 0 0 0 0 794,350 822,991 827,576 4,585 Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes  The increase in Personnel Services is due to the net effect of: 1) reducing 1.00 FTE position to part-time (0.50 FTE); 2) adding 1.00 FTE entry level Specialist position; and 3) transferring a 0.50 FTE Public Information Officer position to the Public Works Division. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 339 - Table of Contents Administrative Services - Communications Administrative Services | Communications Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 New 12 15 146 157 150 2,199 6,261 6,500 $64,931 $34,863 $35,000 Workload Core communication products generated Note: The Office of Communication is emphasizing communications about the core functions of city government, and as a priority in the year ahead will produce feature news items, videos and graphics to illustrate these stories. Hours of live video coverage of City Council and other public meetings 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 2015/16. Effectiveness YouTube viewing hours Note: Total time viewers spent watching original videos produced by Channel 11 and distributed via YouTube. This number grows and is of growing importance as we employ short form videos as a primary means to inform and engage the public. Ad value equivalency (Note: changes in media makeup & coverage are making this measure more difficult to track and less meaningful. We plan to continue tracking but will remove it as a key performance measure) 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. Numbers continue to decline as newspaper coverage of local issues decreases. We have adjusted targets for FY 2015/16 and will evaluate whether this remains a valuable performance measure moving forward. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 340 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 341 - Table of Contents Administrative Services - Human Resources Administrative Services | Human Resources Strategic Goal(s) Seek Sustainability Description The Human Resources (HR) Department provides employee-centric services for a world class organization. Services Provided         Administers the recruitment/selection process to include new employee orientations. Manages benefits administration and wellness incentive programs. Conducts employee and management consultations and employee relations services. Updates, administers and interprets personnel policies, rules and regulations. Manages the citywide compensation and classification program. Manages and conducts employee training sessions and programs. Coordinates the citywide volunteer program. Initiates and processes HR-related forms and paperwork. FY 2014/15 Achievements  Improved the Employee Performance Management process significantly to include the successful implementation of the online Employee Performance Evaluation system; edited AR 355 - Performance Management; and conducted city-wide training on the new process. Updated Scottsdale Revised Code - Chapter 14, Human Resources Management ordinance and will go into effect July 2, 2015. Received four Live Life Well Program wellness awards to include: Phoenix Business Journal's Healthiest Employers Award; Cigna Healthcare Well-Being Award; American Heart Association Fit Friendly Worksite - Gold Level; and Healthy Arizona Worksite Award - Silver Level. Addressed successfully nine open audit recommendations from past audits to include the FY 2012/13 E-Verify Compliance audit. Nominated for the Governor's Volunteer Service Award for the city-wide Volunteer Program.     FY 2015/16 Objectives    Review and update the employee compensation plan to ensure fairness and equity. Offer relevant training for employees at all levels of the organization. Ensure high-quality, responsive service is provided through efficient and effective processes. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 342 - Table of Contents Staff Summary Full-time Equivalents (FTE) AdministrativeServices Services -| Human Administrative Human Resources Resources Actual 2013/14 Approved 2014/15 21.50 19.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 22.00 3.00 0.89 % Actual 2013/14 Approved 2014/15 2,183,841 2,233,057 2,630,159 397,102 Self-Insurance Funds 26,211,620 27,356,614 28,607,655 1,251,041 Total Budget 28,395,461 29,589,671 31,237,814 1,648,143 Actual 2013/14 Approved 2014/15 Expenditures By Fund General Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 1,927,013 1,602,823 2,051,790 448,967 26,368,481 27,666,658 28,905,590 1,238,932 99,967 320,190 280,434 -39,756 0 0 0 0 28,395,461 29,589,671 31,237,814 1,648,143 0 0 0 0 28,395,461 29,589,671 31,237,814 1,648,143 Budget Notes and Changes    The increase in FTE and Personnel Services is due transferring 3.00 FTE positions (Public Safety Personnel Manager and 2 Human Resources Analyst, Sr. positions) from the Police Division to the Administrative Services Division - Human Resources Department to centralize all Human Resources functions. The increase in the Self Insurance Funds and Contractual Services is primarily due to the increase in healthcare and the costs of providing the city's health insurance. The Tuition Reimbursement Program increased $25,000 for a total of $75,000. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 343 - Table of Contents Administrative Services - Human Resources Administrative Services | Human Resources Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 $11,628 $12,468 $12,726 New 5% 25% 59% 48% 80% Workload Annual medical/dental cost per employee (in dollars) Note: Data provided is based on the total budget of all plans. For FY 2015/16 the total medical/dental cost is $28.3 million for 2,222 covered employees. Percentage of full-time employees completing at least one Performance Competency based training per year Note: Performance Competency based training follows the Performance Evaluation categories to include: Accountability, Customer Service, Teamwork and Diversity & Inclusion. 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. Public Safety recruitments are excluded from this metric due to their extensive recruitment process. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours The Judicial Appointments Advisory Board (JAAB) makes advisory recommendations to the City Council regarding the appointment and reappointment of full-time City judges. The JAAB will use merit-based criteria to recommend the bestqualified people to become City judges and to advise the City Council about retaining City judges. There were no appointments or reappointments in FY 2014/15, therefore the JAAB did not meet. 7 0 $0 0.0 The Personnel Board hears appeals submitted by City employees relating to dismissal, demotion, or suspensions; and, submits its recommendations to the City Manager. 3 26 $582 0.0 Pursuant to A.R.S. 38-847, the Public Safety Personnel Retirement System Boards, Police Local and Fire Local, are responsible for deciding all questions of eligibility and service credits, and determine the amount, manner, and time of payment of any benefits under the Public Safety Personnel Retirement System. 2 16 $358 0.0 12 42 $940 0.0 Volunteer Hours Boards/Commissions Total "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 344 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 345 - 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. The department consists of four areas: IT Administration, Technology Infrastructure, Application Development and Geographic Information System, and IT Security. 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 Design 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 2014/15 Achievements Developed 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. Developed a roadmap to complete work related to best practices in providing resiliency options for the key city data centers. Replaced the application used by Community Services to track work and material used to maintain parks and other public spaces. The new system is more efficient to use and allows for improved reporting and analysis. Consolidated the web filtering solution with the network firewalls to improve resiliency and reduce costs. Updated the email security solution to provide better protection from the increasingly advanced and diverse phishing attacks. FY 2015/16 Objectives Complete Phase 1 of the Office 365 Implementation plan. This phase will focus primarily on the infrastructure, authentication, and administration of Office 365 for use within the city. Replace the application used by Street Operations to track work and material used to maintain pavement and drainage assets. The new system will be more efficient to use and allow for improved reporting and analysis. Attend monthly cyber threat briefings from FBI and Homeland Security to gain intelligence regarding emerging cyber threats. Use this information to enhance cyber defenses for the city. Complete Phase 1 of the District 3 to SCA Police Data migration project per the plan being developed in FY 2015/16, which is the first step of the IT Essential Services Restoration plan that provides resiliency for the City’s four primary data centers. This goal is dependent upon the successful classification of the SCA datacenter as “Physically Secure” per ACJIS guidelines. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 346 - Table of Contents Administrative AdministrativeServices Services- Information | InformationTechnology Technology Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 70.81 70.81 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 71.00 0.19 2.87 % Actual 2013/14 Approved 2014/15 9,351,984 10,231,292 10,148,165 -83,127 681,287 551,467 815,941 264,474 10,033,271 10,782,759 10,964,106 181,347 Actual 2013/14 Approved 2014/15 Personnel Services 7,331,799 7,747,506 7,884,744 137,238 Contractual Services 1,656,309 1,935,891 1,841,909 -93,982 Commodities 182,765 170,895 167,658 -3,237 Capital Outlays 691,971 551,467 840,941 289,474 9,862,844 10,405,759 10,735,252 329,493 170,427 377,000 228,854 -148,146 10,033,271 10,782,759 10,964,106 181,347 Expenditures By Fund General Fund PC Replacement Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes   The increase in FTE and Personnel Services is primarily due to the conversion of a part-time position to a 1.00 FTE position (net increase of 0.19 FTE) which was also re-classified from a Secretary to a Systems Integrator - Cable Puller as well as the increase to healthcare costs. The increase in PC Replacement Fund and Capital Outlays is tied to PC replacement purchases which vary each year based on the age and condition of equipment. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 347 - 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 2013/14 Actual 2014/15 Projected 2015/16 45.6 45.8 47.0 1,306 1,244 1,230 1,248,000 2,152,075 2,700,000 21,531 26,523 27,500 175 183 185 257 265 270 4,334 5,254 4,781 4.98 4.98 4.97 Workload 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: Growth slower than projected due to deprecation of old apps during the web app server replacement and push to remove unused DBs on test servers. Number of custom reports executed Note: Larger than estimated because Utility Billing is now printing monthly statements through the enterprise SSRS server rather than a custom Crystal Reports solution. Number of work orders completed Note: 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 City Treasurer's 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 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. Note: In FY2014/15, 3,161 surveys were completed. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 348 - Table of Contents Administrative Services - Information Technology 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 $4,474 0.1 Total 1 200 $4,474 0.1 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 349 - 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 2014/15 Achievements    Received the National Procurement Institute Award for Excellence in Procurement for the 16th straight year. Executed the city-wide, multi-functional copier contract and installed new units for the next 5 year period. Implemented an internal peer auditing program to improve consistency and quality of electronic files and records. FY 2015/16 Objectives   Implement internal audit recommendations for procurement process improvements. Create and install new USPS mandated Intelligent Mail Barcoding (IMB) process for all outgoing City mail parcel/flat type items. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 350 - Table of Contents Administrative Services Services -|Purchasing Administrative Purchasing Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 24.00 23.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 23.00 0.00 0.93 % Actual 2013/14 Approved 2014/15 General Fund 2,501,005 2,271,750 2,287,488 15,738 Total Budget 2,501,005 2,271,750 2,287,488 15,738 Actual 2013/14 Approved 2014/15 1,554,263 1,597,928 1,605,627 7,699 Contractual Services 460,253 505,632 507,717 2,085 Commodities 168,155 168,190 174,144 5,954 Capital Outlays 318,335 0 0 0 2,501,005 2,271,750 2,287,488 15,738 0 0 0 0 2,501,005 2,271,750 2,287,488 15,738 Expenditures By Fund Expenditures By Type Personnel Services Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes  No explanations necessary. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 351 - Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Table of Contents Administrative Services - Purchasing Administrative Services | Purchasing Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 New 563 525 New 5.32 5.00 New 4,403 4,200 New 1.07 1.75 New 1,131,252 1,057,000 New 2.02 2.0 New 4.4 4.0 Efficiency Number of POs processed per Procurement FTE Note: This represents the number of POs processed divided by the number of direct Procurement FTE in Purchasing. Average Requisition throughput processing in days Note: This represents the average time in days to process a requisition into a purchase order. The start time is when the requisition is received in the Purchasing System. This will include all items that require a requisition before the process can continue such as Scope of Work documents but does not include RFPs and RFQs because requisitions are not input until the initial process of evaluation is complete. Number of receipts and issues per FTE in the Warehouse Note: This represents the number of all receipts and issues of materials that the warehouse FTE staff handle per year. The numbers are a function of annual purchases across the City and issues to various internal departments from stocks. Average delivery time in days to deliver goods received by the Warehouse to the end user departments Note: This represents the average delivery time in days that it takes the Warehouse staff to deliver newly received materials from the warehouse to the end user department. Number of pieces of mail (in or out) processed per Mail FTE Note: This represents the number of pieces of mail, both incoming and outgoing, that the City handles and processes per FTE of the Warehouse Mail Technicians and Mail Courier staff. This is impacted by the volume of mail both in and out that the City as a whole receives and generates. Average number of time in days to complete In House Graphics Requisitions for city staff Note: This represents the average time in days it takes the Graphics staff to complete In House Graphics Requisitions for internal city staff. Effectiveness Inventory Turns from the warehouse for stocked items for issue Note: The average stock inventory value on hand is $216,000. This stock inventory is issued to various city departments including Facilities, Fire, and Water from the warehouse. This measure represents the effectiveness of our inventory policy by measuring how often that inventory is turned over in a 12 month period. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 352 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT Actual 2013/14 Approved 2014/15 TOURISM AND EVENTS 14,663,294 16,241,716 16,828,598 586,882 PLANNING AND DEVELOPMENT 13,506,350 13,392,871 13,369,609 -23,262 TRANSPORTATION 7,605,489 9,221,723 9,843,520 621,797 WESTWORLD 3,748,636 4,199,625 4,639,957 440,332 AVIATION 1,840,562 2,155,118 2,107,032 -48,086 991,506 1,071,996 1,040,467 -31,529 42,355,836 46,283,049 47,829,183 1,546,134 Expenditures By Department ECONOMIC DEVELOPMENT Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 353 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 354 - Table of Contents Division Summary Community Community&&Economic EconomicDevelopment Development Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 355 - Table of Contents 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 six departments: Aviation, Economic Development, Planning & Development, Tourism & Events, Transportation, and WestWorld. 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 for 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 2014/15 Achievements Achieved the greatest number of aircraft operations in the valley during Super Bowl weekend. Completed draft Economic Development Strategic Plan framework on schedule and on budget as part of the Council Strategic Priorities. Reduced McDowell Corridor building permit fees to jump-start revitalization of existing residential and commercial properties in the area. The program runs for two years. Coordinated efforts with SCVB and Macerich/Scottsdale Fashion Square to hold Fan Fest Scottsdale where more than 100,000 locals and tourists attended activities related to Super Bowl XLIX. Increased frequency for Bus Routes 17/McDowell Road; 29/Thomas Road; and 41/Indian School Road. Provided staff support, coordination and oversight of major tourism events such as the Barrett-Jackson Collector Car Auction, Arabian Horse Show and ancillary events which attracted significant numbers of visitors to the area and provided valuable exposure to potential visitors through media coverage. FY 2015/16 Objectives Complete a terminal area redevelopment evaluation in an effort to enhance and upgrade facilities and collaborate with a new tenant base to increase revenue generation. Continue implementation and reporting on progress of Economic Development Strategic Plan. Complete the state required public hearing process for General Plan 2035 including citywide engagement of community members, Planning Commission remote and recommendation hearings, and City Council consideration of adoption. Work with event producers, business owners, and Tourism Development Commission, Tourism Advisory Task Force to enhance the quality and number of events. Complete 12 studies at specific segments or intersections to improve roadway safety. Book up to 13 new WestWorld events this year while continuing to increase the number and diversity of events. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 356 - Table of Contents Division Summary Community Community&&Economic EconomicDevelopment Development Charted Performance Measures Activities to promote revitalization (new measure beginning FY 2014/15) Transit ridership Number of Downtown Scottsdale events and activities processed by staff and Special Events Committee Workload Effectiveness Workload Number of special event use days at WestWorld Average wage of jobs created or retained Business retention and expansion visits conducted Workload Effectiveness Workload City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 357 - Table of Contents Division Summary Staff Summary Full-time Equivalents (FTE) Community Community&&Economic EconomicDevelopment Development Actual 2013/14 Approved 2014/15 190.50 187.47 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 199.58 12.11 8.06 % Actual 2013/14 Approved 2014/15 Aviation Fund 1,840,562 2,155,118 2,107,032 -48,086 General Fund 22,830,098 23,502,347 24,216,806 714,459 238,585 0 0 0 Expenditures By Fund Grant Funds Special Programs Fund Adopted Change 14/15 2015/16 to 15/16 501,423 1,025,337 507,226 -518,111 Tourism Development 9,339,679 10,378,524 11,454,599 1,076,075 Transportation/HURF Fund 7,605,489 9,221,723 9,543,520 321,797 42,355,836 46,283,049 47,829,183 1,546,134 Actual 2013/14 Approved 2014/15 Personnel Services 16,680,532 17,026,529 17,208,987 182,458 Contractual Services 24,270,942 27,633,492 28,939,196 1,305,704 798,499 906,484 1,143,457 236,973 89,355 66,764 30,874 -35,890 41,839,327 45,633,269 47,322,514 1,689,245 516,509 649,780 506,669 -143,111 42,355,836 46,283,049 47,829,183 1,546,134 Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes      The change in FTE is due to: 1) Conversion from WestWorld slots to part-time positions (8.77 FTE); 2) Additional WestWorld custodial and maintenance hours for part-time positions to address the facilities increased square footage (3.34 FTE); 3) Elimination of the Economic Development Assistant Director position (-1.00 FTE); and adding 1.00 FTE Senior Transportation Representative position to oversee the cab connection program. The decrease in the Special Programs Fund is to align budget authority with forecasted revenues. The Contractual Services increase is primarily due to the increase in the Bed Tax destination marketing contract as a result of a forecasted increase in Bed Tax revenues accounted for in the Tourism Development Fund (The amount of the contract is 50 percent of the annual bed tax receipts). The increase to General Fund and Commodities is due to WestWorld inventory purchased for resale which has a revenue offset. The decrease in Operating Projects is related to the Art in Public Places (AIPP). This budget represents the former program for AIPP that Tourism and Development will administer until the funds are depleted. The current AIPP program is budgeted for in the Capital Improvement Plan. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 358 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 359 - Table of Contents Communty & Economic Development - Aviation Community & 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  Provides a safe, secure and efficient operating environment for the airport users, tenants and customers. FY 2014/15 Achievements   Achieved the greatest number of aircraft operations in the valley during Super Bowl weekend. Continued compliance with Federal Aviation Administration (FAA) standards and grant assurances. FY 2015/16 Objectives    Complete a terminal area redevelopment evaluation in an effort to enhance and upgrade facilities and collaborate with a new tenant base to increase revenue generation. Complete Phase I of the Taxiway B Rehabilitation with Federal Aviation Administration and State funding of $8.6 million. Continued compliance with Federal Aviation Administration (FAA) standards and grant assurances. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 360 - Table of Contents - Aviation Communty Community&&Economic EconomicDevelopment Development | Aviation Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 14.00 14.47 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 14.47 0.00 0.58 % Actual 2013/14 Approved 2014/15 Aviation Fund 1,840,562 2,155,118 2,107,032 -48,086 Total Budget 1,840,562 2,155,118 2,107,032 -48,086 Actual 2013/14 Approved 2014/15 1,070,741 1,137,830 1,128,375 -9,455 663,919 885,243 882,202 -3,041 Commodities 57,177 75,455 81,455 6,000 Capital Outlays 48,725 56,590 15,000 -41,590 1,840,562 2,155,118 2,107,032 -48,086 0 0 0 0 1,840,562 2,155,118 2,107,032 -48,086 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes  The decrease in Capital Outlays reflects the reduction for Aviation Department fleet replacements from the prior fiscal year. The cost can vary greatly depending on what vehicles are due for replacement. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 361 - Table of Contents Communty & Economic Development - Aviation Community & Economic Development | Aviation Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 490 757 800 $6.0 $5.5 $7.5 42,699 42,000 43,000 Workload Annual number of US Customs uses Note: This measure tracks the number of aircraft cleared by US Customs each year. Efficiency Federal Airport Administration grants received ($ 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 measure of aircraft operations depicts transient/corporate aircraft activity. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours The Airport Advisory Commission consists of seven members who assist staff and advise the City Council on aviation related issues, including: 1) maintenance and operations of the airport, 2) rules, regulations, and minimum operating standards, 3) the effects of airport operations and projects on the environment, 4) proposed development, 5) aviation related fees, 6) leases, 7) land use policies, 8) the future role of the airport, and 9) safety matters. 7 105 $2,349 0.1 Total 7 105 $2,349 0.1 Volunteer Hours Boards/Commissions "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 362 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 363 - Table of Contents Communty & Economic Development - Economic Development Community & Economic Development | Economic Development Strategic Goal(s) Support Economic Vitality Description Through its economic development investments and programs, the City of Scottsdale retains, grows and attracts targeted sources of wealth generation to enhance the community’s tax base and quality of life, preserve the natural environment and foster prosperity for all citizens. The Economic Development Department supports the business retention, expansion, attraction and entrepreneurial ecosystem and development that are 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. Services Provided                 Develops strategies and offer programs and services designed to attract quality firms and jobs - domestic and global in targeted sectors - to ensure long-term viability of the City's revenue and employment base. Assists existing businesses in retention and expansion efforts to maintain and improve the viability of the local economy. Supports efforts that will enable Scottsdale's present and future employers to cultivate, retain and attract the talent that they need. 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 2014/15 Achievements Delivered, as part of City Council's strategic priorities, a final Economic Development Plan adopted unanimously by City Council, and launched implementation efforts. Participated with material influence in the attraction or expansion of 13 unique businesses representing an estimated 1,180 new jobs in the first 12 months of business operations with an average wage of $57,875 and an overall total of 1,475 new jobs over five years. Completed 95 direct business retention outreach visits, reporting 3,126 new job creations in Scottsdale in the next year. Created and launched the new comprehensive 'WorkScottsdale' talent recruitment initiative in response to business request for assistance in workforce attraction. Created and produced several new publications developed to assist and serve businesses, including the Scottsdale Advantage, Executive Relocation Guide, Small Business Startup Guide, Work Scottsdale Promo Card, Talent Accelerator Guide, Cure Corridor promotional pamphlet and several direct mail campaign pieces sent to target industry representatives and site selectors. Elevated team skill sets through a focus on training opportunities with all economic development staff eligible to sit for Certified Economic Developer exam by the end of FY 2015/16. Received several notable awards in recognition of departmental excellence: International Economic Development Council 2014 Bronze Award for the ChooseScottsdale.com website; the FDi Magazine 2014 Economic Development Innovation Team Award; and the Arizona Association for Economic Development's 2015 Large Community Economic Development Organization of the Year Award. Partnered with eight Scottsdale area hotels and resorts which agreed to consider or commit to airing business attraction related videos on closed circuit room channels to promote Scottsdale as a business location to corporate travelers. Participated in 10 regional and state outreach tradeshows and market visits, directly connecting with more than 275 new business contacts and opportunities. Hosted the Second Annual Cure Corridor event promoting Scottsdale's bio-life sciences sector development strategy with over 240 attendees and an event video resulting in 1,716 online YouTube views of keynote presentations. Launched Scottsdale Target Industry Think Tank discussions as well as inaugural new New Business Appreciation Event to garner input on better methods of serving existing Scottsdale companies and connecting them to one another, with more than 45 corporate leadership participants. