VOLUME TWO DIVISION OPERATING BUDGET City of Scottsdale, Arizona FY 2018/19 Budget Fire Station 613, located at 26380 N. Hayden Rd. Adopted FY 2018/19 Budget City of Scottsdale, Arizona Volume Two Division Operating Budget City Council W.J. “Jim” Lane, Mayor Guy Phillips, Vice Mayor Suzanne Klapp Virginia Korte Kathy Littlefield Linda Milhaven David N. Smith Administrative Staff Jim Thompson, City Manager Brent Stockwell, Assistant City Manager Jeff Nichols, City Treasurer Judy Doyle, Budget Director FY 2018/19 Adopted Budget Table of Contents OVERVIEW VOLUME CONTENT Volume Content The City of Scottsdale’s FY 2018/19 budget is comprised of three volumes. Volume Two - Division Operating Budget includes a Divisions section with the following detailed information: • • • • • • • Authorized personnel pie charts displaying personnel by division and funding source A listing of all authorized personnel positions by division and by division and fund A listing of all authorized personnel positions by division, department and title The city’s classification/compensation schedule Summaries of the operating budget by division, department and account category/funding source A summary of each division’s/department’s relationship with the city’s strategic goals Operating projects listed by division Volume Two is then organized by division/department and provides detailed information including charted staffing and expenditure summaries; descriptions of services provided; prior year achievements; current year objectives; charted performance measures, operating budgets by expenditure category and the applicable funding sources, as well as significant changes, performance measures, and volunteer information. Volume One – Budget Summary Includes the city’s annual report, City Council’s strategic goals, demographic information, transmittal letters, executive summary, an explanation of the city’s budget development process, a total budget overview, total appropriation, fund overviews, fund summaries and Five-Year Financial Forecasts as well as information on the sources, uses, transfers, and ending fund balances for each of the city’s funds. Volume Three – Capital Improvement Plan Provides the basis for control of expenditures for the acquisition of significant city assets and construction of all capital facilities. A five-year Capital Improvement Plan is developed and updated annually, including anticipated funding sources. FY 2018/19 Adopted Budget TABLE OF CONTENTS FY 2018/19 Adopted Budget – Volume Two Division Operating Budget Table of Contents Divisions Authorized Personnel ............................................. 1 Authorized Personnel Positions By Division ......................................................... 2 By Division and Fund ......................................... 4 By Division, Department and Title ...................... 6 Classification/Compensation Schedule ................ 27 Operating Budget by Division, Department and Account Category ...................................... 40 Operating Budget by Division, Department and Funding Source ......................................... 43 Personnel Comparison......................................... 47 Division/Department Relationship with Strategic Goals ......................................... 53 Operating Projects ............................................... 55 How to Use this Section ....................................... 57 Mayor and City Council Adopted Budget ............................................... 61 City Attorney Adopted Budget .............................................. 67 Civil .................................................................. 74 Prosecution ....................................................... 78 Risk Management ............................................. 80 Victim Services ................................................. 84 City Auditor Adopted Budget ................................................ 87 City Clerk Adopted Budget ................................................ 93 City Court Adopted Budget .............................................. 101 City Manager Adopted Budget ............................................. 109 City Treasurer Adopted Budget .............................................. 117 City Treasurer and Finance…………………….124 Accounting ..................................................... 128 Budget ........................................................... 132 Business Services .......................................... 136 Purchasing ...................................................... 140 Administrative Services Adopted Budget .............................................. 143 TABLE OF CONTENTS Communications ............................................ 150 Human Resources ........................................ 154 Information Technology .................................. 158 Public Safety - Police Adopted Budget ............................................. 161 Aviation .......................................................... 168 Economic Development ................................. 172 Planning and Development Services ............. 176 Tourism and Events ....................................... 182 Transportation ................................................ 186 WestWorld...................................................... 190 Public Works Community and Economic Development Community Services Adopted Budget ............................................. 193 Community Services Planning and Administration ........................................... 202 Human Services ............................................. 204 Library Systems ............................................. 208 Parks and Recreation..................................... 212 Preserve Management ................................... 216 Public Safety - Fire Adopted Budget ............................................. 219 Office of the Fire Chief .................................... 226 Operations Services ....................................... 228 Professional Services ..................................... 232 Fire and Life Safety ......................................... 236 Adopted Budget .............................................. 239 Office of the Police Chief ................................ 246 Uniformed Services ........................................ 250 Investigative Services Bureau......................... 254 Operational Services Bureau .......................... 258 Adopted Budget .............................................. 261 Capital Project Management ........................... 268 Facilities Management .................................... 272 Fleet Management .......................................... 276 Solid Waste..................................................... 280 Street Operations............................................ 284 Water Resources Adopted Budget .............................................. 289 Water Quality .................................................. 296 Water Reclamation Services ........................... 300 Water Resources Planning and Engineering... 304 Water Technology and Administration ............ 308 Water Services ............................................... 312 Pipeline and Treatment Agreements............... 316 Table of Contents DIVISIONS | Authorized Personnel Personnel by Division Personnel by Funding Source City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -1- Table of Contents DIVISIONS | Authorized Personnel Positions - By Division Actual FY 2016/17 Adopted FY 2017/18 Change Adopted FY 2018/19 MAYOR AND CITY COUNCIL Full Time Total FTE 10.00 10.00 10.00 10.00 0.00 0.00 10.00 10.00 CITY ATTORNEY Full Time Part Time Total FTE 60.00 1.50 61.50 61.00 1.50 62.50 1.00 0.00 1.00 62.00 1.50 63.50 CITY AUDITOR Full Time Part Time Total FTE 6.00 0.00 6.00 6.00 0.00 6.00 0.00 0.50 0.50 6.00 0.50 6.50 CITY CLERK Full Time Total FTE 7.00 7.00 7.00 7.00 0.00 0.00 7.00 7.00 CITY COURT Full Time Part Time Total FTE 57.00 1.52 58.52 57.00 1.52 58.52 0.00 0.00 0.00 57.00 1.52 58.52 CITY MANAGER Full Time Part Time Grant Total FTE 14.00 0.15 0.00 14.15 15.00 0.15 0.33 15.48 1.00 0.00 -0.33 0.67 16.00 0.15 0.00 16.15 CITY TREASURER Full Time Part Time Total FTE 99.00 2.75 101.75 98.00 2.75 100.75 1.00 0.00 1.00 99.00 2.75 101.75 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 101.00 1.10 102.10 100.00 1.10 101.10 1.00 0.00 1.00 101.00 1.10 102.10 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 183.00 11.08 194.08 184.00 11.08 195.08 0.00 3.61 3.61 184.00 14.69 198.69 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -2- Table of Contents DIVISIONS | Authorized Personnel Positions - By Division Actual FY 2016/17 Adopted FY 2017/18 Change Adopted FY 2018/19 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 268.00 191.55 15.00 474.55 271.00 192.00 15.00 478.00 3.00 -3.96 0.00 -0.96 274.00 188.04 15.00 477.04 PUBLIC SAFETY - FIRE Full Time Full Time (Sworn) Part Time Total FTE 20.00 258.00 0.40 278.40 20.00 258.00 0.40 278.40 3.00 5.00 0.00 8.00 23.00 263.00 0.40 286.40 PUBLIC SAFETY - POLICE Full Time Full Time (Sworn) Part Time Grant Total FTE 248.00 402.00 7.33 1.00 658.33 251.00 401.00 7.33 0.00 659.33 0.00 0.00 0.00 0.00 0.00 251.00 401.00 7.33 0.00 659.33 PUBLIC WORKS Full Time Part Time Total FTE 298.00 1.59 299.59 303.00 1.59 304.59 3.00 0.00 3.00 306.00 1.59 307.59 WATER RESOURCES Full Time Part Time Total FTE 211.00 2.28 213.28 212.00 2.47 214.47 1.00 0.40 1.40 213.00 2.87 215.87 1,582.00 660.00 221.25 16.00 2,479.25 1,595.00 659.00 221.89 15.33 2,491.22 14.00 5.00 0.55 -0.33 19.22 1,609.00 664.00 222.44 15.00 2,510.44 Total Full-Time Position FTE Total Full-Time (Sworn) Position FTE Total Part-Time Position FTE Total FT & PT Grant Position FTE Total Citywide Position FTE City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -3- Table of Contents DIVISIONS | Authorized Personnel Positions - By Division and Fund Authorized Personnel Positions - by division fund General Fund Transportation Special Revenue Enterprise Internal Service Adopted FY 2018/19 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 53.00 1.50 54.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.00 0.00 9.00 62.00 1.50 63.50 CITY AUDITOR Full Time Part Time Total FTE 6.00 0.50 6.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 0.50 6.50 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 50.00 0.64 50.64 0.00 0.00 0.00 7.00 0.88 7.88 0.00 0.00 0.00 0.00 0.00 0.00 57.00 1.52 58.52 CITY MANAGER Full Time Part Time Total FTE 16.00 0.15 16.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.00 0.15 16.15 CITY TREASURER Full Time Part Time Total FTE 87.00 2.75 89.75 0.00 0.00 0.00 0.00 0.00 0.00 12.00 0.00 12.00 0.00 0.00 0.00 99.00 2.75 101.75 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 101.00 1.10 102.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 101.00 1.10 102.10 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time 145.00 Part Time 13.72 Total FTE 158.72 22.00 0.50 22.50 2.00 0.00 2.00 15.00 0.47 15.47 0.00 0.00 0.00 184.00 14.69 198.69 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 268.00 172.88 0.00 440.88 0.00 0.00 0.00 0.00 6.00 15.16 15.00 36.16 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 274.00 188.04 15.00 477.04 PUBLIC SAFETY - FIRE Full Time Full Time (Sworn) Part Time Total FTE 23.00 263.00 0.40 286.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 23.00 263.00 0.40 286.40 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -4- Table of Contents DIVISIONS | Authorized Personnel Positions - By Division and Fund Authorized Personnel Positions - by division fund General Fund Transportation Special Revenue Enterprise Internal Service Adopted FY 2018/19 PUBLIC SAFETY - POLICE Full Time Full Time (Sworn) Part Time Total FTE 247.00 401.00 7.33 655.33 0.00 0.00 0.00 0.00 4.00 0.00 0.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 251.00 401.00 7.33 659.33 PUBLIC WORKS Full Time Part Time Total FTE 97.00 0.75 97.75 62.00 0.00 62.00 0.00 0.00 0.00 96.00 0.84 96.84 51.00 0.00 51.00 306.00 1.59 307.59 WATER RESOURCES Full Time Part Time Total FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 213.00 2.87 215.87 0.00 0.00 0.00 213.00 2.87 215.87 1,110.00 664.00 201.72 0.00 1,975.72 84.00 0.00 0.50 0.00 84.50 19.00 0.00 16.04 15.00 50.04 336.00 0.00 4.18 0.00 340.18 60.00 0.00 0.00 0.00 60.00 1,609.00 664.00 222.44 15.00 2,510.44 Total Full-Time Position FTE Total Full-Time (Sworn) Position FTE Total Part-Time Position FTE Total FT & PT Grant Position FTE Total Citywide Position FTE City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -5- [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE MAYOR AND CITY COUNCIL City Councilmember 6.00 6.00 0.00 Executive Assistant to Mayor 1.00 1.00 0.00 Management Assistant 1.00 1.00 0.00 Mayor 1.00 1.00 0.00 Mayor's Chief of Staff 1.00 1.00 0.00 Total 10.00 10.00 0.00 10.00 10.00 0.00 Administrative Assistant 1.00 1.00 0.00 City Attorney 1.00 1.00 0.00 City Attorney Assistant I 3.50 3.00 0.50 City Attorney Assistant II 1.00 1.00 0.00 City Attorney Deputy 2.00 2.00 0.00 City Attorney Senior 5.00 5.00 0.00 Exec Asst to Charter Officer 1.00 1.00 0.00 Legal Assistant 3.00 3.00 0.00 Office Manager - Legal 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 Integration Supervisor 1.00 1.00 0.00 Total 21.50 21.00 0.50 City Prosecutor 1.00 1.00 0.00 City Prosecutor Assistant I 3.00 3.00 0.00 City Prosecutor Assistant II 5.00 5.00 0.00 City Prosecutor Assistant Sr 3.00 3.00 0.00 Legal Secretary 7.00 7.00 0.00 Paralegal 8.00 8.00 0.00 Systems Integrator 1.00 1.00 0.00 Total 28.00 28.00 0.00 Administrative Assistant 1.00 1.00 0.00 Property & Casualty Claims Adj 1.00 1.00 0.00 Risk Management Assistant 1.00 1.00 0.00 Risk Management Director 1.00 1.00 0.00 TOTAL MAYOR AND CITY COUNCIL CIVIL PROSECUTION RISK MANAGEMENT City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -6- [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE RISK MANAGEMENT CONT’D Safety Coordinator 1.00 1.00 0.00 Safety Program Manager 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Worker's Comp Claims Adj Sr 1.00 1.00 0.00 Worker's Comp Claims Adjuster 1.00 1.00 0.00 Total 9.00 9.00 0.00 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 TOTAL CITY ATTORNEY 63.50 62.00 1.50 Auditor Sr 5.00 5.00 0.00 City Auditor 1.00 1.00 0.00 Exec Asst to Charter Officer 0.50 0.00 0.50 Total 6.50 6.00 0.50 TOTAL CITY AUDITOR 6.50 6.00 0.50 Administrative Assistant Sr 1.00 1.00 0.00 City Clerk 1.00 1.00 0.00 City Clerk Deputy 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Management Assistant 2.00 2.00 0.00 Technology Specialist 1.00 1.00 0.00 Total 7.00 7.00 0.00 7.00 7.00 0.00 VICTIM SERVICES CITY AUDITOR CITY CLERK TOTAL CITY CLERK City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -7- [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE 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 Clerk I 27.00 27.00 0.00 Court Clerk II 4.00 4.00 0.00 Court Clerk III 4.00 4.00 0.00 Court Interpreter 1.00 1.00 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 1.88 1.00 0.88 Municipal Security Supervisor 1.00 1.00 0.00 Pro-Tem Judge 0.64 0.00 0.64 Software Engineer 2.00 2.00 0.00 Systems Integration Supervisor 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 Total 58.52 57.00 1.52 58.52 57.00 1.52 Administrative Assistant 1.00 1.00 0.00 Assistant City Manager 1.00 1.00 0.00 Citizen Advisor 2.00 2.00 0.00 Citizen Liaison 1.00 1.00 0.00 Citizen Service Director 1.00 1.00 0.00 Citizen Service Supervisor 1.00 1.00 0.00 Citizen Services Rep 2.00 2.00 0.00 City Manager 1.00 1.00 0.00 City Volunteer Program Manager 1.00 1.00 0.00 Diversity/Inclusion Prog Mgr 1.00 1.00 0.00 Emergency Manager 1.00 1.00 0.00 Exec Asst to City Manager 1.00 1.00 0.00 Government Relations Director 1.00 1.00 0.00 Intern 0.15 0.00 0.15 Management Assistant 1.00 1.00 0.00 Total 16.15 16.00 0.15 TOTAL CITY MANAGER 16.15 16.00 0.15 TOTAL CITY COURT CITY MANAGER City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -8- [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE CITY TREASURER - ACCOUNTING Account Specialist I 3.00 3.00 0.00 Account Specialist III 1.00 1.00 0.00 Accountant I 3.00 3.00 0.00 Accountant II 1.00 1.00 0.00 Accountant Sr 3.00 3.00 0.00 Accounting Director 1.00 1.00 0.00 Accounting Manager 1.00 1.00 0.00 Accounting Technician 1.00 1.00 0.00 Administrative Assistant Sr 1.00 1.00 0.00 Payroll Specialist 2.00 2.00 0.00 Payroll Specialist Sr 1.00 1.00 0.00 Systems Integration Supervisor 1.00 1.00 0.00 Systems Integrator 5.00 5.00 0.00 Total 24.00 24.00 0.00 Budget Analyst Sr 6.00 6.00 0.00 Budget Director 1.00 1.00 0.00 Systems Integrator 0.75 0.00 0.75 Total 7.75 7.00 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 15.00 15.00 0.00 Customer Service Rep Sr 3.00 3.00 0.00 License Inspector 2.00 2.00 0.00 Revenue Collector 4.00 4.00 0.00 Revenue Collector Sr 1.00 1.00 0.00 Service Support Worker I 2.00 0.00 2.00 Systems Integration Supervisor 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 Tax Auditor 1.00 1.00 0.00 Tax Auditor Sr 4.00 4.00 0.00 Technology Specialist 2.00 2.00 0.00 Total 43.00 41.00 2.00 CITY TREASURER - BUDGET CITY TREASURER - BUSINESS SERVICES City of Scottsdale FY 2018/19 Adopted Budget - Volume Two -9- [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE CITY TREASURER - CITY TREASURER AND FINANCE Accountant II 1.00 1.00 0.00 City Treasurer 1.00 1.00 0.00 Finance Analyst Sr 1.00 1.00 0.00 Finance Director 1.00 1.00 0.00 Total 4.00 4.00 0.00 Bid & Contract Assistant 1.00 1.00 0.00 Bid & Contract Specialist 4.00 4.00 0.00 Buyer 4.00 4.00 0.00 Buyer Aide 1.00 1.00 0.00 Graphics Designer 1.00 1.00 0.00 Mail Services Courier 1.00 1.00 0.00 Print Shop Assistant 1.00 1.00 0.00 Purchasing Director 1.00 1.00 0.00 Purchasing Manager 2.00 2.00 0.00 Stock Clerk 2.00 2.00 0.00 Technology Specialist 1.00 1.00 0.00 Warehouse Mail Technician 4.00 4.00 0.00 Total 23.00 23.00 0.00 101.75 99.00 2.75 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 7.10 6.00 1.10 CITY TREASURER - PURCHASING TOTAL CITY TREASURER ADMINISTRATIVE SERVICES - COMMUNICATIONS City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 10 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE ADMINISTRATIVE SERVICES - HUMAN RESOURCES Administrative Assistant 1.00 1.00 0.00 Customer Service Rep 1.00 1.00 0.00 Human Resources Analyst 5.00 5.00 0.00 Human Resources Analyst Sr 9.00 9.00 0.00 Human Resources Exec Director 1.00 1.00 0.00 Human Resources Manager 2.00 2.00 0.00 Human Resources Supervisor 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Total 22.00 22.00 0.00 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 Systems Analyst Customer Service Rep Sr 1.00 1.00 0.00 1.00 1.00 0.00 Database Administrator 2.00 2.00 0.00 Digital Media Designer 2.00 2.00 0.00 Enterprise Communications Engr 4.00 4.00 0.00 Enterprise Communications Spec Enterprise Security Engineer 3.00 3.00 0.00 2.00 2.00 0.00 Enterprise Sys Engineering Mgr 1.00 1.00 0.00 Enterprise Systems Engineer 6.00 6.00 0.00 Enterprise Systems Integ Supv 1.00 1.00 0.00 Enterprise Systems Integrator 6.00 6.00 0.00 GIS Analyst 2.00 2.00 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 Communications Manager 1.00 1.00 0.00 IT Director Applications/GIS 1.00 1.00 0.00 IT Network Technician 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 Program Coordinator 1.00 1.00 0.00 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 11 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE ADMINISTRATIVE SERVICES - INFORMATION TECHNOLOGY CONT’D Radio Engineering Manager 1.00 1.00 0.00 Radio Systems Integrator 1.00 1.00 0.00 Radio Systms Netwrk Integrator 2.00 2.00 0.00 Software Engineer 4.00 4.00 0.00 Software Engineer Sr 4.00 4.00 0.00 Treasury Technology Manager 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 Total 73.00 73.00 0.00 102.10 101.00 1.10 TOTAL ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT - AVIATION Administrative Assistant 1.00 1.00 0.00 Airport Operations Manager 1.00 1.00 0.00 Airport Operations Supervisor 1.00 1.00 0.00 Airport Operations Tech I 4.00 4.00 0.00 Airport Operations Tech II 4.00 4.00 0.00 Airport Operations Tech III 1.00 1.00 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 Management Analyst Sr 1.00 1.00 0.00 Total 15.47 15.00 0.47 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 Prog Mgr Economic Develpmnt Specialist 3.00 3.00 0.00 1.00 1.00 0.00 Total 6.00 6.00 0.00 COMMUNITY AND ECONOMIC DEVELOPMENT - PLANNING AND DEVELOPMENT Administrative Secretary 3.50 3.00 0.50 Building Inspection Supervisor 1.00 1.00 0.00 Building Inspector I 1.00 1.00 0.00 Building Inspector II 12.00 12.00 0.00 Civil Engineer Senior 3.00 3.00 0.00 Code Enforcement Assistant 2.00 2.00 0.00 Code Enforcement Supervisor 3.00 3.00 0.00 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 12 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE COMMUNITY AND ECONOMIC DEVELOPMENT - PLANNING AND DEVELOPMENT CONT’D Code Inspector I 1.00 1.00 0.00 Code Inspector II 7.00 7.00 0.00 Code Inspector III 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 4.00 4.00 0.00 Development Services Rep II 6.00 6.00 0.00 Development Services Rep III 1.00 1.00 0.00 Development Svcs Records Supv Drainage Inspector 1.00 1.00 0.00 1.00 1.00 0.00 Drainage/Flood Cntrl Prog Mgr 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Field Engineering Supervisor 1.00 1.00 0.00 Graphics Designer 1.00 1.00 0.00 Green Building Program Manager Inspections Manager 1.00 1.00 0.00 1.00 1.00 0.00 Land Surveyor 1.00 1.00 0.00 Management Analyst Sr 1.00 1.00 0.00 Office Manager 1.00 1.00 0.00 Operation Fix-It Prog Mgr 1.00 1.00 0.00 Planner 5.00 5.00 0.00 Planner Associate 3.00 3.00 0.00 Planner Environmental 1.00 1.00 0.00 Planner Principal 1.00 1.00 0.00 Planner Sr 9.00 9.00 0.00 Planning & Dev Area Director 3.00 3.00 0.00 Planning & Develop Area Mgr 3.00 3.00 0.00 Planning & Development Dir 1.00 1.00 0.00 Planning Administration Managr 1.00 1.00 0.00 Planning Assistant 2.00 2.00 0.00 Planning Specialist 3.50 3.00 0.50 Plans Examiner 3.00 3.00 0.00 Plans Examiner Sr 6.00 6.00 0.00 Project Coordination Liaison 3.00 3.00 0.00 Stormwater Engineer Sr 3.00 3.00 0.00 Stormwater Engineering Manager Strategic Init/Spec Proj Admin 1.00 1.00 0.00 1.00 1.00 0.00 Structural Engineer 2.00 2.00 0.00 Structural Engineer Sr 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 13 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE COMMUNITY AND ECONOMIC DEVELOPMENT - PLANNING AND DEVELOPMENT CONT’D Technology Coordinator 1.00 1.00 0.00 Telecom Policy Coordinator 1.00 1.00 0.00 116.00 115.00 1.00 Total COMMUNITY AND ECONOMIC DEVELOPMENT - TOURISM AND EVENTS Administrative Assistant 2.00 2.00 0.00 Downtown Specialist 1.00 1.00 0.00 Events Program Manager 1.00 1.00 0.00 Tourism and Events Director 1.00 1.00 0.00 Tourism Development Manager 1.00 1.00 0.00 Total 6.00 6.00 0.00 COMMUNITY AND ECONOMIC DEVELOPMENT - TRANSPORTATION Administrative Assistant Sr 1.00 1.00 0.00 Maintenance Worker III 1.00 1.00 0.00 Planning Specialist 1.00 1.00 0.00 Public Information Officer 0.50 0.00 0.50 Right-of-Way Supervisor 1.00 1.00 0.00 Traffic Engineer 1.00 1.00 0.00 Traffic Engineer Principal 1.00 1.00 0.00 Traffic Engineer Senior 2.00 2.00 0.00 Traffic Engineering & Ops Mgr 1.00 1.00 0.00 Traffic Engineering Analyst 1.00 1.00 0.00 Traffic Engineering Supervisor 1.00 1.00 0.00 Traffic Engineering Tech Sr 2.00 2.00 0.00 Traffic Engineering Technician 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 Sr 2.00 2.00 0.00 Transportation Rep Sr 2.00 2.00 0.00 Total 22.50 22.00 0.50 COMMUNITY AND ECONOMIC DEVELOPMENT - WESTWORLD Custodial Worker 3.00 0.00 3.00 Customer Service Rep 1.50 1.00 0.50 Customer Service Rep Sr 1.00 1.00 0.00 Feed & Bedding Store Supervisr 1.00 1.00 0.00 Feed & Bedding Worker 2.02 0.00 2.02 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 14 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE COMMUNITY AND ECONOMIC DEVELOPMENT – WESTWORLD CONT’D GM WestWorld 1.00 1.00 0.00 Maintenance Helper 7.20 0.00 7.20 