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 364 - Table of Contents Communty & Economic Development Community & Economic Development- |Economic EconomicDevelopment Development FY 2015/16 Objectives Continue implementation and reporting on progress of Economic Development Strategic Plan. Develop and implement a comprehensive and robust marketing and communications strategy targeted to key decisionmaking audiences that impact/influence business expansion, location and startup decisions. Advance Scottsdale’s competitiveness for business recruitment and attraction through participation in targeted trade and other local, regional and state activities in conjunction with state and regional economic development partners. Intensify business appreciation, retention and expansion and internal lead generation activities. Continue to develop “Scottsdale Welcomes You” outreach program to engage new professional recruits, and labor recruitment strategies to attract new ones in partnership with major employers. In partnership with the Civic Center Library, increase activity and directly impact business growth at the Eureka Loft through facility improvement and programming. Work with the tourism industry to identify ways to pitch Scottsdale to visiting business leaders. Continue to elevate and advance the professional development and skill sets of Scottsdale’s economic development staff through professional training and certification, in pursuit of department accreditation within two years. Engage with the business community through focus group events, training programs and key event production such as the annual Cure Corridor event.          Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 6.00 7.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 6.00 -1.00 0.24 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 991,506 1,051,996 1,020,467 -31,529 0 20,000 20,000 0 Total Budget 991,506 1,071,996 1,040,467 -31,529 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 651,091 747,982 698,465 -49,517 Contractual Services 329,786 306,714 326,502 19,788 Commodities 9,212 17,300 15,500 -1,800 Capital Outlays 1,416 0 0 0 991,506 1,071,996 1,040,467 -31,529 0 0 0 0 991,506 1,071,996 1,040,467 -31,529 Special Programs Fund Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes  The 1.00 FTE decrease and decrease in Personnel Services is due to the elimination of the Economic Development Assistant Director position. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 365 - Table of Contents Communty & Economic Development - Economic Development Community & Economic Development | Economic Development Actual 2013/14 Actual 2014/15 Projected 2015/16 Total number of business retention and expansion outreach visits conducted 65 95 105 Number of focus groups, educational seminars, tours or other programs coordinated and executed 15 13 15 1,200 1,180 800 $43,000 $57,875 $51,000 New $6.5 million $15.0 million New 10,693 11,500 Performance Measures Workload 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 Total five-year direct economic impact of projects created or retained with material departmental assistance Note: This is a new metric for FY 2015/16. Number of total sessions on ChooseScottsdale.com website Note: This is a new metric for FY 2015/16. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours The Industrial Development Authority (IDA) was incorporated by the State in 1984, and is a legally independent political jurisdiction of the State. Its primary purpose is to issue taxexempt bonds for certain types of private development (primarily smaller manufacturing facilities, and non-profit facilities) for the purpose of attracting new economic activity to the community. The IDA Board contracts for legal, financial, and City administrative advisors to assist it in evaluating projects. The IDA also charges bond recipients a small administrative fee to cover all these costs, and receives no City financial support. 7 160 $3,579 0.1 Total 7 160 $3,579 0.1 Volunteer Hours Boards/Commissions "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 366 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 367 - Table of Contents Communty & Economic Development - Planning & Development Community & Economic Development | Planning & 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 preserves, reinforces and revitalizes commercial areas and residential neighborhoods to provide a sustainable high quality of life. The department comprises Administration/Technology, Long Range Planning, Current Planning, Development Services and Neighborhood Services. Services Provided                Ensures the community vision, values, and goals are considered for all development proposals to City Council, Planning Commission and Development Review Board. Ensures procedures and resources necessary to carry out leadership goals and the financial infrastructure necessary to most effectively leverage local, regional and federal funding to deliver high service levels to the community. Supports efficient and effective code enforcement using a proactive and collaborative approach. Provides financial strategic planning, operational and policy analysis for the division and to our internal and external customers. Provides project coordination and leadership for technology projects in the division. FY 2014/15 Achievements Leveraged technology by alerting city staff experts via text message or computer for quick response to One Stop Shop customers with complex matters. Leveraged technology by emailing Certificate of Occupancy after final inspections were completed, eliminating the need for each Certificate to be printed and mailed. Leveraged technology by providing preliminary application information online for customers. Leveraged technology by allowing architects to schedule preliminary plan review meetings online to ask questions specific to the project and get clarification on major items before submitting plans. Leveraged technology by creating a mobile-friendly interface to help customers track permits and schedule inspections via their phones and tablets. Enhanced neighborhoods by Code Enforcement efforts. Reduced McDowell Corridor building permit fees to jump-start revitalization of existing residential and commercial properties in the area. The program runs for two years. Completed 18 projects with 228 volunteers through the ‘Operation Fix It’ program. Began the public hearing process for the draft Scottsdale General Plan 2035. Provided timely and quality construction document review for building plan submittals. FY 2015/16 Objectives     Complete the state required public hearing process for General Plan 2035 including citywide engagement of community members, Planning Commission remote and recommendation hearings, and City Council consideration of adoption. 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 2015/16 Adopted Budget - Volume One - 368 - Table of Contents Communty & Economic Development - Planning & Development Community & Economic Development | Planning & Development Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 127.50 121.50 % of City's FTEs 121.50 0.00 4.91 % 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 Actual 2013/14 Approved 2014/15 13,218,956 13,287,064 13,263,802 -23,262 238,585 0 0 0 48,809 105,807 105,807 0 13,506,350 13,392,871 13,369,609 -23,262 Actual 2013/14 Approved 2014/15 11,653,270 11,283,853 11,308,688 24,835 1,652,588 1,787,225 1,733,325 -53,900 172,441 311,619 311,722 103 28,052 10,174 15,874 5,700 13,506,350 13,392,871 13,369,609 -23,262 0 0 0 0 13,506,350 13,392,871 13,369,609 -23,262 Budget Notes and Changes  Adopted Change 14/15 2015/16 to 15/16 No explanations necessary. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 369 - Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Table of Contents Communty & Economic Development - Planning & Development Community & Economic Development | Planning & Development Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 100% 99.8% 99.4% 15 14 13 100% 97% 97% 0.8 0.9 0.3 66% 70.6% 70.5% Efficiency Engineering and building plans completed within 21 calendar days Note: This is a measure of responsiveness to plans submitted for review. Staff has continued to meet the established goal. Average wait time at One Stop Shop (in minutes) Note: Online Digital Submittals appear to have a positive effect on customer wait times. 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. Average time for initial response to a code enforcement complaint (in days) Note: This measures the average responsiveness to citizen-initiated complaints. The National average is 3.3 days. 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 is 50% proactive initiation of cases. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 370 - Table of Contents Communty & Economic Development - Planning & Development Community & Economic Development | Planning & Development Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Development Review Board reviews and approves architectural design and layout of proposed development plans. This includes site planning and the relationship of the development to the surrounding environment and the community. 5 200 $4,474 0.1 Planning Commission holds public meetings and makes recommendations to the City Council on all matters relating to the creation of zoning districts, the enforcement of zoning regulations, amendments to all zoning ordinances, and any other planning and zoning issue. 7 300 $6,711 0.1 Neighborhood Advisory Commission advises and makes recommendations to the City Council on policies, plans, strategies and programs for the preservation, improvement and revitalization of Scottsdale's housing and neighborhoods. 7 168 $3,758 0.1 Environmental Quality Advisory Board advises the City Council on issues related to environmental quality as well as the prioritization of future environmental activities and programs. 7 252 $5,637 0.1 General Plan Task Force established to: 1) create and deliver a recommended draft General Plan to the Scottsdale Planning Commission and City Council; 2) review and consider contents of the 2001 General Plan and non-ratified 2011 General Plan, as well as any past community input on the General Plan, in the General Plan 2035 draft; 3) work with the Planning Agency to host and/or attend community meetings for public input on the General Plan 2035; and 4) monitor progress and changes to the recommended Scottsdale General Plan 2035 during the public hearing process. 25 2,100 $46,977 1.0 Building Advisory Board of Appeals has the jurisdiction to recommend that minor variances in the electrical, plumbing and mechanical application of the Building Code be granted and that alternative construction methods or materials be allowed. The board also recommends amendments to the Code. 7 10 $224 0.0 Historic Preservation Commission implements the ordinance process for identifying Scottsdale’s historical, archaeological, and cultural resources, to promote an awareness of them for future generations, and to recommend programs to achieve community goals for their preservation and conservation. The Commission also reviews changes or alterations to the exterior of properties on the Scottsdale Historic Register in accordance with approved guidelines for each property. 7 372 $8,322 0.2 Board of Adjustment is a quasi-judicial body that hears variance requests, and appeals of the Zoning Administrator’s interpretation/decisions, and it makes administrative decisions regarding zoning requirements which create unnecessary hardships in the development of property due to exceptional or extraordinary conditions. 7 568 $12,706 0.3 Volunteer Hours Boards/Commissions City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 371 - Table of Contents Communty & Economic Development - Planning & Development Community & Economic Development | Planning & Development Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Neighborhood Community Outreach volunteers for the Mediation Program. Mediators assist with simple neighbor-to-neighbor issues by allowing two parties to come together in a safe environment and helping them to come to an agreed-upon resolution. The mediators do not make any decisions but are a facilitator of dialogue. 9 18 $403 0.0 Neighborhood Watch Program acts as a liaison for the Police Department / NW Coordinator by disseminating safety tips and general City information to their respective residents. 215 1,075 $24,048 0.5 Downtown Ambassadors have two information sidewalk carts to interact with visitors in the Downtown area to provide information on various restaurants, sites to visit and shopping venues. 90 3,960 $88,585 1.9 1,300 3,900 $87,243 1.9 1 24 $537 0.0 2,474 15,670 $350,539 7.5 Volunteer Hours Adopt A Road program pick up litter and debris in rights-of-ways on 130 one-mile segments of major and minor city streets. Sign Removal Program removes illegal right-of-way signs. Total "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 372 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 373 - Table of Contents Communty & Economic Development - Tourism & Events Community & Economic Development | Tourism & 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 comprehensive tourism and events program. Staff will enhance and strengthen local tourism, events, arts, and cultural communities through the implementation of a program intended to maximize return on tax investment that includes events, research, marketing, and tourism related capital projects. Staff works 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        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 help 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 2014/15 Achievements           Coordinated efforts with SCVB and Macerich/Scottsdale Fashion Square to hold Fan Fest Scottsdale where more than 100,000 locals and tourists attended activities related to Super Bowl XLIX. Coordinated efforts of a cross departmental team for effective communication and united efforts in planning, managing, and reviewing events and activities occurring during Super Bowl week. Processed 46 Special Event applications related to Super Bowl. Created and published Downtown monthly E-Newsletter to communicate with downtown business owners and market downtown. Opened Scottsdale’s Museum of the West January, 15, 2015. Coordinated city support for major tourism-driven events such as the Waste Management Open, Barrett Jackson Collector Car Auction, Arabian Horse Show, Parada del Sol and ancillary events which attracted significant numbers of visitors to the area and provided exposure to potential visitors through media coverage. Enhanced communications by creating and distributing a Welcome Packet that provides materials and resources to event producers. Also created and published a Downtown monthly E-Newsletter to market downtown as well as a Tourism Advisory Task Force E-Newsletter to communicate task force accomplishments and updates on work defined by the Tourism Development and Marketing Strategic Plan. Coordinated and assisted with the completion of the online special event application submittal which allows customers to submit online at their convenience. This staff effort produced a 30 percent use of the online submittal process from applicants. Processed 272 special event applications through the Special Events Committee for Scottsdale events. Generated $1.3 million non-local advertising/marketing value through the bed tax event funding program. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 374 - Table of Contents ommunty & Economic Development - Tourism & Events Community & Economic Development | Tourism & Events FY 2015/16 Objectives   Work with event producers, business owners, and Tourism Development Commission, Tourism Advisory Task Force to enhance the quality and number of events. Use the following as guiding documents to coordinate and implement with appropriate boards and commissions: Management Services Agreement/Scottsdale Cultural Council, Special Events Ordinance/Special Events Committee, Destination Marketing Plan/Scottsdale Convention & Visitors Bureau Special Revenue Fund and Tourism Development Commission. Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 4.00 6.50 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 6.50 0.00 0.26 % Actual 2013/14 Approved 2014/15 4,920,936 5,243,662 5,392,580 148,918 402,679 619,530 281,419 -338,111 9,339,679 10,378,524 11,154,599 776,075 14,663,294 16,241,716 16,828,598 586,882 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 408,177 657,026 668,482 11,456 13,746,007 15,000,975 15,913,232 912,257 2,552 5,935 7,215 1,280 0 0 0 0 14,156,736 15,663,936 16,588,929 924,993 506,559 577,780 239,669 -338,111 14,663,294 16,241,716 16,828,598 586,882 Expenditures By Fund General Fund Special Programs Fund Tourism Development Total Budget Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes    The decrease in the Special Programs Fund is to align budget authority with forecasted revenues. The Contractual Services increase is primarily due to the increase in the Bed Tax destination marketing contract as a result of a forecasted increase in Bed Tax revenues accounted for in the Tourism Development Fund (The amount of the contract is 50 percent of the annual bed tax receipts). The decrease in Operating Projects is related to the Art in Public Places (AIPP). This budget represents the former program for AIPP that Tourism and Development will administer until the funds are depleted. The current AIPP program is budgeted for in the Capital Improvement Plan. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 375 - Table of Contents ommunty & Economic Development - Tourism & Events Community & Economic Development | Tourism & Events Actual 2013/14 Actual 2014/15 Projected 2015/16 New 180 160 275 325 205 Tourism 4 15 8 Through the bed-tax event funding program, generate non local advertising/marketing value New $1.3 million $1.4 million Performance Measures Workload Number of citywide (not including WestWorld) special event use days Number of Downtown Scottsdale events and activities processed by staff and Special Events Committee Note: FY 2015/16 is lower since extension of premises applications are not included in stats. Fund new events through Development Commission the Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours The Tourism Development Commission advises the City Council on matters concerning the expenditure of revenues from the Transaction Privilege Tax on transient lodging (bed tax) designated for tourism development. 7 200 $4,474 0.1 The purpose of the Tourism Advisory Task Force is to serve in an advisory capacity to City Council in regard to the Tourism Development and Marketing Strategic Plan. The Advisory Task Force will be tasked to: 1) Be custodians of the plan vision and strategies, 2) Ensure the plan is progressing, including achieving objectives and meeting milestones and 3) Periodically communicate with strategic leads and to City Council. 11 264 $5,906 0.1 1 30 $671 0.0 19 494 $11,051 0.2 Volunteer Hours Boards/Commissions Volunteers Volunteer artist to repaint the Old Town Cowboy Sign. Total "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 376 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 377 - Table of Contents Communty & Economic Development - Transportation Community & 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, bus route planning, paths and trails planning, trolley operations, regional coordination, Diala-Ride and Cab Connection, traffic operations and traffic safety. FY 2014/15 Achievements      Completed Thomas Road, Scottsdale Road to Hayden Road Streetscape improvement project. Completed McDowell Road Indian Bend Wash Bridge pedestrian and bicycle facility. Completed Granite Reef and 86th Street, Thomas Road to Indian School Road, traffic calming project. Completed installation of the Buckboard Trail at Camelback Road traffic signal. Successfully managed major event traffic for Super Bowl, Waste Management Phoenix Open, and Barrett Jackson Auto Auction. Completed installation of the Camelback Road, Scottsdale Road to Miller Road, variable speed limit signs. Began bus route 56 extension connecting Priest / Washington Light Rail Station to SkySong. Increased frequency for Bus Routes 17/McDowell Road; 29/Thomas Road; and 41/Indian School Road. Received approval to begin operation in October 2015 of the Camelback Road Trolley, Scottsdale Fashion Square to Scottsdale Community College. Completed Upper Camelback Wash shared-use path from Shea Boulevard to Cactus Road. FY 2015/16 Objectives          Complete 12 studies at specific segments or intersections to improve roadway safety. Complete 10 studies at specific segments or intersections to reduce traffic congestion. Complete development of three specific bus or trolley route frequency, route extension, schedule extension, or new route improvements for potential implementation in October 2016. Complete planning for six new multi-use path improvements for potential inclusion in the FY 2016/17 Capital Improvement Program. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 378 - Table of Contents Staff Summary Full-time Equivalents (FTE) Communty Community&&Economic EconomicDevelopment Development- Transportation | Transportation Actual 2013/14 Approved 2014/15 22.00 21.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 22.00 1.00 0.89 % Actual 2013/14 Approved 2014/15 0 0 300,000 300,000 Transportation/HURF Fund 7,605,489 9,221,723 9,543,520 321,797 Total Budget 7,605,489 9,221,723 9,843,520 621,797 Actual 2013/14 Approved 2014/15 Personnel Services 1,227,444 1,452,929 1,476,331 23,402 Contractual Services 6,342,031 7,682,889 8,094,894 412,005 25,597 30,905 22,295 -8,610 466 0 0 0 7,595,539 9,166,723 9,593,520 426,797 9,950 55,000 250,000 195,000 7,605,489 9,221,723 9,843,520 621,797 Expenditures By Fund Tourism Development Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes    The increase in FTE is due to adding 1.00 FTE Senior Transportation Representative position to oversee the cab connection program. The cost of the FTE is partially offset by the elimination of the contract worker currently administering the program. The increase in Contractual Services is due to the addition of the new Camelback Trolley authorized by City Council April 2015. The increase in Operating Projects is due to one-time transportation studies. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 379 - Table of Contents Communty & Economic Development - Transportation Community & Economic Development | Transportation Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 3.5 5.8 18.5 New $4.50 $2.63 2,589,218 2,635,739 3,087,837 Workload Miles of new bike/sidewalk/path improvements Note: Total miles of unpaved trails (outside the Preserve): 143 miles. Total paved paths: 89 miles. Total bike lanes/routes: 256 miles. Efficiency Average cost per bus and trolley rider Effectiveness Total citywide transit ridership (bus, Dial-aRide, circulators, Cab Connection) Note: This is an indicator of usage of transit services at a macro-level with all transit operations being measured. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Paths & Trails Subcommittee of the Transportation Commission provides a public forum for issues surrounding paths and trails. 5 50 $1,119 0.0 The Transportation Commission advises the City Council on matters relating to the safe and efficient movement of vehicles, transit, pedestrians, and bicycles. The Commission provides a public forum to hear citizen complaints and requests regarding transportation matters. 7 250 $5,593 0.1 2 281 $6,275 0.1 14 581 $12,987 0.2 Volunteer Hours Boards/Commissions Volunteers Volunteers provided general assistance to the traffic engineers on various projects. Projects included assistance GIS map and database development, field data collection related to Neighborhood Trails Program and Bicycle/Pedestrian Program, collecting and refining bicycle and pedestrian data, researching transportation planning best practices, development of travel surveys, public outreach program development and implementation, writing and editing of transportation planning documents, preparing presentation graphics, developed a spreadsheet to identify bus route travel times and stop times, developed a spreadsheet to identify traffic flow directional volumes and percentages for major street corridors in Scottsdale, inventoried traffic signal plans to determine if any plans were missing from our database, and assisted in data research regarding the use of the flashing yellow left turn arrow at intersections in Scottsdale. Total "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 380 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 381 - Table of Contents Communty & Economic Development - WestWorld Community & Economic Development | WestWorld Strategic Goal(s) Support Economic Vitality Description WestWorld is a nationally recognized equestrian and special event facility providing recreational opportunities and family entertainment at the local, regional and national levels. Services Provided  WestWorld is a year round facility and a premier venue with enormous infrastructure flexibility. FY 2014/15 Achievements  Provided staff support, coordination and oversight of major tourism events such as the Barrett-Jackson Collector Car Auction, Arabian Horse Show and ancillary events which attracted significant numbers of visitors to the area and provided valuable exposure to potential visitors through media coverage. FY 2015/16 Objectives    Provide a positive economic impact for the City of Scottsdale. Continue to pursue and fulfill the City Council approved 2003 WestWorld Master Plan. Book up to 13 new WestWorld events this year while continuing to increase the number and diversity of events. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 382 - Table of Contents Staff Summary Full-time Equivalents (FTE) Communty & Economic Development - WestWorld Community & Economic Development | WestWorld Actual 2013/14 Approved 2014/15 17.00 17.00 Adopted Change 14/15 2015/16 to 15/16 29.11 % of City's FTEs 12.11 1.18 % Actual 2013/14 Approved 2014/15 3,698,700 3,919,625 4,539,957 620,332 49,935 280,000 100,000 -180,000 3,748,636 4,199,625 4,639,957 440,332 Actual 2013/14 Approved 2014/15 Personnel Services 1,669,808 1,746,909 1,928,646 Contractual Services 1,536,612 1,970,446 1,989,041 18,595 531,521 465,270 705,270 240,000 10,695 0 0 0 3,748,636 4,182,625 4,622,957 440,332 0 17,000 17,000 0 3,748,636 4,199,625 4,639,957 440,332 Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 181,737 Budget Notes and Changes   The increase in FTE is due to: 1) Conversion from WestWorld slots to part-time positions (8.77 FTE); and 2) Additional WestWorld custodial and maintenance hours for part-time positions to address the facilities increased square footage (3.34 FTE). The increase to General Fund and Commodities is due to WestWorld inventory purchased for resale which has a direct revenue offset. Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 309 270 270 210 268 268 Workload Number of equestrian use days at WestWorld Note: These numbers represent the number of days equestrian events are using WestWorld facilities. Number of WestWorld special event use days at Note: These numbers represent the number of days special events are using WestWorld facilities. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 383 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 384 - Table of Contents COMMUNITY SERVICES Actual 2013/14 Approved 2014/15 PARKS & RECREATION 22,381,020 23,183,030 24,393,297 1,210,267 HUMAN SERVICES 12,461,993 15,186,829 14,135,204 -1,051,625 LIBRARY SYSTEMS 9,102,217 9,582,539 9,458,238 -124,301 COMMUNITY SERVICES PLANNING AND ADMIN 650,327 448,177 636,177 188,000 PRESERVE MANAGEMENT 281,809 318,372 384,504 66,132 44,877,367 48,718,947 49,007,420 288,473 Expenditures By Department Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 385 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 386 - Table of Contents Division Summary Community Services Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 387 - 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 is comprised of 5 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 System has five library facilities: Civic Center, Mustang, Arabian, and Appaloosa, as well as a shared partnership with Scottsdale Unified School District at Palomino. Parks and Recreation manages and maintains 975 acres of developed parks, 517 acres of medians and rights-of-way, the Civic Center Complex, and the Downtown Districts. In addition, several hundred recreation and leisure classes and activities are offered that contribute to the health and wellness of the community. Preserve Management operates and manages the Scottsdale McDowell Sonoran Preserve consisting of more than 27,800 acres of dedicated open space, including more than 130 miles of multi-use trails, 10 trailheads, and parking facilities. Planning and Administration manages the division's strategic and master planning, personnel issues, 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, social services, economic growth, self-sufficiency, reasonable accommodations for persons with disabilities and low or moderate-income, and senior programs and classes. The Library System serves 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 natural resources within Scottsdale McDowell Sonoran Preserve and provides public access through interconnected trails and access points. FY 2014/15 Achievements • • • • • • • • • • Completed collection of Community Services master plan data and finalized report for city council approval. Implemented a paperless funding process with the use of iPads for the annual CDBG, HOME, General Fund, and Scottsdale Cares funding process which reduced staff hours, reproduction costs and simplified the review and scoring process. Doubled Wi-Fi capacity at all libraries to 200 megabits per second, and purchased a subscription for IndieFlix offering customers the ability to stream over 5,000 independent films. Made significant progress restricting access to motorized recreational uses as prohibited in the Scottsdale McDowell Sonoran Preserve ordinance. Awarded re-accreditation for the 21st consecutive year from the Commission for Accreditation of Park and Recreation Agencies demonstrating department compliance with 144 national standards of excellence. FY 2015/16 Objectives Implement the Human Services client assistance management system for enhanced performance management tracking and, ultimately, improved service delivery. Increase the number of library card holders 5% by working with City departments to increase library awareness and usage. Prioritize and implement Parks and Recreation operational and facility management recommendations from the updated 2014/15 Community Services Division Master Plan. Initiate the site planning for a McDowell Sonoran Preserve trailhead at Pima and Dynamite and field investigation and corridor planning for the north area trails. Identify additional areas for potential budget savings from program cost analysis recommendations. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 388 - Table of Contents Division Summary Community Services Charted Performance Measures Annual Number of New and Repeat Preserve Visits Number of people accessing Wi-Fi annually at city's 5 libraries E-books, e-music, e-movies Effectiveness Workload Effectiveness City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 389 - Table of Contents COMMUNITY SERVICES DIVISION SUMMARY Division Summary Staff Summary Full-time Equivalents (FTE) Community Services Actual 2013/14 Approved 2014/15 454.23 448.29 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 469.80 21.51 18.98 % Actual 2013/14 Approved 2014/15 General Fund 33,113,482 34,441,266 35,037,966 596,700 Grant Funds 8,472,106 10,469,346 10,134,374 -334,972 Special Programs Fund 2,239,497 2,741,520 2,514,094 -227,426 Transportation/HURF Fund 1,052,282 1,066,815 1,320,986 254,171 44,877,367 48,718,947 49,007,420 288,473 Actual 2013/14 Approved 2014/15 Personnel Services 25,837,795 26,383,166 26,827,557 444,391 Contractual Services 15,015,548 17,864,527 18,103,296 238,769 3,710,651 4,282,517 3,713,427 -569,090 71,359 0 34,000 34,000 44,635,353 48,530,210 48,678,280 148,070 242,014 188,737 329,140 140,403 44,877,367 48,718,947 49,007,420 288,473 Expenditures By Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • • The increase in FTE is due to the conversion of Recreation Specialist slotted positions to part-time positions (16.74 FTE), aligning the McCormick-Stillman Railroad Park budget with the part-time hours needed to accurately reflect park operations (4.00 FTE) and truing up part-time positions hours to reflect what is actually happening within the division (0.77 FTE). The increase to the General Fund budget includes Personnel Services driven by higher employee healthcare costs, aligning the McCormick-Stillman Railroad Park budget, and truing up part-time positions hours and Capital Outlays budget for parks maintenance work management system hardware. The decrease in Grants Funds is for the allocation of new local revenue sharing grant dollars and by netting the increases and decreases in grant allocation and carryover amounts from year to year primarily occurring in Commodities. The decrease in Special Programs Fund budget is to align expenditure authority with projected revenues from contributions and donations and available cash balance. The increase in Transportation/HURF Fund Contractual Services is due to one-time funding of right-of-way and median improvements along North Shea Boulevard (96th Street to 112th Street). The increase in Operating Projects budget is due to the addition of one-time funding for playground and pool equipment replacement. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 390 - Table of Contents COMMUNITY SERVICES DIVISION SUMMARY Division Summary Community Services Actual 2013/14 Actual 2014/15 Projected 2015/16 400,000 750,000 800,000 130,000 257,000 275,000 Ratio of Human Services alternate funding dollars to city General Fund dollars $2.2 to $1 $1.62 to $1 $2 to $1 Annual utilization of available housing choice vouchers by residents in the Section 8 housing program 96% 95% 96% Library check-out rates for physical items (books, CDs, DVDs) on a per resident, per year basis 12.9 10.4 9.0 Library check-out rates for electronic materials (e-books, e-music, e-movies) on a per resident, per year basis 1.63 2.21 2.50 Cost per square foot of medians maintained (cents) 7.1 7.0 7.2 Parks and Recreation percentage of total revenues to expenditures 26% 26.4% 26% Parks and Recreation satisfaction survey rating 90% 96% 96% $102,200 $116,185 $100,000 Performance Measures Workload Provide access to the Scottsdale McDowell Sonoran Preserve (number of annual new and repeat visits) Note: Amounts rounded to the nearest thousand. Number of people accessing Wi-Fi at city's 5 libraries annually Note: Amounts rounded to the nearest thousand. Efficiency Effectiveness overall customer Sponsorship revenue Note: Revenue enhancement efforts to help fund programs and services as an alternative funding source to General Fund. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 391 - 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. 555 46,941 $1,050,070 22.6 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. Parks and Recreation volunteers support special events, trail maintenance, youth coaching and officiating, ongoing programs and community centers. Includes Youth Corps, youth community service, adult probation and sheriff's volunteers and board and commission members. 782 39,886 $892,250 19.2 2,006 20,771 $464,647 10.0 475 39,304 $879,230 18.9 3,818 146,902 $3,286,197 70.7 Volunteer Hours Volunteers Trail patrol, trail construction and maintenance, educational outreach, trailhead hosts, administrative and preserve commission. Total "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 392 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 393 - Table of Contents COMMUNITY COMMUNITY SERVICES PLANNING AND ADMIN Community SERVICES Services | Community Services Planning & Administration 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 • • • Manages division planning, capital improvement projects, programs, services and financial activities for the Community Services division that reflect the mission, goals and objectives outlined by management, City Council and Scottsdale citizens. Responds promptly to inquiries and requests from Scottsdale citizens, city council and staff and effectively address and resolve issues in an appropriate and timely manner. Manages the prudent use of fiscal resources through budget monitoring, revenue and cost analysis, performance measures and metrics, prioritization of programs and services, strategic use of alternative funding sources, and identifying budget savings through operational and staffing efficiencies. FY 2014/15 Achievements • • • • • • Completed collection of Community Services master plan data and finalized report for city council approval. Performed program revenue and expenditure costing analysis to assess service prioritization needs during the FY 2015/16 budget development process. Funded several departmental service needs for FY 2015/16 by reallocating budget and maintaining budget neutrality. FY 2015/16 Objectives Begin implementation of key strategic recommendations from the updated FY 2014/15 Community Services master plan. Review and finalize findings and action plan developed by the division marketing and branding committee. Identify additional areas for potential budget savings from program cost analysis recommendations. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 394 - Table of Contents COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN Community Services | Community Services Planning & Administration Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 3.00 4.00 Adopted Change 14/15 2015/16 to 15/16 4.00 % of City's FTEs 0.00 0.16 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 650,327 448,177 636,177 188,000 Total Budget 650,327 448,177 636,177 188,000 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 416,442 415,551 523,859 108,308 Contractual Services 233,885 31,501 112,318 80,817 Commodities 0 1,125 0 -1,125 Capital Outlays 0 0 0 0 650,327 448,177 636,177 188,000 0 0 0 0 650,327 448,177 636,177 188,000 Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • The increase in Personnel Services is primarily due to the transfer of 1.00 FTE position from Human Services during FY 2014/15. The increase in Contractual Services is due to the merchant account service fees being allocated to the divisions by the accounting department. Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 5 6 10 $102,200 $116,185 $100,000 Workload Number of operating and capital improvement projects managed Note: Projects for FY 2014/15 are the adaptive recreation building remodel, master plan update, replacement of the Copper Ridge ball field lights, design of 2 playground replacements and 1 playground replacement. The projects projected for FY 2015/16 are 3 playground replacements, 1 park outdoor exercise equipment course replacement, repair/resurfacing of 2 tennis courts and 2 basketball courts, design phase of the Indian Bend Wash lakes/Indian School park project, and Scottsdale Stadium infrastructure improvements. Sponsorship revenue Note: Revenue enhancement efforts to help fund programs and services as an alternative funding source to General Fund. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 395 - Table of Contents COMMUNITY Community SERVICES Services | Human 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. Our senior centers provide seniors with recreation opportunities, social, health and wellness services. Paiute and Vista support lower-income, culturally diverse neighborhoods with a range of services including early childhood development programs, after-school and teen programs, education and drug prevention programs, employment services, financial assistance, medical, dental, and social services. The Community Assistance Office (CAO) provides Section 8 rental assistance to low-income families and offers case management to residents enrolled in the family self-sufficiency program. Additionally, the 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 • • • Provide assistance for safe and sanitary housing, self-sufficiency, social services, economic growth and reasonable accommodations for persons with disabilities and/or low to moderate income. Manage federal, state, county and private resources, tribal and foundation grants. Coordinate the contributions of over 600 volunteers in order to best respond to human service needs. Provide opportunities for people to connect with one another and to the city through social and recreational interaction, volunteering, and emergency/support services. FY 2014/15 Achievements • • • • • • • • Improved customer service and performance management tracking by migrating human services client data to a new client-based tracking system. Improved 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. Implemented a paperless funding process with the use of iPads for the annual CDBG, HOME, General Fund, and Scottsdale Cares funding process which reduced staff hours, reproduction costs and simplified the review and scoring process for the human services commissioners. Improved the reporting of program outcomes by monitoring two new effectiveness measures that indicate the percentage of improved conditions as a result of receiving services. FY 2015/16 Objectives Implement the Human Services client assistance management system for enhanced performance management tracking and, ultimately, improved service delivery. Maintain and monitor effectiveness measures that quantify the percentage of conditions improved 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, Self-Sufficiency Alliance and the Homeless Continuum of Care. Develop and execute the HUD annual action plan in order to implement strategies identified in the Human Services fiveyear consolidated plan (2015-2019). City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 396 - Table of Contents COMMUNITY SERVICES HUMAN SERVICES Staff Summary Full-time Equivalents (FTE) Community Services | Human Services Actual 2013/14 Approved 2014/15 67.94 63.94 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 64.93 0.99 2.62 % Actual 2013/14 Approved 2014/15 General Fund 3,925,576 4,366,981 4,256,872 -110,109 Grant Funds 8,237,570 10,396,646 9,548,900 -847,746 298,847 423,202 329,432 -93,770 12,461,993 15,186,829 14,135,204 -1,051,625 Actual 2013/14 Approved 2014/15 Personnel Services 3,960,231 4,121,744 4,266,406 144,662 Contractual Services 8,031,572 10,265,625 9,677,668 -587,957 410,415 799,460 191,130 -608,330 59,775 0 0 0 12,461,993 15,186,829 14,135,204 -1,051,625 0 0 0 0 12,461,993 15,186,829 14,135,204 -1,051,625 Expenditures By Fund Special Programs Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • The increase in FTE and Personnel Services is the result of transferring part-time hours from Library Systems to Human Services to reflect what is actually happening within the division. The decrease in General Fund represents the one-time use of General Fund dollars in FY 2014/15 for other critical needs within the division. The decrease in Grants Funds and Contractual Services and Commodities is due to netting the increases and decreases in allocation and carryover amounts from year to year in the Community Development Block Grant program, Section 8 Housing, Federal HOME Investment Partnership Program and local grant areas. The decrease in Special Programs Fund is to align expenditure authority with projected cash balances. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 397 - Table of Contents COMMUNITY SERVICES HUMAN SERVICES Community Services | Human Services Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 7,425 17,533 18,000 New 82% 80% 5,986 4,166 4,500 1,960 3,056 2,500 $2.2 to $1 $1.62 to $1 $2 to $1 96% 95% 96% Workload Number of units of food assistance provided Note: Services included for FY 2014/15 are: Food boxes (2,074), senior brown bags (250 seniors x 4 weeks per month x 11 months = 11,000), weekend youth healthy packs (4,037) and food plus food boxes(422). (Previous data reported brown bag participation as unduplicated clients as opposed to number of food bags distributed.) Percentage of clients requesting emergency financial assistance that are processed and deemed eligible for financial assistance Note: Intakes (requested assistance) 3,065/2,525 qualified = 82% Number of units of social services to sustain self-sufficiency Note: Services for FY 2014/15 include visits to career center (3,631), attendance in job workshops (217), participants in Section 8 self-sufficiency program (34), Section 8 self-sufficiency graduates (6) job prep case management units (278). Job placement is improving resulting in declining service requests. Number of residents provided with financial assistance for housing Note: Included services for FY 2014/15 are: Rent/mortgage or utility assistance (2,100), Section 8 rental voucher assistance (760), Section 8 utility payments (111), emergency home repair (58), roof repair (22) and major home rehabilitation (5). Efficiency Ratio of alternate funding dollars to city General Fund dollars Note: This is a measure of how outside revenue sources are utilized to provide services 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% or better is required in order to be deemed a high performing agency by federal standards. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 398 - Table of Contents Performance Measures Community Services | Human Services Actual 2013/14 Actual 2014/15 Projected 2015/16 195% 74% 100% New 83.5% 80% Effectiveness Annual combined increase in earned income realized by family self-sufficiency participants Note: FY 2014/15 YTD total increase for all participants was $251,587 which represents a 74% percent increase from $339,247 to $590,834. 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. Percentage of clients who receive case management and participate in support groups and educational, recreational, and socialization programs that report an improved condition Note: FY 2015/16 projection is an aggregate representative sample of customer surveys measuring improved conditions of clients who receive case management, participation in support groups, educational, recreational and socialization programs. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 74 $1,655 0.0 Granite Reef and Via Linda senior center volunteers: Work in daily and weekly programs and facilities including: computer labs, lobby concierge, brown bag, congregate lunches, and special events. 339 36,135 $808,340 17.4 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 $240,075 5.2 Total 555 46,941 $1,050,070 22.6 Volunteer Hours Boards/Commissions The Human Services Commission provides advisory recommendations to staff and the City Council on human services priorities and programs. It also provides advisory recommendations on funding allocations for Scottsdale Cares, Community Development Block Grants, HOME, Human Services Emergency and General Funds. Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 399 - Table of Contents COMMUNITY Community SERVICES Services | Library Systems 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, boosts small business and high-growth entrepreneurship start-ups, formulates partnerships and supports 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 2014/15 Achievements Doubled Wi-Fi capacity at all libraries to 200 megabits per second, and purchased a subscription for IndieFlix offering customers the ability to stream over 5,000 independent films. Migrated successfully to Polaris integrated library system. Won the Outstanding Achievement Award in Local Government Innovation: “Eureka: Using Libraries to Create Innovation Hot Spots” from the Alliance for Innovation / Transforming Local Government 2015. Hosted public event with other city departments showcasing city technology. “Gadgets, STEAM and Science of the City” was held February 21, 2015 in conjunction with the Arizona SciTech Festival, an annual statewide celebration of science, technology, engineering, arts and math (STEAM). FY 2015/16 Objectives Increase the number of library card holders 5 percent by working with City departments to increase library awareness and usage. Recruit 5-6 new volunteers to assist in enhancing the library’s capacity to serve the community. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 400 - Table of Contents COMMUNITY SERVICES LIBRARY SYSTEMS Staff Summary Full-time Equivalents (FTE) Community Services | Library Systems Actual 2013/14 Approved 2014/15 118.30 116.93 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 115.92 -1.01 4.68 % Actual 2013/14 Approved 2014/15 8,639,287 9,035,502 8,954,323 -81,179 Grant Funds 223,970 58,000 182,724 124,724 Special Programs Fund 238,960 489,037 321,191 -167,846 9,102,217 9,582,539 9,458,238 -124,301 Actual 2013/14 Approved 2014/15 7,135,427 7,308,583 7,199,793 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 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 -108,790 808,934 927,186 1,063,974 136,788 1,157,102 1,346,770 1,194,471 -152,299 754 0 0 0 9,102,217 9,582,539 9,458,238 -124,301 0 0 0 0 9,102,217 9,582,539 9,458,238 -124,301 Budget Notes and Changes • • • The decrease in FTE and Personnel Services is the result of transferring part-time hours from Library Systems to Human Services to reflect what is actually happening within the division. The increase in Grants Funds and Contractual Services is due to the allocation of new local revenue sharing grant dollars and by netting the increases and decreases in grant allocation and carryover amounts from year to year. The decrease in Special Programs Fund and Commodities is due to aligning budget expenditure authority with projected revenues from contributions and donations, and estimated available cash balance. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 401 - Table of Contents COMMUNITY SERVICES LIBRARY SYSTEMS Community Services | Library Systems Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 16,000 23,000 16,000 50,000 55,600 41,000 130,000 257,000 275,000 $0.37 $0.31 $0.29 86% 90% 87% 12.9 10.4 9.0 1.63 2.21 2.50 17 14.03 11 Workload Participation in adult programs Note: Rounded to the nearest thousand Attendance at early literacy programs Note: Attendance rounded to the nearest thousand. Funding for these programs is enhanced by a $165,000 grant from Arizona's First Things First 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. Attendance in FY 2015/16 is projected to decline due to loss of funding and staff. Number of people accessing Wi-Fi at the city's 5 libraries annually Note: In FY 2013/14, a new Wi-Fi network was installed and bandwidth was increased to 100 Mbps to meet the increase in customer demand for wireless access. Estimates are based on growth in actual usage, file sizes and the increase in portable devices used by customers. Amounts rounded to the nearest thousand. Efficiency Dollars spent on materials per check-out Note: This measure is calculated by dividing total expenditures on all materials by the number of check-outs (circulation). Effectiveness Total registered borrowers as a percentage of total Scottsdale population Note: FY 2014/15 Scottsdale population 225,700 (Source: Arizona Office of Employment & Population Statistics and the Maricopa Association of Governments) Library check-out rates for physical items (books, CDs, DVDs) on a per resident, per year basis Note: Physical material checkouts have been trending downward over the past few years with the shift to e-reading. Library check-out rates for electronic materials (e-books, e-music, e-movies) on a per resident, per year basis (Freegal e-music service not included) Note: E-material check-out rates are on an upward trend that are expected to continue but at a slower annual rate. Annual 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 402 - Table of Contents Performance Measures Adult Services Programs customer satisfaction on a 5 point scale: 5=highly satisfied, 1=not satisfied. Community Services | Library Systems Actual 2013/14 Actual 2014/15 Projected 2015/16 4.75 4.73 4.60 Note: Customer satisfaction surveys are distributed, collected and tabulated after every adult services program throughout the year. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 686 $15,346 0.3 Adult volunteers: Supplement library services for library shops, book/DVD/CD shelving, children’s early literacy programs, as well as Friends of the Library. 375 31,100 $695,707 15.0 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. 400 8,100 $181,197 3.9 Total 782 39,886 $892,250 19.2 Volunteer Hours Boards/Commissions The Library Board advises the City Council on general policy relating to the programs, services and future development of the Scottsdale Public Libraries. Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 403 - Table of Contents COMMUNITY Community SERVICES Services | Parks & Recreation PARKS & RECREATION Strategic Goal(s) Enhance Neighborhoods Preserve Meaningful Open Space Value Scottsdale's Unique Lifestyle and Character Description Parks and Recreation enriches the quality of life for our citizens and visitors by providing clean, attractive parks and delivering an exceptional variety of recreation and leisure programs. Parks and Recreation staff manages and maintains 975 acres of developed parks, 517 acres of medians and rights-of-way, the Civic Center Complex, and the Downtown District. Further, the staff makes available several hundred recreation and leisure classes and activities that contribute to the health and wellness of the community. Services Provided • • • • • Operates and maintains 21 neighborhood parks covering 162 acres that provide primary recreation services that are easily accessible and serves local residents within a 15-minute walking distance radius. Operates and maintains 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. Operates and maintains 8 specialty parks totaling 253 acres that preserve significant unique features of the community, ranging from large natural preserves to historic and specialized features, such as Pinnacle Peak Park, Scottsdale Stadium and McCormick-Stillman Railroad Park. These parks draw local, national and international recognition and visitors. Manages all operational aspects of a variety of facilities, programs and services including 8 after school programs, 5 community centers, 3 year-round aquatic centers, 1 seasonal pool, 3 sports complexes, leisure education programs, citywide special events, youth and adult sports, adapted recreation services for persons of all ages with disabilities, youth and family services, citywide landscape contracts, irrigation systems, lakes, and fountains. Manages the intergovernmental agreement with Scottsdale Unified School District that coordinates the delivery and sharing of facilities, programs, and services. FY 2014/15 Achievements • • • • • • • Awarded re-accreditation for the 21st consecutive year from the Commission for Accreditation of Park and Recreation Agencies demonstrating department compliance with 144 national standards of excellence. Completed renovations to the Tournament Players Club Scottsdale clubhouse and Stadium Course with grand opening November 12, 2014. Grand opening of multi-sensory room at community center used to serve persons of all ages with disabilities. Enhanced performance management tracking by developing a new work management system. FY 2015/16 Objectives Implement the recently developed Community Services work management system. Prioritize and implement operational and facility management recommendations from the updated 2014/15 Community Services Division Master Plan. Leverage community partnerships, sponsorships and donations to serve persons of all ages with various disabilities. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 404 - Table of Contents COMMUNITY SERVICES PARKS & RECREATION Staff Summary Full-time Equivalents (FTE) Community Services | Parks & Recreation Actual 2013/14 Approved 2014/15 261.99 260.42 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 281.95 21.53 11.39 % Actual 2013/14 Approved 2014/15 19,616,482 20,286,934 20,892,290 605,356 10,566 0 316,550 316,550 Special Programs Fund 1,701,690 1,829,281 1,863,471 34,190 Transportation/HURF Fund 1,052,282 1,066,815 1,320,986 254,171 22,381,020 23,183,030 24,393,297 1,210,267 Actual 2013/14 Approved 2014/15 14,133,308 14,357,770 14,631,630 273,860 Contractual Services 5,868,707 6,526,661 7,094,256 567,595 Commodities 2,126,162 2,109,862 2,304,271 194,409 10,830 0 34,000 34,000 22,139,006 22,994,293 24,064,157 1,069,864 242,014 188,737 329,140 140,403 22,381,020 23,183,030 24,393,297 1,210,267 Expenditures By Fund General Fund Grant Funds Total Budget Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • The increase in FTE is due to the conversion of Recreation Specialist slotted positions to part-time positions (16.74 FTE), aligning the McCormick-Stillman Railroad Park budget with the part-time hours needed to accurately reflect park operations (4.00 FTE) and truing up part-time positions hours to reflect what is actually happening within the division (0.79 FTE). The increase to the General Fund budget includes Personnel Services driven by higher employee healthcare costs, aligning the McCormick-Stillman Railroad Park budget, and truing up part-time positions hours and Capital Outlays budget for parks maintenance work management system hardware. The increase in Grant funds and Contractual Services and Commodities represents the allocation of local revenue sharing gaming grant dollars. The increase in Transportation/HURF Fund and Contractual Services is due to the one-time funding of right-of-way and median improvements along North Shea Boulevard (96th Street to 112th Street). The increase in Operating Projects budget is due to the addition of one-time funding for playground and pool equipment replacement. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 405 - Table of Contents COMMUNITY SERVICES PARKS & RECREATION Community Services | Parks & Recreation Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 26,307 37,043 38,200 15,784 15,411 15,100 27.5% 26.3% 29% 13.1 13.1 13.1 7.1 7.0 7.2 90% 96% 96% 26% 26.4% 26% Workload Adult registered participants program and service Note: Calculated using CLASS system adult registration for programs and services, including adult leagues. Projecting a 3% registration increase in FY 2015/16. Youth registered participants program and service Percentage of budget contracted out Note: FY 2014/15 calculated using year-to-date expenditures FY 2015/16 calculated using proposed budget 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) Effectiveness Overall customer satisfaction survey rating Note: For FY 2014/15, the master plan consultant administered a statistically valid survey of overall program and facility quality. 47% responded good; 49% responded excellent =96% For FY 2015/16, quarterly customer satisfaction surveys will be reported from a selection of services and program areas throughout the department. Percentage of total parks and recreation revenue to expenditures City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 406 - Table of Contents Community Services | Parks & Recreation Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 109 $2,438 0.1 Program volunteers provide support for special events, community centers, ongoing programs, trail maintenance, youth sports coaching and officiating, and working with people with disabilities. 1,429 10,693 $239,202 5.1 Adult (court ordered and sheriff's volunteers): Perform courtordered community restitution by working alongside staff to complete skilled and unskilled tasks in city parks and facilities. 191 1,416 $31,676 0.7 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. 267 7,429 $166,187 3.6 Youth community service volunteers: Perform court-ordered community restitution, self-initiated unpaid service or schoolrequired by working alongside staff to complete skilled and unskilled tasks in city parks and facilities. 112 1,124 $25,144 0.5 2,006 20,771 $464,647 10.0 Volunteer Hours Boards/Commissions The Parks and Recreation Commission provides advisory recommendations to staff and the City Council on department priorities and programs. Volunteers Total "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 407 - Table of Contents COMMUNITY Community SERVICES Services | Preserve Management 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, operating 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 multiple-use trails and trailhead access points. Supports safe use of the multi-use non-motorized trail system by developing and providing information to the public via printed and online resources regarding the trail system and Preserve use regulations. FY 2014/15 Achievements • • • • Made significant progress restricting access to motorized recreational uses as prohibited in the preserve ordinance. Formed phase 2c trail planning team and planned, designed and constructed trails in corridors 1-4a of the phase 2c portion in the northern preserve region. Began the site analysis for phase 2 improvements to Granite Mountain and Fraesfield trailheads. Completed draft components of the Preserve Resource Management Plan - the Ecological Resource Plan and the Cultural Resource Master Plan - and expected to be finalized in the fall 2015. FY 2015/16 Objectives • • • • Acquire parcels 1 and 1A in the Pima/Dynamite area for future trailhead facility and major wash corridor protection. Initiate the site planning for a trailhead at Pima and Dynamite and field investigation and corridor planning for the area trails. Continue to work with a variety of trail users to develop trail resources that provide variety of user experiences while safeguarding and protecting the Preserve and following the Preserve management objectives. Restrict access to motorized recreational uses as prohibited in the preserve ordinance. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 408 - Table of Contents COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) PRESERVE MANAGEMENT Community Services | Preserve Management Actual 2013/14 Approved 2014/15 3.00 3.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 3.00 0.00 0.12 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 281,809 303,672 298,304 -5,368 0 14,700 86,200 71,500 Total Budget 281,809 318,372 384,504 66,132 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 192,387 179,518 205,869 26,351 Contractual Services 72,450 113,554 155,080 41,526 Commodities 16,972 25,300 23,555 -1,745 0 0 0 0 281,809 318,372 384,504 66,132 0 0 0 0 281,809 318,372 384,504 66,132 Grant Funds Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • The increase in Personnel Services is mainly due to vacant positions that occurred in FY 2014/15. The budget appears to have increased in FY 2015/16 when compared to the 'Approved FY 2014/15' as the budget for vacant positions is swept thereby reducing the 'Approved FY 2014/15' budget. The increase in Personnel Services is also the result of a change in full-time staff at a higher pay rate. The increase in Grant Funds and Contractual Services is due to using local revenue sharing for trail erosion and wildlife radio collars. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 409 - Table of Contents COMMUNITY SERVICES PRESERVE MANAGEMENT Community Services | Preserve Management Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 2,365 0 394 New 12 20 400,000 750,000 800,000 Workload Acres added to the Preserve Note: The anticipated acquisition in FY 2014/15 of Preserve parcels 1 and 1A in the Pima/Dynamite area is proceeding with public meetings likely to occur in late summer/early fall 2015. Arizona State Land Department auction may be scheduled for fall 2015 or early 2016. Additional miles of mapped and signed trail resources added to the Preserve trail inventory Effectiveness Provide access to the Preserve (number of annual new and repeat visits) Note: Beginning in FY 2014/15 trailhead car traffic counters were used instead of access points since miles of trails and numerous access points were unable to be accurately counted. The new count methodology uses a standard formula to estimate visitors based on car traffic. Individuals entering the preserve from the many nearby neighborhood access points are not counted, so reported numbers are lower than actual. (Amounts rounded to the nearest thousand.) Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 170 $3,803 0.1 Trail patrol, trail maintenance, educational outreach, trailhead hosts and field institute research. 468 39,134 $875,428 18.8 Total 475 39,304 $879,231 18.9 Volunteer Hours Boards/Commissions The McDowell Sonoran Preserve Commission provides citizen oversight for acquisition, preservation, management, and stewardship of the McDowell Mountains and related Sonoran desert. Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 410 - Table of Contents PUBLIC SAFETY - FIRE Actual 2013/14 Approved 2014/15 25,031,050 25,973,360 26,612,312 638,952 PROFESSIONAL SERVICES 4,257,424 4,459,917 4,656,954 197,037 FIRE & LIFE SAFETY 1,542,105 1,564,435 1,628,954 64,519 837,676 883,877 675,685 -208,192 31,668,256 32,881,589 33,573,905 692,316 Expenditures By Department OPERATIONS OFFICE OF THE FIRE CHIEF Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 411 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 412 - Table of Contents Division Summary Public Safety - Fire Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 413 - Table of Contents 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 2014/15 Achievements Received the Congressional Fire Services Institute “Excellence in Fire Service-Based EMS Award” for the Alternative Care Site at the Waste Management Phoenix Open and the Public Technology Institute “Technology Solutions-Significant Achievement Award” for the iOS Based Electronic Patient Care Reporting Transition. Implemented a transitional duty staffed Community Paramedicine Program to evaluate community needs for service in this changing area of healthcare. Developed, coordinated and conducted the first two Scottsdale Fire Citizens Academies. Classes focused on local community partners and leaders to help establish course outline and evaluate content. Provided customers direct patient care from their home or place of incident to the hospital emergency room with firefighter paramedics 99.9 percent of the time. FY 2015/16 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 2015/16 Adopted Budget - Volume One - 414 - 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 2015/16 Adopted Budget - Volume One - 415 - Table of Contents PUBLIC SAFETY - FIRE DIVISION SUMMARY Division Summary Staff Summary Full-time Equivalents (FTE) Public Safety - Fire Actual 2013/14 Approved 2014/15 265.00 267.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 278.00 11.00 11.23 % Actual 2013/14 Approved 2014/15 31,485,238 32,676,037 33,566,605 890,568 181,968 203,252 0 -203,252 1,050 2,300 7,300 5,000 31,668,256 32,881,589 33,573,905 692,316 Actual 2013/14 Approved 2014/15 24,669,670 25,511,131 26,427,351 916,220 Contractual Services 5,712,623 6,053,219 5,997,867 -55,352 Commodities 1,206,145 1,317,239 1,148,687 -168,552 79,818 0 0 0 31,668,256 32,881,589 33,573,905 692,316 0 0 0 0 31,668,256 32,881,589 33,573,905 692,316 Expenditures By Fund General Fund Grant Funds Special Programs Fund Total Budget Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • The increase in FTEs and Personnel Services is the result of adding 12 sworn fire positions (8 firefighters, 3 captains and 1 engineer) to assist with the department staffing requirements (the additional sworn positions then allowed for a reduction of 75 percent in constant staffing overtime) offset somewhat by the transfer of 1.00 FTE Emergency Manager position from Public Safety - Fire to the City Manager's Office. The decrease in Grant Funds and Commodities is the result of one-time grants to purchase radios and emergency management equipment are included in FY 2014/15 and are not included in FY 2015/16. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 416 - Table of Contents PUBLIC SAFETY - FIRE DIVISION SUMMARY Division Summary Performance Measures Public Safety - Fire Actual 2013/14 Actual 2014/15 Projected 2015/16 12,838 11,958 13,215 41,103 42,216 46,559 85% 77% 81% 88% 87% 84% 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 Public Education and Outreach Contacts 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 2014/15 the totals were 22,773 out of 29,413 (77%). 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 2015/16 Adopted Budget - Volume One - 417 - Table of Contents Public Safety - Fire | Office of the Fire Chief 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. Plans and coordinates Public Safety support for major events. FY 2014/15 Achievements Transferred Emergency Management to the City Manager's Office to ensure an appropriate level of responsibility and notoriety. Activated the Emergency Operations Center (EOC) to full capacity for 10 days during the special event ‘super season’ to support the Waste Management Phoenix Open and Super Bowl. Updated and presented the Standard of Coverage and Deployment Plan to City Council. Completed the final phase of correcting the department’s pay disparity against market averages without requesting additional funds. Received $367,000 in grants from Homeland Security, APS and Firefighter Assistance. Collaborated with the Phoenix Fire Department in an effort to expedite training and certifications for new fire fighters. FY 2015/16 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 2015/16 Adopted Budget - Volume One - 418 - 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 2013/14 Approved 2014/15 5.00 6.00 Adopted Change 14/15 2015/16 to 15/16 5.00 % of City's FTEs -1.00 0.20 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 680,634 851,577 Grant Funds 155,992 1,050 Total Budget Adopted Change 14/15 2015/16 to 15/16 668,385 -183,192 30,000 0 -30,000 2,300 7,300 5,000 837,676 883,877 675,685 -208,192 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 666,189 774,732 614,764 -159,968 Contractual Services 71,125 74,458 52,621 -21,837 Commodities 50,256 34,687 8,300 -26,387 Capital Outlays 50,107 0 0 0 837,676 883,877 675,685 -208,192 0 0 0 0 837,676 883,877 675,685 -208,192 Special Programs Fund Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • The 1.00 FTE decrease and the decrease in Personnel Services is due to the Emergency Manager position transferring from Public Safety - Fire to the City Manager's Office. The decrease in Grant Funds and Commodities is the result of a one-time grant to purchase emergency management equipment is included in FY 2014/15 and is not included in FY 2015/16. Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 $286,858 $367,000 $200,000 Efficiency The total grant funding received for emergency management and emergency preparedness City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 419 - Table of Contents Public Safety - Fire | Operations 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 • • • • • • • • 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 residents and visitors. Supports emergency services to the Phoenix Metropolitan area through the Phoenix Regional Dispatch Center and its associated automatic aid agreement. FY 2014/15 Achievements Maintained an average of 4 minutes and 33 seconds of travel time when responding to emergency incidents within the City. Increased our involvement in event standby/response activities. Major events this year included the NFL, ESPN, and other Super Bowl 49 related events. Continued to grow and improve our Wildland/Urban Interface Prevention through the Fire Wise program that provides education to HOAs in areas of wildfire exposure and defensible spaces. Collaborated with the parks department to promote trail hiking safety by producing safety information cards for hikers, enhancing trail markers, and working with the media for public outreach. Lock boxes were installed at all preserve gates to assist with fire department access during emergency incidents. FY 2015/16 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 2015/16 Adopted Budget - Volume One - 420 - Table of Contents PUBLIC SAFETY - FIRE OPERATIONS Staff Summary Full-time Equivalents (FTE) Public Safety - Fire | Operations Actual 2013/14 Approved 2014/15 233.00 233.00 % of City's FTEs Expenditures By Fund General Fund Grant Funds Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 244.00 11.00 9.86 % Actual 2013/14 Approved 2014/15 Adopted Change 14/15 2015/16 to 15/16 25,005,075 25,800,108 26,612,312 812,204 25,975 173,252 0 -173,252 25,031,050 25,973,360 26,612,312 638,952 Actual 2013/14 Approved 2014/15 21,090,735 21,609,893 22,691,041 1,081,148 3,884,630 4,127,646 3,785,357 -342,289 55,685 235,821 135,914 -99,907 0 0 0 0 25,031,050 25,973,360 26,612,312 638,952 0 0 0 0 25,031,050 25,973,360 26,612,312 638,952 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • The increase in FTEs and Personnel Services is the result of adding 12 sworn fire positions (8 firefighters, 3 captains and 1 engineer) to assist with the department staffing requirements. The additional sworn positions then allowed for a reduction of 75 percent in constant staffing overtime. Additionally, the reassignment of the Safety Fitness Wellness Coordinator position from the Operations Department to the Professional Services Department to properly align job duties resulted in a net increase of 11.00 FTEs. Contractual Services decreased primarily as a result of moving the medical examinations from the Operations Department to the Professional Services Department. The decrease in Grant Funds and Commodities is the result of a one-time grant to purchase radios is included in FY 2014/15 and is not included in FY 2015/16. The Commodities were offset somewhat by the one-time increase needed to conduct the fire academy and to purchase equipment for the new firefighters. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 421 - Table of Contents PUBLIC SAFETY - FIRE Public Safety - Fire | Operations Performance Measures OPERATIONS Actual 2013/14 Actual 2014/15 Projected 2015/16 28,544 32,425 32,760 4:27 4:33 4:35 22.8% 21.0% 13.6% 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 includes 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 scene through the terminal. Brain death and flash over in fires begins between 4 and 6 minutes. Cardiac Save Rate Note: Also called the return of spontaneous circulation, this is the percentage of patients experiencing cardiac arrest that were treated, transported and delivered to the hospital with a pulse. This is directly correlated with travel time, public education and advanced life support skills. The total number of codes treated in FY 2014/15 was 103. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 422 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 423 - Table of Contents 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. Coordinates and conducts training to meet the requirements established by the nationally recognized Insurance Service Organization (ISO). Delivers educational outreach programs through volunteers and fire department resources, in an effort to address the safety and health issues of the citizens. Provides support for internal programs that address injury and wellness issues. Recruits and trains additional volunteers to assist with the fire department's logistical and community education needs. FY 2014/15 Achievements • • • • Implemented the Scottsdale Fire Department’s two year training, competency, and pacing plan. Members achieved essential job performance requirements set by the National Fire Protection Association and incorporates Insurance Services Office required training such as: command and control, incident safety officer, hazardous materials, live fire and OSHA related topics. Provided customers direct patient care from their home or place of incident to the hospital emergency room with firefighter paramedics 99.9 percent of the time. Provided cutting edge scenario based captain’s promotional process by partnering with the Virtual Incident Command Center. This platform and associated technology immerses the candidate with as close to real life incidents as possible. Making performance based selection objective. Updated electronic patient care reporting system, implemented personal Mass Causality Kits for special events, and developed a priority dispatch system for fire response crews and transport units FY 2015/16 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 2015/16 Adopted Budget - Volume One - 424 - Table of Contents PUBLIC SAFETY - FIRE PROFESSIONAL SERVICES Staff Summary Full-time Equivalents (FTE) Public Safety - Fire | Professional Services Actual 2013/14 Approved 2014/15 12.00 13.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 14.00 1.00 0.57 % Actual 2013/14 Approved 2014/15 General Fund 4,257,424 4,459,917 4,656,954 197,037 Total Budget 4,257,424 4,459,917 4,656,954 197,037 Actual 2013/14 Approved 2014/15 Personnel Services 1,496,559 1,668,139 1,635,319 -32,820 Contractual Services 1,656,760 1,748,645 2,020,760 272,115 Commodities 1,096,909 1,043,133 1,000,875 -42,258 7,197 0 0 0 4,257,424 4,459,917 4,656,954 197,037 0 0 0 0 4,257,424 4,459,917 4,656,954 197,037 Expenditures By Fund Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • The increase in FTEs is due to the reassignment of the Safety Fitness Wellness Coordinator position from the Operations Department to the Professional Services Department to properly align job duties. The increase in Contractual Services is related to the increase in the Phoenix Dispatch contract. Increased call volume resulted in a higher fee from Phoenix. Additionally, the Contractual Services increase is due to the realignment of medical exams from the Operations Department to the Professional Services Department. The decrease in Commodities is due to reducing line item budgets to help offset the Contractual Services increase. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 425 - Table of Contents PUBLIC SAFETY - FIRE PROFESSIONAL SERVICES Public Safety - Fire | Professional Services Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 48 41 48 280 394 397 2/4 0/6 1/7 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 on-duty 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 the "Home Safe Home" senior fall prevention initiative. Volunteers also provide water and fire safety education to school-aged children, and represent the department at community and city special events. 85 4,170 $93,283 2.0 Total 85 4,170 $93,283 2.0 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 426 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 427 - Table of Contents Public Safety - Fire | Fire & Life Safety 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 • • Responds to all significant emergency fire incidents to determine the cause and origin of the fire and establishes the loss/impact to the community. Responds to all non-emergency requests for preventive services to include inspections, business, HOA, community and resident related activities. FY 2014/15 Achievements • • • • • Collaborated with the Police Department to conduct advanced/detailed safety training classes for local bar/restaurant/nightclub workers per new Ordinance No. 1709. Inspected and reviewed 48 Super Bowl related special event applications and events. Reviewed plans and issued 452 fire safety permits in support of other city special events. Served as a major player in the regional Maricopa County Wild Land Preparedness Plan. Collaborated with the State Land Department to host and conduct a Firewise Assessor training class for AZ Fire Service and local HOA/community leaders. 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 2015/16 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. Expand Fire wise Program by collaborating with State Land to conduct meetings with HOA’s and residents to deliver certification classes locally, establish effective wildland interface/defensible space guidelines and obtain national certification for COS communities. Continued coordination with Scottsdale Police and Legal to maintain a new ordinance and conduct advanced police and fire training for Scottsdale’s Assembly Occupancies (bars/nightclubs/pubs). Will begin evaluation of 2015 International Codes for possible adoption by Council. Will also stay connected to any AZ Legislative proposals that would impact or change Scottsdale Fire Safety Ordinances. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 428 - Table of Contents PUBLIC SAFETY - FIRE FIRE & LIFE SAFETY Staff Summary Full-time Equivalents (FTE) Public Safety - Fire | Fire & Life Safety Actual 2013/14 Approved 2014/15 15.00 15.00 Adopted Change 14/15 2015/16 to 15/16 15.00 % of City's FTEs 0.00 0.61 % Actual 2013/14 Approved 2014/15 General Fund 1,542,105 1,564,435 1,628,954 64,519 Total Budget 1,542,105 1,564,435 1,628,954 64,519 Actual 2013/14 Approved 2014/15 1,416,187 1,458,367 1,486,227 27,860 100,108 102,470 139,129 36,659 3,295 3,598 3,598 0 22,515 0 0 0 1,542,105 1,564,435 1,628,954 64,519 0 0 0 0 1,542,105 1,564,435 1,628,954 64,519 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • No explanation necessary. Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 62.0 63 66.5 $2.5 $1.5 $1.35 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 2015/16 Adopted Budget - Volume One - 429 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 430 - Table of Contents PUBLIC SAFETY - POLICE Actual 2013/14 Approved 2014/15 POLICE UNIFORMED SERVICES 48,240,484 51,657,346 55,187,323 3,529,977 INVESTIGATIVE SERVICES 24,750,226 25,991,275 27,573,260 1,581,985 OPERATIONAL SUPPORT 11,771,524 11,726,277 12,751,091 1,024,814 1,998,730 1,735,417 1,805,674 70,257 86,760,964 91,110,315 97,317,348 6,207,033 Expenditures By Department OFFICE OF THE POLICE CHIEF Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 431 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 432 - Table of Contents Community Division Summary & Economic Development | WestWorld Public Safety - Police Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 433 - Table of Contents POLICE DIVISION SUMMARY Community Division Summary & Economic Development | WestWorld Public Safety - Police Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Description The Police Department provides efficient and effective police services 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 2014/15 Achievements • • • • • • Collaborated with taxi cab companies and property owners to create and implement the "Transportation Safety Zone" in the downtown area to increase the safety of pedestrians and patrons. A drop-off/pick-up only lane and a travel lane allows emergency response personnel to reach their destination quickly and safely keep the flow of traffic moving. Partnered with liquor establishments to update individual site and security plans as a result of the 2014 collaboration with the Office of the Mayor, City Attorney’s Office and local businesses that resulted in the Public Safety Plan Ordinance. Additionally, conducted security personnel training to liquor establishment employees resulting in enhanced entertainment district patron safety. Managed the On-Body Camera program including the acquisition, technical integration, contract/policy discussion and support. Evaluated by the Police Executive Research Forum (PERF) on the department's sexual assault investigative protocol which will be highlighted nationally as a best practice. Created a new East Valley Crisis Intervention Training Cooperative to increase the number of officers certified in responding to those in mental health crisis. Participated in local, regional and national committees in preparation for the more than 54 special events hosted in Scottsdale as part of the Pro Bowl, Super Bowl and Waste Management Phoenix Open. FY 2015/16 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 434 - Table of Contents Community Division Summary & Economic Development | WestWorld Public Safety - Police Charted Performance Measures Number of 911 calls received that were answered within 10 seconds. The target for FY 2015/16 is 91% of the calls to be answered within 10 seconds. Efficiency Average response time to emergency calls for service.The target for FY 2015/16 is 331 seconds between dispatch and arrival. Efficiency Number of DUI arrests within City limits City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 435 - Workload Table of Contents PUBLIC SAFETY - POLICE DIVISION SUMMARY Community Division Summary & Economic Development | WestWorld Public Safety - Police Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 669.60 664.60 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 664.23 -0.37 26.83 % Actual 2013/14 Approved 2014/15 84,808,268 88,893,538 94,442,353 5,548,815 Grant Funds 961,902 594,367 273,730 -320,637 Special Programs Fund 990,794 1,622,410 2,601,265 978,855 86,760,964 91,110,315 97,317,348 6,207,033 Actual 2013/14 Approved 2014/15 Personnel Services 70,349,877 72,940,094 77,326,192 4,386,098 Contractual Services 14,103,324 16,082,997 17,313,416 1,230,419 1,805,949 1,892,774 2,586,290 693,516 501,815 194,450 91,450 -103,000 86,760,964 91,110,315 97,317,348 6,207,033 0 0 0 0 86,760,964 91,110,315 97,317,348 6,207,033 Expenditures By Fund General Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • The change in FTEs is due to a conversion from Pipeline slots to 2.63 FTE part-time positions offset by transferring 3.00 FTE Public Safety - Police Division positions to the Administrative Services Division, Human Resources Department. The decrease in Grant Funds is the result of one-time grants included in FY 2014/15 that are not included in FY 2015/16. The increase in Personnel Services is the result of the implementation of a step program which has a 3 percent fix in FY 2015/16 for Police Officer compensation; an increase in overtime to better reflect actual usage; the increasing of the average hourly overtime rate; and a 7.15 percent increase in the Public Safety Personnel Retirement System (PSPRS) costs. The Contractual Services increase is the result of a Maricopa County Jail rate increase, an increase to the photo radar budget to coincide with the increased number of citations, and an increase in property, liability and workers' compensation as a result of increased claims paid and to ensure the balance of the Risk Management Fund maintains an 85 percent confidence level per the Loss Trust Fund Board's direction. The increase in the Special Programs Fund and Commodities is primarily the result of Police planning to replace all TASERS using Racketeering Influenced Corrupt Organizations (RICO) funding. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 436 - Table of Contents PUBLIC SAFETY - POLICE DIVISION SUMMARY Community Division Summary & Economic Development | WestWorld Public Safety - Police Actual 2013/14 Actual 2014/15 Projected 2015/16 6,118 5,672 5,750 Part I crime rate per 1,000 residents 27.8 25.5 26.0 Number of DUI's within the City limits 2,435 2,123 2,100 4,037 4,215 4,000 100% 50% 100% Performance Measures Workload Part I (violent/property) crime volume Note: Includes homicide, rape, robbery, aggravated assault, burglary, theft, motor vehicle theft and arson. Decreased 7.3% from CY 2013. Note: DUI related arrests within the City limits. Total traffic collisions Note: Anticipating a continued decline in traffic collisions. 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. 2 148 $3,315 0.1 Clerical support to Investigative Services, including the Crime Lab. 10 1,971 $44,080 0.9 Handicapped parking enforcement for Uniformed Services. 1 1,132 $25,323 0.5 Police Honor Guard and Chaplain duties. 3 93 $2,076 0.0 Report redaction and newsletter compilation for the public information office. 2 533 $11,919 0.3 Delivery services to the supply unit. 3 642 $14,367 0.3 Strategic planning consultation and assistance. 1 14 $313 0.0 Homeland Security Clerical Assistance. 1 341 $7,618 0.2 23 4,873 $109,011 2.3 Volunteer Hours Volunteers Total "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 437 - Table of Contents OFFICE OF THE POLICE CHIEF Public Safety - Police | Office of the Police Chief POLICE 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 Unit, 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, as well as providing fiscal oversight of the department's resources. 