Maintenance Worker III 9.00 9.00 0.00 Management Analyst 1.00 1.00 0.00 WestWorld Business Manager 1.00 1.00 0.00 WestWorld Director 1.00 1.00 0.00 WestWorld Events Contract Cord 1.00 1.00 0.00 WestWorld Facilities Manager 1.00 1.00 0.00 WestWorld Maint Worker Senior 2.00 2.00 0.00 Total 32.72 20.00 12.72 198.69 184.00 14.69 TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES - COMMUNITY SERVICES PLANNING AND ADMIN Com Svcs Business Ops Manager Community Services Exec Dir 1.00 1.00 0.00 1.00 1.00 0.00 Graphics Designer 1.00 1.00 0.00 Management Analyst Sr 1.00 1.00 0.00 Office Manager 1.00 1.00 0.00 Parks & Rec Operations Supv 1.00 1.00 0.00 Recreation Leader II 1.54 0.00 1.54 Systems Integrator 1.00 1.00 0.00 Total 8.54 7.00 1.54 Administrative Assistant Supv 1.00 1.00 0.00 Administrative Secretary 3.00 3.00 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 Rehab Specialist 1.00 1.00 0.00 Housing Supervisor 1.00 1.00 0.00 Human Services Center Supv 5.00 5.00 0.00 Human Services Dept Director 1.00 1.00 0.00 Human Services Manager 4.00 4.00 0.00 Human Services Rep 9.00 9.00 0.00 Human Services Specialist 14.41 12.00 2.41 COMMUNITY SERVICES - HUMAN SERVICES City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 15 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE COMMUNITY SERVICES - HUMAN SERVICES CONT’D Occupancy Specialist 1.00 1.00 0.00 Parks & Rec Operations Supv 2.00 2.00 0.00 Recreation Coordinator 1.00 1.00 0.00 Recreation Leader II 22.08 1.00 21.08 Recreation Leader Sr 4.00 4.00 0.00 Service Support Worker II 1.00 1.00 0.00 Total 79.49 56.00 23.49 Account Specialist II 1.00 1.00 0.00 Account Specialist III 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Customer Service Rep 1.00 1.00 0.00 FRC Coordinator 1.00 1.00 0.00 FRC Early Learning Specialist 1.00 0.00 1.00 FRC Hum Svcs Specialist 1.00 1.00 0.00 Librarian I 18.14 13.00 5.14 Librarian II 6.00 6.00 0.00 Librarian III 7.00 7.00 0.00 Librarian IV 2.00 2.00 0.00 Library Aide 19.71 9.00 10.71 Library Assistant 21.45 10.00 11.45 Library Courier 2.00 2.00 0.00 Library Manager 3.00 3.00 0.00 Library Monitor 3.75 0.00 3.75 Library Page 13.34 0.00 13.34 Library Services Dept Director 1.00 1.00 0.00 Library Supervisor 8.00 8.00 0.00 Systems Integration Supervisor 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 Systems Integrator Sr 1.00 1.00 0.00 Technology Coordinator 4.00 4.00 0.00 120.39 75.00 45.39 Administrative Secretary 1.00 1.00 0.00 Contracts Coordinator 1.00 1.00 0.00 Horticulture Specialist 3.00 3.00 0.00 Irrigation Systems Specialist 1.00 1.00 0.00 Irrigation Systems Supervisor 1.00 1.00 0.00 COMMUNITY SERVICES - LIBRARY SYSTEMS Total COMMUNITY SERVICES - PARKS & RECREATION City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 16 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE COMMUNITY SERVICES - PARKS & RECREATION CONT’D Irrigation Technician 7.00 7.00 0.00 Lifeguard Head - Aquatics 6.35 0.00 6.35 Lifeguard/Instructor/Cashier 23.66 0.00 23.66 Maint Tech Aquatics/Fountains 1.00 1.00 0.00 Maintenance Supv Aquatics 1.00 1.00 0.00 Maintenance Tech Aquatics 2.00 2.00 0.00 Maintenance Tech Railroad Ops 1.00 1.00 0.00 Maintenance Tech Sports Fields 2.00 2.00 0.00 Maintenance Technician 3.00 3.00 0.00 Maintenance Worker I 24.51 23.00 1.51 Maintenance Worker II 36.00 36.00 0.00 Maintenance Worker II - CDL 3.00 3.00 0.00 Natural Resources Coordinator 1.00 1.00 0.00 Parks & Rec Operations Supv 9.00 9.00 0.00 Parks & Recreation Dept Dir 1.00 1.00 0.00 Parks & Recreation Manager 6.00 6.00 0.00 Parks Maintenance Foreman 6.00 6.00 0.00 Personnel Specialist 1.00 1.00 0.00 Pool Manager 4.53 4.00 0.53 Pool Manager Assistant 12.30 0.00 12.30 Railroad & Mechanical Ops Spec 2.00 2.00 0.00 Recreation Coordinator 6.00 6.00 0.00 Recreation Leader I 19.18 0.00 19.18 Recreation Leader II 58.52 4.00 54.52 Recreation Leader Sr 20.00 20.00 0.00 Stadium Supervisor 1.00 1.00 0.00 265.05 147.00 118.05 Total COMMUNITY SERVICES - PRESERVE MANAGEMENT Natural Resources Coordinator 2.00 2.00 0.00 Planner Sr 1.00 1.00 0.00 Recreation Leader II 0.57 0.00 0.57 Total 3.57 3.00 0.57 477.04 288.00 189.04 Administrative Secretary 1.00 1.00 0.00 Fire Chief Deputy - (Sworn) 1.00 1.00 0.00 Fire Division Chief (40) - (Sworn) 1.00 1.00 0.00 TOTAL COMMUNITY SERVICES PUBLIC SAFETY - FIRE - FIRE & LIFE SAFETY City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 17 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE PUBLIC SAFETY - FIRE - FIRE & LIFE SAFETY CONT’D Fire Inspector 4.00 4.00 0.00 Fire Marshal Deputy (56) (Sworn) Fire Marshal Sr Deputy (40) - 3.00 3.00 0.00 1.00 1.00 0.00 (Sworn) Fire Plans Review Coordinator 1.00 1.00 0.00 Plans Examiner Sr 3.00 3.00 0.00 Total 15.00 15.00 0.00 Administrative Secretary 1.00 1.00 0.00 Fire Chief - (Sworn) 1.00 1.00 0.00 Fire Chief Assistant - (Sworn) 2.00 2.00 0.00 Management Analyst Sr 1.00 1.00 0.00 Office Manager 1.00 1.00 0.00 Total 6.00 6.00 0.00 Administrative Secretary 1.00 1.00 0.00 Fire Battalion Chief (56) (Sworn) Fire Captain (56) - (Sworn) 6.00 6.00 0.00 58.00 58.00 0.00 Fire Chief Deputy - (Sworn) 1.00 1.00 0.00 Fire Division Chief (40) - (Sworn) 2.00 2.00 0.00 Fire Engineer (56) - (Sworn) 60.00 60.00 0.00 Firefighter (56) - (Sworn) 120.00 120.00 0.00 Firefighter Pipeline (40) 0.40 0.00 0.40 Public Information Officer 1.00 1.00 0.00 249.40 249.00 0.40 PUBLIC SAFETY - FIRE - OFFICE OF THE FIRE CHIEF PUBLIC SAFETY - FIRE - OPERATIONS Total PUBLIC SAFETY - FIRE - PROFESSIONAL SERVICES Administrative Secretary 2.00 2.00 0.00 Equipment Coordinator-Fire/Med 2.00 2.00 0.00 Facilities Management Coord 1.00 1.00 0.00 Fire Captain (56) - (Sworn) 1.00 1.00 0.00 Fire Captain Day Asgn - (Sworn) 3.00 3.00 0.00 Fire Division Chief (40) - (Sworn) 3.00 3.00 0.00 Fire Safety Fit & Well Coord 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 Total 16.00 16.00 0.00 286.40 286.00 0.40 TOTAL PUBLIC SAFETY - FIRE City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 18 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE PUBLIC SAFETY - POLICE - INVESTIGATIVE SERVICES Administrative Secretary 3.00 3.00 0.00 Police Aide 3.00 3.00 0.00 Police Analyst 3.00 3.00 0.00 Police Analyst Senior 2.00 2.00 0.00 Police Commander - (Sworn) 1.00 1.00 0.00 Police Crime Analysis Supv 1.00 1.00 0.00 Police Crime Scene Manager 1.00 1.00 0.00 Police Crime Scene Specialist 8.00 8.00 0.00 Police Crime Scene Supervisor 2.00 2.00 0.00 Police Crisis Interven Spec 6.00 6.00 0.00 Police Crisis Interven Supv 1.00 1.00 0.00 Police Evidence Control Mgr 1.00 1.00 0.00 Police Fingerprint Technician 4.00 4.00 0.00 Police Forensic Accountant 1.00 1.00 0.00 Police Forensic Computer Anlst 1.00 1.00 0.00 Police Forensic Laboratory Mgr 1.00 1.00 0.00 Police Forensic Scientist I 2.00 2.00 0.00 Police Forensic Scientist II 2.00 2.00 0.00 Police Forensic Scientist III 7.00 7.00 0.00 Police Forensic Scientist Supv 2.00 2.00 0.00 Police Forensic Services Dir 1.00 1.00 0.00 Police Lieutenant - (Sworn) 4.00 4.00 0.00 Police Officer - (Sworn) 85.00 85.00 0.00 Police Pawn Specialist 1.00 1.00 0.00 Police Photo Lab Technician 1.00 1.00 0.00 Police Photo Lab Technician Sr 1.00 1.00 0.00 Police Property/Evidence Supv 2.00 2.00 0.00 Police Property/Evidence Tech 4.00 4.00 0.00 Police Records Specialist 2.00 2.00 0.00 Police Sergeant - (Sworn) 15.00 15.00 0.00 Total 168.00 168.00 0.00 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 Senior 1.00 1.00 0.00 Police Budget Manager 1.00 1.00 0.00 Police Chief - (Sworn) 1.00 1.00 0.00 Police Chief Asst (Civilian) 1.00 1.00 0.00 Police Chief Asst - (Sworn) 2.00 2.00 0.00 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 19 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE PUBLIC SAFETY - POLICE - OFFICE OF THE POLICE CHIEF CONT’D Police Officer - (Sworn) 1.00 1.00 0.00 Police Sergeant - (Sworn) 3.00 3.00 0.00 Public Education Officer 1.00 1.00 0.00 Total 13.00 13.00 0.00 PUBLIC SAFETY - POLICE - OPERATIONAL SERVICES Administrative Secretary 3.00 3.00 0.00 Municipal Security Guard 2.00 2.00 0.00 Municipal Security Manager 1.00 1.00 0.00 Personnel Specialist 2.00 2.00 0.00 Police Analyst 4.00 4.00 0.00 Police Analyst Senior 1.00 1.00 0.00 Police Comm Systems Mgr 1.00 1.00 0.00 Police Communications Dispatch 40.00 39.00 1.00 Police Communications Op Mgr 1.00 1.00 0.00 Police Communications Supv 7.00 7.00 0.00 Police Communications Tech 2.00 2.00 0.00 Police Logistics Technician 4.00 4.00 0.00 Police Op Support Dir 1.00 1.00 0.00 Police Personnel Manager 1.00 1.00 0.00 Police Plng Rsrch & Accred Dir 1.00 1.00 0.00 Police Polygraph Examiner 1.00 1.00 0.00 Police Records Manager 1.00 1.00 0.00 Police Records Specialist 16.00 15.00 1.00 Police Records Specialist Sr 7.00 7.00 0.00 Police Records Supervisor 4.00 4.00 0.00 Police Resource Mgr 1.00 1.00 0.00 Police Tech & Records Director 1.00 1.00 0.00 Security Project Coordinator 1.00 1.00 0.00 Systems Integration Supervisor 2.00 2.00 0.00 Systems Integrator 5.00 5.00 0.00 Systems Integrator Sr 1.00 1.00 0.00 111.00 109.00 2.00 Total PUBLIC SAFETY - POLICE - POLICE UNIFORMED SERVICES Administrative Assistant 1.00 1.00 0.00 Administrative Secretary 2.00 2.00 0.00 Police Aide 34.00 34.00 0.00 Police Commander - (Sworn) 5.00 5.00 0.00 Police Detention Officer 25.00 25.00 0.00 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 20 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE PUBLIC SAFETY - POLICE - POLICE UNIFORMED SERVICES CONT’D Police Detention Supervisor 6.00 6.00 0.00 Police Lieutenant - (Sworn) 14.00 14.00 0.00 Police Officer - (Sworn) 229.00 229.00 0.00 Police Officer Pipeline 2.63 0.00 2.63 Police Parking Control Checker 1.60 1.00 0.60 Police Rangemaster 2.00 2.00 0.00 Police Records Specialist 1.00 1.00 0.00 Police Sergeant - (Sworn) 41.00 41.00 0.00 Police Traffic Program Supv 1.00 1.00 0.00 Police Wrangler 2.10 0.00 2.10 367.33 362.00 5.33 659.33 652.00 7.33 Total TOTAL PUBLIC SAFETY - POLICE PUBLIC WORKS - CAPITAL PROJECT MANAGEMENT Administrative Assistant Supv 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Building Inspector I 1.00 1.00 0.00 Building Inspector II 2.00 2.00 0.00 CIP Project Estimator 1.00 1.00 0.00 City Engineer 1.00 1.00 0.00 Civil Engineer Principal 1.00 1.00 0.00 Civil Engineer Senior 3.00 3.00 0.00 Construction Admin Supervisor 3.00 3.00 0.00 Management Analyst Sr 1.00 1.00 0.00 Project Management Assistant 3.00 3.00 0.00 Project Manager 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 Exec Director 1.00 1.00 0.00 Public Works Inspector I 1.00 1.00 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 Asset Manager 1.00 1.00 0.00 Real Estate Asset Supervisor 1.00 1.00 0.00 Real Estate Mgmt Specialist 3.00 3.00 0.00 Right-of-Way Agent Sr 1.00 1.00 0.00 Total 43.75 43.00 0.75 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 21 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE PUBLIC WORKS - FACILITIES MANAGEMENT Citizen Services Rep 1.00 1.00 0.00 Contracts Coordinator 4.00 4.00 0.00 Electrician 8.00 8.00 0.00 Energy Management Control Spec Facilities Maintenance Tech 2.00 2.00 0.00 16.00 16.00 0.00 Facilities Service Area Mgr 2.00 2.00 0.00 Facilities Supervisor 3.00 3.00 0.00 Facilities Technology Supv 1.00 1.00 0.00 HVAC Technician 6.00 6.00 0.00 Locksmith 2.00 2.00 0.00 Management Analyst 1.00 1.00 0.00 Painter 2.00 2.00 0.00 Plumber 4.00 4.00 0.00 Public Works Dept Director 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 Total 54.00 54.00 0.00 Customer Service Rep Sr 1.00 1.00 0.00 Equipment Coordinator - Fleet 1.00 1.00 0.00 Equipment Parts Supervisor 1.00 1.00 0.00 Equipment Parts Technician 7.00 7.00 0.00 Equipment Service Writer 2.00 2.00 0.00 Fleet Systems Coordinator 1.00 1.00 0.00 Fleet Technician Crew Chief 5.00 5.00 0.00 Fleet Technician I 7.00 7.00 0.00 Fleet Technician II 22.00 22.00 0.00 Fleet Technician III 3.00 3.00 0.00 Public Works Dept Director 1.00 1.00 0.00 Total 51.00 51.00 0.00 Citizen Services Rep 2.00 2.00 0.00 Citizen Services Rep Sr 1.00 1.00 0.00 Container Repairer 5.00 5.00 0.00 Public Works Dept Director 1.00 1.00 0.00 Solid Waste CS & Outreach Mgr 1.00 1.00 0.00 Solid Waste Equip Operator I 13.84 13.00 0.84 Solid Waste Equip Operator II 13.00 13.00 0.00 Solid Waste Equip Operator III 45.00 45.00 0.00 PUBLIC WORKS - FLEET MANAGEMENT PUBLIC WORKS - SOLID WASTE MANAGEMENT City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 22 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE PUBLIC WORKS - SOLID WASTE MANAGEMENT CONT’D Solid Waste Equip Operator IV 2.00 2.00 0.00 Solid Waste Operations Manager 1.00 1.00 0.00 Solid Waste Program Rep 5.00 5.00 0.00 Solid Waste Program Rep Sr 1.00 1.00 0.00 Solid Waste Safety Coordinator 1.00 1.00 0.00 Solid Waste Services Supv 3.00 3.00 0.00 Solid Waste Systems Mgr 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Total 96.84 96.00 0.84 Citizen Services Rep 2.00 2.00 0.00 ITS Analyst 1.00 1.00 0.00 ITS Network Technician 1.00 1.00 0.00 ITS Operator 2.00 2.00 0.00 ITS Signals Manager 1.00 1.00 0.00 ITS Signals Tech I 3.00 3.00 0.00 ITS Signals Tech II 4.00 4.00 0.00 ITS Signals Tech III 3.00 3.00 0.00 ITS Signals Technician Sr 1.00 1.00 0.00 Maintenance Technician 3.00 3.00 0.00 Maintenance Worker I 1.00 1.00 0.00 Maintenance Worker II - CDL 3.00 3.00 0.00 Public Works Dept Director 1.00 1.00 0.00 Public Works Inspector I 1.00 1.00 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 Maintenance Manager 1.00 1.00 0.00 Street Maintenance Supervisor 3.00 3.00 0.00 Street Maintenance Worker 5.00 5.00 0.00 Street Operations Manager 1.00 1.00 0.00 Streets Equipment Operator 1.00 1.00 0.00 Streets Equipment Operator Sr 12.00 12.00 0.00 Technology Coordinator 2.00 2.00 0.00 Traffic Engineer Principal 1.00 1.00 0.00 Traffic Engineering Analyst 1.00 1.00 0.00 Total 62.00 62.00 0.00 TOTAL PUBLIC WORKS 307.59 306.00 1.59 PUBLIC WORKS - STREET OPERATIONS City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 23 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE WATER RESOURCES - PIPELINE & TREATMENT AGREEMENTS Intern 0.20 0.00 0.20 W/WW Treatment Plant Op II 3.00 3.00 0.00 W/WW Treatment Plant Op IV 2.00 2.00 0.00 Total 5.20 5.00 0.20 WATER RESOURCES - WATER PLANNING AND ENGINEERING Engineer In Training 1.00 1.00 0.00 Finance Analyst 2.00 2.00 0.00 Finance Analyst Sr 1.00 1.00 0.00 Intern 0.39 0.00 0.39 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 Res Engineer 2.00 2.00 0.00 Water Res Engineer Principal 3.00 3.00 0.00 Water Res Engineer Sr 2.00 2.00 0.00 Water Res Plng & Eng Director 1.00 1.00 0.00 Water Resources Advisor 1.00 1.00 0.00 Water Resources Exec Director 1.00 1.00 0.00 Total 19.39 19.00 0.39 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 Total 23.00 23.00 0.00 WATER RESOURCES - WATER QUALITY City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 24 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE WATER RESOURCES - WATER RECLAMATION SERVICES W/WW Maintenance Tech II 3.00 3.00 0.00 W/WW Maintenance Tech III 1.00 1.00 0.00 W/WW Maintenance Tech IV 1.00 1.00 0.00 W/WW Operations Supervisor 1.00 1.00 0.00 W/WW Treatment Plant Op II 8.00 8.00 0.00 W/WW Treatment Plant Op III 2.00 2.00 0.00 W/WW Treatment Plant Op IV 2.00 2.00 0.00 Wastewater Collections Manager 1.00 1.00 0.00 Wastewater Collections Oper 6.00 6.00 0.00 Wastewater Collections Oper Sr 1.00 1.00 0.00 Water Reclamation Svc Director 1.00 1.00 0.00 Water Resources Pipeline 1.00 1.00 0.00 Total 28.00 28.00 0.00 W/WW Maintenance Tech II 3.00 3.00 0.00 W/WW Maintenance Tech III 1.00 1.00 0.00 W/WW Maintenance Tech IV 1.00 1.00 0.00 W/WW Operations Supervisor 3.00 3.00 0.00 W/WW Treatment Plant Op II 16.00 16.00 0.00 W/WW Treatment Plant Op III 2.00 2.00 0.00 W/WW Treatment Plant Op IV 2.00 2.00 0.00 Water Audit Technician 2.00 2.00 0.00 Water Distribution Manager 1.00 1.00 0.00 Water Meter Coordinator 1.00 1.00 0.00 Water Meter Technician I 12.00 12.00 0.00 Water Meter Technician III 1.00 1.00 0.00 Water Production Manager 1.00 1.00 0.00 Water Resources Pipeline 1.00 1.00 0.00 Water Services Director 1.00 1.00 0.00 Water Services Worker II 10.00 10.00 0.00 Water Services Worker III 6.00 6.00 0.00 Water Services Worker IV 8.00 8.00 0.00 Water Services Worker V 2.00 2.00 0.00 Total 74.00 74.00 0.00 WATER RESOURCES - WATER SERVICES City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 25 - [Type here] Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title Division/Department/Job Title Total FTE Full-Time FTE Part-Time FTE WATER RESOURCES - WATER TECHNOLOGY & ADMIN Administrative Assistant Supv 1.00 1.00 0.00 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 Instrument & Controls Tech II 4.00 4.00 0.00 Office Manager 1.00 1.00 0.00 SCADA Systems Specialist 3.00 3.00 0.00 SCADA Systems Specialist Sr 2.00 2.00 0.00 SCADA Systems Supervisor 1.00 1.00 0.00 Security Safety & Train Coord 2.00 2.00 0.00 Systems Integration Supervisor 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 Technology Coordinator 2.00 2.00 0.00 Telemetry & Controls Supv 1.00 1.00 0.00 W/WW Maintenance Tech II 9.00 9.00 0.00 W/WW Maintenance Tech III 1.00 1.00 0.00 W/WW Operations Supervisor 1.00 1.00 0.00 W/WW Utility Electrician I 1.00 1.00 0.00 W/WW Utility Electrician II 7.00 7.00 0.00 W/WW Utility Electrician III 2.00 2.00 0.00 Water Asset Management Tech 1.00 1.00 0.00 Water Maintenance Manager 1.00 1.00 0.00 Water Res HVAC Contracts Coord Water Resources Administrator 1.00 1.00 0.00 1.00 1.00 0.00 Water Resources Pipeline 4.28 2.00 2.28 Water Systems & Technology Mgr Water Systems Analyst 1.00 1.00 0.00 5.00 5.00 0.00 Water Systems Supervisor 1.00 1.00 0.00 Total 66.28 64.00 2.28 215.87 213.00 2.87 2,510.44 2,287.00 223.44 TOTAL WATER RESOURCES Grand Total: Total Sworn FTE (included in above total): 664.00 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 26 - Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 0509 0510 0508 0715 2272 2271 2195 2055 0425 0700 0721 0736 0005 0600 2074 2078 0460 0459 0675 2035 1994 1083 1581 2198 2220 0178 1343 2363 1934 1881 1513 0591 0592 2236 2297 2304 1022 0014 2310 1620 2361 1929 1847 2357 Job Title Account Specialist I Account Specialist II Account Specialist III Accountant I Accountant II Accountant Sr Accounting Director Accounting Manager Accounting Technician Administrative Assistant Administrative Assistant Sr Administrative Assistant Supv Administrative Secretary After School Program Site Supr Airport Operations Manager Airport Operations Supervisor Airport Operations Tech I Airport Operations Tech II Airport Operations Tech III Application Development Mgr Assistant City Manager Auditor Auditor Sr Aviation Director Aviation Plan & Outreach Coord Bid & Contract Assistant Bid & Contract Specialist Budget Analyst Budget Analyst Sr Budget Director Building Inspection Supervisor Building Inspector I Building Inspector II Business Intelligence Manager Business Services Director Business Services Manager Buyer Buyer Aide Chief Info Security Officer Chief Information Officer CIP Project Estimator Citizen Advisor Citizen Liaison Citizen Service Director FTE 3.00 1.00 2.00 3.00 2.00 3.00 1.00 1.00 1.00 9.00 3.00 3.00 26.50 0.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 0.00 5.00 1.00 1.00 1.00 4.00 0.00 6.00 1.00 1.00 2.00 14.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 Hourly Minimum $16.66 $18.37 $21.26 $23.44 $27.14 $31.41 $46.41 $36.36 $21.26 $19.28 $20.25 $21.26 $17.49 $18.37 $38.18 $27.14 $17.49 $20.25 $23.44 $44.20 $51.17 $29.92 $34.63 $56.41 $31.41 $16.66 $27.14 $27.14 $31.41 $46.41 $32.98 $23.44 $25.84 $42.10 $44.20 $32.98 $23.44 $18.37 $46.41 $62.19 $28.49 $27.14 $31.41 $42.10 Hourly Maximum $24.22 $26.70 $30.91 $34.08 $39.45 $45.67 $67.48 $52.87 $30.91 $28.04 $29.44 $30.91 $25.43 $26.70 $55.52 $39.45 $25.43 $29.44 $34.08 $64.27 $74.40 $43.50 $50.35 $82.02 $45.67 $24.22 $39.45 $39.45 $45.67 $67.48 $47.96 $34.08 $37.58 $61.21 $64.27 $47.96 $34.08 $26.70 $67.48 $90.43 $41.43 $39.45 $45.67 $61.21 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 27 - Annual Minimum $34,652.80 $38,209.60 $44,220.80 $48,755.20 $56,451.20 $65,332.80 $96,532.80 $75,628.80 $44,220.80 $40,102.40 $42,120.00 $44,220.80 $36,379.20 $38,209.60 $79,414.40 $56,451.20 $36,379.20 $42,120.00 $48,755.20 $91,936.00 $106,433.60 $62,233.60 $72,030.40 $117,332.80 $65,332.80 $34,652.80 $56,451.20 $56,451.20 $65,332.80 $96,532.80 $68,598.40 $48,755.20 $53,747.20 $87,568.00 $91,936.00 $68,598.40 $48,755.20 $38,209.60 $96,532.80 $129,355.20 $59,259.20 $56,451.20 $65,332.80 $87,568.00 Annual Maximum $50,377.60 $55,536.00 $64,292.80 $70,886.40 $82,056.00 $94,993.60 $140,358.40 $109,969.60 $64,292.80 $58,323.20 $61,235.20 $64,292.80 $52,894.40 $55,536.00 $115,481.60 $82,056.00 $52,894.40 $61,235.20 $70,886.40 $133,681.60 $154,752.00 $90,480.00 $104,728.00 $170,601.60 $94,993.60 $50,377.60 $82,056.00 $82,056.00 $94,993.60 $140,358.40 $99,756.80 $70,886.40 $78,166.40 $127,316.80 $133,681.60 $99,756.80 $70,886.40 $55,536.00 $140,358.40 $188,094.40 $86,174.40 $82,056.00 $94,993.60 $127,316.80 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 2147 0409 0724 1025 1014 2273 1363 2261 1391 1398 1455 2355 1791 2356 1769 1026 1933 1397 1480 2293 2294 2260 2142 2337 1308 2086 1469 0437 2254 0608 0609 0546 2332 2319 2274 1561 2329 2312 2176 0023 1424 1759 1777 0703 Job Title Citizen Service Supervisor Citizen Services Rep Citizen Services Rep Sr City Attorney City Attorney Assistant I City Attorney Assistant II City Attorney Deputy City Attorney Senior City Auditor City Clerk City Clerk Deputy City Councilman City Councilmember City Councilwoman City Engineer City Judge City Judge Associate City Manager City Prosecutor City Prosecutor Assistant I City Prosecutor Assistant II City Prosecutor Assistant Sr City Treasurer City Volunteer Program Manager Civil Engineer Civil Engineer Principal Civil Engineer Senior Code Enforcement Assistant Code Enforcement Supervisor Code Inspector I Code Inspector II Code Inspector III Com Svcs Business Ops Manager Communications Systems Analyst Communicatns & Pub Affairs Dir Community Assistance Manager Community Grants Specialist Community Services Exec Dir Construction Admin Supervisor Container Repairer Contracts Coordinator Court Administrator Court Administrator Deputy Court Clerk I FTE 1.00 12.00 1.00 1.00 3.50 1.00 2.00 5.00 1.00 1.00 1.00 0.00 6.00 0.00 1.00 1.00 3.00 1.00 1.00 3.00 5.00 3.00 1.00 1.00 0.00 1.00 6.00 2.00 3.00 1.00 7.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 5.00 5.00 1.00 2.00 27.00 Hourly Minimum $29.92 $16.66 $17.49 $83.35 $42.10 $44.20 $56.41 $48.73 $65.30 $62.19 $34.63 $13.85 $13.85 $13.85 $53.73 $79.38 $65.30 $101.31 $56.41 $36.36 $40.09 $44.20 $75.60 $28.49 $32.98 $40.09 $36.36 $17.49 $31.41 $22.32 $24.61 $27.14 $32.98 $27.14 $56.41 $34.63 $24.61 $62.19 $31.41 $18.37 $25.84 $42.10 $32.98 $17.49 Hourly Maximum $43.50 $24.22 $25.43 $121.18 $61.21 $64.27 $82.02 $70.85 $94.95 $90.43 $50.35 $13.85 $13.85 $13.85 $78.12 $115.41 $94.95 $147.30 $82.02 $52.87 $58.29 $64.27 $109.92 $41.43 $47.96 $58.29 $52.87 $25.43 $45.67 $32.46 $35.79 $39.45 $47.96 $39.45 $82.02 $50.35 $35.79 $90.43 $45.67 $26.70 $37.58 $61.21 $47.96 $25.43 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 28 - Annual Minimum $62,233.60 $34,652.80 $36,379.20 $173,368.00 $87,568.00 $91,936.00 $117,332.80 $101,358.40 $135,824.00 $129,355.20 $72,030.40 $18,000.00 $18,000.00 $18,000.00 $111,758.40 $165,110.40 $135,824.00 $210,724.80 $117,332.80 $75,628.80 $83,387.20 $91,936.00 $157,248.00 $59,259.20 $68,598.40 $83,387.20 $75,628.80 $36,379.20 $65,332.80 $46,425.60 $51,188.80 $56,451.20 $68,598.40 $56,451.20 $117,332.80 $72,030.40 $51,188.80 $129,355.20 $65,332.80 $38,209.60 $53,747.20 $87,568.00 $68,598.40 $36,379.20 Annual Maximum $90,480.00 $50,377.60 $52,894.40 $252,054.40 $127,316.80 $133,681.60 $170,601.60 $147,368.00 $197,496.00 $188,094.40 $104,728.00 $18,000.00 $18,000.00 $18,000.00 $162,489.60 $240,052.80 $197,496.00 $306,384.00 $170,601.60 $109,969.60 $121,243.20 $133,681.60 $228,633.60 $86,174.40 $99,756.80 $121,243.20 $109,969.60 $52,894.40 $94,993.60 $67,516.80 $74,443.20 $82,056.00 $99,756.80 $82,056.00 $170,601.60 $104,728.00 $74,443.20 $188,094.40 $94,993.60 $55,536.00 $78,166.40 $127,316.80 $99,756.80 $52,894.40 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 0704 0705 0443 1383 0604 0030 0431 1704 1924 1051 0579 0580 0617 0716 2245 2344 2231 0583 2335 2299 2301 2302 0684 2331 2349 0574 0489 1711 2320 1788 2084 2116 2124 1674 0664 0535 1916 0674 0517 2358 0727 2334 0524 0538 Job Title Court Clerk II Court Clerk III Court Interpreter Court Services Supervisor Custodial Worker Customer Service Rep Customer Service Rep Sr Database Administrator Development Engineering Mgr Development Services Manager Development Services Rep I Development Services Rep II Development Services Rep III Development Svcs Records Supv Digital Media Designer Diversity/Inclusion Prog Mgr Downtown Specialist Drainage Inspector Drainage/Flood Cntrl Prog Mgr Economic Development Director Economic Development Prog Mgr Economic Develpmnt Specialist Electrician Emergency Manager EMS Perform Improvement Coord Energy Management Control Spec Engineer In Training Enterprise Communications Engr Enterprise Communications Spec Enterprise Security Engineer Enterprise Sys Engineering Mgr Enterprise Systems Engineer Enterprise Systems Integ Supv Enterprise Systems Integrator Equipment Coordinator - Fleet Equipment Coordinator-Fire/Med Equipment Parts Supervisor Equipment Parts Technician Equipment Service Writer Events Program Manager Exec Asst to Charter Officer Exec Asst to City Manager Executive Assistant to Mayor Executive Secretary FTE 4.00 4.00 1.00 3.00 3.00 18.50 6.00 2.00 1.00 1.00 4.00 6.