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 2014/15 Achievements • Processed 48 citizen complaints through Internal Affairs, a 61.6 percent decrease from previous year, with under 1 percent resulting in a “sustained” finding. Received 97 department employee commendations from citizens. Graduated 50 citizens from two Citizen Police Academies. Produced 6 “Behind the Badge” programs aired on City Cable 11. FY 2015/16 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 promote community outreach through the creation of District Citizen Advisory Boards in all four patrol districts. 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 2015/16 Adopted Budget - Volume One - 438 - 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 2013/14 Approved 2014/15 12.00 11.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 11.00 0.00 0.44 % Actual 2013/14 Approved 2014/15 1,838,944 1,722,417 1,785,937 63,520 159,786 13,000 19,737 6,737 1,998,730 1,735,417 1,805,674 70,257 Actual 2013/14 Approved 2014/15 1,835,170 1,618,523 1,671,111 52,588 Contractual Services 94,656 90,194 102,748 12,554 Commodities 19,415 26,700 31,815 5,115 Capital Outlays 49,489 0 0 0 1,998,730 1,735,417 1,805,674 70,257 0 0 0 0 1,998,730 1,735,417 1,805,674 70,257 Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Personnel Services Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • The increase in Personnel Services is primarily the result of a 7.15 percent increase in the Public Safety Personnel Retirement System (PSPRS) costs. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 439 - Table of Contents PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF Public Safety - Police | Office of the Police Chief Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 4,437 4,520 4,530 100% 100% 100% 0.5% 1.0% 3.0% 22% 18% 15% Workload Number of publications and requests completed by the Public Information Officers Note: Includes monthly newsletters, requests and public records redactions. media 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 50 total attendees, 22 in the Spring class and 28 in the Fall. Percentage of Police Department employees investigated as a result of an external complaint Note: In CY 2014, 1% of police department employees (7 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 CY 2014, 121 police department employees were investigated as a result of an internal complaint. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Chaplain and Honor Guard Support. 3 93 $2,075 0.0 Report redaction and newsletter compilation for the public information office. 2 533 $11,918 0.3 Total 5 626 $13,993 0.3 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 440 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 441 - Table of Contents Public Safety - Police | Police Uniformed Services POLICE POLICE UNIFORMED SERVICES Strategic Goal(s) Enhance Neighborhoods Description The Uniformed Services Bureau provides front line law enforcement service delivery 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. Services Provided • • • • • • • • • • • • • • Prompt response to all emergency and non-emergency calls for police service throughout the city. Crime reduction efforts 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. Maintain the integrity, quality and effectiveness of policing services. FY 2014/15 Achievements Partnered with liquor establishments to update individual site and security plans as a result of the 2014 collaboration with the Office of the Mayor, City Attorney’s Office and local businesses that resulted in the Public Safety Plan Ordinance. Additionally, conducted security personnel training to liquor establishment employees resulting in enhanced entertainment district patron safety. Enhanced crime prevention and community outreach efforts by creating the Crime Prevention Liaison Program (CPLO) in all 4 districts. The CPLO works closely with Neighborhood Watch Groups, Neighborhood Services and visits schools, community groups, and HOA's. Collaborated with taxi cab companies and property owners to create and implement the "Transportation Safety Zone" in the downtown area to increase the safety of pedestrians and patrons. A drop-off/pick-up only lane and a travel lane allow emergency response personnel to reach their destination quickly and safely and keep the flow of traffic moving. Responded to 221,069 emergency and routine calls for service in 4 police districts encompassing 185 square miles, 222,000+ citizens, and more than 8.5 million visitors. Created a new East Valley Crisis Intervention Training Cooperative to increase the number of officers certified in responding to those in mental health crisis. Participated in local, regional and national committees in preparation for the more than 54 special events hosted in Scottsdale as part of the Pro Bowl, Super Bowl and Waste Management Phoenix Open. FY 2015/16 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 2015/16 Adopted Budget - Volume One - 442 - Table of Contents PUBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) POLICE UNIFORMED SERVICES Public Safety - Police | Police Uniformed Services Actual 2013/14 Approved 2014/15 363.10 362.10 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 363.73 1.63 14.69 % Actual 2013/14 Approved 2014/15 47,454,431 51,184,986 54,641,790 3,456,804 Grant Funds 655,031 200,000 20,000 -180,000 Special Programs Fund 131,022 272,360 525,533 253,173 48,240,484 51,657,346 55,187,323 3,529,977 Actual 2013/14 Approved 2014/15 39,347,282 41,903,292 44,549,376 2,646,084 8,166,711 9,229,493 9,977,834 748,341 Commodities 466,962 514,111 649,663 135,552 Capital Outlays 259,528 10,450 10,450 0 48,240,484 51,657,346 55,187,323 3,529,977 0 0 0 0 48,240,484 51,657,346 55,187,323 3,529,977 Expenditures By Fund General Fund Total Budget Expenditures By Type Personnel Services Contractual Services Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • The change in FTEs is due to a conversion from Pipeline slots to 2.63 FTE part-time positions offset by transferring a 1.00 FTE Police Aide position from Police Uniformed Services to Investigative Services and reclassifying the position to a Police Analyst position. The increase in Personnel Services is the result of the implementation of a step program which has a 3 percent fix in FY 2015/16 for Police Officer compensation; an increase in overtime to better reflect actual usage; the increasing of the average hourly overtime rate; and a 7.15 percent increase in the Public Safety Personnel Retirement System (PSPRS) costs. The decrease in Grant Funds is the result of one-time grants included in FY 2014/15 that are not included in FY 2015/16. The Contractual Services increase is primarily the result of a Maricopa County Jail rate increase and an increase to the photo radar budget to coincide with the increased number of citations. The increase in the Special Programs Fund and Commodities is primarily the result of purchasing officer safety equipment such as ammunition and ballistic vests. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 443 - Table of Contents PUBLIC SAFETY - POLICE POLICE UNIFORMED SERVICES Public Safety - Police | Police Uniformed Services Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 219,713 221,069 222,100 525 507 510 2,435 2,123 2,125 5:04 5:25 5:30 Workload Number of calls for service Note: Total number of calls requesting Police assistance Number of detention bookings per detention officer Note: 22 detention officers conducted 11,163 bookings. These include adults, juveniles, blue shirts (Scottsdale arrests held at the county but brought back for trial/pre-trial purposes) and courtesy holds on behalf of another law enforcement agency. Number of DUI's within the City limits Note: Of the total number of DUI arrests within the City limits. Efficiency Average Response Time to Emergency Calls for Service Note: The department target response time is 5 minutes, 11 seconds or less (5:11). Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Handicapped parking enforcement. 1 1,132 $25,323 0.5 Clerical and miscellaneous community policing efforts. 1 341 $7,618 0.2 Total 2 1,473 $32,941 0.7 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 444 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 445 - Table of Contents INVESTIGATIVE SERVICES POLICE Public Safety - Police | Investigative Services Strategic Goal(s) Enhance Neighborhoods Description The Investigative Service Bureau is comprised of Investigative Services and Forensic Services. 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 victimrelated, 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. The Training Unit, also housed in the Investigative Services Bureau, is charged with new recruit 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. Effectively utilize accredited forensic services to assist in the timely investigation of criminal activities and the identification and successful prosecution of criminal suspects. FY 2014/15 Achievements Invited to present at the National Tactical Officers Association Annual Crisis Negotiations Conference on the Scottsdale model that incorporates police crisis intervention counselors as part of the department's Crisis Negotiation Team which is considered a national best practice. Identified suspect responsible for over 30 residential burglaries by breaking rear glass windows to gain entry throughout homes in south Scottsdale. Evaluated by the Police Executive Research Forum (PERF) on the department's sexual assault investigative protocol which will be highlighted nationally as a best practice. Implemented automated field-testing systems that greatly reduced requests for heroin and pharmaceuticals pills analysis to the crime lab and increased prosecution results. Successfully used information provided through participation on a national intelligence task force to prepare and prevent any acts of terrorism during the city's signature events. FY 2015/16 Objectives • • • • • • • Target pattern crime through enforcement, crime prevention, use of technology and coordination with federal and state task forces. Maintain 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. Maintain Forensic Laboratory Accreditation by successfully completing annual onsite Laboratory assessments. Conduct prompt, thorough and effective investigations that positively affect Scottsdale's neighborhoods, schools and the community. Develop relevant reality based training for a variety of specialty units to include nighttime training opportunities during all modular trainings. Ensure proper security of evidence throughout the judicial process and return all property no longer needed for evidence in accordance with State regulations in a timely manner. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 446 - Table of Contents PUBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) INVESTIGATIVE SERVICES Public Safety - Police | Investigative Services Actual 2013/14 Approved 2014/15 186.50 187.50 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 185.50 -2.00 7.49 % Actual 2013/14 Approved 2014/15 23,743,369 24,259,858 25,263,535 1,003,677 Grant Funds 306,871 394,367 253,730 -140,637 Special Programs Fund 699,986 1,337,050 2,055,995 718,945 24,750,226 25,991,275 27,573,260 1,581,985 Actual 2013/14 Approved 2014/15 21,264,333 21,631,398 22,957,509 1,326,111 2,716,399 3,425,271 3,242,549 -182,722 Commodities 612,708 750,606 1,292,202 541,596 Capital Outlays 156,787 184,000 81,000 -103,000 24,750,226 25,991,275 27,573,260 1,581,985 0 0 0 0 24,750,226 25,991,275 27,573,260 1,581,985 Expenditures By Fund General Fund Total Budget Expenditures By Type Personnel Services Contractual Services Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • • The decrease in FTEs is the result of transferring 3.00 FTE Police Division positions to the Administrative Services Division, Human Resources Department offset by transferring a 1.00 FTE Police Aide position from Police Uniformed Services to Investigative Services and reclassifying the position to a Police Analyst position. The decrease in Grant Funds is the result of one-time grants included in FY 2014/15 that are not included in FY 2015/16. The increase in Personnel Services is the result of the implementation of a step program which has a 3 percent fix in FY 2015/16 for Police Officer compensation; an increase in overtime to better reflect actual usage; the increasing of the average hourly overtime rate; and a 7.15 percent increase in the Public Safety Personnel Retirement System (PSPRS) costs. The decrease in Contractual Services is primarily due to the transferring of administration/oversight from the Investigative Services Department to the Operational Support Department and is then somewhat offset by an increase in Fleet maintenance and repair. The increase in the Special Programs Fund and Commodities is primarily the result of Police planning to replace all TASERS division wide using Racketeering Influenced Corrupt Organizations (RICO) funding. The decrease in Capital Outlays is the result of one-time purchases for cell phone equipment purchased with Racketeering Influenced Corrupt Organization (RICO) funds included in FY 2014/15 that were not budgeted for in FY 2015/16. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 447 - Table of Contents PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES Public Safety - Police | Investigative Services Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 37,785 36,822 37,000 59% 53% 56% 14% 13% 13% 61% 53% 55% 100% 50% 100% 23% 27% 25% 19% 37% 35% Workload Total number of items impounded Note: Items seized for investigative purposes by department personnel. Percentage of items disposed versus items impounded Note: 19,401 items were disposed of while 36,822 were impounded during the same time period. Effectiveness Burglary Clearance Rate Note: A total of 970 new burglary cases were reported, of which 126 were cleared. Persons Crime Part 1 Clearance Rate Note: In CY 2014, 362 crimes against persons were committed in Scottsdale, an increase of 6.6%. 193 of those crimes were cleared. Homicide clearance rate Note: There were 2 homicides within Scottsdale's city limits. One case is still open and under investigation. Property Crime Rate Clearance Note: In CY 2014, of the 5,310 property crimes committed (a decrease of 8.9% from CY 2013) 1,445 cases were cleared. Percentage of DNA requests completed within 30 days Note: Of the 294 completed requests, 109 were completed within 30 days. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Crime Laboratory and Property/Evidence Support 4 1,033 $23,111 0.5 Clerical support for Investigative Units 6 937 $20,969 0.5 10 1,971 $44,080 1.0 Volunteer Hours Volunteers Total "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 448 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 449 - Table of Contents OPERATIONAL SUPPORT Public Safety - Police | Operational Support POLICE Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Description The Operational Services Bureau provides administrative and logistical support to the Department in the areas of strategic planning, technology, records, crime analysis, policy development, accreditation, facilities, supply and equipment, municipal security, 911 communications operations and technology and personnel services. 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. Serve as the Public Safety answer point for all emergency and non-emergency calls for the City of Scottsdale. FY 2014/15 Achievements Ensured appropriate spending and reporting for over $700K in Capital Improvement Projects. Researched and placed new vehicle platform into service that included new lighting and emergency equipment. Serviced all Automated External Defibrillator's (AED) within the City, ensuring all pads and batteries were in proper working condition, replacing any expired parts. Coordinated department wide tracking of the Commission on Accreditation for Law Enforcement Agencies (CALEA) accreditation compliance and updates, ensuring compliance with over 480 international standards. Created and implemented new online Badge and Access Request portal used by all City employees. Performed significant upgrades including server replacement and laptop reimaging for new Records Management System (RMS), Computer Aided Dispatch (CAD) and Mobile for Police Safety (MPS) applications to train, configure and redistribute to various computers throughout the department. Completed a study of secure records destruction costs resulting in a 50 percent cost reduction. Partnered with city personnel in Prosecution, Police and Court to develop and implement an automated citation correction process. Managed the On-Body Camera program including the acquisition, technical integration, contract/policy discussion and support. Implemented Mutual Link solution for immediate site-to-site video and audio communication with the city's municipal shopping mall. FY 2015/16 Objectives • • • • • • • Lead police facility management efforts. Provide for the safety and security of the employees for the City of Scottsdale. Improve service levels dictated by public record and criminal justice agency requests, and meet customer service needs. Maintain compliance with best practices as set by accreditation standards. Identify technology applications that will improve public safety issues. Provide employees with safe and effective equipment, vehicles and tools. Provide reliable communication equipment and effective, efficient communication systems. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 450 - Table of Contents PUBLIC SAFETY - POLICE OPERATIONAL SUPPORT Staff Summary Full-time Equivalents (FTE) Public Safety - Police | Operational Support Actual 2013/14 Approved 2014/15 108.00 104.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 104.00 0.00 4.20 % Actual 2013/14 Approved 2014/15 General Fund 11,771,524 11,726,277 12,751,091 1,024,814 Total Budget 11,771,524 11,726,277 12,751,091 1,024,814 Actual 2013/14 Approved 2014/15 Personnel Services 7,903,091 7,786,881 8,148,196 361,315 Contractual Services 3,125,559 3,338,039 3,990,285 652,246 706,863 601,357 612,610 11,253 36,011 0 0 0 11,771,524 11,726,277 12,751,091 1,024,814 0 0 0 0 11,771,524 11,726,277 12,751,091 1,024,814 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • The increase in Personnel Services is the result of the implementation of a step program which has a 3 percent fix in FY 2015/16 for Police Officer compensation; an increase in overtime to better reflect actual usage; the increasing of the average hourly overtime rate; and a 7.15 percent increase in the Public Safety Personnel Retirement System (PSPRS) costs. The increase in Contractual Services is primarily due to the transferring of administration/oversight from the Investigative Services Department to the Operational Support Department. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 451 - Table of Contents PUBLIC SAFETY - POLICE OPERATIONAL SUPPORT Public Safety - Police | Operational Support Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 8,532 8,817 8,500 90% 91% 92% 69.0% 27.9% 75.0% 100% 100% 100% Workload Number of Police supply requests processed Note: Supplies include but not limited to uniforms, radar equipment, vehicle equipment, and office supplies. Efficiency Number of 911 calls received that were answered within 10 seconds Note: Of the 89,025 911 calls received by dispatch in CY 2014, 80,967 (91%) were answered within 10 seconds. Effectiveness Percentage of background checks processed (responded to) within 2 business days Note: In CY 2014, 3,743 pre-employment background checks from outside agencies/ business were requested and 1,043 were completed by the Records Unit within 2 days. Records unit has been operating with 4 vacant positions, and an additional 4 employees in training. 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. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Operations support (logistics and transportation) 3 642 $14,367 0.3 Assists the Planning, Research and Accreditation department in maintaining the department's strategic plan. 1 14 $313 0.0 Total 4 656 $14,680 0.3 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 452 - Table of Contents PUBLIC WORKS Actual 2013/14 Approved 2014/15 FLEET MANAGEMENT 16,952,850 19,991,804 20,458,559 466,755 SOLID WASTE MANAGEMENT 17,277,345 18,287,168 18,731,878 444,710 FACILITIES MANAGEMENT 19,542,396 18,297,494 18,200,070 -97,424 STREET OPERATIONS 12,900,720 14,296,117 14,083,244 -212,873 845,027 886,280 901,906 15,626 67,518,338 71,758,863 72,375,657 616,794 Expenditures By Department CAPITAL PROJECT MANAGEMENT Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 453 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 454 - Table of Contents PUBLIC WORKS DIVISION SUMMARY Division Summary Public Works Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 455 - 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: Fleet Management, Solid Waste Management, Facilities Management, Street Operations, and Capital Project 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 Department 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 ensures environmental compliance through efficient management of transportation, traffic control and drainage system components. Solid Waste Management provides refuse collection services to more than 80,000 residential customers and 1,475 commercial customers, household hazardous waste collection and transfer station operations. Fleet Department maintains and repairs more than 1,200 vehicles and manages programs to ensure efficient and cost effective maintenance, repair, fueling and replacement of city owned vehicles and equipment. FY 2014/15 Achievements Completed surface treatment of 1.6 million square yards of neighborhood streets and pavement treatment of Scottsdale Road, which not only prevented further degradation in the Pavement Condition Index (PCI), but increased it from 70.8 to 72.4. Completed and opened Scottsdale’s Museum of the West, Brown’s Ranch Trailhead, TPC golf course and clubhouse renovations, McDowell Road Bridge pedestrian modifications, and Thomas Road Streetscape Improvements. Implemented tablet technology in 55 field service vehicles, allowing for improved service verification, container maintenance, route completion, and data recording. Completed a series of relocations and consolidations that created more efficient use of existing facilities, divestiture of excess facilities, and elimination of leased facilities, resulting in significant one-time impact to the Capital Program and ongoing savings in future years. Continued commitment to the implementation of the Compressed Natural Gas (CNG) program through staff training, resulting in three certified CNG system inspectors, three technicians who have completed CNG Systems Safety classes, and four technicians who have completed CNG systems diagnostic classes; and by increasing the number of CNG fueled vehicles from 35 to 49, and the number of CNG solid waste vehicles, the most advantageous deployment of CNG equipment, from 18 to 31. FY 2015/16 Objectives • • • • • Measure the positive impact of the Preventive Maintenance Program for three areas: roofs, plumbing and large HVAC systems. Increase the capacity of in-house design resources to provide timely and cost efficient engineering services to internal partner departments. Enhance system-wide traffic signal performance through repair, replacement or upgrade of vehicle detection equipment and through the update of signal timing plans. Achieve long-term price stability and certainty in landfill and recycling services by extending the contract with the Salt River Pima Maricopa Community. Reduce maintenance, repair costs and fuel consumption through improved vehicle/equipment replacement execution. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 456 - Table of Contents Division Summary Public Works Charted Performance Measures The goal for FY 2015/16 is to complete maintenance 10% additional preventive maintenance tasks will be and repair of vehicles in less than one day 75% of completed in FY 2014/15 due to a new preventive the time. Achieving this goal is assisted through maintenance team. scheduled replacement of older equipment. Effectiveness Maintain the city’s asphalt street system PCI at or above the minimum goal of 80 in 5 years. Workload City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 457 - Effectiveness Table of Contents PUBLIC WORKS DIVISION SUMMARY Division Summary Staff Summary Full-time Equivalents (FTE) Public Works Actual 2013/14 Approved 2014/15 294.00 295.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 296.59 1.59 11.98 % Expenditures By Fund Actual 2013/14 Approved 2014/15 Fleet Management Fund 16,952,850 19,991,804 20,458,559 466,755 General Fund 19,668,559 18,277,474 18,259,676 -17,798 135,821 0 0 0 17,277,345 18,287,168 18,731,878 444,710 250,636 250,000 250,000 0 Transportation/HURF Fund 13,233,127 14,952,417 14,675,544 -276,873 Total Budget 67,518,338 71,758,863 72,375,657 616,794 Actual 2013/14 Approved 2014/15 Personnel Services 18,161,432 19,112,560 19,392,548 279,988 Contractual Services 31,385,949 34,074,978 34,231,235 156,257 Commodities 9,519,206 10,557,999 10,374,045 -183,954 Capital Outlays 5,240,175 7,198,926 7,840,494 641,568 64,306,762 70,944,463 71,838,322 893,859 3,211,576 814,400 537,335 -277,065 67,518,338 71,758,863 72,375,657 616,794 Grant Funds Solid Waste Fund Special Programs Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • • The increase in FTE is due to the transfer of a 0.50 FTE Public Information Officer position from the Administrative Services Division - Communications Department to the Public Works Division. This Public Information Officer position is also increasing 0.25 FTE from 0.50 FTE to 0.75 FTE. The additional hours budgeted for the position will provide support for public outreach and public communication to the Solid Waste Management Department. Additionally, 0.84 FTE was added for on-call positions in the Solid Waste Management Department. The cost for the on-call positions was completely offset by the ability to reduce overtime. The increase in Personnel Services is mainly due to vacant positions that occurred in FY 2014/15. The budget appears to have increased in FY 2015/16 when compared to the 'Approved FY 2014/15' as the budget for vacant positions is swept thereby reducing the 'Approved FY 2014/15' budget. Additionally, Personnel Services is impacted by the increase in healthcare. The Transportation/HURF Fund was reduced in Contractual Services due to the removal of one-time budget for the street overlay program in the operating budget. However, budget for the Capital Improvement Plan's street overlay program was increased accordingly. Contractual Services was then offset to include an increase in property, liability and workers' compensation as a result of increased claims paid and to ensure the balance of the Risk Management Fund maintains an 85 percent confidence level per the Loss Trust Fund Board's direction. Additional increases in Contractual Services primarily in the Solid Waste Fund are related to fleet maintenance and repair, the landfill contract, and the cleaning and waste removal contract. The decrease in Commodities is primarily due to the reduction in budgeted fuel. The Capital Outlays budget increase is due to the scheduled replacement of vehicles and equipment that have exceeded their life cycle (Fleet Management Fund). The decrease in Operating Projects is primarily due to the removal of one-time funding for deferred facilities maintenance. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 458 - Table of Contents PUBLIC WORKS DIVISION SUMMARY Division Summary Performance Measures Public Works Actual 2013/14 Actual 2014/15 Projected 2015/16 5.2% 6.1% 5.7% $15.96 $15.96 $15.96 70.8 72.4 75.5 Efficiency Capital Project Management expenses as a percentage of project costs Note: Measure expected to rise for FY 2015/16 due to reduced capital program activity. This was based on the fact that some projects were deferred. Average monthly per customer cost to provide residential solid waste service Note: No service fee increase expected for upcoming fiscal year. Effectiveness Street Operations system-wide Pavement Condition Index (PCI) at 80 or above Note: The PCI is used nationally by cities to rate the condition of asphalt streets. An overall system average of 80 is considered good, while a street with a PCI of 70 is considered fair. The current PCI of the city's streets is 72.4, a measure which has consistently declined over the past 7 years due to underfunding, resulting in the inability to implement the proper pavement maintenance measures. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 459 - Table of Contents Public Works | Capital Project Management 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 2014/15 Achievements • • • • • • • • • • • Completed and opened Scottsdale’s Museum of the West, Brown’s Ranch Trailhead, TPC golf course and clubhouse renovations, McDowell Road Bridge pedestrian modifications, and Thomas Road Streetscape Improvements. Initiated the study of the Reata Wash drainage improvement project. Assisted in the evaluation, design, and construction of emergency repairs to the Indian Bend Wash area which was significantly damaged by the major storm events in November 2014. Established new direction for the Granite Reef Watershed project that involved studying alternatives for execution of flood control measures, implementing an IGA with the Flood Control District, and purchasing two key parcels of land, all of which led to a significant reduction in project costs. Sold the McKnight building through an open public auction for an amount significantly over the appraised value, and purchased a site for future Fire Station 613 at a State Land Department auction. Prepared and received consensus support for a general obligation bond program scheduled to be presented to the electorate in November 2015. FY 2015/16 Objectives Complete programmed capital projects within budget and schedule to the satisfaction of partner divisions. Continue the implementation of the CPM software, including training for all users and implementation of mobile devices for field staff utilization of the system. Create a consistent budget analysis format and review process through the use of historic pricing data and online estimating tools to support project management and partner departments in the accurate projection of capital project costs. Increase the capacity of in-house design resources to provide timely and cost efficient engineering services to internal partner departments. Assist in the administration of existing agreements and negotiation of new agreements affecting real property rights across all departments, including identification of areas for expansion of responsibilities such as development agreements and non-traditional leases and licenses. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 460 - Table of Contents PUBLIC WORKS CAPITAL PROJECT MANAGEMENT Staff Summary Full-time Equivalents (FTE) Public Works | Capital Project Management Actual 2013/14 Approved 2014/15 44.00 45.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 45.75 0.75 1.85 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 458,569 636,280 Grant Funds 135,821 Special Programs Fund 250,636 Total Budget 845,027 886,280 Expenditures By Type Actual 2013/14 Approved 2014/15 Personnel Services 365,826 511,844 523,008 11,164 Contractual Services 340,031 367,666 372,241 4,575 Commodities 139,169 6,770 6,657 -113 0 0 0 0 845,027 886,280 901,906 15,626 0 0 0 0 845,027 886,280 901,906 15,626 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 651,906 15,626 0 0 0 250,000 250,000 0 901,906 15,626 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • The increase in FTEs is due to the transfer of a 0.50 FTE Public Information Officer position from the Administrative Services Division - Communications Department. This Public Information Officer position is also increasing 0.25 FTE from 0.50 FTE to 0.75 FTE. The additional hours budgeted for the position will provide support for public outreach and public communication to the Solid Waste Department. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 461 - Table of Contents PUBLIC WORKS CAPITAL PROJECT MANAGEMENT Public Works | Capital Project Management Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 5.2% 6.1% 5.7% New $1,100,000 $2,103,762 $2.10 $2.75 $2.88 Efficiency Capital Project Management expenses as a percentage of project costs Note: Measure expected to rise for FY 2015/16 due to reduced capital program activity. This was based on the fact that some projects were deferred. Total managed revenue generated by leases/licenses per FTE for Real Estate group Note: New measure implemented for FY 2015/16; measure includes tracked lease/license revenue and includes Princess, TPC and McDowell Mtn Golf Course revenue but excludes franchise agreements. FY 2015/16 projected revenue totals $7,363,168, of which 75% is General Fund, 22% is Tourism Development Fund and 3% is Special Programs Fund. Leases/licenses are fully tracked and performed by 3.0 FTE Management Specialist positions and 0.50 FTE Sr. Real Estate Manager position. Construction cost of projects designed by internal engineering staff (in millions) Note: This is the total construction cost of projects designed by internal engineering staff during the fiscal year. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 462 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 463 - Table of Contents Public Works | Facilities Management 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. The 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 scheduledo 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 2014/15 Achievements • • • Increased preventive maintenance activities by 37 percent over FY 2013/14. Reduced deferred maintenance backlog by 26 percent over FY 2013/14. Completed a series of relocations and consolidations that created more efficient use of existing facilities, divestiture of excess facilities, and elimination of leased facilities, resulting in significant one-time impact to the Capital Program and ongoing savings in future years. FY 2015/16 Objectives • Complete series of relocations and consolidations that will ready two properties for sale: 7525 E Second Street and 7501 E Second Street. Measure the positive impact of the Preventive Maintenance Program for three areas: roofs, plumbing and large HVAC systems. Calculate cost of Preventive Maintenance Program. Complete Preventive Maintenance equipment inventory, associate appropriate preventive maintenance activities with equipment and estimate total man-hours and materials required for each activity. • • City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 464 - Table of Contents PUBLIC WORKS FACILITIES MANAGEMENT Staff Summary Full-time Equivalents (FTE) Public Works | Facilities Management Actual 2013/14 Approved 2014/15 54.00 54.00 Adopted Change 14/15 2015/16 to 15/16 54.00 % of City's FTEs 0.00 2.18 % 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 2013/14 Approved 2014/15 Adopted Change 14/15 2015/16 to 15/16 19,209,990 17,641,194 17,607,770 -33,424 332,407 656,300 592,300 -64,000 19,542,396 18,297,494 18,200,070 -97,424 Actual 2013/14 Approved 2014/15 4,253,364 4,444,932 4,473,678 28,746 11,112,095 11,916,327 12,154,480 238,153 911,428 1,121,835 1,005,877 -115,958 53,932 0 28,700 28,700 16,330,820 17,483,094 17,662,735 179,641 3,211,576 814,400 537,335 -277,065 19,542,396 18,297,494 18,200,070 -97,424 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • The increase in Contractual Services is due to property, liability and workers' compensation as a result of increased claims paid and to ensure the balance of the Risk Management Fund maintains an 85 percent confidence level per the Loss Trust Fund Board's direction. In addition, the increase is associated with the reallocation of budget for maintenance from the Commodities category to the Contractual Services category. The decrease in Commodities is due to the reallocation of budget for maintenance to the appropriate Contractual Services category. The increase in Capital Outlays reflects the one-time purchase of tablets for field technicians to allow them to access the work request system. The decrease in Operating Projects is primarily due to the removal of one-time funding for deferred facilities maintenance. Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 1,805 3,001 3,150 12.75 12.25 12 4.92 4.99 4.49 Workload Scheduled completed preventive maintenance tasks Note: 5% additional preventive maintenance tasks will be completed in FY 2015/16. Average number of completed operating projects managed per contract administrator Efficiency Average hours per work request in man-hours Note: This is a measure of how efficiently technicians resolve work orders. Facilities anticipates a 10 % efficiency improvement. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 465 - Table of Contents 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 1,200 vehicles and pieces of field equipment consisting of more than 130 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 2014/15 Achievements Continued commitment to the implementation of the CNG program through staff training, resulting in three certified CNG system inspectors, three technicians who have completed CNG Systems Safety classes, and four technicians who have completed CNG systems diagnostic classes; and by increasing the number of CNG fueled vehicles from 35 to 49, and the number of CNG solid waste vehicles, the most advantageous deployment of CNG equipment, from 18 to 31. Began the design process for modifying the North Corporation Yard’s fleet shop to comply with CNG safety regulations for working maintenance facilities. Stabilized maintenance, repair, and fuel costs through improved replacement planning, preventive maintenance compliance, quality repairs, thereby reducing breakdowns, improving fuel economy, and utilizing less expensive fuels. The replacement of old, worn out equipment is beginning to reduce the maintenance and repair cost of fleet equipment citywide to nearly 4 percent and this reduction includes the cost of up-fitting the increased number of new vehicles. In-sourced 75 percent of new equipment up-fitting, including installation of emergency vehicle lighting and warning systems along with public works vehicle warning light systems, resulting in a decrease in repair work and man-hours due to improved equipment replacement practice. FY 2015/16 Objectives • • • • • Add a second Compressed Natural Gas (CNG) fuel site at or near the transfer station to provide for the increasing number of solid waste CNG powered trucks and provide redundancy in the event of an outage at the North Corporation Yard. 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. Reduce sublet repair and parts costs by 10 percent compared to FY 2013/14. This will be done by validating the need for repairs, improving vendor accountability and employing vigilance in budget monitoring and reporting. Improve in-house vehicle preparation through internal coordination. Parts, technicians and/or vendors will be employed to provide the best service, in the best time and the highest quality. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 466 - Table of Contents PUBLIC WORKS FLEET MANAGEMENT Staff Summary Full-time Equivalents (FTE) Public Works | Fleet Management Actual 2013/14 Approved 2014/15 46.00 46.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 46.00 0.00 1.86 % Expenditures By Fund Actual 2013/14 Approved 2014/15 Fleet Management Fund 16,952,850 19,991,804 20,458,559 466,755 Total Budget 16,952,850 19,991,804 20,458,559 466,755 Actual 2013/14 Approved 2014/15 Personnel Services 3,175,410 3,435,822 3,574,265 138,443 Contractual Services 1,547,096 1,535,145 1,570,641 35,496 Commodities 7,071,986 7,852,211 7,786,653 -65,558 Capital Outlays 5,158,358 7,168,626 7,527,000 358,374 16,952,850 19,991,804 20,458,559 466,755 0 0 0 0 16,952,850 19,991,804 20,458,559 466,755 Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • The increase in Personnel Services is mainly due to vacant positions that occurred in FY 2014/15. The budget appears to have increased in FY 2015/16 when compared to the 'Approved FY 2014/15' as the budget for vacant positions is swept thereby reducing the 'Approved FY 2014/15' budget. Additionally, Personnel Services is impacted by the increase in healthcare. 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 2015/16 Adopted Budget - Volume One - 467 - Table of Contents PUBLIC WORKS FLEET MANAGEMENT Public Works | Fleet Management Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 68.8% 69.7% 75% 73% 74.8% 73% New New 10% 42 46.2 45 58 36 45 Efficiency Fleet maintenance/repairs completed in less than 1 day Note: The goal for FY 2015/16 is to complete maintenance and repair of vehicles in less than one day 75% of the time. Achieving this 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% of available staff time on direct labor. Reduce sublet labor and parts costs by 10% each year Note: New measure implemented for FY 2015/16. Effectiveness Mean time 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. Complete the preparation of new vehicles and equipment for service 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 vehicles in 30 days on average for new city vehicles and equipment. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 468 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 469 - Table of Contents 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; and 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. Provides other collection and landfill diversion programs such as electronics recycling, moving box and white goods collections and cardboard baling. FY 2014/15 Achievements • • • • • • • • • • Implemented tablet technology in 55 field service vehicles, allowing for improved service verification, container maintenance, route completion, and data recording. Conducted two Household Hazardous Waste Collection events at the North Corporation Yard for Scottsdale residents, serving 2,013 vehicles and diverting 52 tons from the landfill; conducting a pilot Household Hazardous Waste Home Collection event, serving 349 homes and diverting 16 tons from the landfill; and conducted four Electronics Recycling events for Scottsdale residents, serving 3,353 vehicles and diverting 70 tons from the landfill. Continued to increase the department's public outreach efforts by participating in community events such as the Science of the City of Scottsdale, Mighty Mud Mania, Scottsdale Stadium Fall League Championship Zero Waste, and Bench the Bag contest in conjunction with Scottsdale Unified School District to educate the public about the importance of reducing, recycling, and reusing. Replaced or repaired 7,016 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. Held solid waste rates steady for residential and commercial customers for sixth year in a row. FY 2015/16 Objectives Achieve long-term price stability and certainty with landfill and recycling services by extending the contract with the Salt River Pima Maricopa Indian Community. Increase residential recycling diversion rate to 30 percent or greater by the year 2020 through public outreach, educational programs and technology. Review best practices to increase operational efficiencies and maintain low service fees for residents. Roll out of newly acquired vehicle monitoring system will assist with operational efficiencies. Work toward a greener fleet of collection vehicles by replacing "out of service" diesel powered ones with new CNG powered vehicles. Build a stronger Solid Waste Management staff with city-sponsored trainings and professional industry designed seminars. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 470 - Table of Contents PUBLIC WORKS SOLID WASTE MANAGEMENT Staff Summary Full-time Equivalents (FTE) Public Works | Solid Waste Management Actual 2013/14 Approved 2014/15 90.00 90.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 90.84 0.84 3.67 % Actual 2013/14 Approved 2014/15 Solid Waste Fund 17,277,345 18,287,168 18,731,878 444,710 Total Budget 17,277,345 18,287,168 18,731,878 444,710 Actual 2013/14 Approved 2014/15 6,186,013 6,359,790 6,318,250 -41,540 10,423,885 11,175,288 11,605,044 429,756 667,447 752,090 744,090 -8,000 0 0 64,494 64,494 17,277,345 18,287,168 18,731,878 444,710 0 0 0 0 17,277,345 18,287,168 18,731,878 444,710 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • The increase in FTEs is for on-call positions. These on-call positions will be utilized in lieu of overtime thereby the cost for the on-call positions is completely offset by the ability to reduce overtime. The decrease in Personnel Services is due to the removal of the one-time payments given from the pay for performance program in FY 2014/15. Increase in Contractual Services reflects increase in fleet maintenance and repair rates for solid waste vehicles. The increase in Capital Outlays reflects the one-time purchase of specialty field equipment. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 471 - Table of Contents PUBLIC WORKS SOLID WASTE MANAGEMENT Public Works | Solid Waste Management Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 620 620 620 $15.96 $16.29 $15.96 24% 28% 29% $29,097 $32,477 $33,000 Workload Average pounds of recyclable material collected per residential account per year Note: In FY 2014/15 residential accounts totaled 80,800. Efficiency Average monthly per customer cost to provide residential solid waste service Note: No service fee increase expected for upcoming fiscal year. Effectiveness Diversion rate for material collected by Solid Waste residential collection program Note: Measure revised - Measure based on level of recycling efforts used to divert material from landfill. Source of waste is household refuse only, not brush and bulk. Revenue generated through various diversion programs Note: Diversion programs include electronic recycling, move-in boxes, appliance collection and cardboard baling. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 472 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 473 - 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, modifies ramps for ADA compliance and provides quick response to damaged pavement and concrete complaints. Traffic Signals Program provides preventive maintenance, emergency repairs and construction/installation of new components for the traffic signal system; and enhances system-wide traffic signal performance through repair, replacement or upgrade of vehicle detection equipment, and update of signal timing plans. 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 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 weather-related 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, provides dust controlling surfaces and controls vegetation on unpaved alleys. FY 2014/15 Achievements • • • • • • • • • • • Conducted a citywide street evaluation to quantify current pavement condition index (PCI) and developed a dynamic model that enables optimization of road treatment decisions based on budget, with the goal of achieving a minimum of 80 PCI in 5 years, and allowing for better coordination with utility projects. Completed surface treatment of 1.6 million square yards of neighborhood streets and pavement treatment of Scottsdale Road, which not only prevented further degradation in the PCI, but increased it from 70.8 to 72.4. Completed the final phase of the Highway Safety Improvement Project by upgrading 1,404 PEDs to countdowns, which involved 188 intersections. Completed installation of video detection at seven signalized intersections in Old Town. Completed signal timing/coordination plans for the Downtown Couplet, Scottsdale Road, and Hayden Road corridors, which resulted in reducing travel time as much as 5 minutes in each corridor. 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, arterial shoulders, and unpaved alleys, resulting in no warnings, violations, or fines. Began implementation of the Regional Emergency Action Coordinating Team (REACT), a Maricopa County/city cooperative program that helps maintain the safety of emergency responders and motorists by managing the impact of traffic congestion around incident locations. FY 2015/16 Objectives Ensure city streets are well maintained through an effective pavement preservation regime and responsive repair on asphalt and concrete infrastructure, with the goal of achieving a PCI of 80 in 5 years. Implement a new work order management system that will enable more thorough tracking of resources and maintenance issues throughout the city. Respond to all Virtual Call Center notifications and close them out within 48 hours of receiving notice of the maintenance issue to ensure safe travel on all city streets. Enhance system-wide traffic signal performance through repair, replacement or upgrade of vehicle detection equipment, and through the update of signal timing plans. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 474 - Table of Contents PUBLIC WORKS STREET OPERATIONS Staff Summary Full-time Equivalents (FTE) Public Works | Street Operations Actual 2013/14 Approved 2014/15 60.00 60.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 60.00 0.00 2.42 % Actual 2013/14 Approved 2014/15 Transportation/HURF Fund 12,900,720 14,296,117 14,083,244 -212,873 Total Budget 12,900,720 14,296,117 14,083,244 -212,873 Actual 2013/14 Approved 2014/15 Personnel Services 4,180,818 4,360,172 4,503,347 143,175 Contractual Services 7,962,841 9,080,552 8,528,829 -551,723 729,176 825,093 830,768 5,675 27,885 30,300 220,300 190,000 12,900,720 14,296,117 14,083,244 -212,873 0 0 0 0 12,900,720 14,296,117 14,083,244 -212,873 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • The increase in Personnel Services is mainly due to vacant positions that occurred in FY 2014/15. The budget appears to have increased in FY 2015/16 when compared to the 'Approved FY 2014/15' as the budget for vacant positions is swept thereby reducing the 'Approved FY 2014/15' budget. Additionally, Personnel Services is impacted by the increase in healthcare. The decrease in Contractual Services is due to the removal of one-time budget for the street overlay program in the operating budget. However, budget for the Capital Improvement Plan's street overlay program was increased accordingly. The increase in Capital Outlays reflects a one-time purchase for three specialty equipped vehicles in partnership with the county's Regional Emergency Action Coordinating Team. The city will receive full reimbursement for the vehicles via an Intergovernmental Agreement (IGA) with Maricopa County. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 475 - Table of Contents PUBLIC WORKS STREET OPERATIONS Public Works | Street Operations Actual 2013/14 Actual 2014/15 Projected 2015/16 100% 100% 100% New 37.5% 10% New 2.65% 3.5% Respond to 100% of emergency calls on street-related issues within 1 hour 82% 87% 95% Replace 8% of retro-reflective traffic sign facings annually 9.8% 9.26% 8% 70.8 72.4 75.5 Respond to all pothole trouble calls within 48 hours 94% 96% 98% Grade unpaved roads at an average frequency of 31 to 42 days 40 45 40 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: 98% / Downtown: 98.1% / Residential: 92% 87% 85% Performance Measures Workload Treat unpaved alleys annually with a dust palliative to comply with the city's dust control permit Efficiency Achieve a 10% reduction in travel time in target corridors verified through the implementation of corridor travel time studies prior to and after traffic signal operational modifications Note: New performance measure for 2015/16 No more than 3.5% of total street lights out or malfunctioning in any given month Note: New performance measure for FY 2015/16 Effectiveness Maintain the city's asphalt street system Pavement Condition Index (PCI) at or above the minimum goal of 80 in 5 years Note: The PCI is used nationally by cities to rate the condition of asphalt streets. An overall system average of 80 is considered good, while a street with a PCI of 70 is considered fair. The current PCI of the city's streets is 72.4, a measure which has consistently declined over the past 7 years due to underfunding, resulting in the inability to implement the proper pavement maintenance measures. Note: Percentages reported for Actual 2014/15 and Projected 2015/16 encompass all street classifications. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 476 - Table of Contents WATER RESOURCES Actual 2013/14 Approved 2014/15 WATER SERVICES 33,126,518 36,188,172 37,625,291 1,437,119 WATER RECLAMATION SERVICES 19,764,190 22,714,194 23,303,208 589,014 WATER TECHNOLOGY & ADMIN 6,172,864 7,139,256 8,130,130 990,874 WATER QUALITY 3,094,214 3,250,519 3,194,414 -56,105 WATER PLANNING AND ENGINEERING 3,048,337 3,486,713 2,737,355 -749,358 65,206,123 72,778,854 74,990,398 2,211,544 Expenditures By Department Total Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 477 - Adopted Change 14/15 2015/16 to 15/16 Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 478 - Table of Contents Division Summary Water Resources Staff Summary Expenditures By Fund Percents represent FY 2015/16 Adopted Expenditures By Type Percents represent FY 2015/16 Adopted City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 479 - 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 residents and businesses. 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 the town of 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. 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 • • • Ensures long term sustainable water and wastewater services to Scottsdale customers. Provides safe, reliable, high quality drinking water service to more than 88,000 water accounts in Scottsdale and neighboring areas of Maricopa County and the Town of Carefree. Provides sanitary, reliable, high quality water reclamation services for more than 79,000 accounts including sewer collection, treatment and re-use/recharge. FY 2014/15 Achievements • • • • • • • • • • • Ensured continued water supply sustainability by recharging unused CAP allocation and reclaimed water Completed extensive RFP process, awarded contract, and initiated Technology Master Planning efforts. Completed implementation of strategies for disinfection byproducts and have achieved a lower running annual average Completed a refined concept evaluation for the two identified hydro-turbine sites and subsequent analysis proved that a viable project payback could not be achieved as studied. Utilized an educational campaign to accompany Scottsdale Water’s execution of the two-year pilot salinity rebate program. A review of records indicated a substantial interest in the pilot program, and educational outreach is planned to continue. Enhanced business practices and security by migrating to electronic documentation, eDocs FY 2015/16 Objectives Increase stored water credits for drought reserve Conclude and evaluate the results of the salinity-reduction pilot program Initiate SCADA network security evaluation Complete arc flash assessment of electrical equipment Monitor and assess practical efforts to mitigate impacts of invasive species from entering the CAP canal City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 480 - 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 2015/16 Adopted Budget - Volume One - 481 - Table of Contents WATER RESOURCES DIVISION SUMMARY Division Summary Staff Summary Full-time Equivalents (FTE) Water Resources Actual 2013/14 Approved 2014/15 204.00 205.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 211.28 6.28 8.53 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 149,360 20,801 0 -20,801 Sewer Fund 13,939,991 16,279,366 17,107,720 828,354 Water Funds 51,116,772 56,478,687 57,882,678 1,403,991 Total Budget 65,206,123 72,778,854 74,990,398 2,211,544 Actual 2013/14 Approved 2014/15 Personnel Services 16,058,689 17,077,992 17,428,876 350,884 Contractual Services 24,605,613 28,970,443 29,911,556 941,113 Commodities 24,240,874 26,603,944 27,590,466 986,522 300,947 126,475 59,500 -66,975 65,206,123 72,778,854 74,990,398 2,211,544 0 0 0 0 65,206,123 72,778,854 74,990,398 2,211,544 Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • The increase in FTE is due to a conversion from Water Resources slotted part-time and full-time slots to full-time positions (4.28 FTE) and the expansion of the Division’s apprenticeship program to provide training opportunities for positions that are hard to recruit (2.00 FTE). The increase in Personnel Services is driven by revised allocations between operating, capital and contractual fund functions. The revised allocations allow for a more accurate allocation of hours to appropriate areas of workload. The increase in Contractual Services is driven by increases in electrical and maintenance costs, other professional services for an arc flash study required by OSHA and a WaterSmart Software pilot that will evaluate behavioral water efficiency. These increases are offset by lower security costs and a reallocation of costs for consultant support related to stormwater quality permit requirements to commodities. The increase in Commodities is driven by increases in purchased raw water, treatment filter media, treatment chemicals, maintenance, replacement of hand held radios and stormwater quality permit requirements. The decrease in Capital Outlays is driven by a need in FY 2014/15 that is no longer applicable. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 482 - Table of Contents WATER RESOURCES DIVISION SUMMARY Division Summary Performance Measures Water Resources Actual 2013/14 Actual 2014/15 Projected 2015/16 84% 83% 84% 100% 100% 100% 2,721 6,381 5,000 0.1 0.5 0.5 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 25,000 phone calls in FY 2014/15. 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. 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. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours One adult volunteer supplements Water Conservation by filing paperwork and assembles materials for mailings and distribution at special events. 1 67 $1,499 0.0 Volunteers in the Water Quality Laboratory are expected to perform basic laboratory procedures under the supervision of City Scientists. 