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 8.00 1.00 0.00 2.00 1.00 4.00 3.00 2.00 1.00 6.00 1.00 6.00 1.00 2.00 1.00 7.00 2.00 1.00 1.50 1.00 1.00 4.00 Hourly Minimum $19.28 $21.26 $20.25 $25.84 $13.71 $16.66 $21.26 $38.18 $40.09 $40.09 $18.37 $20.25 $23.44 $27.14 $27.14 $36.36 $29.92 $22.32 $40.09 $56.41 $40.09 $29.92 $23.44 $38.18 $27.14 $27.14 $24.61 $38.18 $31.41 $34.63 $42.10 $38.18 $36.36 $31.41 $23.44 $21.26 $25.84 $19.28 $21.26 $40.09 $28.49 $29.92 $25.84 $21.26 Hourly Maximum $28.04 $30.91 $29.44 $37.58 $19.93 $24.22 $30.91 $55.52 $58.29 $58.29 $26.70 $29.44 $34.08 $39.45 $39.45 $52.87 $43.50 $32.46 $58.29 $82.02 $58.29 $43.50 $34.08 $55.52 $39.45 $39.45 $35.79 $55.52 $45.67 $50.35 $61.21 $55.52 $52.87 $45.67 $34.08 $30.91 $37.58 $28.04 $30.91 $58.29 $41.43 $43.50 $37.58 $30.91 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 29 - Annual Minimum $40,102.40 $44,220.80 $42,120.00 $53,747.20 $28,516.80 $34,652.80 $44,220.80 $79,414.40 $83,387.20 $83,387.20 $38,209.60 $42,120.00 $48,755.20 $56,451.20 $56,451.20 $75,628.80 $62,233.60 $46,425.60 $83,387.20 $117,332.80 $83,387.20 $62,233.60 $48,755.20 $79,414.40 $56,451.20 $56,451.20 $51,188.80 $79,414.40 $65,332.80 $72,030.40 $87,568.00 $79,414.40 $75,628.80 $65,332.80 $48,755.20 $44,220.80 $53,747.20 $40,102.40 $44,220.80 $83,387.20 $59,259.20 $62,233.60 $53,747.20 $44,220.80 Annual Maximum $58,323.20 $64,292.80 $61,235.20 $78,166.40 $41,454.40 $50,377.60 $64,292.80 $115,481.60 $121,243.20 $121,243.20 $55,536.00 $61,235.20 $70,886.40 $82,056.00 $82,056.00 $109,969.60 $90,480.00 $67,516.80 $121,243.20 $170,601.60 $121,243.20 $90,480.00 $70,886.40 $115,481.60 $82,056.00 $82,056.00 $74,443.20 $115,481.60 $94,993.60 $104,728.00 $127,316.80 $115,481.60 $109,969.60 $94,993.60 $70,886.40 $64,292.80 $78,166.40 $58,323.20 $64,292.80 $121,243.20 $86,174.40 $90,480.00 $78,166.40 $64,292.80 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 0676 1646 1651 2174 2200 0622 0618 2079 1867 2207 2346 2002 1976 0998 0995 0996 1947 1956 1967 2289 2362 0533 0530 0571 0997 0991 0573 0572 2326 2238 0534 0531 0569 0730 0532 1773 2033 0563 0561 0562 2348 0722 2347 2248 Job Title Facilities Maintenance Tech Facilities Management Coord Facilities Service Area Mgr Facilities Supervisor Facilities Technology Supv Feed & Bedding Store Supervisr Feed & Bedding Worker Field Engineering Supervisor Finance Analyst Finance Analyst Sr Finance Director Fire Battalion Chief (40) Fire Battalion Chief (56) Fire Captain (40) Fire Captain (56) Fire Captain Day Asgn Fire Chief Fire Chief Assistant Fire Chief Deputy Fire Division Chief (40) Fire Division Chief (56) Fire Engineer (40) Fire Engineer (56) Fire Inspector Fire Marshal Deputy (40) Fire Marshal Deputy (56) Fire Marshal Sr Deputy (40) Fire Marshal Sr Deputy (56) Fire Plans Review Coordinator Fire Safety Fit & Well Coord Firefighter (40) Firefighter (56) Firefighter Pipeline (40) Firefighter Pipeline (56) Firefighter Recruit Fleet Systems Coordinator Fleet Technician Crew Chief Fleet Technician I Fleet Technician II Fleet Technician III FRC Coordinator FRC Early Learning Specialist FRC Hum Svcs Specialist GIS Analyst FTE 16.00 1.00 2.00 3.00 1.00 1.00 2.02 1.00 2.00 2.00 1.00 0.00 6.00 0.00 59.00 3.00 1.00 2.00 2.00 6.00 0.00 0.00 60.00 4.00 0.00 3.00 1.00 0.00 1.00 1.00 0.00 120.00 0.40 0.00 0.00 1.00 5.00 7.00 22.00 3.00 1.00 1.00 1.00 2.00 Hourly Minimum $22.32 $27.14 $32.98 $28.49 $29.92 $22.32 $16.66 $32.98 $24.61 $31.41 $46.41 $40.09 $28.64 $31.41 $22.44 $31.41 $65.30 $51.17 $46.41 $42.10 $30.07 $28.49 $20.35 $27.14 $28.49 $20.35 $31.41 $22.44 $32.98 $31.41 $22.32 $15.94 $0.00 $0.00 $22.32 $29.92 $27.14 $17.49 $21.26 $23.44 $27.14 $20.25 $24.61 $32.98 Hourly Maximum $32.46 $39.45 $47.96 $41.43 $43.50 $32.46 $24.22 $47.96 $35.79 $45.67 $67.48 $58.29 $41.64 $45.67 $32.62 $45.67 $94.95 $74.40 $67.48 $61.21 $43.72 $41.43 $29.59 $39.45 $41.43 $29.59 $45.67 $32.62 $47.96 $45.67 $32.46 $23.19 $0.00 $0.00 $32.46 $43.50 $39.45 $25.43 $30.91 $34.08 $39.45 $29.44 $35.79 $47.96 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 30 - Annual Minimum $46,425.60 $56,451.20 $68,598.40 $59,259.20 $62,233.60 $46,425.60 $34,652.80 $68,598.40 $51,188.80 $65,332.80 $96,532.80 $83,387.20 $83,387.20 $65,332.80 $65,332.80 $65,332.80 $135,824.00 $106,433.60 $96,532.80 $87,568.00 $87,568.00 $59,259.20 $59,259.20 $56,451.20 $59,259.20 $59,259.20 $65,332.80 $65,332.80 $68,598.40 $65,332.80 $46,425.60 $46,425.60 $0.00 $0.00 $46,425.60 $62,233.60 $56,451.20 $36,379.20 $44,220.80 $48,755.20 $56,451.20 $42,120.00 $51,188.80 $68,598.40 Annual Maximum $67,516.80 $82,056.00 $99,756.80 $86,174.40 $90,480.00 $67,516.80 $50,377.60 $99,756.80 $74,443.20 $94,993.60 $140,358.40 $121,243.20 $121,243.20 $94,993.60 $94,993.60 $94,993.60 $197,496.00 $154,752.00 $140,358.40 $127,316.80 $127,316.80 $86,174.40 $86,174.40 $82,056.00 $86,174.40 $86,174.40 $94,993.60 $94,993.60 $99,756.80 $94,993.60 $67,516.80 $67,516.80 $0.00 $0.00 $67,516.80 $90,480.00 $82,056.00 $52,894.40 $64,292.80 $70,886.40 $82,056.00 $61,235.20 $74,443.20 $99,756.80 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 1485 0393 1848 1982 0436 0718 1349 0391 2060 1654 0678 2328 1709 1905 1898 1075 1925 1959 1569 1688 1078 0428 1079 0324 1958 2146 0713 0714 0712 0386 0679 0614 0439 2342 2343 0702 2101 1680 0424 0423 1797 0692 0731 2171 Job Title GIS Manager GIS Technician GM WestWorld Government Relations Director Grant Program Specialist Grant Program Specialist Sr Grants Accountant Graphics Designer Green Building Program Manager Hearing Officer Horticulture Specialist Housing Rehab Specialist Housing Supervisor Human Resources Analyst Human Resources Analyst Sr Human Resources Exec Director Human Resources Manager Human Resources Supervisor Human Services Center Supv Human Services Dept Director Human Services Manager Human Services Rep Human Services Specialist HVAC Technician Information Technology Dir Inspections Manager Instrument & Controls Tech I Instrument & Controls Tech II Instrument/Controls Apprentice Intern Irrigation Systems Specialist Irrigation Systems Supervisor Irrigation Technician IT Communications Manager IT Director Applications/GIS IT Network Technician IT Project Manager IT Support Manager IT Technician IT Technician Sr ITS Analyst ITS Network Technician ITS Operator ITS Signals Manager FTE 1.00 5.00 1.00 1.00 3.00 2.00 1.00 3.00 1.00 2.00 3.00 1.00 1.00 5.00 9.00 1.00 2.00 1.00 5.00 1.00 4.00 9.00 14.41 7.00 1.00 1.00 0.00 4.00 0.00 1.21 1.00 1.00 7.00 1.00 1.00 1.00 1.00 1.00 6.00 4.00 1.00 1.00 2.00 1.00 Hourly Minimum $42.10 $25.84 $56.41 $46.41 $18.37 $20.25 $24.61 $24.61 $34.63 $46.41 $22.32 $24.61 $28.49 $24.61 $28.49 $62.19 $44.20 $31.41 $27.14 $42.10 $32.98 $15.11 $24.61 $23.44 $46.41 $38.18 $23.44 $25.84 $17.49 $15.87 $22.32 $25.84 $18.37 $42.10 $46.41 $27.14 $40.09 $42.10 $22.32 $25.84 $29.92 $27.14 $22.32 $31.41 Hourly Maximum $61.21 $37.58 $82.02 $67.48 $26.70 $29.44 $35.79 $35.79 $50.35 $67.48 $32.46 $35.79 $41.43 $35.79 $41.43 $90.43 $64.27 $45.67 $39.45 $61.21 $47.96 $21.97 $35.79 $34.08 $67.48 $55.52 $34.08 $37.58 $25.43 $23.07 $32.46 $37.58 $26.70 $61.21 $67.48 $39.45 $58.29 $61.21 $32.46 $37.58 $43.50 $39.45 $32.46 $45.67 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 31 - Annual Minimum $87,568.00 $53,747.20 $117,332.80 $96,532.80 $38,209.60 $42,120.00 $51,188.80 $51,188.80 $72,030.40 $96,532.80 $46,425.60 $51,188.80 $59,259.20 $51,188.80 $59,259.20 $129,355.20 $91,936.00 $65,332.80 $56,451.20 $87,568.00 $68,598.40 $31,428.80 $51,188.80 $48,755.20 $96,532.80 $79,414.40 $48,755.20 $53,747.20 $36,379.20 $33,009.60 $46,425.60 $53,747.20 $38,209.60 $87,568.00 $96,532.80 $56,451.20 $83,387.20 $87,568.00 $46,425.60 $53,747.20 $62,233.60 $56,451.20 $46,425.60 $65,332.80 Annual Maximum $127,316.80 $78,166.40 $170,601.60 $140,358.40 $55,536.00 $61,235.20 $74,443.20 $74,443.20 $104,728.00 $140,358.40 $67,516.80 $74,443.20 $86,174.40 $74,443.20 $86,174.40 $188,094.40 $133,681.60 $94,993.60 $82,056.00 $127,316.80 $99,756.80 $45,697.60 $74,443.20 $70,886.40 $140,358.40 $115,481.60 $70,886.40 $78,166.40 $52,894.40 $47,985.60 $67,516.80 $78,166.40 $55,536.00 $127,316.80 $140,358.40 $82,056.00 $121,243.20 $127,316.80 $67,516.80 $78,166.40 $90,480.00 $82,056.00 $67,516.80 $94,993.60 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 0688 0689 0690 0691 2330 0556 0400 0064 0719 2193 2165 2164 0066 0607 0067 2163 0495 0069 1089 0720 0315 0485 0072 0681 0190 0733 0602 0615 0322 0710 0734 0325 0327 0328 0519 0355 1918 2018 2359 2350 1178 2233 0319 2099 Job Title ITS Signals Tech I ITS Signals Tech II ITS Signals Tech III ITS Signals Technician Sr ITS Traffic Engineer Land Surveyor Legal Assistant Legal Secretary Librarian I Librarian II Librarian III Librarian IV Library Aide Library Assistant Library Courier Library Manager Library Monitor Library Page Library Services Dept Director Library Supervisor License Inspector Lifeguard Head - Aquatics Lifeguard/Instructor/Cashier Locksmith Mail Services Courier Maint Tech Aquatics/Fountains Maintenance Helper Maintenance Supv Aquatics Maintenance Tech Aquatics Maintenance Tech Railroad Ops Maintenance Tech Sports Fields Maintenance Technician Maintenance Worker I Maintenance Worker II Maintenance Worker II - CDL Maintenance Worker III Management Analyst Management Analyst Sr Management Assistant Marketing Program Manager Mayor Mayor's Chief of Staff Municipal Security Guard Municipal Security Manager FTE 3.00 4.00 3.00 1.00 0.00 1.00 3.00 7.00 18.14 6.00 7.00 2.00 19.71 21.45 2.00 3.00 3.75 13.34 1.00 8.00 2.00 6.35 23.66 2.00 1.00 1.00 7.20 1.00 2.00 1.00 2.00 6.00 25.51 36.00 6.00 10.00 6.00 6.00 4.00 0.00 1.00 1.00 3.88 1.00 Hourly Minimum $18.37 $22.32 $23.44 $24.61 $34.63 $27.14 $20.25 $19.28 $22.32 $24.61 $27.14 $29.92 $13.05 $16.66 $13.05 $32.98 $13.05 $11.55 $44.20 $20.25 $20.25 $12.43 $10.50 $22.32 $12.43 $18.37 $13.71 $25.84 $23.44 $21.26 $18.37 $18.37 $14.39 $17.49 $18.37 $20.25 $27.14 $31.41 $25.84 $31.41 $27.69 $40.09 $15.87 $29.92 Hourly Maximum $26.70 $32.46 $34.08 $35.79 $50.35 $39.45 $29.44 $28.04 $32.46 $35.79 $39.45 $43.50 $18.98 $24.22 $18.98 $47.96 $18.98 $17.21 $64.27 $29.44 $29.44 $18.07 $16.39 $32.46 $18.07 $26.70 $19.93 $37.58 $34.08 $30.91 $26.70 $26.70 $20.92 $25.43 $26.70 $29.44 $39.45 $45.67 $37.58 $45.67 $27.69 $58.29 $23.07 $43.50 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 32 - Annual Annual Minimum Maximum $38,209.60 $55,536.00 $46,425.60 $67,516.80 $48,755.20 $70,886.40 $51,188.80 $74,443.20 $72,030.40 $104,728.00 $56,451.20 $82,056.00 $42,120.00 $61,235.20 $40,102.40 $58,323.20 $46,425.60 $67,516.80 $51,188.80 $74,443.20 $56,451.20 $82,056.00 $62,233.60 $90,480.00 $27,144.00 $39,478.40 $34,652.80 $50,377.60 $27,144.00 $39,478.40 $68,598.40 $99,756.80 $27,144.00 $39,478.40 $24,024.00 $35,796.80 $91,936.00 $133,681.60 $42,120.00 $61,235.20 $42,120.00 $61,235.20 $25,854.40 $37,585.60 $21,840.00 $34,091.20 $46,425.60 $67,516.80 $25,854.40 $37,585.60 $38,209.60 $55,536.00 $28,516.80 $41,454.40 $53,747.20 $78,166.40 $48,755.20 $70,886.40 $44,220.80 $64,292.80 $38,209.60 $55,536.00 $38,209.60 $55,536.00 $29,931.20 $43,513.60 $36,379.20 $52,894.40 $38,209.60 $55,536.00 $42,120.00 $61,235.20 $56,451.20 $82,056.00 $65,332.80 $94,993.60 $53,747.20 $78,166.40 $65,332.80 $94,993.60 $36,000.00 $36,000.00 $83,387.20 $121,243.20 $33,009.60 $47,985.60 $62,233.60 $90,480.00 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 0547 2327 0318 2295 2338 0728 0680 0640 0644 2256 1942 1945 0732 0418 0539 0317 1107 1321 1639 1892 1142 2316 2205 2315 2075 0367 0230 0488 1806 0686 0092 1450 1815 2225 1109 2223 2058 2242 1932 0415 2091 0416 0380 2067 Job Title Municipal Security Supervisor Natural Resources Coordinator Occupancy Specialist Office Manager Office Manager - Legal Operation Fix-It Prog Mgr Painter Paralegal Paralegal Senior Parks & Rec Operations Supv Parks & Recreation Dept Dir Parks & Recreation Manager Parks Maintenance Foreman Payroll Specialist Payroll Specialist Sr Personnel Specialist Planner Planner Associate Planner Environmental Planner Principal Planner Sr Planning & Dev Area Director Planning & Develop Area Mgr Planning & Development Dir Planning Administration Managr Planning Assistant Planning Specialist Plans Examiner Plans Examiner Sr Plumber Police Aide Police Analyst Police Analyst Senior Police Budget Manager Police Chief Police Chief Asst (Civilian) Police Chief Asst (Sworn) Police Comm Systems Mgr Police Commander Police Communications Dispatch Police Communications Op Mgr Police Communications Supv Police Communications Tech Police Crime Analysis Supv FTE 1.00 3.00 1.00 4.00 1.00 1.00 2.00 8.00 1.00 12.00 1.00 6.00 6.00 2.00 1.00 3.00 5.00 3.00 1.00 1.00 10.00 3.00 3.00 1.00 1.00 2.00 4.50 3.00 9.00 4.00 37.00 7.00 4.00 1.00 1.00 1.00 2.00 1.00 6.00 40.00 1.00 7.00 2.00 1.00 Hourly Minimum $18.37 $24.61 $18.37 $24.61 $29.92 $27.14 $22.32 $22.32 $25.84 $25.84 $46.41 $32.98 $21.26 $19.28 $22.32 $20.25 $25.84 $23.44 $29.92 $36.36 $29.92 $46.41 $38.18 $56.41 $34.63 $17.49 $20.25 $25.84 $28.49 $23.44 $20.25 $25.84 $29.92 $36.36 $68.57 $56.41 $56.41 $31.41 $48.73 $21.26 $34.63 $27.14 $22.32 $29.92 Hourly Maximum $26.70 $35.79 $26.70 $35.79 $43.50 $39.45 $32.46 $32.46 $37.58 $37.58 $67.48 $47.96 $30.91 $28.04 $32.46 $29.44 $37.58 $34.08 $43.50 $52.87 $43.50 $67.48 $55.52 $82.02 $50.35 $25.43 $29.44 $37.58 $41.43 $34.08 $29.44 $37.58 $43.50 $52.87 $99.70 $82.02 $82.02 $45.67 $70.85 $30.91 $50.35 $39.45 $32.46 $43.50 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 33 - Annual Minimum $38,209.60 $51,188.80 $38,209.60 $51,188.80 $62,233.60 $56,451.20 $46,425.60 $46,425.60 $53,747.20 $53,747.20 $96,532.80 $68,598.40 $44,220.80 $40,102.40 $46,425.60 $42,120.00 $53,747.20 $48,755.20 $62,233.60 $75,628.80 $62,233.60 $96,532.80 $79,414.40 $117,332.80 $72,030.40 $36,379.20 $42,120.00 $53,747.20 $59,259.20 $48,755.20 $42,120.00 $53,747.20 $62,233.60 $75,628.80 $142,625.60 $117,332.80 $117,332.80 $65,332.80 $101,358.40 $44,220.80 $72,030.40 $56,451.20 $46,425.60 $62,233.60 Annual Maximum $55,536.00 $74,443.20 $55,536.00 $74,443.20 $90,480.00 $82,056.00 $67,516.80 $67,516.80 $78,166.40 $78,166.40 $140,358.40 $99,756.80 $64,292.80 $58,323.20 $67,516.80 $61,235.20 $78,166.40 $70,886.40 $90,480.00 $109,969.60 $90,480.00 $140,358.40 $115,481.60 $170,601.60 $104,728.00 $52,894.40 $61,235.20 $78,166.40 $86,174.40 $70,886.40 $61,235.20 $78,166.40 $90,480.00 $109,969.60 $207,376.00 $170,601.60 $170,601.60 $94,993.60 $147,368.00 $64,292.80 $104,728.00 $82,056.00 $67,516.80 $90,480.00 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 2215 0461 0577 0094 0337 0309 0412 2216 0214 2339 2354 2266 2262 2263 2264 2265 2219 0999 0361 0096 0456 0272 2222 0079 0475 2341 0493 0494 2224 2307 0612 0518 0597 1130 0588 0589 0599 2290 0339 2221 2098 0189 0100 0009 Job Title Police Crime Scene Manager Police Crime Scene Specialist Police Crime Scene Supervisor Police Crisis Interven Spec Police Crisis Interven Supv Police Detention Officer Police Detention Supervisor Police Evidence Control Mgr Police Fingerprint Technician Police Forensic Accountant Police Forensic Computer Anlst Police Forensic Laboratory Mgr Police Forensic Scientist I Police Forensic Scientist II Police Forensic Scientist III Police Forensic Scientist Supv Police Forensic Services Dir Police Lieutenant Police Logistics Technician Police Officer Police Officer Pipeline Police Officer Trainee Police Op Support Dir Police Parking Control Checker Police Pawn Specialist Police Personnel Manager Police Photo Lab Technician Police Photo Lab Technician Sr Police Plng Rsrch & Accred Dir Police Polygraph Examiner Police Property/Evidence Supv Police Property/Evidence Tech Police Rangemaster Police Records Manager Police Records Specialist Police Records Specialist Sr Police Records Supervisor Police Resource Mgr Police Sergeant Police Tech & Records Director Police Traffic Program Supv Police Wrangler Pool Manager Pool Manager Assistant FTE 1.00 8.00 2.00 6.00 1.00 25.00 6.00 1.00 4.00 1.00 1.00 1.00 2.00 2.00 7.00 2.00 1.00 18.00 4.00 315.00 2.63 0.00 1.00 1.60 1.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 2.00 1.00 19.00 7.00 4.00 1.00 59.00 1.00 1.00 2.10 4.53 12.30 Hourly Minimum $29.92 $20.25 $25.84 $24.61 $29.92 $19.28 $24.61 $29.92 $19.28 $27.14 $28.49 $40.09 $24.61 $28.49 $32.98 $36.36 $44.20 $40.09 $19.28 $27.14 $0.00 $27.14 $44.20 $15.87 $18.37 $36.36 $19.28 $22.32 $36.36 $28.49 $21.26 $18.37 $21.26 $29.92 $17.49 $19.28 $25.84 $29.92 $36.36 $44.20 $27.14 $11.55 $18.37 $13.71 Hourly Maximum $43.50 $29.44 $37.58 $35.79 $43.50 $28.04 $35.79 $43.50 $28.04 $39.45 $41.43 $58.29 $35.79 $41.43 $47.96 $52.87 $64.27 $58.29 $28.04 $39.45 $0.00 $39.45 $64.27 $23.07 $26.70 $52.87 $28.04 $32.46 $52.87 $41.43 $30.91 $26.70 $30.91 $43.50 $25.43 $28.04 $37.58 $43.50 $52.87 $64.27 $39.45 $17.21 $26.70 $19.93 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 34 - Annual Minimum $62,233.60 $42,120.00 $53,747.20 $51,188.80 $62,233.60 $40,102.40 $51,188.80 $62,233.60 $40,102.40 $56,451.20 $59,259.20 $83,387.20 $51,188.80 $59,259.20 $68,598.40 $75,628.80 $91,936.00 $83,387.20 $40,102.40 $56,451.20 $0.00 $56,451.20 $91,936.00 $33,009.60 $38,209.60 $75,628.80 $40,102.40 $46,425.60 $75,628.80 $59,259.20 $44,220.80 $38,209.60 $44,220.80 $62,233.60 $36,379.20 $40,102.40 $53,747.20 $62,233.60 $75,628.80 $91,936.00 $56,451.20 $24,024.00 $38,209.60 $28,516.80 Annual Maximum $90,480.00 $61,235.20 $78,166.40 $74,443.20 $90,480.00 $58,323.20 $74,443.20 $90,480.00 $58,323.20 $82,056.00 $86,174.40 $121,243.20 $74,443.20 $86,174.40 $99,756.80 $109,969.60 $133,681.60 $121,243.20 $58,323.20 $82,056.00 $0.00 $82,056.00 $133,681.60 $47,985.60 $55,536.00 $109,969.60 $58,323.20 $67,516.80 $109,969.60 $86,174.40 $64,292.80 $55,536.00 $64,292.80 $90,480.00 $52,894.40 $58,323.20 $78,166.40 $90,480.00 $109,969.60 $133,681.60 $82,056.00 $35,796.80 $55,536.00 $41,454.40 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 0294 2364 2156 0560 1432 1498 2192 2140 1572 2003 1973 0647 2306 2313 0593 0594 1562 1124 1125 1487 2049 2064 2117 2109 0575 2318 1421 2127 1333 0111 0112 0113 0115 0223 1314 1495 2151 0673 1136 0616 2093 0709 0695 0696 Job Title Print Shop Assistant Program Coordinator Project Coordination Liaison Project Management Assistant Project Manager Project Manager Sr Property & Casualty Claims Adj Pro-Tem Judge Public Affairs Manager Public Education Officer Public Information Officer Public Records Request Admin Public Works Dept Director Public Works Exec Director Public Works Inspector I Public Works Inspector II Public Works Planner Public Works Project Coord Purchasing Director Purchasing Manager Quality Assurance Coordinator Radio Engineering Manager Radio Systems Integrator Radio Systms Netwrk Integrator Railroad & Mechanical Ops Spec Real Estate Asset Manager Real Estate Asset Supervisor Real Estate Mgmt Specialist Recreation Coordinator Recreation Leader I Recreation Leader II Recreation Leader Sr Revenue Collector Revenue Collector Sr Right-of-Way Agent Right-of-Way Agent Sr Right-of-Way Supervisor Risk Management Assistant Risk Management Director Safety Coordinator Safety Program Manager SCADA Systems Apprentice SCADA Systems Specialist SCADA Systems Specialist Sr FTE 1.00 1.00 3.00 3.00 1.00 9.00 1.00 0.64 1.00 1.00 4.75 1.00 4.00 1.00 2.00 8.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 3.00 7.00 19.18 82.71 24.00 4.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 3.00 2.00 Hourly Minimum $19.28 $24.61 $31.41 $22.32 $31.41 $34.63 $31.41 $53.73 $32.98 $25.84 $29.92 $25.84 $42.10 $62.19 $24.61 $27.14 $28.49 $27.14 $44.20 $32.98 $29.92 $42.10 $29.92 $31.41 $23.44 $38.18 $34.63 $28.49 $24.61 $12.43 $13.71 $18.37 $20.25 $22.32 $24.61 $28.49 $31.41 $20.25 $46.41 $20.25 $36.36 $21.26 $28.49 $31.41 Hourly Maximum $28.04 $35.79 $45.67 $32.46 $45.67 $50.35 $45.67 $78.12 $47.96 $37.58 $43.50 $37.58 $61.21 $90.43 $35.79 $39.45 $41.43 $39.45 $64.27 $47.96 $43.50 $61.21 $43.50 $45.67 $34.08 $55.52 $50.35 $41.43 $35.79 $18.07 $19.93 $26.70 $29.44 $32.46 $35.79 $41.43 $45.67 $29.44 $67.48 $29.44 $52.87 $30.91 $41.43 $45.67 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 35 - Annual Minimum $40,102.40 $51,188.80 $65,332.80 $46,425.60 $65,332.80 $72,030.40 $65,332.80 $111,758.40 $68,598.40 $53,747.20 $62,233.60 $53,747.20 $87,568.00 $129,355.20 $51,188.80 $56,451.20 $59,259.20 $56,451.20 $91,936.00 $68,598.40 $62,233.60 $87,568.00 $62,233.60 $65,332.80 $48,755.20 $79,414.40 $72,030.40 $59,259.20 $51,188.80 $25,854.40 $28,516.80 $38,209.60 $42,120.00 $46,425.60 $51,188.80 $59,259.20 $65,332.80 $42,120.00 $96,532.80 $42,120.00 $75,628.80 $44,220.80 $59,259.20 $65,332.80 Annual Maximum $58,323.20 $74,443.20 $94,993.60 $67,516.80 $94,993.60 $104,728.00 $94,993.60 $162,489.60 $99,756.80 $78,166.40 $90,480.00 $78,166.40 $127,316.80 $188,094.40 $74,443.20 $82,056.00 $86,174.40 $82,056.00 $133,681.60 $99,756.80 $90,480.00 $127,316.80 $90,480.00 $94,993.60 $70,886.40 $115,481.60 $104,728.00 $86,174.40 $74,443.20 $37,585.60 $41,454.40 $55,536.00 $61,235.20 $67,516.80 $74,443.20 $86,174.40 $94,993.60 $61,235.20 $140,358.40 $61,235.20 $109,969.60 $64,292.80 $86,174.40 $94,993.60 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 2324 2041 2255 2042 2100 2062 0687 0392 0651 0590 2094 2095 2351 0043 0044 0045 0726 2352 0398 0725 0723 2170 2172 2208 0063 2036 2037 2336 1985 2150 2173 0682 2184 0805 0806 1808 1807 1828 1612 1827 1441 1442 0499 0498 Job Title SCADA Systems Supervisor Scientist Scientist Principal Scientist Senior Security Project Coordinator Security Safety & Train Coord Service Support Worker I Service Support Worker II Sign Fabricator Sign Technician Software Engineer Software Engineer Sr Solid Waste CS & Outreach Mgr Solid Waste Equip Operator I Solid Waste Equip Operator II Solid Waste Equip Operator III Solid Waste Equip Operator IV Solid Waste Operations Manager Solid Waste Program Rep Solid Waste Program Rep Sr Solid Waste Safety Coordinator Solid Waste Services Supv Solid Waste Systems Mgr Stadium Supervisor Stock Clerk Stormwater Engineer Stormwater Engineer Sr Stormwater Engineering Manager Strategic Init/Spec Proj Admin Street Maintenance Manager Street Maintenance Supervisor Street Maintenance Worker Street Operations Manager Streets Equipment Operator Streets Equipment Operator Sr Structural Engineer Structural Engineer Sr Systems Integration Supervisor Systems Integrator Systems Integrator Sr Tax Auditor Tax Auditor Sr Technology Coordinator Technology Specialist FTE 1.00 1.00 3.00 2.00 1.00 2.00 2.00 1.00 1.00 4.00 6.00 4.00 1.00 13.84 13.00 45.00 2.00 1.00 5.00 1.00 1.00 3.00 1.00 1.00 2.00 0.00 3.00 1.00 1.00 1.00 3.00 5.00 1.00 1.00 12.00 2.00 1.00 8.00 25.75 2.00 1.00 4.00 10.00 5.00 Hourly Minimum $34.63 $25.84 $34.63 $29.92 $24.61 $27.14 $10.50 $13.05 $20.25 $18.37 $32.98 $38.18 $29.92 $16.66 $18.37 $19.28 $20.25 $34.63 $20.25 $21.26 $18.37 $27.14 $29.92 $27.14 $16.66 $32.98 $36.36 $40.09 $56.41 $29.92 $28.49 $22.32 $36.36 $18.37 $19.28 $29.92 $34.63 $36.36 $29.92 $34.63 $24.61 $28.49 $24.61 $21.26 Hourly Maximum $50.35 $37.58 $50.35 $43.50 $35.79 $39.45 $16.39 $18.98 $29.44 $26.70 $47.96 $55.52 $43.50 $24.22 $26.70 $28.04 $29.44 $50.35 $29.44 $30.91 $26.70 $39.45 $43.50 $39.45 $24.22 $47.96 $52.87 $58.29 $82.02 $43.50 $41.43 $32.46 $52.87 $26.70 $28.04 $43.50 $50.35 $52.87 $43.50 $50.35 $35.79 $41.43 $35.79 $30.91 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 36 - Annual Minimum $72,030.40 $53,747.20 $72,030.40 $62,233.60 $51,188.80 $56,451.20 $21,840.00 $27,144.00 $42,120.00 $38,209.60 $68,598.40 $79,414.40 $62,233.60 $34,652.80 $38,209.60 $40,102.40 $42,120.00 $72,030.40 $42,120.00 $44,220.80 $38,209.60 $56,451.20 $62,233.60 $56,451.20 $34,652.80 $68,598.40 $75,628.80 $83,387.20 $117,332.80 $62,233.60 $59,259.20 $46,425.60 $75,628.80 $38,209.60 $40,102.40 $62,233.60 $72,030.40 $75,628.80 $62,233.60 $72,030.40 $51,188.80 $59,259.20 $51,188.80 $44,220.80 Annual Maximum $104,728.00 $78,166.40 $104,728.00 $90,480.00 $74,443.20 $82,056.00 $34,091.20 $39,478.40 $61,235.20 $55,536.00 $99,756.80 $115,481.60 $90,480.00 $50,377.60 $55,536.00 $58,323.20 $61,235.20 $104,728.00 $61,235.20 $64,292.80 $55,536.00 $82,056.00 $90,480.00 $82,056.00 $50,377.60 $99,756.80 $109,969.60 $121,243.20 $170,601.60 $90,480.00 $86,174.40 $67,516.80 $109,969.60 $55,536.00 $58,323.20 $90,480.00 $104,728.00 $109,969.60 $90,480.00 $104,728.00 $74,443.20 $86,174.40 $74,443.20 $64,292.80 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 1744 2243 0138 2311 2360 1966 1964 1965 2159 1504 2153 0526 0175 2322 2325 2309 2317 1962 1961 1960 0516 0525 2345 1884 1885 0504 1906 2268 1353 2187 0656 0657 0658 0643 2181 0694 0438 0623 0667 0624 0625 0626 0627 0619 Job Title Telecom Policy Coordinator Telemetry & Controls Supv Temporary Worker Tourism and Events Director Tourism Development Manager Traffic Engineer Traffic Engineer Principal Traffic Engineer Senior Traffic Engineering & Ops Mgr Traffic Engineering Analyst Traffic Engineering Supervisor Traffic Engineering Tech Sr Traffic Engineering Technician Trans Plan & Transit Prog Mgr Transit Operations Coordinator Transit Planner Principal Transportation Director Transportation Planner Transportation Planner Sr Transportation Plnr Principal Transportation Rep Transportation Rep Sr Treasury Technology Manager Victim Advocate Victim Advocate Sr Victim Assistance Notif Spec Victim Services Manager Video Engineer Video Production Specialist Video Production Supervisor W/WW Maintenance Tech I W/WW Maintenance Tech II W/WW Maintenance Tech III W/WW Maintenance Tech IV W/WW Operations Supervisor W/WW Treat Plant Op Apprentice W/WW Treatment Plant Op I W/WW Treatment Plant Op II W/WW Treatment Plant Op III W/WW Treatment Plant Op IV W/WW Utility Electrician I W/WW Utility Electrician II W/WW Utility Electrician III Warehouse Mail Technician FTE 1.00 1.00 0.00 1.00 1.00 1.00 2.00 2.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 0.00 0.00 2.00 1.00 2.50 1.00 0.50 1.00 0.60 2.00 1.00 0.00 15.00 3.00 2.00 5.00 0.00 0.00 27.00 4.00 6.00 1.00 7.00 2.00 4.00 Hourly Minimum $31.41 $29.92 $0.00 $46.41 $40.09 $32.98 $40.09 $36.36 $44.20 $24.61 $28.49 $23.44 $20.25 $40.09 $29.92 $36.36 $46.41 $25.84 $29.92 $36.36 $18.37 $21.26 $42.10 $24.61 $27.14 $13.05 $29.92 $28.49 $27.14 $29.92 $18.37 $20.25 $22.32 $28.49 $29.92 $14.39 $19.28 $21.26 $23.44 $28.49 $22.32 $24.61 $27.14 $14.39 Hourly Maximum $45.67 $43.50 $0.00 $67.48 $58.29 $47.96 $58.29 $52.87 $64.27 $35.79 $41.43 $34.08 $29.44 $58.29 $43.50 $52.87 $67.48 $37.58 $43.50 $52.87 $26.70 $30.91 $61.21 $35.79 $39.45 $18.98 $43.50 $41.43 $39.45 $43.50 $26.70 $29.44 $32.46 $41.43 $43.50 $20.92 $28.04 $30.91 $34.08 $41.43 $32.46 $35.79 $39.45 $20.92 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 37 - Annual Minimum $65,332.80 $62,233.60 $0.00 $96,532.80 $83,387.20 $68,598.40 $83,387.20 $75,628.80 $91,936.00 $51,188.80 $59,259.20 $48,755.20 $42,120.00 $83,387.20 $62,233.60 $75,628.80 $96,532.80 $53,747.20 $62,233.60 $75,628.80 $38,209.60 $44,220.80 $87,568.00 $51,188.80 $56,451.20 $27,144.00 $62,233.60 $59,259.20 $56,451.20 $62,233.60 $38,209.60 $42,120.00 $46,425.60 $59,259.20 $62,233.60 $29,931.20 $40,102.40 $44,220.80 $48,755.20 $59,259.20 $46,425.60 $51,188.80 $56,451.20 $29,931.20 Annual Maximum $94,993.60 $90,480.00 $0.00 $140,358.40 $121,243.20 $99,756.80 $121,243.20 $109,969.60 $133,681.60 $74,443.20 $86,174.40 $70,886.40 $61,235.20 $121,243.20 $90,480.00 $109,969.60 $140,358.40 $78,166.40 $90,480.00 $109,969.60 $55,536.00 $64,292.80 $127,316.80 $74,443.20 $82,056.00 $39,478.40 $90,480.00 $86,174.40 $82,056.00 $90,480.00 $55,536.00 $61,235.20 $67,516.80 $86,174.40 $90,480.00 $43,513.60 $58,323.20 $64,292.80 $70,886.40 $86,174.40 $67,516.80 $74,443.20 $82,056.00 $43,513.60 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 2305 0707 0708 0642 0420 2063 1490 2196 2288 0711 0132 0729 0248 2197 2043 2017 2249 2252 0383 2211 0377 2251 1468 2257 1809 0621 2008 2162 2253 2314 0265 2182 0628 0629 0665 0666 0632 2232 0620 2234 2188 2077 2241 2244 Job Title Wastewater Collections Manager Wastewater Collections Oper Wastewater Collections Oper Sr Water Asset Management Tech Water Audit Technician Water Conservation Coordinator Water Conservation Specialist Water Distribution Manager Water Maintenance Manager Water Meter Coordinator Water Meter Technician I Water Meter Technician II Water Meter Technician III Water Production Manager Water Quality Coordinator Water Quality Director Water Quality Laboratory Mgr Water Quality Regulatory Mgr Water Quality Specialist Water Quality Specialist Sr Water Quality Technician Water Reclamation Svc Director Water Res Engineer Water Res Engineer Principal Water Res Engineer Sr Water Res HVAC Contracts Coord Water Res Plng & Eng Director Water Resources Administrator Water Resources Advisor Water Resources Exec Director Water Resources Pipeline Water Services Director Water Services Worker I Water Services Worker II Water Services Worker III Water Services Worker IV Water Services Worker V Water Systems & Technology Mgr Water Systems Analyst Water Systems Supervisor Web & Design Services Manager Web Services Engineer WestWorld Business Manager WestWorld Director FTE 1.00 6.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 12.00 0.00 1.00 1.00 3.00 1.00 1.00 1.00 6.00 2.00 2.00 1.00 2.00 3.00 2.00 1.00 1.00 1.00 1.00 1.00 6.28 1.00 0.00 10.00 6.00 8.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 1.00 Hourly Minimum $36.36 $24.61 $27.14 $23.44 $18.37 $32.98 $27.14 $36.36 $36.36 $23.44 $15.11 $16.66 $19.28 $36.36 $28.49 $44.20 $36.36 $36.36 $22.32 $24.61 $20.25 $44.20 $32.98 $40.09 $36.36 $25.84 $46.41 $56.41 $38.18 $62.19 $0.00 $44.20 $15.11 $16.66 $18.37 $22.32 $24.61 $42.10 $27.14 $29.92 $42.10 $34.63 $28.49 $38.18 Hourly Maximum $52.87 $35.79 $39.45 $34.08 $26.70 $47.96 $39.45 $52.87 $52.87 $34.08 $21.97 $24.22 $28.04 $52.87 $41.43 $64.27 $52.87 $52.87 $32.46 $35.79 $29.44 $64.27 $47.96 $58.29 $52.87 $37.58 $67.48 $82.02 $55.52 $90.43 $0.00 $64.27 $21.97 $24.22 $26.70 $32.46 $35.79 $61.21 $39.45 $43.50 $61.21 $50.35 $41.43 $55.52 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 38 - Annual Minimum $75,628.80 $51,188.80 $56,451.20 $48,755.20 $38,209.60 $68,598.40 $56,451.20 $75,628.80 $75,628.80 $48,755.20 $31,428.80 $34,652.80 $40,102.40 $75,628.80 $59,259.20 $91,936.00 $75,628.80 $75,628.80 $46,425.60 $51,188.80 $42,120.00 $91,936.00 $68,598.40 $83,387.20 $75,628.80 $53,747.20 $96,532.80 $117,332.80 $79,414.40 $129,355.20 $0.00 $91,936.00 $31,428.80 $34,652.80 $38,209.60 $46,425.60 $51,188.80 $87,568.00 $56,451.20 $62,233.60 $87,568.00 $72,030.40 $59,259.20 $79,414.40 Annual Maximum $109,969.60 $74,443.20 $82,056.00 $70,886.40 $55,536.00 $99,756.80 $82,056.00 $109,969.60 $109,969.60 $70,886.40 $45,697.60 $50,377.60 $58,323.20 $109,969.60 $86,174.40 $133,681.60 $109,969.60 $109,969.60 $67,516.80 $74,443.20 $61,235.20 $133,681.60 $99,756.80 $121,243.20 $109,969.60 $78,166.40 $140,358.40 $170,601.60 $115,481.60 $188,094.40 $0.00 $133,681.60 $45,697.60 $50,377.60 $55,536.00 $67,516.80 $74,443.20 $127,316.80 $82,056.00 $90,480.00 $127,316.80 $104,728.00 $86,174.40 $115,481.60 Table of Contents DIVISIONS | Classification/Compensation Schedule Job Code 1878 1668 0735 2340 2209 Job Title WestWorld Events Contract Cord WestWorld Facilities Manager WestWorld Maint Worker Senior Worker's Comp Claims Adj Sr Worker's Comp Claims Adjuster Total FTE 1.00 1.00 2.00 1.00 1.00 2,510.44 Hourly Minimum $24.61 $27.14 $18.37 $32.98 $31.41 Hourly Maximum $35.79 $39.45 $26.70 $47.96 $45.67 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 39 - Annual Minimum $51,188.80 $56,451.20 $38,209.60 $68,598.40 $65,332.80 Annual Maximum $74,443.20 $82,056.00 $55,536.00 $99,756.80 $94,993.60 Table of Contents Operating Budget by Division, Department and Account Category DIVISIONS | Operating Budget By Division, Department and Account Category The following matrix provides a summary of the total adopted FY 2018/19 operating budget by division and highlights each division's specific departments 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 2018/19 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 569,942 68,311 31,300 1,500 0 671,053 TOTAL MAYOR AND CITY COUNCIL 10.00 569,942 68,311 31,300 1,500 0 671,053 CITY ATTORNEY CIVIL 21.50 3,053,006 522,698 57,914 1,000 0 3,634,618 PROSECUTION 28.00 2,742,292 184,776 18,264 2,640 0 2,947,972 RISK MANAGEMENT 9.00 814,709 8,180,236 87,300 0 0 9,082,245 VICTIM SERVICES 5.00 451,313 25,338 3,764 0 0 480,415 TOTAL CITY ATTORNEY 63.50 7,061,320 8,913,048 167,242 3,640 0 16,145,250 CITY AUDITOR CITY AUDITOR 6.50 747,367 211,335 1,715 0 0 960,417 TOTAL CITY AUDITOR 6.50 747,367 211,335 1,715 0 0 960,417 CITY CLERK 7.00 664,286 371,330 2,775 0 0 1,038,391 TOTAL CITY CLERK 7.00 664,286 371,330 2,775 0 0 1,038,391 CITY CLERK CITY COURT CITY COURT 58.52 4,808,534 988,087 178,804 130,000 0 6,105,425 TOTAL CITY COURT 58.52 4,808,534 988,087 178,804 130,000 0 6,105,425 CITY MANAGER 16.15 1,835,338 1,857,143 87,859 0 0 3,780,340 TOTAL CITY MANAGER 16.15 1,835,338 1,857,143 87,859 0 0 3,780,340 CITY MANAGER CITY TREASURER ACCOUNTING 24.00 2,078,543 1,043,755 11,824 0 0 3,134,122 BUDGET 7.75 692,634 50,671 840 0 0 744,145 BUSINESS SERVICES 43.00 3,388,871 2,134,057 44,345 0 0 5,567,273 CITY TREASURER AND FINANCE 4.00 536,537 54,009 1,586 0 0 592,132 PURCHASING 23.00 1,728,552 551,396 143,604 0 0 2,423,552 TOTAL CITY TREASURER 101.75 8,425,137 3,833,888 202,199 0 0 12,461,224 7.10 780,962 73,470 37,672 0 0 892,104 ADMINISTRATIVE SERVICES COMMUNICATIONS HUMAN RESOURCES 22.00 2,424,972 32,224,149 197,865 0 0 34,846,986 INFORMATION TECHNOLOGY 73.00 8,509,319 2,473,375 109,082 1,040,775 199,100 12,331,651 TOTAL ADMINISTRATIVE SERVICES 102.10 11,715,253 34,770,994 344,619 1,040,775 199,100 48,070,741 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 40 - Table of Contents Operating Budget by Division, Department and Account Category DIVISIONS | Operating Budget By Division, Department and Account Category Division/Department FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2018/19 Total COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION 15.47 1,251,296 1,026,663 81,860 31,200 0 2,391,019 ECONOMIC DEVELOPMENT 6.00 772,192 543,047 14,412 0 0 1,329,651 116.00 11,796,528 1,541,014 264,952 5,785 1,380,000 14,988,279 PLANNING AND DEVELOPMENT TOURISM AND EVENTS 6.00 743,752 21,232,162 42,163 0 249,567 22,267,644 TRANSPORTATION 22.50 1,956,943 7,608,993 55,188 750 200,000 9,821,874 WESTWORLD 32.72 2,221,994 1,572,869 632,998 0 0 4,427,861 TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT 198.69 18,742,705 33,524,748 1,091,573 37,735 1,829,567 55,226,328 8.54 850,260 644,728 31,840 0 0 1,526,828 HUMAN SERVICES 79.49 5,329,839 10,055,105 157,850 0 0 15,542,794 LIBRARY SYSTEMS 120.39 7,666,023 784,929 1,681,395 0 0 10,132,347 PARKS & RECREATION 265.05 13,970,605 7,756,107 2,226,695 539,024 173,039 24,665,470 3.57 227,687 127,881 43,320 0 0 398,888 477.04 28,044,414 19,368,750 4,141,100 539,024 173,039 52,266,327 FIRE & LIFE SAFETY 15.00 1,651,206 116,876 3,598 0 0 1,771,680 OFFICE OF THE FIRE CHIEF 6.00 851,724 69,683 2,180 0 0 923,587 249.40 27,331,041 4,527,395 58,669 0 0 31,917,105 COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES PUBLIC SAFETY - FIRE OPERATIONS PROFESSIONAL SERVICES 16.00 2,046,660 2,474,037 1,174,017 2,500 0 5,697,214 TOTAL PUBLIC SAFETY - FIRE 286.40 31,880,631 7,187,991 1,238,464 2,500 0 40,309,586 168.00 23,393,234 3,439,145 661,448 593,200 0 28,087,027 OFFICE OF THE POLICE CHIEF 13.00 2,145,089 128,009 26,000 0 0 2,299,098 OPERATIONAL SERVICES 111.00 9,121,443 4,136,919 847,570 400 0 14,106,332 POLICE UNIFORMED SERVICES 367.33 50,321,378 9,058,987 679,470 116,050 0 60,175,885 TOTAL PUBLIC SAFETY - POLICE 659.33 84,981,144 16,763,060 2,214,488 709,650 0 104,668,342 43.75 565,908 471,338 4,250 0 0 1,041,496 PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES PUBLIC WORKS CAPITAL PROJECT MANAGEMENT FACILITIES MANAGEMENT 54.00 4,666,045 4,582,089 1,239,542 0 1,541,388 12,029,064 FLEET MANAGEMENT 51.00 4,047,708 1,642,516 7,421,283 8,018,800 0 21,130,307 SOLID WASTE MANAGEMENT 96.84 6,909,355 11,244,058 674,183 720,350 0 19,547,946 STREET OPERATIONS 62.00 4,856,937 7,589,705 987,897 96,200 0 13,530,739 TOTAL PUBLIC WORKS 307.59 21,045,953 25,529,706 10,327,155 8,835,350 1,541,388 67,279,552 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 41 - Table of Contents Operating Budget by Division, Department and Account Category DIVISIONS | Operating Budget By Division, Department and Account Category Division/Department FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2018/19 Total WATER RESOURCES PIPELINE & TREATMENT AGREEMENTS 5.20 766,810 2,980,732 6,605,730 0 0 10,353,272 WATER PLANNING AND ENGINEERING 19.39 1,632,674 1,075,806 75,865 46,850 0 2,831,195 WATER QUALITY 23.00 2,164,714 638,503 386,240 0 0 3,189,457 WATER RECLAMATION SERVICES 28.00 2,643,239 10,712,784 2,741,250 145,000 0 16,242,273 WATER SERVICES 74.00 6,132,662 12,416,492 20,206,320 350,000 0 39,105,474 WATER TECHNOLOGY & ADMIN 66.28 5,803,928 2,785,605 715,850 67,300 0 9,372,683 TOTAL WATER RESOURCES 215.87 19,144,027 30,609,922 30,731,255 609,150 0 81,094,354 2,510.44 239,666,051 183,998,313 50,760,548 11,909,324 3,743,094 490,077,330 TOTAL NON-DIVISIONAL **FUTURE GRANTS 0 2,433,141 0 0 0 2,433,141 CITYWIDE PAY PROGRAM 3,549,508 0 0 0 0 3,549,508 POLICE PAY PROGRAM 758,988 0 0 0 0 758,988 SERGEANT PAY PROGRAM 223,062 0 0 0 0 223,062 FIRE PAY PROGRAM 513,509 0 0 0 0 513,509 COMPENSATION OTHER 7,193,032 0 0 0 0 7,193,032 LEAVE ACCRUAL PAYMENTS 2,253,640 0 0 0 0 2,253,640 984,839 0 0 0 0 984,839 VACATION TRADE SAVINGS FROM VACANT POSITIONS PRESERVATION PROFESSIONAL SERVICES -5,833,453 0 0 0 0 -5,833,453 0 2,200 0 0 0 2,200 SPECIAL DISTRICTS 0 609,553 0 0 0 609,553 UTILITIES 0 9,914,848 0 0 0 9,914,848 LESS INTERNAL SERVICE FUND OFFSETS INDIRECT/DIRECT COST ALLOCATION GRAND TOTAL 0 -55,938,826 0 0 0 -55,938,826 5,088,383 0 0 2,739,899 0 7,828,282 254,397,559 141,019,229 50,760,548 14,649,223 3,743,094 464,569,653 ** 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 2018/19 Adopted Budget - Volume Two - 42 - Table of Contents DIVISIONS | Operating Budget By Division, Department and Funding Source Operating Budget by Division, Department and Funding Source The following matrix provides a summary of the total adopted FY 2018/19 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 Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2018/19 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 663,553 7,500 0 0 0 671,053 TOTAL MAYOR AND CITY COUNCIL 10.00 663,553 7,500 0 0 0 671,053 CIVIL 21.50 3,634,618 0 0 0 0 3,634,618 PROSECUTION 28.00 2,947,972 0 0 0 0 2,947,972 RISK MANAGEMENT 9.00 0 0 0 9,082,245 0 9,082,245 CITY ATTORNEY VICTIM SERVICES 5.00 480,415 0 0 0 0 480,415 TOTAL CITY ATTORNEY 63.50 7,063,005 0 0 9,082,245 0 16,145,250 CITY AUDITOR CITY AUDITOR 6.50 960,417 0 0 0 0 960,417 TOTAL CITY AUDITOR 6.50 960,417 0 0 0 0 960,417 CITY CLERK 7.00 1,038,391 0 0 0 0 1,038,391 TOTAL CITY CLERK 7.00 1,038,391 0 0 0 0 1,038,391 CITY COURT 58.52 4,785,513 1,319,912 0 0 0 6,105,425 TOTAL CITY COURT 58.52 4,785,513 1,319,912 0 0 0 6,105,425 CITY MANAGER 16.15 2,580,340 0 0 0 1,200,000 3,780,340 TOTAL CITY MANAGER 16.15 2,580,340 0 0 0 1,200,000 3,780,340 ACCOUNTING 24.00 3,134,122 0 0 0 0 3,134,122 BUDGET 7.75 609,130 53,904 81,111 0 0 744,145 BUSINESS SERVICES 43.00 2,630,109 0 2,937,164 0 0 5,567,273 CITY TREASURER AND FINANCE 4.00 349,772 0 242,360 0 0 592,132 CITY CLERK CITY COURT CITY MANAGER CITY TREASURER PURCHASING 23.00 2,423,552 0 0 0 0 2,423,552 TOTAL CITY TREASURER 101.75 9,146,685 53,904 3,260,635 0 0 12,461,224 COMMUNICATIONS 7.10 892,104 0 0 0 0 892,104 HUMAN RESOURCES 22.00 2,758,876 0 0 32,088,110 0 34,846,986 INFORMATION TECHNOLOGY 73.00 11,297,351 0 0 1,034,300 0 12,331,651 TOTAL ADMINISTRATIVE SERVICES 102.10 14,948,331 0 0 33,122,410 0 48,070,741 ADMINISTRATIVE SERVICES City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 43 - Table of Contents DIVISIONS | Operating Budget By Division, Department and Funding Source Operating Budget by Division, Department and Funding Source Division/Department FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2018/19 Total COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION 15.47 0 0 2,391,019 0 0 2,391,019 ECONOMIC DEVELOPMENT 6.00 1,309,651 20,000 0 0 0 1,329,651 116.00 13,428,279 1,560,000 0 0 0 14,988,279 5,675,192 16,592,452 0 0 0 22,267,644 0 0 0 9,821,874 PLANNING AND DEVELOPMENT TOURISM AND EVENTS 6.00 TRANSPORTATION 22.50 0 9,821,874 WESTWORLD 32.72 4,372,861 55,000 0 0 0 4,427,861 TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT 198.69 24,785,983 28,049,326 2,391,019 0 0 55,226,328 0 0 0 1,526,828 COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN 8.54 1,526,828 0 HUMAN SERVICES 79.49 5,314,909 282,135 0 0 9,945,750 15,542,794 LIBRARY SYSTEMS 120.39 9,688,935 188,588 0 0 254,824 10,132,347 PARKS & RECREATION 265.05 19,903,349 4,404,371 0 0 357,750 24,665,470 PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES 3.57 398,888 0 0 0 0 398,888 477.04 36,832,909 4,875,094 0 0 10,558,324 52,266,327 15.00 1,771,680 0 0 0 0 1,771,680 6.00 916,707 2,180 0 0 4,700 923,587 249.40 31,917,105 0 0 0 0 31,917,105 PUBLIC SAFETY - FIRE FIRE & LIFE SAFETY OFFICE OF THE FIRE CHIEF OPERATIONS PROFESSIONAL SERVICES 16.00 5,544,397 0 0 0 152,817 5,697,214 TOTAL PUBLIC SAFETY - FIRE 286.40 40,149,889 2,180 0 0 157,517 40,309,586 168.00 25,797,823 2,058,849 0 0 230,355 28,087,027 PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES OFFICE OF THE POLICE CHIEF 13.00 2,277,543 21,555 0 0 0 2,299,098 OPERATIONAL SERVICES 111.00 14,106,332 0 0 0 0 14,106,332 POLICE UNIFORMED SERVICES 367.33 59,545,674 555,213 0 0 74,998 60,175,885 TOTAL PUBLIC SAFETY - POLICE 659.33 101,727,372 2,635,617 0 0 305,353 104,668,342 CAPITAL PROJECT MANAGEMENT 43.75 791,496 250,000 0 0 0 1,041,496 FACILITIES MANAGEMENT 54.00 11,626,004 403,060 0 0 0 12,029,064 FLEET MANAGEMENT 51.00 0 0 0 21,130,307 SOLID WASTE MANAGEMENT 96.84 0 0 PUBLIC WORKS STREET OPERATIONS 62.00 0 13,530,739 TOTAL PUBLIC WORKS 307.59 12,417,500 14,183,799 0 21,130,307 19,547,946 0 0 19,547,946 0 0 0 13,530,739 19,547,946 21,130,307 0 67,279,552 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 44 - Table of Contents DIVISIONS | Operating Budget By Division, Department and Funding Source Operating Budget by Division, Department and Funding Source Division/Department FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2018/19 Total WATER RESOURCES PIPELINE & TREATMENT AGREEMENTS 5.20 0 0 10,353,272 0 0 10,353,272 WATER PLANNING AND ENGINEERING 19.39 0 0 2,831,195 0 0 2,831,195 WATER QUALITY 23.00 0 0 3,189,457 0 0 3,189,457 WATER RECLAMATION SERVICES 28.00 0 0 16,242,273 0 0 16,242,273 WATER SERVICES 74.00 0 0 39,105,474 0 0 39,105,474 WATER TECHNOLOGY & ADMIN 66.28 0 0 9,372,683 0 0 9,372,683 TOTAL WATER RESOURCES 215.87 0 0 81,094,354 0 0 81,094,354 257,099,888 51,127,332 106,293,954 63,334,962 12,221,194 490,077,330 TOTAL 2,510.44 NON-DIVISIONAL **FUTURE GRANTS 0 0 0 0 2,433,141 2,433,141 CITYWIDE PAY PROGRAM 2,464,123 210,743 703,399 117,937 53,306 3,549,508 POLICE PAY PROGRAM 758,988 0 0 0 0 758,988 SERGEANT PAY PROGRAM 223,062 0 0 0 0 223,062 FIRE PAY PROGRAM 513,509 0 0 0 0 513,509 COMPENSATION OTHER 5,661,107 300,165 1,035,484 196,276 0 7,193,032 LEAVE ACCRUAL PAYMENTS 2,033,500 148,728 38,844 32,568 0 2,253,640 829,857 41,407 96,287 13,571 3,717 984,839 -4,846,100 -418,218 -364,345 -204,790 0 -5,833,453 0 2,200 0 0 0 2,200 VACATION TRADE SAVINGS FROM VACANT POSITIONS PRESERVATION PROFESSIONAL SERVICES SPECIAL DISTRICTS UTILITIES LESS INTERNAL SERVICE FUND OFFSETS INDIRECT/DIRECT COST ALLOCATION GRAND TOTAL 0 0 0 0 609,553 609,553 8,421,780 1,493,068 0 0 0 9,914,848 0 0 0 -55,938,826 0 -55,938,826 0 0 7,828,282 273,159,714 52,905,425 115,631,905 0 7,828,282 7,551,698 15,320,911 0 464,569,653 ** 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 2018/19 Adopted Budget - Volume Two - 45 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 46 - Table of Contents Personnel Services Prior Year Adopted to Adopted Comparison The analysis below adds estimated pay for performance and market adjustment funds to the FY 2018/19 Adopted budget for a homogeneous comparison with the FY 2017/18 Adopted budget. Pay for performance is budgeted in a macro level contingency account, and is applied to each division after all employees’ annual performance evaluations are completed. MAYOR AND CITY COUNCIL Total Adopted 2017/18 390,292 92,064 17,973 54,150 554,479 Adopted 2017/18 5,308,959 2,874 561,840 383,784 608,616 0 6,866,073 Adopted Pay Program 2017/18 108,450 0 0 7,822 12,458 0 128,730 Total Adopted 2017/18 5,417,409 2,874 561,840 391,606 621,074 0 6,994,803 Adopted 2017/18 516,156 57,636 37,090 59,296 670,178 Adopted Pay Program 2017/18 15,508 0 1,106 1,784 18,398 Total Adopted 2017/18 531,664 57,636 38,196 61,080 688,576 Adopted 2018/19 390,212 106,512 17,804 55,414 569,942 Adopted Pay Program 2018/19 6,304 0 459 740 7,503 Adopted Compensation Other 2018/19 4,664 0 352 546 5,562 Total Adopted 2018/19 401,180 106,512 18,615 56,700 583,007 Change 2017/18 to 2018/19 6,224 14,448 290 2,004 28,528 Adopted 2018/19 5,409,878 2,962 613,104 395,090 637,286 3,000 7,061,320 Adopted Pay Program 2018/19 140,392 0 0 10,066 16,524 0 166,982 Adopted Compensation Other 2018/19 207,884 0 0 13,751 24,530 0 246,165 Total Adopted 2018/19 5,758,154 2,962 613,104 418,907 678,340 3,000 7,474,467 Change 2017/18 to 2018/19 132,861 88 51,264 13,550 32,736 3,000 479,664 Adopted 2018/19 571,900 66,828 41,199 67,440 747,367 Adopted Pay Program 2018/19 18,176 0 1,307 2,146 21,629 Adopted Compensation Other 2018/19 33,868 0 2,250 4,002 40,120 Total Adopted 2018/19 623,944 66,828 44,756 73,588 809,116 Change 2017/18 to 2018/19 58,412 9,192 4,310 8,506 120,540 CITY ATTORNEY Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers Total Budget CITY AUDITOR Salaries Health/Dental Fringe Benefits Retirement Total Budget DIVISION | Personnel Comparison City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 47 - Salaries Health/Dental Fringe Benefits Retirement Total Budget Adopted 2017/18 384,284 92,064 17,518 53,472 547,338 Adopted Pay Program 2017/18 6,008 0 455 678 7,141 Table of Contents CITY CLERK Total Adopted 2017/18 515,212 55,920 37,157 59,232 667,521 Adopted 2017/18 3,491,426 18,836 530,088 252,320 390,680 4,683,350 Adopted Pay Program 2017/18 91,442 0 0 6,479 10,156 108,077 Total Adopted 2017/18 3,582,868 18,836 530,088 258,799 400,836 4,791,427 Adopted 2017/18 1,306,680 6,594 137,124 94,320 153,343 24,000 1,722,061 Adopted Pay