5 381 $8,523 0.2 Total 6 448 $10,022 0.2 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 483 - Table of Contents Water Resources | Water Quality WATER 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, cross connection control, stormwater quality, air quality and aquifer protection for all Water Resources programs and facilities. It also provides oversight and enforcement on all requirements for the Municipal Separate Storm Sewer System (MS4) Permit, and on seven U.S. Environmental Protection Agency permitted industries and more than 2,000 commercial establishments that discharge into the city's sanitary sewer system. The in-house laboratory performs more than 95,000 water and wastewater quality tests annually to ensure compliance with regulations, permits and efficient and effective treatment processes. Services Provided • • • • Ensures compliance with federal, state and local regulations for drinking water, reclaimed water, industrial pretreatment, superfund, cross connection control, stormwater quality, air quality and aquifer protection for Water Resources programs and facilities Performs more than 95,000 water and wastewater quality laboratory tests annually to ensure compliance with regulations, permits, and efficient and effective treatment processes Provides oversight and enforcement on seven permitted industries and more than 2,000 commercial establishments that discharge into the city sewer system Control and monitor the contribution of pollution to the MS4 by stormwater discharges associated with industrial, commercial and construction activities, illicit discharges and spills FY 2014/15 Achievements • • • • • • • • Completed implementation of strategies for disinfection byproducts and have achieved a lower running annual average. Identified multiple areas to improve Cross Connection Control program by aligning program with city code, identifying administrative inefficiencies and creating a streamlined process, and identifying database issues and developing a plan to address. Identified infrastructure vulnerable to invasive mussel colonization and initiated pilot scale remediation project. Continued gathering the necessary data for assessment of the Aquifer Protection Permit. Modification to permit will proceed when data assessment is complete. FY 2015/16 Objectives Evaluate and optimize the Stormwater Quality program towards the required renewal of the MS4 Permit Assist in the ongoing mitigation of invasive species in the water and reclaimed water facilities Provide data and technical assistance for evaluation of additional treatment options at the Central Groundwater Treatment Facility Finalize assessment/modifications to the Water Campus Aquifer Protection Permit to simplify/clarify requirements City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 484 - Table of Contents WATER RESOURCES Staff Summary Full-time Equivalents (FTE) WATER QUALITY Water Resources | Water Quality Actual 2013/14 Approved 2014/15 22.00 23.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 23.00 0.00 0.93 % Expenditures By Fund Actual 2013/14 Approved 2014/15 General Fund 149,360 20,801 0 -20,801 Sewer Fund 763,174 942,162 962,539 20,377 Water Funds 2,181,680 2,287,556 2,231,875 -55,681 Total Budget 3,094,214 3,250,519 3,194,414 -56,105 Actual 2013/14 Approved 2014/15 2,118,509 2,159,813 2,090,710 -69,103 Contractual Services 612,809 774,356 695,494 -78,862 Commodities 352,166 316,350 408,210 91,860 10,731 0 0 0 3,094,214 3,250,519 3,194,414 -56,105 0 0 0 0 3,094,214 3,250,519 3,194,414 -56,105 Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • The decrease in Personnel Services is driven by revised allocations between operating, capital and contractual fund functions. The revised allocations allow for a more accurate allocation of hours to appropriate areas of workload. This decrease is offset by an increase in other Water Resources Departments. The decrease in Contractual Services is driven by a reallocation of costs for consultant support related to stormwater quality permit requirements to commodities. The increase in Commodities is driven by stormwater quality permit requirements including chemicals, laboratory supplies and other operating equipment. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 485 - Table of Contents WATER RESOURCES WATER QUALITY Water Resources | Water Quality Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 100% 100% 100% 100% 100% 100% 100% 99% 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 were 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: In July 2014, one industry detected Mercury in its wastewater discharge that was above the allowable limit. A resample was collected and found to be in compliance. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Volunteers in the Water Quality Laboratory are expected to perform basic laboratory procedures under the supervision of City Scientists. 5 381 $8,523 0.2 Total 5 381 $8,523 0.2 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 486 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 487 - Table of Contents Water Resources | Water Reclamation Services WATER 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 department manages more than 1,400 miles of sewer lines, three separate treatment facilities and hundreds of pumps, lift stations and other equipment that make up the sewer collection system. Efficient and continuous 24/7 operation 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 • • • • • • • • • • • • Provides sewer service to more than 79,000 accounts by maintaining and operating more than 1,400 miles of sewer lines, three wastewater treatment plants and six irrigation/reclaimed water distribution systems Collects and treats approximately 21 million gallons of wastewater per day Performs advanced treatment of reclaimed water for non-potable users and groundwater recharge FY 2014/15 Achievements Awarded a construction contract for the installation of oxygen injection systems at the five sewer Pumpback stations for odor control purposes. The primary equipment has been procured, work has begun, and the system will be fully installed in Q1 of FY 2015/16. Initiated the use of glycerin as a carbon supplement in the wastewater treatment process optimizing the system and creating a cost savings in excess of $250,000. Completed mechanical and electrical equipment condition assessment of all sewer lift stations allowing the prioritization of necessary maintenance and rehabilitation efforts. Completed the rehabilitation efforts of two secondary clarifiers at the Water Campus. FY 2015/16 Objectives Initiate and confirm a planning schedule to establish a rehabilitation program for the sewer lift stations based on the asset assessment efforts completed in FY 2014/15. Complete 50 miles of sewer infrastructure condition assessment. Provided all contractual rehabilitation work is completed as anticipated, initiate operation of all five pumpback stations increasing flows into the Water Campus by approximately 30 percent to 35 percent. Complete 50 percent of all sewer lift station wet well cleaning activity in-house as opposed to utilizing contractual services. Complete cleaning of 479 miles of active sewer lines within the collection system, 10 percent of which will be completed inhouse as opposed to outside contractual services. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 488 - Table of Contents WATER RESOURCES WATER RECLAMATION SERVICES Water Resources | Water Reclamation Services Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 28.00 28.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 28.00 0.00 1.13 % Actual 2013/14 Approved 2014/15 Sewer Fund 11,435,510 13,056,102 13,201,221 145,119 Water Funds 8,328,680 9,658,092 10,101,987 443,895 Total Budget 19,764,190 22,714,194 23,303,208 589,014 Actual 2013/14 Approved 2014/15 2,579,114 2,739,660 2,922,377 182,717 10,820,131 12,648,784 12,905,581 256,797 6,256,361 7,325,750 7,450,250 124,500 108,584 0 25,000 25,000 19,764,190 22,714,194 23,303,208 589,014 0 0 0 0 19,764,190 22,714,194 23,303,208 589,014 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • The increase in Personnel Services is driven by revised allocations between operating, capital and contractual fund functions. The revised allocations allow for a more accurate allocation of hours to appropriate areas of workload. The increase in Contractual Services is driven by increases in electrical costs and other professional services for an arc flash study required by OSHA. The increase in Commodities is driven by treatment chemical and maintenance costs. The increase in Capital Outlays is driven by the purchase of utility carts used at the City’s Water Campus. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 489 - Table of Contents WATER RESOURCES WATER RECLAMATION SERVICES Water Resources | Water Reclamation Services Actual 2013/14 Actual 2014/15 Projected 2015/16 Average day sewage collected and treated (in million gallons) 20.9 21.2 21.9 Miles of sewer lines cleaned annually 560 475 479 $2.11 $2.07 $2.53 0.1 0.5 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 Operational cost to collect and treat sewage 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 2015/16 Adopted Budget - Volume One - 490 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 491 - Table of Contents Water Resources | Water Planning & Engineering WATER 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 leads the Water Resources Divisions efforts 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 • • • • Provides overall leadership and management of all Water Resources programs and efforts. Provides engineering services to ensure water and wastewater systems are engineered and designed according to master plans. Manages financial plans to ensure that all rates and fees are set prudently to operate, maintain and replace the systems. Manages the city's water rights and allocations, water conservation programs and contracts and intergovernmental agreement management for water deliveries and sewage treatment. FY 2014/15 Achievements • • • • • • • • • • • Completed initial sewer assessments and began identifying those segments requiring rehabilitation. Continued to inspect and assess large diameter sewers. Ensured continued water supply sustainability by recharging unused CAP allocation and reclaimed water, increasing stored water credits. Completed detailed design of Water Campus storm water infrastructure through the 60 percent level. Completed detailed assessment and design of select reservoir rehabilitation to restore the design life of these critical assets for optimal water quality and asset life. Completed Year 1 of Salinity Rebate Pilot Program and implemented Year 2. Updated and amended Drought Plan approved by Council which will offer direction to the City during a water shortage. FY 2015/16 Objectives Increase stored water credits for drought reserve. Implement the WaterSmart pilot program for the water efficiency behavior platform. Conclude and evaluate the results of the salinity-reduction pilot program. Initiate a Technology Master Plan to baseline vital communications and controls systems and define implementation plans for recommended improvements. Develop a roadmap for expanding the Division’s Information Access System (IAS). City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 492 - Table of Contents WATER RESOURCES WATER PLANNING AND ENGINEERING Water Resources | Water Planning & Engineering Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 21.00 21.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 19.00 -2.00 0.77 % Expenditures By Fund Actual 2013/14 Approved 2014/15 Sewer Fund 449,720 513,628 551,691 38,063 Water Funds 2,598,617 2,973,085 2,185,664 -787,421 Total Budget 3,048,337 3,486,713 2,737,355 -749,358 Actual 2013/14 Approved 2014/15 1,745,042 1,823,888 1,061,926 -761,962 Contractual Services 757,586 1,042,700 1,109,929 67,229 Commodities 542,596 537,150 565,500 28,350 3,113 82,975 0 -82,975 3,048,337 3,486,713 2,737,355 -749,358 0 0 0 0 3,048,337 3,486,713 2,737,355 -749,358 Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • The decrease in FTEs is due to shifting Water Resources pipeline slots to the Water Technology & Administration Department. The decrease in Personnel Services is driven by revised allocations between operating, capital and contractual fund functions. The revised allocations allow for a more accurate allocation of hours to appropriate areas of workload. This decrease is offset by an increase in other Water Resources Departments. The increase in Contractual Services is driven by higher electrical costs and a WaterSmart Software pilot which will evaluate behavioral water efficiency. The increase in Commodities is driven by increased purchased raw water costs for recharge at the McDowell Mountain facilities. The decrease in Capital Outlays is driven by a need in FY 2014/15 that is no longer applicable. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 493 - Table of Contents WATER RESOURCES WATER PLANNING AND ENGINEERING Water Resources | Water Planning & Engineering Performance Measures Actual 2013/14 Actual 2014/15 Projected 2015/16 305 259 120 6.8% 7.0% 6.8% 2,721 6,381 5,000 99% 99.5% 98% 2,911 3,385 2,850 Workload Number of free residential audits performed by water conservation staff. Note: The demand for residential audits continues to decrease. 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. FY 2013/14 equates to CY 2013 and FY 2014/15 to CY 2014. 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 participants who attended a landscape workshop and rated the program as “Excellent” or “Good” in a feedback survey Note: A total of 443 survey cards were returned; 441 were rated “Excellent” or “Good”. Number of elementary students who participated in a water conservation educational workshop Note: Schools have reduced the number of water conservation programs for FY 2015/16. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours One adult volunteer supplements Water Conservation by filing paperwork and assembles materials for mailings and distribution at special events. 1 67 $1,499 0.0 Total 1 67 $1,499 0.0 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $22.37 (Source: IndependentSector.org as of 2014)." City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 494 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 495 - Table of Contents Water Resources | Water Technology & Administration WATER 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 a customer service call center, employee safety and training, utility system security, accounts payable processing and workforce management support services. Services Provided • • • • • 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. Manages the safety programs for all Water Resources facilities and employees. Manages and conducts annual training programs for employees. FY 2014/15 Achievements • • • • Delayed in securing a wireless communication (Wi-Fi) system at Water Campus by contractor. Completed extensive RFP process, awarded contract, and initiated Technology Master Planning efforts. Completed SCADA software updates, network improvements, and Water Campus server upgrades. Optimized reservoir storage operations resulting in reduced disinfection by-product concentrations across the potable water system. FY 2015/16 Objectives • • • • Initiate SCADA network security evaluation. Initiate portable radio communications (BDA) improvements at Chaparral Water Treatment Plant and Pumpback facilities. Complete data flow schematics of operational data for optimizing data processing and management. Complete arc flash assessment of electrical equipment. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 496 - Table of Contents WATER RESOURCES WATER TECHNOLOGY & ADMIN Water Resources | Water Technology & Administration Staff Summary Full-time Equivalents (FTE) Actual 2013/14 Approved 2014/15 57.00 57.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 65.28 8.28 2.64 % Actual 2013/14 Approved 2014/15 Sewer Fund 1,291,587 1,767,474 2,392,269 624,795 Water Funds 4,881,277 5,371,782 5,737,861 366,079 Total Budget 6,172,864 7,139,256 8,130,130 990,874 Actual 2013/14 Approved 2014/15 Personnel Services 4,218,325 4,663,630 5,337,236 673,606 Contractual Services 1,327,206 1,875,826 2,097,494 221,668 Commodities 508,012 568,800 673,400 104,600 Capital Outlays 119,320 31,000 22,000 -9,000 6,172,864 7,139,256 8,130,130 990,874 0 0 0 0 6,172,864 7,139,256 8,130,130 990,874 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • • • The increase in FTE is due to a conversion from Water Resources pipeline slotted positions to part-time positions and expansion of the Division’s apprenticeship program by two full time equivalents which provide training opportunities for positions that are hard to recruit. The increase in Personnel Services is driven by revised allocations between operating, capital and contractual fund functions. The revised allocations allow for a more accurate allocation of hours to appropriate areas of workload. The increase in Contractual Services is driven by professional services that will install electrical power monitoring equipment, technology support for optimization system programming and modeling and telemetry control systems and other SCADA system needs. The increase in Commodities is driven by replacement of hand held radios. The decrease in Capital Outlays is driven by a need in FY 2014/15 that is no longer applicable. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 497 - Table of Contents WATER RESOURCES WATER TECHNOLOGY & ADMIN Water Resources | Water Technology & Administration Actual 2013/14 Actual 2014/15 Projected 2015/16 84% 83% 84% 71% 116% 80% (per 10.2 16.7 10.0 Number of workplace incidents, injuries and illnesses per calendar year, per 100 employees 6.8 6.5 6.5 Performance Measures 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 25,000 phone calls in FY 2014/15. 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 calendar year) or vehicle accident rate Note: Water Resources crews drive an average 800,000 miles annually. "Actual 2013/14" equates to CY 2013, "Actual 2014/15" equates to CY 2014, and "Projected 2015/16" equates to CY 2015. Note: Occupational Safety and Health Administration (OSHA) average for utilities is 7.9 per 100 employees. "Actual 2013/14" equates to CY 2013, "Actual 2014/15" equates to CY 2014, and "Projected 2105/16 equates to CY 2015. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 498 - Table of Contents FY 2015/16 Adopted Budget City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 499 - Table of Contents Water Resources | Water Services WATER SERVICES WATER Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality Description Water Services treats and distributes drinking water throughout the service area. This department 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. Efficient and continuous operation of this system ensures compliance with numerous regulatory requirements and provides safe, reliable drinking water to our 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, three 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 distributes an average of 70 million gallons of drinking water per day. Conducts timely and accurate meter reading to ensure proper customer billing and loss control. FY 2014/15 Achievements Completed the control system rehabilitation project resulting in improved operational efficiency and maintenance. Continued integrating the work order system with asset management. The Water Resources Technology Master Plan will further investigate improvements. Accelerated the water meter replacement program to aggressively reduce meter age and leverage AMR/AMI technology resulting in decreased water loss and improve billing accuracy. Completed the integration of well PCX-1 into the water system. Water Quality impacts will continue to be monitored. FY 2015/16 Objectives Continue meter replacement program and installation of AMR/AMI technology to decrease water loss and maximize customer billing accuracy. Implement necessary water treatment at the CGTF (Central Groundwater Treatment Facility) to reduce water hardness in the distribution system. Complete Chaparral Plant infrastructure and programming enhancements of operating system for maximum efficiency of water treatment. Monitor and assess practical efforts to mitigate impacts of invasive species from entering the CAP canal. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 500 - Table of Contents WATER RESOURCES WATER SERVICES Staff Summary Full-time Equivalents (FTE) Water Resources | Water Services Actual 2013/14 Approved 2014/15 76.00 76.00 % of City's FTEs Adopted Change 14/15 2015/16 to 15/16 76.00 0.00 3.07 % Actual 2013/14 Approved 2014/15 Water Funds 33,126,518 36,188,172 37,625,291 1,437,119 Total Budget 33,126,518 36,188,172 37,625,291 1,437,119 Actual 2013/14 Approved 2014/15 5,397,698 5,691,001 6,016,627 325,626 Contractual Services 11,087,881 12,628,777 13,103,058 474,281 Commodities 16,581,738 17,855,894 18,493,106 637,212 59,200 12,500 12,500 0 33,126,518 36,188,172 37,625,291 1,437,119 0 0 0 0 33,126,518 36,188,172 37,625,291 1,437,119 Expenditures By Fund Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Adopted Change 14/15 2015/16 to 15/16 Adopted Change 14/15 2015/16 to 15/16 Budget Notes and Changes • • • The increase in Personnel Services is driven by revised allocations between operating, capital and contractual fund functions. The revised allocations allow for a more accurate allocation of hours to appropriate areas of workload. The increase in Contractual Services is driven by increases in electrical and maintenance costs as well as other professional services for an arc flash study required by OSHA. The increase in Commodities is driven by increases in purchased raw water and treatment filter media costs. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 501 - Table of Contents WATER RESOURCES Water Resources | Water Services Performance Measures WATER SERVICES Actual 2013/14 Actual 2014/15 Projected 2015/16 70.2 63.9 69.5 94.9 94.3 95.5 6,639 6,946 6,500 $1.77 $1.95 $2.25 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: The October 2014 Meter Upgrade Plan and Cost provides a schedule for transitioning all remaining water meters to Automated Meter Reading (AMR) by 2023. These numbers are from that plan. Efficiency Operational cost to treat and deliver water (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 2015/16 Adopted Budget - Volume One - 502 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 503 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 504 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2015/2016 Schedule A Fiscal Year 2015 Adopted/Adjusted Budgeted Expenditures/Expenses* 2015 Actual Expenditures/Expenses** 2016 Fund Balance/Net Position at July 1*** 2016 Primary Property Tax Levy 2016 SCH E E General Fund $260,912,071 Special Revenue Fund Debt Service Fund $69,798,200 $83,567,557 FUNDS Capital Project Trust & Agency Funds Funds $521,360,100 $16,000 Enterprise Internal Service Funds Funds` Total All Funds $203,243,852 $33,442,290 $1,172,340,070 $234,452,015 $59,951,279 $83,567,557 $139,066,370 $6,000 $133,020,610 $6,374,255 $656,438,086 $46,216,296 $51,076,820 $22,421,951 $172,123,772 $8,621 $80,311,534 $32,112,481 $404,271,475 B $26,009,870 $0 $0 $0 $0 $0 $1,312,809 $27,322,679 Secondary Property Tax Levy B $0 $0 $32,227,765 $0 $0 $0 $0 $32,227,765 2016 Estimated Revenues Other than Property Taxes C $228,778,202 $115,699,325 $1,643,520 $271,262,040 $16,000 $171,440,895 $8,125,186 $796,965,168 2016 Other Financing Sources D $0 $0 $0 $115,400,000 $0 $0 $0 $115,400,000 2016 Other Financing (Uses) D $0 $0 $0 $0 $0 $0 $0 $0 2016 Interfund Transfers In D $9,088,906 $60,000 $47,838,398 $82,761,862 $0 $18,079,939 $0 $157,829,105 2016 Interfund Transfers (Out) D $18,144,316 $56,020,252 $0 $33,301,249 $0 $49,571,588 $791,700 $157,829,105 2016 Reduction for Amounts Not Available: LESS: Amounts for Future Debt Retirement: 2016 Total Financial Resources Available $291,948,958 $110,815,893 $104,131,634 $608,246,425 $24,621 $220,260,780 $40,758,776 $1,376,187,087 2016 Budgeted Expenditures/Expenses E $273,234,364 $70,262,276 $83,024,355 $525,298,100 $16,000 $212,535,619 $37,319,618 $1,201,690,332 Expenditure Limitation 1. Budgeted expenditures 2. Add/subtract : estimated net reconciling items 3. Budgeted expenditures adjusted for reconciling 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure 2014/2015 2015/2016 $1,172,340,070 $1,201,690,332 0 0 1,172,340,070 1,201,690,332 (792,409,425) (811,123,542) 379,930,645 390,566,790 $422,478,531 $437,448,723 *Includes expenditure adjustments approved in FY 2014/2015 from Schedule E. **Incudes actual amounts as of the date the adopted budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. ***Does not include transfers-in. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 505 - Table of Contents Appendix 1. 2. Budget Adoption Ordinance CITY OF SCOTTSDALE Summary of Property Tax Levy and Property Tax Rate Information Fiscal Year 2015/2016 Schedule B Fiscal Year 2014/2015 Maximum allowable primary property tax levy. A.R.S. §42-17051(A) 29,943,828 Fiscal Year 2015/2016 30,022,358 Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) 0 3. 4. Property tax levy amounts A. Primary property taxes 27,821,197 27,322,679 B. C. Secondary property taxes (a) Total property tax levy amounts 35,559,287 63,380,484 32,227,765 59,550,444 Property taxes collected(b) A. Primary property taxes (1) 2014/2015 levy 27,264,773 (2) Prior years' levies 343,756 (3) Total primary property taxes B. 27,608,529 Secondary property taxes (1) 2014/2015 levy 34,848,101 (2) Prior years' levies 5. 