Program 2017/18 28,987 0 0 1,964 3,253 0 34,204 Total Adopted 2017/18 1,335,667 6,594 137,124 96,284 156,596 24,000 1,756,265 Adopted 2018/19 503,580 64,944 36,348 59,414 664,286 Adopted Pay Program 2018/19 15,720 0 1,121 1,840 18,681 Adopted Compensation Other 2018/19 20,744 0 1,255 2,446 24,445 Total Adopted 2018/19 540,044 64,944 38,724 63,700 707,412 Change 2017/18 to 2018/19 4,088 9,024 312 2,022 39,891 Adopted 2018/19 3,589,882 19,386 524,448 260,932 413,886 4,808,534 Adopted Pay Program 2018/19 105,660 0 0 7,534 12,074 125,268 Adopted Compensation Other 2018/19 150,456 0 0 10,991 17,416 178,863 Total Adopted 2018/19 3,845,998 19,386 524,448 279,457 443,376 5,112,665 Change 2017/18 to 2018/19 112,674 550 -5,640 9,667 25,124 321,238 Adopted 2018/19 1,371,034 6,787 155,640 100,172 166,705 35,000 1,835,338 Adopted Pay Program 2018/19 35,466 0 0 2,433 4,155 0 42,054 Adopted Compensation Other 2018/19 57,943 0 0 3,585 6,828 0 68,356 Total Adopted 2018/19 1,464,443 6,787 155,640 106,190 177,688 35,000 1,945,748 Change 2017/18 to 2018/19 70,833 193 18,516 6,321 14,264 11,000 189,483 CITY COURT Salaries Overtime Health/Dental Fringe Benefits Retirement Total Budget CITY MANAGER Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers Total Budget DIVISION | Personnel Comparison City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 48 - Salaries Health/Dental Fringe Benefits Retirement Total Budget Adopted 2017/18 502,420 55,920 36,244 57,762 652,346 Adopted Pay Program 2017/18 12,792 0 913 1,470 15,175 Table of Contents CITY TREASURER Total Adopted 2017/18 5,988,235 21,766 947,154 460,450 723,351 70,290 8,211,246 Adopted 2017/18 8,545,015 18,160 1,057,248 631,946 981,906 11,234,275 Adopted Pay Program 2017/18 199,180 0 0 14,490 22,930 236,600 Total Adopted 2017/18 8,744,195 18,160 1,057,248 646,436 1,004,836 11,470,875 Adopted Pay Program 2017/18 295,568 0 0 21,582 33,788 0 350,938 Total Adopted 2017/18 13,445,239 105,339 1,722,516 1,014,976 1,572,736 350,374 18,211,180 Adopted 2018/19 6,041,895 26,049 991,680 467,852 743,494 154,167 8,425,137 Adopted Pay Program 2018/19 177,370 0 0 12,578 20,735 0 210,683 Adopted Compensation Other 2018/19 244,979 0 0 18,533 28,547 0 292,059 Total Adopted 2018/19 6,464,244 26,049 991,680 498,963 792,776 154,167 8,927,879 Change 2017/18 to 2018/19 231,030 4,283 44,526 19,980 40,878 83,877 716,633 Adopted 2018/19 8,942,700 18,706 1,074,204 648,345 1,031,298 11,715,253 Adopted Pay Program 2018/19 220,296 0 0 15,914 25,926 262,136 Adopted Compensation Other 2018/19 308,561 0 0 22,988 36,388 367,937 Total Adopted 2018/19 9,471,557 18,706 1,074,204 687,247 1,093,612 12,345,326 Change 2017/18 to 2018/19 418,801 546 16,956 17,823 52,388 874,451 Adopted 2018/19 13,399,819 125,185 1,838,528 1,016,313 1,609,486 803,374 18,792,705 Adopted Pay Program 2018/19 357,105 0 0 26,124 41,920 0 425,149 Adopted Compensation Other 2018/19 524,896 0 0 38,672 61,756 0 625,324 Total Adopted 2018/19 14,281,820 125,185 1,838,528 1,081,109 1,713,162 803,374 19,843,178 Change 2017/18 to 2018/19 311,685 19,846 116,012 27,461 78,670 453,000 1,631,998 ADMINISTRATIVE SERVICES Salaries Overtime Health/Dental Fringe Benefits Retirement Total Budget COMMUNITY AND ECONOMIC DEVELOPMENT Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers Total Budget Adopted 2017/18 13,149,671 105,339 1,722,516 993,394 1,538,948 350,374 17,860,242 DIVISION | Personnel Comparison City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 49 - Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers Total Budget Adopted 2017/18 5,847,340 21,766 947,154 450,636 707,181 70,290 8,044,367 Adopted Pay Program 2017/18 140,895 0 0 9,814 16,170 0 166,879 Table of Contents COMMUNITY SERVICES Total Adopted 2017/18 21,244,445 76,767 2,951,220 1,590,942 2,252,104 0 28,115,478 Adopted 2017/18 21,848,476 1,748,326 3,314,940 482,168 2,147,229 29,541,139 Adopted Pay Program 2017/18 776,846 0 0 14,983 73,988 865,817 Total Adopted 2017/18 22,625,322 1,748,326 3,314,940 497,151 2,221,217 30,406,956 Adopted 2017/18 47,622,299 5,309,711 6,446,544 4,011,562 17,885,187 81,275,303 Adopted Pay Program 2017/18 1,508,949 0 0 113,892 567,054 2,189,895 Total Adopted 2017/18 49,131,248 5,309,711 6,446,544 4,125,454 18,452,241 83,465,198 Adopted 2018/19 20,999,085 79,099 3,074,808 1,580,489 2,299,933 11,000 28,044,414 Adopted Pay Program 2018/19 563,875 0 0 40,779 60,711 0 665,365 Adopted Compensation Other 2018/19 678,981 0 0 50,889 72,669 0 802,539 Total Adopted 2018/19 22,241,941 79,099 3,074,808 1,672,157 2,433,313 11,000 29,512,318 Change 2017/18 to 2018/19 318,515 2,332 123,588 30,326 108,540 11,000 1,396,840 Adopted 2018/19 22,873,785 2,010,149 3,640,920 519,718 2,836,059 31,880,631 Adopted Pay Program 2018/19 510,258 0 0 10,119 61,931 582,308 Adopted Compensation Other 2018/19 598,237 0 0 12,042 120,365 730,644 Total Adopted 2018/19 23,982,280 2,010,149 3,640,920 541,879 3,018,355 33,193,583 Change 2017/18 to 2018/19 758,721 261,823 325,980 32,686 676,773 2,786,627 Adopted 2018/19 48,766,442 5,522,570 7,058,484 4,114,159 19,519,489 84,981,144 Adopted Pay Program 2018/19 1,096,877 0 0 81,260 385,668 1,563,805 Adopted Compensation Other 2018/19 1,758,016 0 0 132,397 598,799 2,489,212 Total Adopted 2018/19 51,621,325 5,522,570 7,058,484 4,327,816 20,503,956 89,034,151 Change 2017/18 to 2018/19 732,061 212,859 611,940 69,965 1,452,916 5,568,953 PUBLIC SAFETY - FIRE Salaries Overtime Health/Dental Fringe Benefits Retirement Total Budget PUBLIC SAFETY - POLICE Salaries Overtime Health/Dental Fringe Benefits Retirement Total Budget DIVISION | Personnel Comparison City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 50 - Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers Total Budget Adopted 2017/18 20,717,407 76,767 2,951,220 1,553,259 2,197,279 0 27,495,932 Adopted Pay Program 2017/18 527,038 0 0 37,683 54,825 0 619,546 Table of Contents PUBLIC WORKS Total Adopted 2017/18 13,661,947 629,023 3,148,932 1,380,850 2,148,279 12,450 20,981,481 Adopted 2017/18 12,619,863 913,466 2,228,760 1,045,118 1,631,023 11,318 18,449,548 Adopted Pay Program 2017/18 348,675 0 0 25,115 40,024 0 413,814 Total Adopted 2017/18 12,968,538 913,466 2,228,760 1,070,233 1,671,047 11,318 18,863,362 Adopted 2018/19 13,435,621 647,953 3,373,860 1,367,486 2,178,040 42,993 21,045,953 Adopted Pay Program 2018/19 383,724 0 0 27,939 45,072 0 456,735 Adopted Compensation Other 2018/19 554,588 0 0 42,921 65,291 0 662,800 Total Adopted 2018/19 14,373,933 647,953 3,373,860 1,438,346 2,288,403 42,993 22,165,488 Change 2017/18 to 2018/19 157,398 18,930 224,928 14,575 74,833 30,543 1,184,007 Adopted 2018/19 12,982,829 967,482 2,384,748 1,079,164 1,718,486 11,318 19,144,027 Adopted Pay Program 2018/19 393,835 0 0 28,226 46,184 0 468,245 Adopted Compensation Other 2018/19 576,035 0 0 43,730 67,765 0 687,530 Total Adopted 2018/19 13,952,699 967,482 2,384,748 1,151,120 1,832,435 11,318 20,299,802 Change 2017/18 to 2018/19 408,126 54,016 155,988 37,157 93,623 0 1,436,440 WATER RESOURCES Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers Total Budget DIVISION | Personnel Comparison City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 51 - Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers Total Budget Adopted 2017/18 13,284,187 629,023 3,148,932 1,353,436 2,104,956 12,450 20,532,984 Adopted Pay Program 2017/18 377,760 0 0 27,414 43,323 0 448,497 FY 2018/19 Adopted Budget - 52 - Table of Contents 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. 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. MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL CITY ATTORNEY CIVIL PROSECUTION RISK MANAGEMENT VICTIM SERVICES X X X X X X X X X X X X CITY AUDITOR CITY AUDITOR X CITY CLERK CITY CLERK X CITY COURT CITY COURT X X CITY MANAGER CITY MANAGER X CITY TREASURER CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES PURCHASING X X X X X X City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 53 - X X X X X X Table of Contents DIVISIONS | Division/Department Relationship with Strategic Goals ADMINISTRATIVE SERVICES COMMUNICATIONS HUMAN RESOURCES INFORMATION TECHNOLOGY COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT TOURISM AND EVENTS TRANSPORTATION WESTWORLD COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMINISTRATION HUMAN SERVICES LIBRARY SYSTEMS PARKS AND RECREATION PRESERVE MANAGEMENT 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 SERVICES X X X X WATER RESOURCES WATER QUALITY WATER RECLAMATION SERVICES WATER PLANNING AND ENGINEERING WATER TECHNOLOGY AND ADMIN WATER SERVICES PIPELINE AND TREATMENT AGREEMENTS X X X X X PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF OPERATIONS PROFESSIONAL SERVICES FIREAND LIFE SAFETY PUBLIC WORKS CAPITAL PROJECT MANAGEMENT FACILITIES MANAGEMENT FLEET MANAGEMENT SOLID WASTE MANAGEMENT STREET OPERATIONS X X X X X X X X X X X X X X X X X X X X X X X X X City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 54 - X X X X X X X X X X X X X X Table of Contents Operating Projects CIP OPERATING IMPACTS 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 Project Description FY 2018/19 Fund Administrative Services Information Technology Telephone Equipment General Fund Provides 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. 199,100 Total Administrative Services 199,100 Airpark Cultural Trust Holds obligations from private developments within the Airpark that choose to make an in-lieu payment to Scottsdale's public art program and uses the funds to install art in the Airpark area. 80,000 Special Programs Fund Capital Improvement Plan Advance Planning Program Conducts studies, travel demand modeling, analysis and internal/external coordination to determine future capital improvement needs for major street, intersection, traffic management and transit projects. 200,000 Transportation Fund Downtown Cultural Trust Holds obligations from private developments within downtown that choose to make an in-lieu payment to Scottsdale's public art program and uses the funds to install art in the downtown area. 1,300,000 Special Programs Fund Public Art Conservation and Restoration Funds the on-going conservation and restoration of the city's public art collection. 146,317 General Fund Scottsdale Cultural Council Facility Improvements Makes upgrades and improvements to Scottsdale Cultural Council's building. It is carryforward from FY 2017/18. 103,250 General Fund Total Community & Economic Development 1,829,567 Community & Economic Development Community Services Playground Equipment Replacement Replaces playground equipment and shade structures at one site. 173,039 Total Community Services 173,039 Facilities Management Repair & Provides larger scale, preventive maintenance, equipment life-cycle Maintenance replacement, and modernization projects at city facilities. Projects may include some or all building systems such as: heating, ventilation and air conditioning (HVAC), electrical, plumbing, roofing, painting, and floor coverings. 1,541,388 Total Public Works 1,541,388 Grand Total 3,743,094 General Fund Public Works City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 55 - General Fund FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 56 - Table of Contents DIVISIONS | How to Use This Section How to use this Book Community Services| Library Systems Strategic Goal(s) Indicates which strategic goal(s) the department supports Describes the services provided by the department Enhance Neighborhoods Seek Sustainability Support Economic Vitality Description The Library Systems is a place for the community to share ideas, find information, collaborate, create, learn and innovate. Through its five facilities, the library provides lifelong learning opportunities through physical and e-materials, cultural and educational programming, and knowledgeable staff. Scottsdale Library staff teaches early learning skills, fosters reading enjoyment and helps develop critical and creative thinking skills among children, teens and adults. The Library also fosters small business and high-growth entrepreneurial start-ups. Services Provided • • • Highlights the significant services provided • • • Serving 1.1 million people annually at five branch locations. Provides physical and electronic materials that are checked out 2.9 million times annually. Offers an array of educational and recreational programs for all ages attended by 89,000 people annually. Provides public computers and Wi-Fi access that are utilized 578,000 times annually. Guides 1,500 entrepreneurs annually through the Eureka Loft for their programming, mentoring, networking and small business needs. Provides ESL (English as a Second Language) classes to local residents from more than 31 countries. FY 2017/18 Achievements • • Describes major achievements from the prior fiscal year • • • • Partnered with Family Resource Center at Paiute Neighborhood Center to provide 40 Knowing and Growing programs for over 600 attendees. Implemented new hours at three library branches to ensure equity of service to patrons in all areas/neighborhoods and more consistent service hours across the library system. Offered new programs in the Eureka Loft to assist small business start-ups with one program series for women-owned small businesses as well as one series presented by the executive director of Phoenix Fashion Week. Added new monthly English as Second Language programs at Civic Center Library for beginning/intermediate speakers and at Mustang Library to assist intermediate/advanced attendees in job searches and business start-up. Completed story time room project design and secured appropriate funding. Purchased collection sorter for Civic Center library and committed to converting Scottsdale’s library collection to radio-frequency identification (RFID) for better customer service and collection tracking. FY 2018/19 Objectives • Indicates specifically what the department would like to accomplish in the new fiscal year • • • • • Expand the Civic Center library's youth story time room to accommodate a greater number of families and provide the ability to diversify the types of programs and services that can be offered. Convert the library’s collection from barcode technology to RFID (Radio Frequency Identification) to provide better customer service and provide better security for the library’s collection. Provide public access to the Scottsdale’s historic information through completion of the Scottsdale Heritage Connection project at Civic Center Library. Collaborate with Scottsdale Art to identify and provide an alternate space for public art exhibits within Civic Center library. Expand the Library's outreach program to include greater numbers of underserved youth and adults. Develop a new strategic plan and assign specific objectives to appropriate staff for successful implementation. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 57 - Table of Contents DIVISIONS | How to Use This Section How to use this Book Community Services| Library Systems Summarizes the full-time equivalents (FTE) of the department and shows the percent of city’s FTEs Highlights the specific fund(s) associated with the given department Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 121.92 121.89 120.39 -1.50 % of city's FTEs Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 9,493,857 9,461,651 9,688,935 227,284 Grant Funds 365,919 339,480 254,824 -84,656 Special Programs Fund 205,994 327,188 188,588 -138,600 10,065,770 10,128,319 10,132,347 4,028 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 7,666,835 7,628,388 7,666,023 37,635 Contractual Services 839,061 939,026 784,929 -154,097 1,507,810 1,560,905 1,681,395 120,490 52,064 0 0 0 10,065,770 10,128,319 10,132,347 4,028 0 0 0 0 10,065,770 10,128,319 10,132,347 4,028 Expenditures By Fund Total Budget See Glossary in Appendix (VolumeThree) for a description of the expenditure types 4.89 % Expenditures By Type 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 is due to a Graphic Designer (-1.00 FTE) position transferring to the Human Services Department and the redistribution of part-time hours (-0.50 FTE) to best align workload demands and reporting structure within the division. The increase in Personnel Services includes the annual pay for performance to eligible employees and an increased health care and retirement costs. The increase would have been greater but it was offset by a decrease of transferring a Graphic Designer (-1.00 FTE) position to the Human Services Department and redistribution of part-time hours (-0.50) within the division (General Fund). The decrease in Contractual Services is due to the following: 1) a reduction of expenses will be reported in the Special Programs Fund which is a result of FY 2018/19 library book sale revenues that will be used for furniture and equipment needs for the five city branch libraries (General Fund); 2) changes in library specific grant availability, allocations and carryover amounts from year-to-year (Grant Funds). The increase in Commodities is for planned expenditures to coincide with projected fund revenues from the reallocated book sales for all five library branches (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 58 - Table of Contents DIVISIONS | How to Use This Section How to use this Book Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 Workload Participation in adult programs 29,000 24,000 25,000 58,000 52,000 54,000 339,000 328,000 318,000 1,159,000 1,118,000 1,103,000 711,019 635,000 584,000 $0.31 $0.33 $0.32 90% 86% 82% 9.1 8.1 7.7 3.04 2.62 2.43 13.42 12.46 11.59 Note: Rounded to the nearest thousand. The Library partnered with Scottsdale Center for the Arts in presenting the Discovery Series in FY 2016/17 which experienced some high attendance at off-site programs. Attendance at early learning programs Measures the performance of the services provided by the departments as a function of workload Note: Attendance rounded to the nearest thousand. The library had two large programs in FY 2016/17 at WestWorld and the Civic Center Mall. These programs were repeated in FY 2017/18 with slightly lower attendance. Number of people accessing Wi-Fi at the city's five libraries annually Note: Amounts rounded to the nearest thousand. Estimates are based on growth in actual usage, file sizes and the increase in portable devices used by customers. Door Counts Note: Rounded to the nearest thousand E-material circulation Measures the amount of work done per amount of resources 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 2016/17 Scottsdale population is 238,000; FY 2017/18 population is 242,500; FY 2018/19 forecasted population is 246,600 according to the State of Arizona Office of Economic Opportunity and the Maricopa Association of Governments. Library check-out rates for physical items (books, CDs, DVDs) on a per resident, per year basis Measures the amount of results achieved 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. Note: e-Material check-out rates have declined slightly beginning in FY 2016/17 primarily due to fewer Freegal music downloads. Annual check-outs per registered borrower Note: The number of library cards issued is decreasing due to changes in database maintenance and circulation check-outs continue to decline. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 59 - Table of Contents How to use this book DIVISIONS | How to Use This Section Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 98 $2,310 0.0 Adult volunteers: Supplement library services for library shops, book/DVD/CD shelving, children’s early literacy programs, as well as Friends of the Library. 392 32,539 $766,944 15.6 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. 257 8,468 $199,591 4.1 Total 656 41,105 $968,845 19.7 Volunteer Hours Boards/Commissions Summarizes the city’s boards, commissions and volunteers, number of hours and value of hours The Library Board advises the City Council on general policy relating to the programs, services and future development of the Scottsdale Public Libraries. Volunteers City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 60 - Table of Contents DIVISION SUMMARY | Mayor and City Council MAYOR AND CITY COUNCIL Expenditures By Department Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 MAYOR AND CITY COUNCIL 880,644 638,084 671,053 32,969 Total Budget 880,644 638,084 671,053 32,969 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 61 - FY 2018/19 Adopted Budget - 62 - Table of Contents DIVISION SUMMARY | Mayor and City Council Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 63 - 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 2017/18 Achievements • • • Adopted a balanced budget with a capital funding option going to the voters. Unified organization with one pay program by approving Classification and Compensation Study Results with future implementation. Significant Council Action Items including Scottsdale Fashion Square Mall rezoning, Old Town Character Area Plan and Reata Wash Flood Control Improvement Study. FY 2018/19 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 2018/19 Adopted Budget - Volume Two - 64 - Table of Contents DIVISION SUMMARY | Mayor and City Council Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 10.00 10.00 10.00 0.00 % of city's FTEs 0.40 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 793,543 630,584 663,553 32,969 Special Programs Fund 4,194 7,500 7,500 0 Tourism Development Fund 75,000 0 0 0 Trusts 7,907 0 0 0 Total Budget 880,644 638,084 671,053 32,969 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 567,658 547,338 569,942 22,604 Contractual Services 289,015 69,446 68,311 -1,135 Commodities 23,971 21,300 31,300 10,000 0 0 1,500 1,500 880,644 638,084 671,053 32,969 0 0 0 0 880,644 638,084 671,053 32,969 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • The increase in Personnel Services includes the annual pay for performance to eligible employees and an increase in healthcare benefits. The increase in Commodities is due to the relocation of a Council member and administrative staff. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 65 - Table of Contents DIVISION SUMMARY | Mayor and City Council Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Volunteers support Mayor and Council staff with administrative tasks. 1 100 $2,451 0.0 Total 1 100 $2,451 0.0 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 66 - Table of Contents DIVISION SUMMARY | City Attorney CITY ATTORNEY Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 CIVIL 3,486,457 3,560,166 3,634,618 74,452 PROSECUTION 2,834,885 2,834,817 2,947,972 113,155 RISK MANAGEMENT 8,383,483 9,035,686 9,082,245 46,559 VICTIM SERVICES 464,666 459,501 480,415 20,914 15,169,491 15,890,170 16,145,250 255,080 Expenditures By Department Total Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 67 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 68 - Table of Contents DIVISION SUMMARY | City Attorney Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 69 - Table of Contents CITY ATTORNEY DIVISION SUMMARY DIVISION SUMMARY | City Attorney Strategic Goal(s) Seek Sustainability Description The City Attorney is the chief legal advisor of all offices, divisions and agencies and of all officers and employees in matters relating to their official powers and duties and serves at the pleasure of the City Council. Services Provided • • • • • • • • • • • • • • • • Provides legal advice to the Mayor and City Council, to all city offices, divisions and departments and to all city officers and employees in matters relating to their official powers and duties. Litigates civil claims and lawsuits filed on behalf of, or against, the City of Scottsdale. Prosecutes misdemeanor offenses in the city, including driving under the influence, domestic violence, juvenile status offenses, minor traffic and other misdemeanor offenses. Represents the city in all court proceedings required to prosecute offenders. Provides legally mandated victim notification services as well as professional-level victim advocacy to misdemeanor crime victims in Scottsdale. 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 2017/18 Achievements Resolved several major legal matters (including winning a case that went to the United States Supreme Court), resulting in significant financial savings for the taxpayers. Continued the expedited Jail Court process in Prosecution to save city resources, improve efficiency and improve resolutions for victims and defendants. Created 16,514 public records requests citywide, 416 of which were created by the City Attorney's office. This is a six percent overall decrease from last fiscal year due to more data being accessible online to the public. Contacted approximately 6,379 victims directly either by email, phone or in person, and sent approximately 4,999 victim notifications. Completed remediation and settlement of 20 Occupational Safety and Health Act (OSHA) Inspections. FY 2018/19 Objectives Conduct training classes for city staff in support of the City Attorney's goal of seeking to prevent legal claims against the city. Limit the use of outside counsel for civil legal matters. Resolve criminal matters in a competent and timely manner through effective prosecution processes, including the new Jail Court process and the E-Discovery process. Maintain the highest level of service for victims and citizens and meet legally mandated timelines for notification to victims. Actively enhance employee safety training as a part of ongoing efforts to control employment-related health care costs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 70 - Table of Contents DIVISION SUMMARY | City Attorney Charted Performance Measures Number of new civil litigation cases Number of driving under the influence (DUI) cases. Number of domestic violence cases Workload Workload Workload COR is an equation that measures the city's total cost of claims, insurance premiums and risk management administration expenses as a percentage of the city's total adjusted operating cost in a given year. Effectiveness City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 71 - Table of Contents CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) DIVISION SUMMARY DIVISION SUMMARY | City Attorney Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 61.50 62.50 63.50 1.00 % of city's FTEs 2.53 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 6,786,008 6,854,484 7,063,005 208,521 Self Insurance Funds 8,383,483 9,035,686 9,082,245 46,559 Total Budget 15,169,491 15,890,170 16,145,250 255,080 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 6,848,297 6,866,073 7,061,320 195,247 Contractual Services 8,146,293 8,849,677 8,913,048 63,371 Commodities 172,616 172,920 167,242 -5,678 Capital Outlays 2,285 1,500 3,640 2,140 15,169,491 15,890,170 16,145,250 255,080 0 0 0 0 15,169,491 15,890,170 16,145,250 255,080 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • • • Beginning in FY 2018/19 the City Attorney division includes the Risk Management Department. This organizational change is to best align citywide needs and functions. The Risk Management Department's history has been included in the Division Summary tables to best reflect year over year comparisons. The increase in FTE is for a new Paralegal position (1.00 FTE) in the Prosecution Department to address the increased demands for on-body camera requests and production/disclosure. The increase in Personnel Services is a combination of: 1) a new Paralegal position (1.00 FTE) in the Prosecution Department to address the increased demands for on-body camera requests and production/disclosure; 2) the annual pay for performance to eligible employees; and 3) an increase in healthcare and retirement benefits. The increase in Contractual Services is the net result of increased travel for the International Municipal Law Association Conference, an increase in property, liability and workers' comp insurance and a reduction of expert witness fees. The decrease in Commodities is a reduction in West Law library materials based on historical trends. The increase in Capital Outlays is due to a one-time computer purchase for the new Paralegal position. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 72 - Table of Contents CITY ATTORNEY DIVISION SUMMARY DIVISION SUMMARY | City Attorney Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 4 18 $441 0.0 Legal interns perform essential research and prepare legal memoranda on legal issues. They may also assist the attorney in discovery, drafting pleadings, and preparing for hearings or trial. 5 672 $16,471 0.3 Total 9 690 $16,912 0.3 Volunteer Hours Boards/Commissions* 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. Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 73 - 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 2017/18 Achievements • • • • • • • • • Resolved several major legal matters (including a matter that was upheld at the United States Supreme Court), resulting in significant financial savings for the taxpayers. Represented the city in approximately 61 litigation cases, with 3 new cases sent to outside counsel. Worked with divisions to ensure they were aware of public records requests responsibilities and to promptly and fully respond to public records requests. Public Records Request database was updated this year, and the City Attorney's Office provided public records request training for approximately 85 employees from different departments. Continued efforts to reduce claims against the city by conducting staff training about legal obligations. The office hosted more than a dozen different training sessions to include over 500 employees. Created 16,514 public records requests citywide, 416 of which were created by the City Attorney's office. This is a six percent overall decrease from last fiscal year due to more data being accessible online to the public. Negotiated/Collected various revenue recovery/tax settlements in the amount of $105,081. FY 2018/19 Objectives Train city staff in support of the City Attorney's goal of seeking to prevent legal claims against the city. Continue efforts to ensure that at least one person in each city division is trained to fully and promptly respond to public records requests. Limit the use of outside counsel for civil legal matters. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 74 - Table of Contents CITY ATTORNEY CIVIL CITY ATTORNEY | Civil Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 21.50 21.50 21.50 0.00 % of city's FTEs 0.86 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 3,486,457 3,560,166 3,634,618 74,452 Total Budget 3,486,457 3,560,166 3,634,618 74,452 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,964,448 2,993,915 3,053,006 59,091 Contractual Services 407,013 502,428 522,698 20,270 Commodities 114,117 63,823 57,914 -5,909 879 0 1,000 1,000 3,486,457 3,560,166 3,634,618 74,452 0 0 0 0 3,486,457 3,560,166 3,634,618 74,452 Expenditures By Fund Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase in Personnel Services is due to the net effect of: 1) a position that was filled at a lower salary than the previous incumbent; 2) the annual pay for performance to eligible employees; and 3) increase in benefits and retirement costs. The increase in Contractual Services is due to the net of the following: 1) an increase of the Civil department's proportionate share of citywide Property, Liability and Workers' Compensation liability insurance; 2) increased travel for the International Municipal Law Association Conference; and 3) a decrease in expert witness fees. The decrease in Commodities is due to lower expense for West Law Library materials and fees. The increase in Capital Outlays is for a computer to tablet upgrade and computer related equipment. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 75 - Table of Contents CITY ATTORNEY CIVIL CITY ATTORNEY | Civil Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 20 31 28 96% 96% 96% 5 3 2 88% 91% 90% Efficiency Number of new civil litigation cases Note: This is a 41 percent increase over last year's actuals. 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 and staff 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 96 percent of the clients. In FY 2017/18, a total of 117 staff responded to the survey and 96 percent of the respondents rated their overall satisfaction level at "Very Good" or better. Number of new cases sent to outside counsel Percentage of responses to public records requests which occurred within 15 days Note: Arizona State law requires that public records requests (PRRs) be responded to promptly. On all requests, the City promptly assigns a staff member to research and respond. If the nature of a request requires a response that will take more than 15 days, notice of that fact is promptly provided to the requestor. The stated percentage here reflects all PRRs handled by the City of Scottsdale that were fully completed and closed within 15 days. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Legal interns perform essential research and prepare legal memoranda on legal issues. They may also assist the attorney in discovery, drafting pleadings, and preparing for hearings or trial. 5 672 $16,471 0.3 Total 5 672 $16,471 0.3 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 76 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 77 - 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 2017/18 Achievements • • • • • • • • • Continued with expedited Jail Court process to save city resources, improve efficiency and improve resolutions for victims and defendants. Maintained a strong cooperative team atmosphere working with other city divisions within the Criminal Justice Team, including members of the Police Department and City Court. Partnered closely with members of the city’s Domestic Violence Action Team to address issues that arise in highly emotional and dangerous domestic violence cases. Worked closely with Police, Victim Services and Probation to provide the safest environment possible and secure the best outcome in extremely difficult cases. Reviewed all available police reports prior to the first court date and when possible, made offers of resolution at first court appearance. This allowed for approximately 35 percent of the cases to be resolved at the first contact. This provides defendants a quick resolution and avoids unnecessary and repeated trips to court. Continued with E-Discovery process to improve efficiency and service to defendants. Continued the use of electronics to post items to the city's website to allow easier access to the defense and make the process more efficient. FY 2018/19 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 2018/19 Adopted Budget - Volume Two - 78 - Table of Contents CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) PROSECUTION CITY ATTORNEY | Prosecution Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 27.00 27.00 28.00 1.00 % of city's FTEs 1.12 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 2,834,885 2,834,817 2,947,972 113,155 Total Budget 2,834,885 2,834,817 2,947,972 113,155 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,649,597 2,628,767 2,742,292 113,525 Contractual Services 168,650 186,603 184,776 -1,827 Commodities 15,232 17,947 18,264 317 Capital Outlays 1,406 1,500 2,640 1,140 2,834,885 2,834,817 2,947,972 113,155 0 0 0 0 2,834,885 2,834,817 2,947,972 113,155 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase in FTE is a new Paralegal position (1.00 FTE) to address the increased demands for on-body camera requests and production/disclosure. The increase in FTE and Personnel Services is a result of: 1) the addition a new Paralegal position (1.00 FTE); 2) the annual pay for performance to eligible employees; and 3) increased health care and retirement costs. The decrease in Contractual Services reflects the Prosecution's proportionate share of the citywide Property, Liability and Worker's Compensation liability insurance. The increase in Capital Outlays is for a computer purchase for the new Paralegal position. Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 1,665 1,651 1,650 Effectiveness Number of driving under the influence (DUI) cases City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 79 - Table of Contents CITY ATTORNEY RISK MANAGEMENT CITY ATTORNEY | 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 2017/18 Achievements • • • • • Completed remediation and settlement of 20 Occupational Safety and Health Act (OSHA) Inspections. Achieved Cost of Risk goal of under two percent of the City's operating budget. Reviewed and revised 19 Health and Safety programs. Developed the Health and Safety program for Silica. Contracted with new vendors for occupational health testing and treatment. FY 2018/19 Objectives • • • • Research and develop an Request for Proposal for a Risk Management Information System. Review and revise Risk Management Administrative Regulations. Finalize the development of programs for the Health and Safety Program Administrators. Continue to convert department manuals to SharePoint. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 80 - Table of Contents CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) RISK MANAGEMENT CITY ATTORNEY | Risk Management Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 8.00 9.00 9.00 0.00 % of city's FTEs 0.36 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Self Insurance Funds 8,383,483 9,035,686 9,082,245 46,559 Total Budget 8,383,483 9,035,686 9,082,245 46,559 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 790,483 814,377 814,709 332 Contractual Services 7,552,730 8,133,973 8,180,236 46,263 40,270 87,336 87,300 -36 0 0 0 0 8,383,483 9,035,686 9,082,245 46,559 0 0 0 0 8,383,483 9,035,686 9,082,245 46,559 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • The increase in the Self Insurance Funds and Contractual Services is due to an increase in property, liability and workers' comp premiums, which are developed based on claims history. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 81 - Table of Contents CITY ATTORNEY RISK MANAGEMENT CITY ATTORNEY | Risk Management Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 1.77% 2.10% 3.00% 6.58 7.25 7.00 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 the 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. The FY 2016/17 actual rate has been updated from previous reportings to properly reflect the calculated payroll hours used in the formula to determine the rate. 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 18 $441 0.0 Total 5 18 $441 0.0 Volunteer Hours Boards/Commissions* "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 82 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 83 - 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 2017/18 Achievements • • • • Contacted approximately 6,379 victims directly either by email, phone or in person. Created and sent approximately 4,999 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 2018/19 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 2018/19 Adopted Budget - Volume Two - 84 - Table of Contents CITY ATTORNEY VICTIM SERVICES CITY ATTORNEY | Victim Services Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 5.00 5.00 5.00 0.00 % of city's FTEs 0.20 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 464,666 459,501 480,415 20,914 Total Budget 464,666 459,501 480,415 20,914 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 443,769 429,014 451,313 22,299 Contractual Services 17,900 26,673 25,338 -1,335 Commodities 2,997 3,814 3,764 -50 0 0 0 0 464,666 459,501 480,415 20,914 0 0 0 0 464,666 459,501 480,415 20,914 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • The increase in Personnel Services reflects: 1) the annual pay for performance to eligible employees; and 2) increased health care and retirement costs. The decrease in Contractual Services reflects Victim Services' proportionate share of the citywide Property, Liability and Worker's Compensation liability insurance. Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 685 743 740 96% 96% 96% Workload Number of domestic violence (DV) cases Effectiveness Percentage of clients satisfied with Victim Services as indicated by a survey distributed at the disposition of each criminal case. Note: The survey response rate for FY 2017/18 was nine percent. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 85 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 86 - Table of Contents DIVISION SUMMARY | City Auditor CITY AUDITOR Expenditures By Department Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 CITY AUDITOR 846,129 908,926 960,417 51,491 Total Budget 846,129 908,926 960,417 51,491 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 87 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 88 - Table of Contents DIVISION SUMMARY | City Auditor Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 89 - Table of Contents DIVISION SUMMARY | City Auditor Strategic Goal(s) Seek Sustainability Description The City Auditor conducts audits to independently evaluate the operational efficiency and effectiveness, compliance and accountability of city divisions, offices, boards, activities and agencies. The office 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. Supports the Audit Committee's sunset reviews of the city's boards and commissions. Serves as taxpayer problem resolution officer, reporting on customer surveys for the city's tax services. FY 2017/18 Achievements • • • • • • • • • Achieved highest rating of full compliance from peer review of City Auditor's office adherence to government auditing standards for calendar years 2015 - 2017. Identified approximately $0.9 million in financial enhancements, while making 62 recommendations for improved controls and/or operational efficiencies or effectiveness. Maintained Integrity Line for employees or the public to report potential fraud, waste or abuse. Completed 15 reports, which was 100 percent of the FY 2017/18 audit plan. Maintained audit follow-up program providing quarterly reports on the status of audit recommendations issued during the past three years, which encompassed 277 recommendations. FY 2018/19 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. 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 2018/19 Adopted Budget - Volume Two - 90 - Table of Contents DIVISION SUMMARY | City Auditor Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 6.00 6.00 6.50 0.50 % of city's FTEs 0.26 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 846,129 908,926 960,417 51,491 Total Budget 846,129 908,926 960,417 51,491 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 669,319 670,178 747,367 77,189 Contractual Services 175,761 237,033 211,335 -25,698 1,049 1,715 1,715 0 0 0 0 0 846,129 908,926 960,417 51,491 0 0 0 0 846,129 908,926 960,417 51,491 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase of FTE is for the addition of a part-time Executive Secretary to Charter Officer (0.50 FTE) position to assist with audit reports, webpage communications, database maintenance, audit follow up requests and various tasks assigned by the City Auditor. The increase of Personnel Services is result of the following: 1) the addition of a part-time Executive Secretary to Charter Officer (0.50 FTE) position; 2) the annual pay for performance to eligible employees; and 3) an increase in benefits and retirement costs. The decrease in Contractual Services is related to moving available funding from Professional Services to Personnel Services to partially fund the new Executive Secretary to Charter Officer part-time position. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 91 - Table of Contents DIVISION SUMMARY | City Auditor Actual 2016/17 Actual 2017/18 Projected 2018/19 13 15 14 Percent of reports on the approved audit plan completed 87% 100% 90% Percent of scheduled sunset reviews completed 100% 100% 100% $1.9 $0.9 $1.0 91% 91% 90% Performance Measures Workload Number of audits and other reports issued Efficiency 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. Three year audit recommendation implementation rate Note: The implementation rate reflects the three most recent years for the follow up program. FY 2016/17 reported on 323 recommendations while FY 2017/18 reported on 277. Approximately 300 are projected for FY 2018/19. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 92 - Table of Contents DIVISION SUMMARY | City Clerk CITY CLERK Expenditures By Department Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 CITY CLERK 896,380 757,912 1,038,391 280,479 Total Budget 896,380 757,912 1,038,391 280,479 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 93 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 94 - Table of Contents DIVISION SUMMARY | City Clerk Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 95 - Table of Contents DIVISION SUMMARY | City Clerk Strategic Goal(s) Seek Sustainability Description The City Clerk conducts all local elections, gives notice of all City Council meetings, keeps the 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 29 public bodies (boards, commissions, committees, and task forces). Oversees administrative support to six council members. 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 2017/18 Achievements • • Met all statutory requirements for posting and providing meeting notices. Implemented online board and commission application process, in partnership with the Information Technology Department. Submitted and received Council approval on amendment to Article III, Division 2, Sections 2-76 and 2-77, of the Scottsdale Revised Code to incorporate recent changes to the financial disclosure provisions in state law. Participated in the new Scottsdale Insider Program. Conducted a review of the citywide legal notice charges. Efforts resulted in a significant savings in legal publishing costs. Updated Council Reports – Quick Guide; Records Management – Simplified; What Does it Take to Run for City Council? and Office of the City Clerk brochures. These documents are used as training aids for records management, Council Report preparation, Scottsdale 101, Scottsdale Insider, and Governance Day presentations. Cancelled the August 28, 2018 Primary and provided public with notice of the cancellation. Updated and posted an early Ballot Alternate Request Form to help voters register an alternate mailing address with the County for the County and State Primary Election. Implemented an online system for accepting ballot argument payments in compliance with state law, with the assistance of the Treasurer’s Office and the Information Technology Department. Reduced offsite storage costs by 19 percent. • • • • • • • • FY 2018/19 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. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 96 - Table of Contents DIVISION SUMMARY | City Clerk Charted Performance Measures Number of legal documents accepted, filed and posted Number of City Council reports collected, reviewed, distributed and posted to the web Number of documents scanned into the city's records management system Workload Workload Workload City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 97 - Table of Contents DIVISION SUMMARY | City Clerk Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 7.00 7.00 7.00 0.00 % of city's FTEs 0.28 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 896,380 757,912 1,038,391 280,479 Total Budget 896,380 757,912 1,038,391 280,479 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 660,500 652,346 664,286 11,940 Contractual Services 233,283 103,091 371,330 268,239 Commodities 2,241 2,475 2,775 300 Capital Outlays 356 0 0 0 896,380 757,912 1,038,391 280,479 0 0 0 0 896,380 757,912 1,038,391 280,479 Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • The increase in Personnel Services includes the annual pay for performance to eligible employees. The increase in Contractual Services is related to the November 2018 general election costs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 98 - Table of Contents DIVISION SUMMARY | City Clerk Actual 2016/17 Actual 2017/18 Projected 2018/19 1,067 1,033 1,000 City Council minutes prepared 56 70 60 City Council reports collected, reviewed, distributed and posted 493 513 600 Documents scanned 2,059 1,881 2,200 Legal filings accepted 255 278 300 Appointed public bodies 29 30 29 Board and commission applications processed 157 63 80 Board, commission and task force appointments 56 44 50 Scottsdale registered voters 161,966 168,850 169,000 Publicity pamphlets/sample ballots mailed to registered voter households 101,000 0 102,000 Performance Measures Workload Legal postings City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 99 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 100 - Table of Contents DIVISION SUMMARY | City Court CITY COURT Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 COURT 5,522,799 6,204,230 6,105,425 -98,805 Total Budget 5,522,799 6,204,230 6,105,425 -98,805 Expenditures By Department City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 101 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 102 - Table of Contents DIVISION SUMMARY | City Court Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 103 - Table of Contents CITY COURT DIVISION SUMMARY DIVISION SUMMARY | City Court Strategic Goal(s) Enhance Neighborhoods Description The Scottsdale City Court is part of the Arizona integrated judicial system 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 • • • • • • • • • • • • • • • • • • Provide customers continual access via on-site, telephonic, web and hearings to resolve cases and service customers (85,000 cases and 130,000 customers in FY 2017/18). Enforce court-ordered financial sanctions through the collection of fines, fees and state surcharges ($18.6 million collected in FY 2017/18). Manage non-financial sanctions for cases sentenced to various programs including home detention/electronic monitoring, incarceration, treatment, diversion, defensive driving school, probation and community restitution (over 32,000 non-financial sanctions in FY 2017/18). FY 2017/18 Achievements Honored by the Arizona Supreme Court, the Presiding Judge of the Court was named the 2018 Judge of the Year; and the Arizona State Bar Association presented him the 2018 Justice Michael D. Ryan Award. Enhanced financial processing services by automating the recurring billing payments in real-time interface. Partnered with the city's Human Services Department to offer on-site Alcohol and Drug screenings pursuant to a Driving Under the Influence (DUI) convictions. Enhanced customer service by reporting real-time case dispositions with the Arizona Department of Transpiration (ADOT) Motor Vehicle Division (MVD). Hosted a Domestic Violence training conference for the Phoenix metropolitan area judges and stakeholders. Continued partnership with City of Tempe and other East Valley courts to participate in a Regional Veteran’s Court, dedicated to offering services and assistance to veterans. Promoted the Access to Justice Initiative by providing defendants additional time before acting when they fail to appear in court and/or pay their fines. Upgraded the recording system in the courtrooms to allow for sound amplification and installed noise-drowning equipment to prevent jurors from experiencing inadmissible communication. Enhanced the outdoor jury seating area by replacing chairs and tables. Remodeled clerical work areas into a designated call center. Screened over 102,000 visitors and ensured safety of litigants and staff during court proceedings. FY 2018/19 Objectives Conduct an in-depth architectural study of the City of Scottsdale Courthouse to identify areas in need of improvement including prioritization of future capital improvement projects. Replace audio/visual technology in courtrooms to allow for more digital proceedings and evidence submission. Install bullet resistant product to the courthouse entrance windows in effort to support the ongoing security initiatives of providing a safe environment to its customers. Remodel the courthouse public service windows including expansion of a private protective order service area. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 104 - Table of Contents DIVISION SUMMARY | City Court Charted Performance Measures Total number of case filings per judicial officer on staff. Total number of case filings per non-judicial court staff. Total revenues collected by the court. Efficiency Efficiency Workload City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 105 - Table of Contents CITY COURT Staff Summary Full-time Equivalents (FTE) DIVISION SUMMARY DIVISION SUMMARY | City Court Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 58.52 58.52 58.52 0.00 % of city's FTEs 2.33 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 4,567,356 4,724,457 4,785,513 61,056 955,443 1,479,773 1,319,912 -159,861 5,522,799 6,204,230 6,105,425 -98,805 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 4,618,486 4,683,350 4,808,534 125,184 Contractual Services 784,007 1,208,076 988,087 -219,989 Commodities 116,066 132,804 178,804 46,000 Capital Outlays 4,240 180,000 130,000 -50,000 5,522,799 6,204,230 6,105,425 -98,805 0 0 0 0 5,522,799 6,204,230 6,105,425 -98,805 Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase in Personnel Services is related to the annual pay for performance to eligible employees (General Fund). The decrease in Contractual Services is related to one-time system enhancements to the court's network infrastructure implemented in FY 2017/18; therefore, funding is not included in FY 2018/19 (Special Programs Fund). The increase in Commodities is due to adding one-time funding for courtroom audio/video equipment replacement to provide updates on the formats and types of evidence that can be presented in courtroom proceedings (Special Programs Fund). The decrease in Capital Outlays is due to one-time renovations to the court's customer service windows completed in FY 2017/18; therefore, funding is not included in FY 2018/19. The reduction is offset by additional one-time funding included for a court ballistic window barrier for the front entrance windows and doors in support of ongoing initiatives mandated by the Arizona Administrative Office of the Courts (Special Programs Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 106 - Table of Contents CITY COURT DIVISION SUMMARY DIVISION SUMMARY | City Court Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 $68.36 $73.31 $69.40 75% N/A 78% 118% 111% 110% 99% 99% 99% 98% 98% 98% 84% 81% 82% 48% 46% 47% 46% 42% 44% 70% 73% 75% 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 2016/17. Clearance rates for all cases Note: This measure indicates the number of outgoing cases as a percentage of the number of incoming cases. The rate may exceed 100 percent due to the timing of filing and disposition. Time to disposition for all cases Note: This measure indicates the percentage of cases disposed or otherwise resolved within established time frames. The goal is 93 percent for all criminal and civil cases to be processed within 180 days from date of filing. Age of active pending caseload Note: This measure indicates the age of the active cases pending before the court, measured as the number of days from filing until the time of measurement. The standard is 93 percent of all cases to have an active pending date that is less than 180 days. In FY 2017/18, the median age of pending cases was 47 days. Trial date certainty Note: This measure indicates the number of times cases disposed by trial are scheduled for trial. In FY 2017/18, there were 301 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 2017/18, the court collected over $18.6 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 2017/18, there were a total of 11,039 jurors summoned and 5,300 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 2018/19 Adopted Budget - Volume Two - 107 - Table of Contents DIVISION SUMMARY | City Court Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours City Court has volunteers staffing the court lobby information window. The services provided is front line general question responses, handing out forms, direction litigants to courtrooms, and assist in processing of basic clerical tasks. 13 825 $20,221 0.4 Total 13 825 $20,221 0.4 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 108 - Table of Contents DIVISION SUMMARY | City Manager CITY MANAGER Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 CITY MANAGER 2,967,036 3,644,722 3,780,340 135,618 Total Budget 2,967,036 3,644,722 3,780,340 135,618 Expenditures By Department City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 109 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 110 - Table of Contents DIVISION SUMMARY | City Manager Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 111 - Table of Contents DIVISION SUMMARY | City Manager Strategic Goal(s) Advance Transportation Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Description The City Manager's Office provides the organizational leadership necessary to successfully implement the policy direction of the City Council, communicate that direction to the organization, ensure the efficient, effective and economical delivery of city services to Scottsdale's citizens, build and maintain effective working relationships with other governments, foster a diverse, inclusive organization and community, respond to citizen inquiries and support citizen engagement, and coordinate the citywide preparation and response to local disaster. Services Provided • • • • • • • • • • • The city manager and assistant city manager provide 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 League of Arizona Cities and Towns, Maricopa Association of Governments, and Valley Metro as well as relationships with state and federal elected officials, 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. The office coordinates citizen inquiries, education and volunteer programs. FY 2017/18 Achievements Raised more than $100,000 for charity for the third straight year. In 2017, 31 percent of employees participated and raised $114,355 for the Scottsdale Employee Charitable Choices campaign with Valley of the Sun United Way. Launched Scottsdale EZ, a single, mobile-optimized system that lets citizens and employees quickly report issues and provides the city with a consolidated tracking and reporting system. Hosted community and employee diversity events covering a variety of diversity topics, including Dia de los Muertos, Diversity Dinners, Generational Diversity, Juneteenth and Motown Community Concert. Conducted several training and functional exercises in the Emergency Operation Center to increase organizational readiness for emergencies. Received Honor Roll recognition from the What Works Cities Certification initiative, which Scottsdale was one of five cities to be awarded. FY 2018/19 Objectives • • • • • • Enhance economic vitality by coordinating key projects through development approval and land sale processes. Implement City Council agreed-upon recommendations from WestWorld Business Plan. Explore ways to improve how citizen calls and work orders are coordinated and responded to by staff. Develop a Community Emergency Response Team to assist with potential mass care situations. Support Human Relations Commission’s efforts to increase community engagement on diversity issues. Improve content and format of reports and presentations provided by staff to City Council and appointed boards. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 112 - Table of Contents DIVISION SUMMARY | City Manager Charted Performance Measures This reflects the number of calls received annually by the city's call center. The call center is staffed by two citizen service specialists who provide services to the public by responding to a wide variety of customer service requests. The call center is a resource for the public to provide detailed information on city services, city events, department contact information and/or enter work orders on behalf of the public to address their concerns. 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. 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. For FY 2018/19, the population is forecast to be 246,600, an increase of 4,100 from FY 2017/18. Workload Workload Efficiency City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 113 - Table of Contents DIVISION SUMMARY | City Manager Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 14.15 15.48 16.15 0.67 % of city's FTEs 0.64 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 1,919,601 2,432,791 2,580,340 147,549 Grant Funds 1,047,435 1,211,931 1,200,000 -11,931 Total Budget 2,967,036 3,644,722 3,780,340 135,618 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 1,561,372 1,722,061 1,835,338 113,277 Contractual Services 1,297,639 1,826,804 1,857,143 30,339 Commodities 68,066 90,857 87,859 -2,998 Capital Outlays 39,959 5,000 0 -5,000 2,967,036 3,644,722 3,780,340 135,618 0 0 0 0 2,967,036 3,644,722 3,780,340 135,618 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase in FTE is the net effect of the following: 1) a position (1.00 FTE) was transferred from the Public Works Division to the City Manager's Division and reclassified from a Right-of-Way Agent position to a Management Assistant position to best align with the needs of the two divisions; and 2) a reduction of three grant-funded part-time summer college student internship positions (0.33 FTE) that were added in FY 2017/18 but the grant was never awarded. The increase in Personnel Services is a result of the following: 1) a position (1.00 FTE) was transferred from the Public Works Division to the City Manager's Division and reclassified from a Right-of-Way Agent position to a Management Assistant position to best align with the needs of the two divisions; 2) the annual pay for performance to eligible employees; 3) contract worker services for the Community Design Studio; and 4) increased health care and retirement costs. The increase in Contractual Services is primarily the result of the anticipated expenditures related to grant funding from the tribal gaming grants for the FY 2018/19 year and secondarily the use of outside professional services for survey, evaluations, and benchmarking systems for the city. The decrease in Commodities and Capital Outlays is a result of a reevaluation of how the anticipated expenditures related to grant funding from the tribal gaming grants for the FY 2018/19 year will be used. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 114 - Table of Contents DIVISION SUMMARY | City Manager Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 9 250 $6,128 0.1 LGBTQ Liaison assists the city manager and the diversity and inclusion program manager on city issues, programs and services impacting to the LGBTQ community. 1 115 $2,819 0.1 The volunteer consultant researches, analyzes and consults on performance measures and process improvement methodologies and initiatives. 1 114 $2,794 0.1 Volunteer Voices is a pilot program created to enhance the experiences of active volunteers by engaging them in discussions on meaningful issues facing the city. 11 73 $1,789 0.0 The Downtown Ambassador volunteers staff information carts in the Downtown area and welcome visitors with information about amenities, restaurants and shops. They also help provide a friendly face and directions during special events in the Downtown area. 109 4,665 $114,327 2.2 The Neighborhood Watch program is coordinated through the Citizen Service Office and works in partnership with citizens and police to reduce crimes and improve the quality of life in neighborhoods. The Citizen Service Office also coordinates the annual Neighborhood Watch GAIN (Getting Arizona Involved in Neighborhoods) event designed to unite neighborhoods and communities to increase safety. The Mediation Program is coordinated through the Citizen Service Office and provides trained volunteer mediators to assist with neighbor-to-neighbor issue resolution. The program is a voluntary process in which an impartial volunteer facilitates communication between neighbors to assist in the identification of issues, generation of options, and facilitation of a mutually acceptable agreement. 192 770 $18,873 0.4 11 173 $4,240 0.1 The Adopt-a-Road program is coordinated through the Citizen Service Office and provides volunteers that cleanup many miles of Scottsdale roadway. These volunteer efforts help to beautify the city while providing a money-saving service. 1,343 4,095 $100,368 2.0 Total 1,677 10,255 $251,338 5.0 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 $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 115 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 116 - Table of Contents DIVISION SUMMARY | City Treasurer CITY TREASURER Expenditures By Department Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 CITY TREASURER AND FINANCE 883,146 551,805 592,132 40,327 2,142,606 2,979,474 3,134,122 154,648 ACCOUNTING BUDGET 662,044 640,024 744,145 104,121 BUSINESS SERVICES 4,963,024 5,115,597 5,567,273 451,676 PURCHASING 2,304,189 2,406,393 2,423,552 17,159 Total Budget 10,955,009 11,693,293 12,461,224 767,931 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 117 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 118 - Table of Contents DIVISION SUMMARY | City Treasurer Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 119 - Table of Contents 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. 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. FY 2017/18Achievements Prepared strategic forecasts and assisted 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. Received an unmodified opinion from an independent audit firm for the city's FY 2016/17 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. Transitioned the administration of sales tax operations to the Arizona Department of Revenue (ADOR) ensuring business continuity and fiscal stability. This transition took several years of planning, partnering, and testing with ADOR, as well as, continued follow through by key members of staff. Received the National Procurement Institute Award for Excellence in Procurement for the 19th straight year. FY 2018/19 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. Partner 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. Recertify as a passport acceptance facility through the U.S. Department of State. Consolidate all debt portfolio functions within City Treasurer and Finance Department; streamline issuance process and post compliance requirements. Seek to promote sustainability through identifying opportunities for reducing, reusing and recycling within the Purchasing Department’s functionality on behalf of the city as an organization. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 120 - Table of Contents DIVISION SUMMARY | City Treasurer Charted Performance Measures 25.5 This is the principal amount of bonds issued or planned to be issued. FY 2017/18, $25.5 million was issued for Public Safety Fire and Street Pavement Replacement from a G.O. Bond that was passed on November 3, 2015 through a Special Election ballot. Accounts Payable processes an average of47,000 invoices annually. City payment terms are 25 days from date of invoice. Average number of business days to complete 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. Effectiveness Effectiveness Efficiency The increased customer contacts for FY 2016/17 is attributed to: 1) additional sales tax inquiries from local businesses due to the state taking over collections; and 2) additional inquiries regarding the use of a new lockbox for utility payments. The projected decrease for FY 2017/18 is attributed to fewer inquiries from local businesses regarding sales tax. This represents the number of purchase orders processed divided by the number of direct Procurement FTE in Purchasing. Workload Efficiency City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 121 - Table of Contents DIVISION SUMMARY | City Treasurer Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 101.75 100.75 101.75 1.00 % of city's FTEs 4.05 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 8,048,416 8,638,685 9,146,685 508,000 Sewer Fund 877,446 931,860 989,876 58,016 Solid Waste Fund 863,525 918,465 976,258 57,793 0 0 53,904 53,904 Water Funds 1,165,622 1,204,283 1,294,501 90,218 Total Budget 10,955,009 11,693,293 12,461,224 767,931 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 8,073,082 8,044,367 8,425,137 380,770 Contractual Services 2,744,478 3,440,122 3,833,888 393,766 Commodities 135,422 208,804 202,199 -6,605 Capital Outlays 2,027 0 0 0 10,955,009 11,693,293 12,461,224 767,931 0 0 0 0 10,955,009 11,693,293 12,461,224 767,931 Expenditures By Fund Transportation Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • • Beginning in FY 2018/19 the City Treasurer division includes the Purchasing Department. This organizational change is to best align citywide needs and functions. The Purchasing Department's history has been included in the Division Summary tables to best reflect year over year comparisons. The increase of 1.00 FTE is the net result of the following: 1) the addition of a Tax Auditor, Sr. (1.00 FTE) position in the Business Services Department; 2) the elimination of a Payroll Specialist (-1.00 FTE) position in the Accounting Department; 3) the addition of a Customer Service Representative (1.00 FTE) position in the Business Services Department; all positions are to accommodate the workload demands of the division. The increase of Personnel Services is the net result of the following: 1) the addition of a Tax Auditor, Sr. (1.00 FTE) position in the Business Services Department; 2) the elimination of a Payroll Specialist (-1.00 FTE) position in the Accounting Department; 3) the addition of a Customer Service Representative (1.00 FTE) position in the Business Services Department; 4) annual pay for performance to eligible employees; and 5) increased health care and retirement costs. The increase in Contractual Services is due mainly to the following: 1) the lockbox service used for receiving and processing utility billing and tax and license payments. Due to the recent increase in interest rates, it is no longer advantageous for the city to keep a high balance with the financial institution as the city can receive a greater return by investing the funds in its portfolio. This cost was previously paid with earnings credits which is no longer available; 2) an increased Arizona Department of Revenue administrative cost; and 3) an increase in printing and graphic services to meet the in house printing business demands. The decrease in Commodities is to align more with the actual budgeted expenditures to photographic and duplicating supplies. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 122 - Table of Contents DIVISION SUMMARY | City Treasurer Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 11,085 11,788 11,700 571 575 580 0.88% 1.55% 1.95% 44 45 46 Yes Yes Yes Workload Number of Tax & License transactions per fulltime equivalent Efficiency Number of purchase orders processed per Procurement FTE Note: This represents the number of purchase orders processed divided by the number of direct Procurement FTE in Purchasing. 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. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Scottsdale Preserve Authority (SPA) Board is governed by a board of directors consisting of citizens from the community approved by the City Council. 5 1 $20 0.0 Municipal Property Corporation (MPC) Board is governed by a board of directors consisting of citizens from the community approved by the City Council. 