491,922 (3) Total secondary property taxes 35,340,023 C. 62,948,552 Total property taxes collected Property tax rates A. City tax rate (1) Primary property tax rate 0.5580 0.5293 (2) Secondary property tax rate 0.6869 0.6244 (3) Total city tax rate 1.2449 1.1537 B. Special assessment district tax rates Secondary property tax rates - As of the date the tentative budget was prepared, the city was operating 355 special assessment districts (streetlight improvement districts) for which secondary property taxes are levied. For information pertaining to these special assessment districtsand their tax rates, please contact the City of Scottsdale Finance and Accounting Division. (a) The Secondary Property Tax Levy amount changed for FY 2014/15 after budget adoption due to the recalculation of assessed value. (b) Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 506 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund of Revenues Other than Property Taxes Fiscal Year 2015/2016 Schedule C Budgeted Revenues 2014/2015 Source of Revenues Actual Revenues 2014/2015* Estimated Revenues 2015/2016 GENERAL FUND TAXES - LOCAL $97,214,941 $97,214,941 TRANSACTION PRIVILEGE TAX - PUBLIC SAFETY TRANSACTION PRIVILEGE TAX $9,491,270 $9,491,270 $100,224,051 $9,803,522 ELECTRIC & GAS FRANCHISE $8,443,750 $8,443,750 $8,324,540 CABLE TV LICENSE FEE $3,395,000 $3,395,000 $3,415,000 SALT RIVER PROJECT IN LIEU $267,000 $267,000 $244,000 STORMWATER QUALITY CHARGE $897,600 $897,600 $906,576 $119,709,561 $119,709,561 $122,917,689 STATE SHARED SALES TAX $19,642,557 $19,642,557 $20,767,461 STATE SHARED INCOME TAX $26,314,255 $26,314,255 $26,173,125 $7,686,538 $7,686,538 $8,591,756 $53,643,350 $53,643,350 $55,532,342 BUILDING & RELATED PERMITS $12,332,183 $12,332,183 $14,276,420 BUSINESS & LIQUOR LICENSES $1,805,192 $1,805,192 $1,845,667 FIRE CHARGES FOR SERVICES $664,400 $664,400 $755,974 $3,537,796 $3,537,796 $3,586,898 WESTWORLD EQUESTRIAN FACILITY FEES $3,920,520 $3,920,520 $5,060,700 COURT FINES $4,528,736 $4,528,736 $3,903,551 SERVICE ENHANCEMENT FEE $300,000 $300,000 $303,000 LIBRARY $369,468 $369,468 $305,109 PARKING FINES $237,528 $237,528 $222,430 $2,110,289 $2,110,289 $2,879,450 TOTAL TAXES - LOCAL TAXES- FROM OTHER AGENCIES AUTO LIEU TAX TOTAL TAXES- FROM OTHER AGENCIES CHARGES FOR SERVICE/OTHER RECREATION FEES PHOTO RADAR INTERGOVERNMENTAL AGREEMENTS TOTAL CHARGES FOR SERVICE/OTHER $1,024,105 $1,024,105 $1,213,826 $30,830,217 $30,830,217 $34,353,025 $574,573 $574,573 $884,964 $574,573 $574,573 $884,964 INTEREST EARNINGS INTEREST EARNINGS TOTAL INTEREST EARNINGS OTHER REVENUE INDIRECT/DIRECT COST ALLOCATIONS $6,439,205 $6,439,205 $5,966,388 MISCELLANEOUS $4,380,669 $4,380,669 $4,926,369 PROPERTY RENTAL $1,836,120 $1,836,120 $3,049,943 REIMBURSEMENTS FROM OUTSIDE SOURCES $1,247,165 $1,247,165 $1,147,482 $13,903,159 $13,903,159 $15,090,182 $218,660,860 $218,660,860 $228,778,202 TOTAL OTHER REVENUE TOTAL GENERAL FUND City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 507 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund of Revenues Other than Property Taxes Fiscal Year 2015/2016 Schedule C Budgeted Revenues 2014/2015 Source of Revenues SPECIAL REVENUE FUNDS Actual Revenues 2014/2015* Estimated Revenues 2015/2016 PRESERVATION PRIVILEGE TAX FUNDS TRANSACTION PRIVILEGE TAX $33,219,447 $33,219,447 $77,231 $77,231 $163,088 $33,296,678 $33,296,678 $34,475,415 TRANSACTION PRIVILEGE TAX $18,413,065 $18,413,065 $19,018,833 HIGHWAY USER TAX $12,944,922 $12,944,922 $13,564,928 $0 $0 $645,000 INTERGOVERNMENTAL AGREEMENTS $675,539 $675,539 $550,000 FEDERAL GRANTS $750,000 $750,000 $550,000 STATE GRANTS $650,000 $650,000 $0 INDIRECT/DIRECT COST ALLOCATIONS $524,741 $524,741 $535,415 $15,000 $15,000 $30,000 $0 $0 $200,000 $33,973,267 $33,973,267 $35,094,176 $15,794,000 $15,794,000 $16,928,000 $20,500 $20,500 $20,500 $1,600,000 $1,600,000 $1,600,000 $17,414,500 $17,414,500 $18,548,500 $250,000 $250,000 $250,000 $24,000 $24,000 $25,000 RECREATION FEES $1,697,282 $1,697,282 $1,702,378 INTEREST EARNINGS TOTAL PRESERVATION PRIVILEGE TAX FUNDS $34,312,327 TRANSPORTATION/HURF FUND LOCAL TRANSPORTATION ASSISTANCE FUND MISCELLANEOUS REIMBURSEMENTS FROM OUTSIDE SOURCES TOTAL TRANSPORTATION/HURF FUND TOURISM DEVELOPMENT TRANSIENT OCCUPANCY TAX MISCELLANEOUS PROPERTY RENTAL TOTAL TOURISM DEVELOPMENT SPECIAL PROGRAMS FUND ELECTRIC & GAS FRANCHISE BUSINESS & LIQUOR LICENSES COURT FINES $1,891,952 $1,891,952 $1,755,938 POLICE FEES $480,000 $480,000 $480,000 INTERGOVERNMENTAL AGREEMENTS $208,240 $208,240 $208,240 $15,986 $15,986 $19,330 $3,880,199 $3,880,199 $3,637,800 PROPERTY RENTAL $458,050 $458,050 $382,525 REIMBURSEMENTS FROM OUTSIDE SOURCES $487,492 $487,492 $582,146 CONTRIBUTIONS & DONATIONS $878,154 $878,154 $650,702 $10,271,355 $10,271,355 $9,694,059 INTEREST EARNINGS MISCELLANEOUS TOTAL SPECIAL PROGRAMS FUND GRANT FUNDS INTERGOVERNMENTAL AGREEMENTS FEDERAL GRANTS STATE GRANTS PROPERTY RENTAL CONTRIBUTIONS & DONATIONS TOTAL GRANT FUNDS $120,000 $120,000 $120,000 $17,580,029 $17,406,777 $15,456,986 $122,591 $122,591 $125,966 $0 $0 $29,508 $655,000 $655,000 $1,575,091 $18,477,620 $18,304,368 $17,307,551 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 508 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund of Revenues Other than Property Taxes Fiscal Year 2015/2016 Schedule C Budgeted Revenues 2014/2015 Source of Revenues SPECIAL DISTRICTS STREETLIGHT DISTRICTS TOTAL SPECIAL DISTRICTS TOTAL SPECIAL REVENUE FUNDS Actual Revenues 2014/2015* Estimated Revenues 2015/2016 $533,043 $533,043 $579,624 $533,043 $533,043 $579,624 $113,966,463 $113,793,211 $115,699,325 $1,498,520 DEBT SERVICE FUNDS MPC EXCISE DEBT $1,317,489 $1,317,489 PROPERTY RENTAL INTERGOVERNMENTAL AGREEMENTS $145,000 $145,000 $145,000 TOTAL MPC EXCISE DEBT $1,462,489 $1,462,489 $1,643,520 $1,462,489 $1,462,489 $1,643,520 $273,971,956 $0 $235,825,868 $100,950 $100,950 $1,800,000 $61,260 $61,260 $1,300,000 TOTAL DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROGRAM ESTIMATED UNEXPENDED PRIOR YEAR OTHER WATER REVENUE OTHER WATER RECLAMATION REVENUE BUILDING & RELATED PERMITS INTERGOVERNMENTAL AGREEMENTS INTEREST EARNINGS $0 $0 $120,000 $12,761,600 $12,761,600 $9,010,000 $652,633 $652,633 $1,287,272 $6,766,200 $6,766,200 $19,146,600 REIMBURSEMENTS FROM OUTSIDE SOURCES $110,000 $110,000 $0 CONTRIBUTIONS & DONATIONS $134,800 $134,800 $2,772,300 $294,559,399 $20,587,443 $271,262,040 $294,559,399 $20,587,443 $271,262,040 $10,000 $10,000 $10,000 $6,000 $6,000 $6,000 $16,000 $16,000 $16,000 $16,000 $16,000 $16,000 FEDERAL GRANTS TOTAL CAPITAL IMPROVEMENT PROGRAM TOTAL CAPITAL PROJECT FUNDS TRUST & AGENCY FUNDS TRUSTS MISCELLANEOUS CONTRIBUTIONS & DONATIONS TOTAL TRUSTS TOTAL TRUST & AGENCY FUNDS ENTERPRISE FUNDS AVIATION FUND TRANSACTION PRIVILEGE TAX AIRPORT FEES INTEREST EARNINGS PROPERTY RENTAL TOTAL AVIATION FUND $149,702 $149,702 $173,192 $3,278,800 $3,278,800 $3,630,464 $25,630 $25,630 $27,249 $100,029 $100,029 $101,029 $3,554,161 $3,554,161 $3,931,934 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 509 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund of Revenues Other than Property Taxes Fiscal Year 2015/2016 Schedule C Budgeted Revenues 2014/2015 Source of Revenues WATER AND SEWER UTILITY FUNDS STORMWATER QUALITY CHARGE Actual Revenues 2014/2015* Estimated Revenues 2015/2016 $0 $0 $106,300 WATER SERVICE FEES $91,692,000 $91,692,000 $92,170,000 NON-POTABLE WATER FEES $10,398,600 $10,398,600 $12,572,032 SEWER SERVICE FEES $37,877,000 $37,877,000 $39,209,000 $435,328 $435,328 $645,323 $0 $0 $912,538 $1,554,493 $1,554,493 $1,497,700 PROPERTY RENTAL $217,700 $217,700 $185,000 REIMBURSEMENTS FROM OUTSIDE SOURCES $110,000 $110,000 $100,840 $142,285,121 $142,285,121 $147,398,733 $20,040,000 INTEREST EARNINGS INDIRECT/DIRECT COST ALLOCATIONS MISCELLANEOUS TOTAL WATER AND SEWER UTILITY FUNDS SOLID WASTE FUND SOLID WASTE FEES $20,091,453 $20,091,453 INTEREST EARNINGS $47,725 $47,725 $70,228 TOTAL SOLID WASTE FUND $20,139,178 $20,139,178 $20,110,228 $165,978,460 $165,978,460 $171,440,895 TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS FLEET MANAGEMENT FUND INTERNAL SERVICE OFFSETS ($19,412,352) ($19,412,352) ($20,270,868) EQUIPMENT REPLACEMENT REVENUE $7,168,644 $7,168,644 $7,532,676 FUEL REVENUE $5,033,604 $5,033,604 $5,035,476 MAINTENANCE & OPERATIONS REVENUE $7,210,104 $7,210,104 $7,702,716 $372,600 $372,600 $382,197 $372,600 $372,600 $382,197 INTERNAL SERVICE OFFSETS ($1,046,384) ($1,046,384) ($1,009,835) PC REPLACEMENT REVENUE $1,046,384 $1,046,384 $1,009,835 $0 $0 $0 ($29,316,768) ($29,316,768) ($31,231,497) $805,104 $805,104 $823,767 $19,211,664 $19,211,664 $20,707,728 MISCELLANEOUS TOTAL FLEET MANAGEMENT FUND PC REPLACEMENT FUND TOTAL PC REPLACEMENT FUND SELF INSURANCE FUNDS INTERNAL SERVICE OFFSETS COS DENTAL PREMIUMS COS MEDICAL PREMIUMS EMPLOYEE DENTAL PREMIUMS $772,248 $772,248 $732,025 EMPLOYEE MEDICAL PREMIUMS $6,466,224 $6,466,224 $6,125,964 PROPERTY - WORKERS COMP $9,200,000 $9,200,000 $9,600,002 UNEMPLOYMENT CLAIMS $100,000 $100,000 $100,000 MISCELLANEOUS $348,000 $348,000 $273,000 REIMBURSEMENTS FROM OUTSIDE SOURCES $562,000 $562,000 $612,000 $8,148,472 $8,148,472 $7,742,989 $8,521,072 $8,521,072 $8,125,186 $803,164,743 $529,019,535 $796,965,168 TOTAL SELF INSURANCE FUNDS TOTAL INTERNAL SERVICE FUNDS TOTAL ALL FUNDS *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the adopted budget was prepared, plus estimated expenditures for the remainder of the fiscal year. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 510 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund Type of Other Financing Sources/(Uses) and Interfund Transfers Fiscal Year 2015/2016 Schedule D Other Financing Sources/(Uses) 2015/2016 Fund Adopted Interfund Transfers 2015/2016 IN OUT GENERAL FUND GENERAL FUND TOTAL GENERAL FUND $9,088,906 $18,144,316 $9,088,906 $18,144,316 SPECIAL REVENUE FUNDS GRANT FUNDS $3,400 PRESERVATION PRIVILEGE TAX FUNDS $36,493,633 SPECIAL PROGRAMS FUND $60,000 TOURISM DEVELOPMENT $723,039 $5,241,363 TRANSPORTATION/HURF FUND $13,558,817 $60,000 TOTAL SPECIAL REVENUE FUNDS $56,020,252 DEBT SERVICE FUNDS DEBT SERVICE FUND $15,624,765 GO DEBT SERVICE $25,724,260 SPECIAL ASSESSMENT DEBT FUND $6,489,373 $47,838,398 TOTAL DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROGRAM CAPITAL PROJECT FUND TOTAL CAPITAL PROJECT FUNDS $82,761,862 $33,301,249 $115,400,000 $0 $0 $115,400,000 $82,761,862 $33,301,249 ENTERPRISE FUNDS AVIATION FUND $113,500 $7,400 $1,875,000 $2,091,000 $16,091,439 $47,473,188 $18,079,939 $49,571,588 SOLID WASTE FUND WATER AND SEWER UTILITY FUNDS TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS FLEET MANAGEMENT FUND $786,300 SELF INSURANCE FUNDS $5,400 $791,700 TOTAL INTERNAL SERVICE FUNDS $115,400,000 TOTAL ALL FUNDS $157,829,105 *Municipal Properties Corporation Bonds City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 511 - $157,829,105 Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division Expenditures/Expenses Within Each Fund Type Fiscal Year 2015/2016 Schedule E Adopted Budget Expenditures 2014/2015 Fund/Divisions Expenditure Adjustments Approved 2014/2015 Actual Expenditures 2014/2015* Adopted Budget Expenditures 2015/2016 GENERAL FUND MAYOR AND CITY COUNCIL CITY ATTORNEY CITY AUDITOR CITY CLERK $761,731 ($36,583) $725,148 $759,996 $5,923,923 $160,480 $6,084,403 $6,353,215 $848,781 $16,676 $865,457 $873,324 $1,000,448 $17,374 $1,017,822 $719,164 $4,327,911 CITY COURT $4,044,001 ($31,409) $4,012,592 CITY MANAGER $1,046,891 $9,125 $1,056,016 $1,279,424 CITY TREASURER $5,314,877 $16,700 $5,331,577 $5,899,008 ADMINISTRATIVE SERVICES $15,358,147 $200,943 $15,559,090 $15,893,388 COMMUNITY AND ECONOMIC DEVELOPMENT $23,231,613 $270,734 $23,502,347 $24,216,806 COMMUNITY SERVICES $34,039,350 $401,916 $34,441,266 $35,037,966 PUBLIC SAFETY - FIRE $32,036,337 $639,700 $32,676,037 $33,566,605 PUBLIC SAFETY - POLICE $87,013,834 $1,879,704 $88,893,538 $94,442,353 PUBLIC WORKS $18,308,732 ($31,258) $18,277,474 $18,259,676 $20,801 $0 $20,801 $0 $4,585,954 ($4,585,954) $0 $3,094,557 WATER RESOURCES CITYWIDE PAY PROGRAM DEBT SERVICE ESTIMATED DIVISION SAVINGS LEAVE ACCRUAL PAYMENTS CONTINGENCY / RESERVE APPROPRIATION TOTAL GENERAL FUND TOTAL GENERAL FUND $2,830,099 $0 $2,830,099 $2,844,171 ($3,800,000) $2,261,813 ($1,538,187) ($3,800,000) $1,900,000 ($1,203,465) $696,535 $1,900,000 $26,446,552 $0 $0 $27,566,800 $260,912,071 ($13,504) $234,452,015 $273,234,364 $260,912,071 ($13,504) $234,452,015 $273,234,364 SPECIAL REVENUE FUNDS TOURISM DEVELOPMENT MAYOR AND CITY COUNCIL $75,000 $0 $75,000 $75,000 $10,367,655 $10,869 $10,378,524 $11,454,599 $425,000 $0 $425,000 $500,000 $4,345 ($4,345) $0 $4,647 $2,500,000 $0 $0 $2,500,000 $13,372,000 $6,524 $10,878,524 $14,534,246 CITY COURT $1,864,970 $32,084 $1,897,054 $1,755,816 COMMUNITY AND ECONOMIC DEVELOPMENT $1,025,337 $0 $1,025,337 $507,226 COMMUNITY SERVICES $2,727,674 $13,846 $2,741,520 $2,514,094 COMMUNITY AND ECONOMIC DEVELOPMENT NON DIVISIONAL CITYWIDE PAY PROGRAM CONTINGENCY / RESERVE APPROPRIATION TOTAL TOURISM DEVELOPMENT SPECIAL PROGRAMS FUND PUBLIC SAFETY - FIRE $2,300 $0 $2,300 $7,300 $1,611,712 $10,698 $1,622,410 $2,601,265 $250,000 $0 $250,000 $250,000 $50,186 ($50,186) $0 $40,520 CONTINGENCY / RESERVE APPROPRIATION $1,500,000 $0 $0 $1,500,000 TOTAL SPECIAL PROGRAMS FUND $9,032,179 $6,442 $7,538,621 $9,176,221 PUBLIC SAFETY - POLICE PUBLIC WORKS CITYWIDE PAY PROGRAM City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 512 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division Expenditures/Expenses Within Each Fund Type Fiscal Year 2015/2016 Schedule E Adopted Budget Expenditures 2014/2015 Fund/Divisions GRANT FUNDS COMMUNITY SERVICES NON DIVISIONAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE CITYWIDE PAY PROGRAM Expenditure Adjustments Approved 2014/2015 Actual Expenditures 2014/2015* Adopted Budget Expenditures 2015/2016 $10,414,438 $54,908 $10,469,346 $10,134,374 $4,778,700 ($398,962) $4,379,738 $0 $30,000 $173,252 $203,252 $0 $229,591 $364,776 $594,367 $273,730 $20,091 ($20,091) $0 $16,802 $3,000,000 $0 $0 $6,879,245 $18,472,820 $173,883 $15,646,703 $17,304,151 NON DIVISIONAL $599,654 $0 $599,654 $611,568 TOTAL SPECIAL DISTRICTS $599,654 $0 $599,654 $611,568 COMMUNITY AND ECONOMIC DEVELOPMENT $9,208,553 $13,170 $9,221,723 $9,543,520 COMMUNITY SERVICES $1,066,815 $0 $1,066,815 $1,320,986 $14,967,341 ($14,924) $14,952,417 $14,675,544 CONTINGENCY / RESERVE APPROPRIATION TOTAL GRANT FUNDS SPECIAL DISTRICTS TRANSPORTATION/HURF FUND PUBLIC WORKS CITYWIDE PAY PROGRAM ESTIMATED DIVISION SAVINGS LEAVE ACCRUAL PAYMENTS $154,006 ($154,006) $0 $142,640 ($156,300) $152,197 ($4,103) ($156,300) $49,900 ($1,175) $48,725 $49,900 $3,029,032 $0 $0 $3,057,600 $28,319,347 ($4,738) $25,285,577 $28,633,890 DEBT SERVICE $2,200 $0 $2,200 $2,200 TOTAL PRESERVATION PRIVILEGE TAX FUNDS $2,200 $0 $2,200 $2,200 $69,798,200 $182,111 $59,951,279 $70,262,276 DEBT SERVICE $59,778,796 $0 $59,778,796 $58,466,992 TOTAL GO DEBT SERVICE $59,778,796 $0 $59,778,796 $58,466,992 DEBT SERVICE $17,310,688 $0 $17,310,688 $18,067,990 TOTAL MPC EXCISE DEBT $17,310,688 $0 $17,310,688 $18,067,990 DEBT SERVICE $6,478,073 $0 $6,478,073 $6,489,373 TOTAL SPECIAL ASSESSMENT DEBT FUND $6,478,073 $0 $6,478,073 $6,489,373 $83,567,557 $0 $83,567,557 $83,024,355 CONTINGENCY / RESERVE APPROPRIATION TOTAL TRANSPORTATION/HURF FUND PRESERVATION PRIVILEGE TAX FUNDS TOTAL SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS GO DEBT SERVICE MPC EXCISE DEBT SPECIAL ASSESSMENT DEBT FUND TOTAL DEBT SERVICE FUNDS TRUST & AGENCY FUNDS TRUSTS MAYOR AND CITY COUNCIL $6,000 $0 $6,000 $6,000 CONTINGENCY / RESERVE APPROPRIATION $10,000 $0 $0 $10,000 TOTAL TRUSTS $16,000 $0 $6,000 $16,000 $16,000 $0 $6,000 $16,000 TOTAL TRUST & AGENCY FUNDS City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 513 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division Expenditures/Expenses Within Each Fund Type Fiscal Year 2015/2016 Schedule E Adopted Budget Expenditures 2014/2015 Fund/Divisions Expenditure Adjustments Approved 2014/2015 Actual Expenditures 2014/2015* Adopted Budget Expenditures 2015/2016 ENTERPRISE FUNDS WATER AND SEWER UTILITY FUNDS MAYOR AND CITY COUNCIL CITY TREASURER WATER RESOURCES CITYWIDE PAY PROGRAM DEBT SERVICE INDIRECT/DIRECT COST ALLOCATION $110,000 $0 $110,000 $110,000 $2,125,720 $37,461 $2,163,181 $2,165,390 $72,316,076 $441,977 $72,758,053 $74,990,398 $474,462 ($474,462) $0 $475,508 $29,661,938 $0 $29,661,938 $29,936,938 $4,864,885 $0 $4,864,885 $5,356,129 CONTINGENCY / RESERVE APPROPRIATION $62,725,949 $0 $0 $65,941,623 TOTAL WATER AND SEWER UTILITY FUNDS $172,279,030 $4,976 $109,558,057 $178,975,986 SOLID WASTE FUND CITY TREASURER PUBLIC WORKS CITYWIDE PAY PROGRAM INDIRECT/DIRECT COST ALLOCATION CONTINGENCY / RESERVE APPROPRIATION TOTAL SOLID WASTE FUND $907,868 $13,338 $921,206 $915,202 $18,125,935 $161,233 $18,287,168 $18,731,878 $174,277 ($174,277) $0 $144,201 $1,646,264 $0 $1,646,264 $1,580,388 $5,135,663 $0 $0 $5,785,316 $25,990,007 $294 $20,854,638 $27,156,985 $2,126,575 $28,543 $2,155,118 $2,107,032 $30,416 ($30,416) $0 $29,724 $0 $0 $0 $352,743 AVIATION FUND COMMUNITY AND ECONOMIC DEVELOPMENT CITYWIDE PAY PROGRAM DEBT SERVICE INDIRECT/DIRECT COST ALLOCATION $452,797 $0 $452,797 $477,824 CONTINGENCY / RESERVE APPROPRIATION $2,365,027 $0 $0 $3,435,325 TOTAL AVIATION FUND $4,974,815 ($1,873) $2,607,915 $6,402,648 $203,243,852 $3,397 $133,020,610 $212,535,619 TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS SELF INSURANCE FUNDS CITY TREASURER ADMINISTRATIVE SERVICES CITYWIDE PAY PROGRAM INTERNAL SERVICE OFFSETS $8,268,900 $20,498 $8,289,398 $8,797,497 $27,353,234 $3,380 $27,356,614 $28,607,655 $23,625 ($23,625) $0 $24,486 ($29,316,768) $0 ($29,316,768) ($31,231,497) CONTINGENCY / RESERVE APPROPRIATION $21,357,500 $0 $0 $24,426,369 TOTAL SELF INSURANCE FUNDS $27,686,491 $253 $6,329,244 $30,624,510 $19,993,143 ($1,339) $19,991,804 $20,458,559 $90,914 ($90,914) $0 $75,911 ($199,500) $94,839 ($104,661) ($199,500) ($19,412,352) $0 ($19,412,352) ($20,270,868) $33,200 ($1,591) $31,609 $33,200 CONTINGENCY / RESERVE APPROPRIATION $5,245,311 $0 $0 $6,291,700 TOTAL FLEET MANAGEMENT FUND $5,750,716 $995 $506,400 $6,389,002 FLEET MANAGEMENT FUND PUBLIC WORKS CITYWIDE PAY PROGRAM ESTIMATED DIVISION SAVINGS INTERNAL SERVICE OFFSETS LEAVE ACCRUAL PAYMENTS City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 514 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division Expenditures/Expenses Within Each Fund Type Fiscal Year 2015/2016 Schedule E Adopted Budget Expenditures 2014/2015 Fund/Divisions PC REPLACEMENT FUND ADMINISTRATIVE SERVICES INTERNAL SERVICE OFFSETS CONTINGENCY / RESERVE APPROPRIATION TOTAL PC REPLACEMENT FUND TOTAL INTERNAL SERVICE FUNDS Expenditure Adjustments Approved 2014/2015 Actual Expenditures 2014/2015* Adopted Budget Expenditures 2015/2016 $551,467 $0 $551,467 $815,941 ($1,046,384) $33,528 ($1,012,856) ($1,009,835) $500,000 $0 $0 $500,000 $5,083 $33,528 ($461,389) $306,106 $33,442,290 $34,776 $6,374,255 $37,319,618 $490,448,000 CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROGRAM CAPITAL PROJECTS $506,110,100 $0 $139,066,370 CONTINGENCY / RESERVE APPROPRIATION $15,250,000 $0 $0 $34,850,100 TOTAL CAPITAL IMPROVEMENT PROGRAM $521,360,100 $0 $139,066,370 $525,298,100 $521,360,100 $0 $139,066,370 $525,298,100 $1,172,340,070 $206,780 $656,438,086 $1,201,690,332 TOTAL CAPITAL PROJECT FUNDS TOTAL ALL FUNDS *Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the adopted budget was prepared, plus estimated expenditures for the remainder of the fiscal year. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 515 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Fiscal Year 2015/2016 Schedule F Adopted Budget Expenditures 2014/2015 Division/Fund Expenditure Adjustments Approved 2014/2015 Actual Expenditures 2014/2015* Adopted Budget Expenditures 2015/2016 MAYOR AND CITY COUNCIL GENERAL FUND $761,731 ($36,583) $725,148 $759,996 $75,000 $0 $75,000 $75,000 $6,000 $0 $6,000 $6,000 $110,000 $0 $110,000 $110,000 $952,731 ($36,583) $916,148 $950,996 $5,923,923 $160,480 $6,084,403 $6,353,215 $5,923,923 $160,480 $6,084,403 $6,353,215 $848,781 $16,676 $865,457 $873,324 $848,781 $16,676 $865,457 $873,324 $1,000,448 $17,374 $1,017,822 $719,164 $1,000,448 $17,374 $1,017,822 $719,164 GENERAL FUND $4,044,001 ($31,409) $4,012,592 $4,327,911 SPECIAL REVENUE FUND - SPECIAL PROGRAMS $1,864,970 $32,084 $1,897,054 $1,755,816 $5,908,971 $675 $5,909,646 $6,083,727 $1,046,891 $9,125 $1,056,016 $1,279,424 $1,046,891 $9,125 $1,056,016 $1,279,424 $5,314,877 $16,700 $5,331,577 $5,899,008 $907,868 $13,338 $921,206 $915,202 $2,125,720 $37,461 $2,163,181 $2,165,390 SPECIAL REVENUE FUND - TOURISM DEVELOPMENT TRUST & AGENCY FUND - TRUSTS ENTERPRISE FUND - WATER AND SEWER UTILITY TOTAL MAYOR AND CITY COUNCIL CITY ATTORNEY GENERAL FUND TOTAL CITY ATTORNEY CITY AUDITOR GENERAL FUND TOTAL CITY AUDITOR CITY CLERK GENERAL FUND TOTAL CITY CLERK CITY COURT TOTAL CITY COURT CITY MANAGER GENERAL FUND TOTAL CITY MANAGER CITY TREASURER GENERAL FUND ENTERPRISE FUND - SOLID WASTE ENTERPRISE FUND - WATER AND SEWER UTILITY INTERNAL SERVICE FUND - SELF INSURANCE $8,268,900 $20,498 $8,289,398 $8,797,497 $16,617,365 $87,997 $16,705,362 $17,777,097 $15,358,147 $200,943 $15,559,090 $15,893,388 $551,467 $0 $551,467 $815,941 $27,353,234 $3,380 $27,356,614 $28,607,655 $43,262,848 $204,323 $43,467,171 $45,316,984 $23,231,613 $270,734 $23,502,347 $24,216,806 $1,025,337 $0 $1,025,337 $507,226 SPECIAL REVENUE FUND - TOURISM DEVELOPMENT $10,367,655 $10,869 $10,378,524 $11,454,599 SPECIAL REVENUE FUND - TRANSPORTATION/HURF $9,208,553 $13,170 $9,221,723 $9,543,520 ENTERPRISE FUND - AVIATION $2,126,575 $28,543 $2,155,118 $2,107,032 $45,959,733 $323,316 $46,283,049 $47,829,183 TOTAL CITY TREASURER ADMINISTRATIVE SERVICES GENERAL FUND INTERNAL SERVICE FUND - PC REPLACEMENT INTERNAL SERVICE FUND - SELF INSURANCE TOTAL ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT GENERAL FUND SPECIAL REVENUE FUND - SPECIAL PROGRAMS TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 516 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Fiscal Year 2015/2016 Schedule F Adopted Budget Expenditures 2014/2015 Division/Fund COMMUNITY SERVICES Expenditure Adjustments Approved 2014/2015 Actual Expenditures 2014/2015* Adopted Budget Expenditures 2015/2016 GENERAL FUND $34,039,350 $401,916 $34,441,266 $35,037,966 SPECIAL REVENUE FUND - GRANT $10,414,438 $54,908 $10,469,346 $10,134,374 SPECIAL REVENUE FUND - SPECIAL PROGRAMS $2,727,674 $13,846 $2,741,520 $2,514,094 SPECIAL REVENUE FUND - TRANSPORTATION/HURF $1,066,815 $0 $1,066,815 $1,320,986 $48,248,277 $470,670 $48,718,947 $49,007,420 $4,778,700 ($398,962) $4,379,738 $0 $599,654 $0 $599,654 $611,568 TOTAL COMMUNITY SERVICES NON DIVISIONAL SPECIAL REVENUE FUND - GRANT SPECIAL REVENUE FUND - SPECIAL DISTRICTS SPECIAL REVENUE FUND - TOURISM DEVELOPMENT $425,000 $0 $425,000 $500,000 $5,803,354 ($398,962) $5,404,392 $1,111,568 $32,036,337 $639,700 $32,676,037 $33,566,605 $30,000 $173,252 $203,252 $0 $2,300 $0 $2,300 $7,300 $32,068,637 $812,952 $32,881,589 $33,573,905 $87,013,834 $1,879,704 $88,893,538 $94,442,353 $229,591 $364,776 $594,367 $273,730 $1,611,712 $10,698 $1,622,410 $2,601,265 $88,855,137 $2,255,178 $91,110,315 $97,317,348 $18,308,732 ($31,258) $18,277,474 $18,259,676 $250,000 $0 $250,000 $250,000 SPECIAL REVENUE FUND - TRANSPORTATION/HURF $14,967,341 ($14,924) $14,952,417 $14,675,544 ENTERPRISE FUND - SOLID WASTE $18,125,935 $161,233 $18,287,168 $18,731,878 INTERNAL SERVICE FUND - FLEET MANAGEMENT $19,993,143 ($1,339) $19,991,804 $20,458,559 $71,645,151 $113,712 $71,758,863 $72,375,657 TOTAL NON DIVISIONAL PUBLIC SAFETY - FIRE GENERAL FUND SPECIAL REVENUE FUND - GRANT SPECIAL REVENUE FUND - SPECIAL PROGRAMS TOTAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE GENERAL FUND SPECIAL REVENUE FUND - GRANT SPECIAL REVENUE FUND - SPECIAL PROGRAMS TOTAL PUBLIC SAFETY - POLICE PUBLIC WORKS GENERAL FUND SPECIAL REVENUE FUND - SPECIAL PROGRAMS TOTAL PUBLIC WORKS WATER RESOURCES GENERAL FUND $20,801 $0 $20,801 $0 $72,316,076 $441,977 $72,758,053 $74,990,398 $72,336,877 $441,977 $72,778,854 $74,990,398 $506,110,100 $0 $139,066,370 $490,448,000 $5,608,276 ($5,608,276) $0 $4,048,996 CONTINGENCY / RESERVE APPROPRIATION $149,065,034 $0 $0 $182,744,078 DEBT SERVICE $116,061,794 $0 $116,061,794 $116,160,407 ($4,155,800) $2,508,849 ($1,646,951) ($4,155,800) $6,963,946 $0 $6,963,946 $7,414,341 ($49,775,504) $33,528 ($49,741,976) ($52,512,200) ENTERPRISE FUND - WATER AND SEWER UTILITY TOTAL WATER RESOURCES OTHER CAPITAL PROJECTS CITYWIDE PAY PROGRAM ESTIMATED DIVISION SAVINGS INDIRECT/DIRECT COST ALLOCATION INTERNAL SERVICE OFFSETS LEAVE ACCRUAL PAYMENTS TOTAL OTHER TOTAL ALL FUNDS $1,983,100 ($1,206,231) $776,869 $1,983,100 $731,860,946 ($4,272,130) $211,480,052 $746,130,922 $1,172,340,070 $206,780 $656,438,086 $1,201,690,332 *Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the adopted budget was prepared, plus estimated expenditures for the remainder of the fiscal year. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 517 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Full-Time Employees and Personnel Compensation Fiscal Year 2015/2016 Schedule G Full-Time Equivalent (FTE) 2015/2016 Fund Employee Salaries and Hourly Costs 2015/2016 Retirement Costs 2015/2016 Healthcare Costs 2015/2016 Other Benefit Costs 2015/2016 Total Estimated Personnel Compensation 2015/2016 GENERAL FUND GENERAL FUND TOTAL GENERAL FUND 1,966.37 $129,153,547 $22,309,277 $16,635,354 $9,533,206 $177,631,384 1,966.37 $129,153,547 $22,309,277 $16,635,354 $9,533,206 $177,631,384 SPECIAL REVENUE FUNDS GRANT FUNDS 12.00 $605,686 $67,317 $92,095 $46,863 $811,961 SPECIAL PROGRAMS FUND 31.54 $1,514,798 $163,401 $143,594 $118,097 $1,939,890 TOURISM DEVELOPMENT TRANSPORTATION/HURF FUND TOTAL SPECIAL REVENUE FUNDS 2.00 $134,465 $15,382 $23,143 $10,050 $183,040 82.00 $4,235,574 $610,529 $756,608 $413,207 $6,015,918 127.54 $6,490,523 $856,629 $1,015,440 $588,217 $8,950,809 $1,158,099 ENTERPRISE FUNDS AVIATION FUND 14.47 $900,932 $102,451 $85,390 $69,326 SOLID WASTE FUND 90.84 $5,227,642 $543,121 $880,684 $369,048 $7,020,495 222.28 $14,574,381 $1,636,013 $2,004,987 $1,108,381 $19,323,762 327.59 $20,702,955 $2,281,585 $2,971,061 $1,546,755 $27,502,356 46.00 $2,519,625 $309,263 $447,158 $207,830 $3,483,876 8.00 $785,739 $60,626 $50,891 $41,894 $939,150 54.00 $3,305,364 $369,889 $498,049 $249,724 $4,423,026 2,475.50 $159,652,389 $25,817,380 $21,119,904 $11,917,902 $218,507,575 WATER AND SEWER UTILITY FUNDS TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS FLEET MANAGEMENT FUND SELF INSURANCE FUNDS TOTAL INTERNAL SERVICE FUNDS TOTAL ALL FUNDS City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 518 - Table of Contents Appendix City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 519 - Property Tax Levy Table of Contents Appendix City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 520 - Property Tax Levy 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 Adopted FY 2015/16 Project Description ADMINISTRATIVE SERVICES IT - TELEPHONE EQUIPMENT The telephone operating project is dedicated to providing systematic upgrades, maintenance and ongoing replacement of the City of Scottsdale’s enterprise telephone system. This includes subsystems such as 911, interactive voice response, right fax, and voicemail. TOTAL FOR ADMINISTRATIVE SERVICES 228,854 ART IN PUBLIC PLACES - OPERATING This project supports, via an agreement between the city and the Scottsdale Cultural Council, Scottsdale's public art program. This project supports the acquisition, commissioning and programming of public art in Scottsdale. 105,269 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. 250,000 PUBLIC ART CONSV AND RESTORATION This project will fund the on-going conservation and restoration of the city's public art collection. 134,400 WW HORSE BARN REPAIRS This program is to replace and/or perform maintenance in the horse barns and other areas at WestWorld. This program may include the purchase of new equipment necessary for operation at WestWorld. TOTAL FOR COMMUNITY AND ECONOMIC DEVELOPMENT 506,669 This project includes replacement of playground equipment and shade at one site. 232,140 228,854 COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES PLAYGROUND EQUIPMENT REPL PUBLIC POOL EQUIPMENT REPL PUBLIC WORKS FACILITIES MGMT REPAIR & MAINT 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 17,000 97,000 329,140 537,335 537,335 1,601,998 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 521 - Table of Contents Appendix ADA ADOT AED APS ARS ASRS ASU ASUF AZSTA BOR CAD CALEA CAFR CAO CAP CDBG CDL CEF CFD CIP CMOM CNG COP COS CPI CVB CY DDC DM DMS DPB EEOC EMS EMT EOC EPA EPCR FAA FBI FCD FCV FEMA FT FTE FTG FY GAAP GAC GASB Americans with Disabilities Act Arizona Department of Transportation Automated External Defibrillators 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) Commission on Accreditation for Law Enforcement Agencies Comprehensive Annual Financial Report Community Assistance Office Central Arizona Project Community Development Block Grant Commercial Driver’s License Court Enhancement Fund Community Facility District Capital Improvement Plan Capacity, Management, Operations & Maintenance Compressed Natural Gas Certificate of Participation City of Scottsdale Consumer Price Index Convention and Visitors Bureau Calendar Year 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 Equivalents Fill The Gap Fiscal Year Generally Accepted Accounting Principles Granular Activated Carbon Governmental Accounting Standards Board City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 522 - Acronyms Table of Contents Appendix GFOA GIS GO HHW HR HUD HURF HVAC ICMA ID IGA ILM ISO IT ITD ITS IVR IWDS IWWMP JCEF LAN LEED LIMS LIS LTAF MAG MCSD MGD MPC MPS NACSLB NPDES O&M PAYGO PC PD PPB PSPRS PRV PT REV RFP RICO RMS ROW RV RWDS SCADA SB Government Finance Officers Association Geographic Information System General Obligation Household Hazardous Waste Human Resources U.S. Department of Housing and Urban Development Highway User Revenue Fund Heating, Ventilation, and Air Conditioning International City/County Management Association Improvement District Intergovernmental Agreement Information Lifecycle Management International Organization for Standardization Information Technology Inception to Date Intelligent Transportation System Interactive Voice Response System Irrigation Water Distribution System Integrated Water & Wastewater Master Plans Judicial Collections Enhancement Fund Local Area Network Leadership in Energy and Environmental Design Laboratory Information Management System Land Information System Local Transportation Assistance Fund Maricopa Association of Governments Maricopa County Stadium District Million Gallons per Day Municipal Property Corporation Mobile Public Safety 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 City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 523 - Acronyms Table of Contents Appendix SPA SRO SROG SRP SRPMIC SVC SW SWAT TTHM TPC UCR WAN WRP WTP WWTP Scottsdale Preserve Authority Salt River Outfall Sub Regional Operating Group Salt River Project Salt River Pima-Maricopa Indian Community Service Software Special Weapons and Tactics Total Trihalomethanes Tournament Players Club Uniform Crime Report Wide Area Network Water Reclamation Plant Water Treatment Plant Wastewater Treatment Plant City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 524 - Acronyms Table of Contents Appendix 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 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 2015/16 Adopted Budget - Volume One - 525 - Table of Contents Appendix 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 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 2015/16 Adopted Budget - Volume One - 526 - Table of Contents Appendix 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. Division – The combination of departments and programs of the city with a specific and unique set of goals and objectives (i.e., Public Safety, 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 (sales) tax and transient occupancy tax. Glossary Glossary 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 their 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 2015/16 Adopted Budget - Volume One - 527 - Table of Contents Appendix 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. Glossary Glossary General Long-Term Debt – Represents any unmatured debt not considered to be a fund liability. 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 528 - Table of Contents Appendix Appendix 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, Information Technology, Human Resources, City Attorney, etc.). In-Lieu Property Tax – Charges to the Enterprise Funds, which compensate 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 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 Glossary Operating Revenue – Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day–to–day services. Ordinance – A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. 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. City of Scottsdale FY 2015/16 Adopted Budget - Volume One - 529 - Table of Contents Appendix 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 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 2015/16 Adopted Budget - Volume One - 530 - Table of Contents Appendix 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 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 2015/16 Adopted Budget - Volume One - 531 -