5 11 $270 0.0 Total 10 12 $290 0.0 Volunteer Hours Boards/Commissions* "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 123 - Table of Contents CITY TREASURER | City Treasurer and Finance Strategic Goal(s) Seek Sustainability Support Economic Vitality Description The City Treasurer and Finance Department manages the city's debt and investment portfolios, coordinates the long-term 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 2017/18Achievements • Prepared strategic forecasts and assisted 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. Evaluated optimum financing structures to mitigate debt service costs and reinforced the city's solid standing with credit rating agencies while maintaining Scottsdale's excellent bond ratings. Evaluated cash flows and issued bonds to aid in the funding of the city’s street and fire station capital programs. • • FY 2018/19 Objectives • • • Consolidate, update and streamline debt issuance and post compliance policies, procedures and check lists. Create a consolidated data base of debt metadata. Continually evaluate opportunities to reduce expenses and debt service costs, evaluate cash flow and issue bonds when necessary to aid in funding the city’s capital program. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 124 - Table of Contents Staff Summary Full-time Equivalents (FTE) CITY TREASURER | City Treasurer and Finance Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 5.00 4.00 4.00 0.00 % of city's FTEs 0.16 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 624,465 319,727 349,772 30,045 Sewer Fund 10,706 10,378 10,648 270 Water Funds 247,975 221,700 231,712 10,012 Total Budget 883,146 551,805 592,132 40,327 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 631,844 495,273 536,537 41,264 Contractual Services 249,754 54,982 54,009 -973 1,548 1,550 1,586 36 0 0 0 0 883,146 551,805 592,132 40,327 0 0 0 0 883,146 551,805 592,132 40,327 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • The increase in Personnel Services includes the annual pay for performance to eligible employees and increased health care and retirement costs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 125 - Table of Contents CITY TREASURER | City Treasurer and Finance Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 Effectiveness New or refund bond issuances ($ in millions) $218.0 $25.5 $0.0 0.88% 1.55% 1.95% Note: This is the principal amount of bonds issued or planned to be issued. Investment portfolio earnings rate Note: The earnings rate for invested cash. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Municipal Property Corporation (MPC) Board is governed by a board of directors consisting of citizens from the community approved by the City Council. 5 11 $270 0.0 Scottsdale Preserve Authority (SPA) Board is governed by a board of directors consisting of citizens from the community approved by the City Council. 5 1 $20 0.0 Total 10 12 $290 0.0 Volunteer Hours Boards/Commissions* "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 126 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 127 - Table of Contents CITY TREASURER | Accounting Strategic Goal(s) Seek Sustainability Support Economic Vitality Description Accounting maintains the financial integrity of the city through effective fiscal oversight. This is achieved by implementing essential accounting policies, procedures, systems and fiscal controls for all general ledger activity to fairly and accurately report financial information to stakeholders. Accounting provides training and guidance to staff regarding financial controls, laws, policies and ensuring compliance with generally accepted accounting principles. Accounting is also responsible for producing the city's annual audited financial statements; including the comprehensive annual financial report and ensuring all grants and expenditure limitations comply with Arizona Revised Statutes and city code. Additional support services include processing payments to vendors, paychecks for city employees and miscellaneous billings for amounts owed to the city. Services Provided • • • Accounting develops and administers various financial, operating and internal control systems; provides financial information to stakeholders; and serves as a consultant to division customers and City Council. 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 2017/18Achievements • • • • Received an unmodified opinion from an independent audit firm for the city's FY 2016/17 comprehensive annual financial report and the Government Finance Officers Association certificate of achievement for excellence in financial reporting. Implemented new payroll/human resources system, MUNIS. Implemented Governmental Accounting Standard No. 77, 80 & 86. Evaluated and revised investment strategy to maximize returns. FY 2018/19 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 achieve additional efficiencies with Munis. Negotiate new banking services contracts. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 128 - Table of Contents CITY TREASURER | Accounting Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 25.00 25.00 24.00 -1.00 % of city's FTEs 0.96 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 2,142,606 2,979,474 3,134,122 154,648 Total Budget 2,142,606 2,979,474 3,134,122 154,648 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 1,834,001 1,995,226 2,078,543 83,317 Contractual Services 301,271 972,424 1,043,755 71,331 7,334 11,824 11,824 0 0 0 0 0 2,142,606 2,979,474 3,134,122 154,648 0 0 0 0 2,142,606 2,979,474 3,134,122 154,648 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The decrease in FTE is the result of the elimination of a Payroll Specialist (-1.00 FTE) position due to the efficiency of the implementation of the MUNIS Payroll system. The increase in Personnel Services is the net of the following: 1) the elimination of a Payroll Specialist (-1.00 FTE) position; 2) contract worker services to maintain the Payroll MUNIS System that was implemented in FY 2017/18; and 3) increased health care and retirement costs. The increase in Contractual Services is due to the net of the following: 1) an increase for the Public Financial Management investment fees from City Treasurer and Finance Department; and 2) a decrease in the software maintenance licenses and fees. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 129 - Table of Contents CITY TREASURER | Accounting Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 44 45 46 99.99% 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 47,000 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 70,000 disbursements annually. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 130 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 131 - Table of Contents CITY TREASURER | Budget Strategic Goal(s) Seek Sustainability Support Economic Vitality Description The Budget Department coordinates the citywide development and ongoing monitoring of the operating and capital improvement plan (CIP) budgets with the City Manager. The Budget Department 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 department 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 Department is also responsible for issuing monthly public financial statements to the City Council and providing support to the CIP Subcommittee. Services Provided • • • • • • Provide reliable, accurate information in the preparation and monitoring of the annual operating and capital budgets. Monitor operating and capital budgets to comply with financial policies and adopted appropriations. Provide comprehensive financial planning, including long-range financial forecasting. Provide monthly financial reporting on sources and uses. Provide citywide budget support to all divisions. Provide timely responses to inquiries from City Council, boards and commissions, citizens, media, city staff, etc. FY 2017/18Achievements • • • • • • • • • Partnered with City Manager to develop an adopted FY 2018/19 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 2017/18 budget. Created a quarterly CIP financial summary to be presented to City Council as part of the financial update. Provided support to the CIP Subcommittee. Support included assistance in determining and prioritizing capital needs and identifying funding options for capital projects. FY 2018/19 Objectives Partner 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. Provide the Council Capital Improvement Plan Subcommittee members with support and the necessary information to make informed budget and policy recommendations to the full City Council. Prepare accurate financial information and distribute it in a timely manner to City Council and other stakeholders in response to their specific financial needs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 132 - Table of Contents CITY TREASURER | Budget Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 6.75 6.75 7.75 1.00 % of city's FTEs 0.31 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 662,044 640,024 609,130 -30,894 Transportation Fund 0 0 53,904 53,904 Water Funds 0 0 81,111 81,111 Total Budget 662,044 640,024 744,145 104,121 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 618,696 597,185 692,634 95,449 Contractual Services 41,337 42,839 50,671 7,832 Commodities 796 0 840 840 Capital Outlays 1,215 0 0 0 662,044 640,024 744,145 104,121 0 0 0 0 662,044 640,024 744,145 104,121 Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • The increase in Personnel Services is due to the following: 1) there was a Customer Service Representative (1.00 FTE) position that transferred from the Business Services Department to the Budget Department. The position was then reclassified to a Sr. Budget Analyst (1.00 FTE) position to best align with the needs of the two departments. The position also had a change in funding from Water Funds to Transportation Funds; 2) the annual pay for performance to eligible employees; and 3) increased health care and retirement costs. The increase in Contractual Services is for the continued support of the CIP Subcommittee. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 133 - Table of Contents CITY TREASURER | Budget Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 13 13 13 Yes Yes Yes In Compliance In Compliance In Compliance Efficiency 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 funding (including the unreserved fund balance), as estimated, are equal to, or exceed, the total amounts proposed to be used in the operating budget for the current fiscal year by fund. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 134 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 135 - Table of Contents CITY TREASURER | Business Services Strategic Goal(s) Seek Sustainability Support Economic Vitality Description The Business Services Department provides timely and accurate utility billing, sales taxing, business licensing, revenue recovery, remittance processing, and tax auditing services critical toward receiving fees due to the city in conformance with federal, state, and municipal codes. The department also serves as a Certified Passport Acceptance facility. Services Provided • • • • • Tax and License oversees the billing, record maintenance, setup and related processing for Regulatory, Alarm, Business and Transaction Privilege licensing. In addition, Tax and License provides passport application processing and cashier services. Utility Billing provides timely and accurate billing, setup and related processing of water, water reclamation and solid waste services. Revenue Recovery collects delinquent revenue owed to the city for utility bills, sales tax and licensing fees, tax audit assessments and all other city areas, except the court and library. Remittance Processing processes payments for utilities, licenses and permits, tax returns, airport registration/fuel/fees, parking violations, 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 2017/18Achievements • • • • • Continued compliance as a passport acceptance facility by the U.S. Department of State. Partnered with Water Resources to process over 8,700 water meter change-outs. Completed integration of State of Arizona transaction privilege tax administration. Partnered with the technology team to implement a new online payment website. Incorporated Utility Billing staff into the customer accessible Business Services suite, achieving a call center atmosphere where Utility Billing, Tax and License, and Revenue Recovery staff can work concertedly to provide customer service with a front counter presence. FY 2018/19 Objectives • • • Recertify as a passport acceptance facility through the U.S. Department of State. To successfully implement a new regulatory and business licensing system. Process and set up 90 percent of new utility accounts within 7 days of receipt. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 136 - Table of Contents Staff Summary Full-time Equivalents (FTE) CITY TREASURER | Business Services Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 42.00 42.00 43.00 1.00 % of city's FTEs 1.71 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 2,315,112 2,293,067 2,630,109 337,042 Sewer Fund 866,740 921,482 979,228 57,746 Solid Waste Fund 863,525 918,465 976,258 57,793 Water Funds 917,647 982,583 981,678 -905 Total Budget 4,963,024 5,115,597 5,567,273 451,676 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 3,280,646 3,258,783 3,388,871 130,088 Contractual Services 1,661,590 1,831,988 2,134,057 302,069 19,976 24,826 44,345 19,519 812 0 0 0 4,963,024 5,115,597 5,567,273 451,676 0 0 0 0 4,963,024 5,115,597 5,567,273 451,676 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase in FTE is due to the net of the following: 1) the addition of a Customer Service Representative (1.00 FTE) position; 2) the transfer and reclassification of a Payroll Special (-1.00 FTE) position from the Accounting Department to a Sr. Tax Auditor (1.00 FTE) position in the Business Services Department to meet the work demands of the department. The increase in Personnel Services is due to the following: 1) the addition of a Customer Service Representative (1.00 FTE) position; 2) the transfer and reclassification of a Payroll Special (-1.00 FTE) position from the Accounting Department to a Sr. Tax Auditor (1.00 FTE) position in the Business Services Department to meet the work demands of the department; 3) the annual pay for performance to eligible employees; and 4) increased health care and retirement costs. The increase in Contractual Services is due to the following: 1) the lockbox service used for receiving and processing utility billing and tax and license payments. Due to the recent increase in interest rates, it is no longer advantageous for the city to keep a high balance with the financial institution as the city can receive a greater return by investing the funds in its portfolio. This cost was previously paid with earnings credits which is no longer available; and 2) increased Arizona Department of Revenue administrative costs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 137 - Table of Contents CITY TREASURER | Business Services Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 11,085 11,788 11,700 216,775 320,843 320,600 2.05% 0.91% 2.00% Workload Number of Tax & License transactions per fulltime equivalent Note: FY 2018/19 projection for a slight decrease as a result of the new tax and license system that allows for the completion of some online license transactions. Total number of remittance processed per full-time equivalent payments Note: Payments processed per full-time equivalent increased in FY 2017/18 compared to FY 2016/17. This was a result of work being completed by an average 2.5 FTE rather than 3.0 FTE. Projection for 2018/19 to remain consistent due to similar staffing and workload. Effectiveness Write-offs as a percent of total revenue collected Note: FY 2017/18 write-offs decreased due to a smaller number of accounts meeting established criteria for write-off. Increased projection for FY 2018/19 due to the number of accounts expected to meet established criteria. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 138 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 139 - Table of Contents CITY TREASURER | Purchasing Strategic Goal(s) Seek Sustainability Description The Purchasing Department comprises three areas: Purchasing Services, Warehouse, and Graphics, Printing and Mail. Purchasing Services is responsible for the timely acquisition of all materials, services and construction required by the city and assists various contract administrators throughout the city. Warehouse maintains, dispenses and delivers inventory items, manages surplus property and is the primary receiving point for the delivery, inspection and re-delivery of items procured through the city's purchase order system. Graphics, Printing and Mail provides a variety of services to assist city operating areas with graphic design, print production, posters/banners, 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 2017/18Achievements • • • Received the National Procurement Institute Award for Excellence in Procurement for the 19th straight year. Managed auction sales of surplus Fleet vehicles and other surplus materials totaling over $786,000. Modernized the city storage pallet rack system used at the North Corp Yard warehouse. FY 2018/19 Objectives • • • Create a SharePoint site to centralize and streamline submitting procard documents to the Purchasing Department. Improve citywide Contract Administration /Administrator Academy. Provide safe transportation of customers through the enclosed grounds of the warehouse for secure access to auction items. Implement an internal city department crossover Graphic Designer networking program. Seek to promote sustainability through identifying opportunities for reducing, reusing and recycling within the Purchasing Department’s functionality on behalf of the city as an organization. • • City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 140 - Table of Contents Staff Summary Full-time Equivalents (FTE) CITY TREASURER | Purchasing Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 23.00 23.00 23.00 0.00 % of city's FTEs 0.92 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 2,304,189 2,406,393 2,423,552 17,159 Total Budget 2,304,189 2,406,393 2,423,552 17,159 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 1,707,895 1,697,900 1,728,552 30,652 Contractual Services 490,526 537,889 551,396 13,507 Commodities 105,768 170,604 143,604 -27,000 0 0 0 0 2,304,189 2,406,393 2,423,552 17,159 0 0 0 0 2,304,189 2,406,393 2,423,552 17,159 Expenditures By Fund Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase in Personnel Services includes the annual pay for performance to eligible employees and an increase in health care benefits. The increase in Contractual Services is the net result of the following: 1) increase in printing and graphic services to meet the in-house printing business demands; and 2) decrease in fleet maintenance and repair. The decrease in Commodities is to align more with the actual budgeted expenditures to photographic and duplicating supplies. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 141 - Table of Contents CITY TREASURER | Purchasing Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 571 575 580 3.86 3.85 3.85 1.29 1.25 1.25 1.59 1.50 1.50 3.68 3.70 3.75 3,695 3,400 3,500 1,228,487 1,240,700 1,265,500 Efficiency Number of purchase orders processed per Procurement FTE Note: This represents the number of purchase orders 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. 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 takes the warehouse staff to deliver newly received materials from the warehouse to the end user department. Average number of times 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: This stock inventory is issued to various city departments including Facilities, Fire, and Water. This measure represents the effectiveness of our inventory policy by measuring how often that inventory is turned over in a 12 month period. Number of receipts and issues per FTE in the warehouse Note: These numbers are a function of annual purchases across the city and issues to various internal departments from stocks. Number of incoming or outgoing pieces of mail processed per Mail FTE Note: This is impacted by the volume of mail that the city receives and generates. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 142 - Table of Contents DIVISION SUMMARY | Administrative Services ADMINISTRATIVE SERVICES Expenditures By Department Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 COMMUNICATIONS 915,874 850,447 892,104 41,657 HUMAN RESOURCES 29,764,672 33,747,082 34,846,986 1,099,904 INFORMATION TECHNOLOGY 11,885,603 11,734,077 12,331,651 597,574 Total Budget 42,566,149 46,331,606 48,070,741 1,739,135 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 143 - FY 2018/19 Adopted Budget - 144 - Table of Contents DIVISION SUMMARY | Administrative Services Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 145 - Table of Contents DIVISION SUMMARY | Administrative Services ADMINISTRATIVE SERVICES DIVISION SUMMARY 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. Services Provided • • • • • • • • • The Communications Department 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. FY 2017/18 Achievements Developed a series of internal communication promoting the way employees “LOVE Scottsdale”, with an eye toward expanded public communication in the year ahead. Initiated and completed the citywide Job Classification and Employee Compensation study in collaboration with city departments and a vendor that was selected through a competitive procurement process. City Council accepted the study findings on April 24, 2018; the study results were implemented on June 24, 2018. Completed Phase 1 of the Essential Service Restoration Plan which implemented a data network, data storage, and server hardware at a co-location facility for the redundancy of critical city services. FY 2018/19 Objectives Continue capital project communications by developing and distributing project update videos and videos that inform the public how projects are conceptualized, planned and paid for. Evaluate options for ensuring employee benefit programs are cost effective, competitive and desired by employees. Complete Phase 2 of the Essential Service Restoration Plan which implements redundant Internet connectivity, firewalls, and load balancers at a co-location facility for the redundancy of critical city services. This will include the development of an annual test plan as part of the city’s continuity of operations planning efforts. Charted Performance Measures Total time viewers spent watching original videos Data provided is based on the total budget of all produced by Scottsdale Video Network and plans. For FY 2018/19 the total medical/dental cost is $31.6 million for 2,130 covered employees. distributed via YouTube. This number grows and is of growing importance as the city employs short form videos as a primary means to inform and engage the public. Effectiveness Number of user sessions per day on ScottsdaleAZ.gov Effectiveness City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 146 - Workload Table of Contents ADMINISTRATIVE SERVICES DIVISION SUMMARY | Administrative Services DIVISION SUMMARY Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 102.10 101.10 102.10 1.00 % of city's FTEs 4.07 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 14,206,455 14,703,984 14,948,331 244,347 PC Replacement Fund 1,172,790 709,200 1,034,300 325,100 Self Insurance Funds 27,186,904 30,918,422 32,088,110 1,169,688 Total Budget 42,566,149 46,331,606 48,070,741 1,739,135 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 11,447,906 11,234,275 11,715,253 480,978 Contractual Services 29,491,680 33,618,594 34,770,994 1,152,400 Commodities 208,578 542,000 344,619 -197,381 Capital Outlays 1,219,176 728,637 1,040,775 312,138 Subtotal Operating Budget 42,367,340 46,123,506 47,871,641 1,748,135 198,809 208,100 199,100 -9,000 42,566,149 46,331,606 48,070,741 1,739,135 Expenditures By Fund Expenditures By Type Operating Projects Total Budget Budget Notes and Significant Changes • • Beginning in FY 2018/19 the Purchasing Department has been transferred from Administrative Services Division to the City Treasurer division. This organizational change is to best align citywide needs and functions. The Purchasing Department's history has been removed from the Administrative Services summary tables and included in the City Treasurer division summary tables to best reflect year over year comparisons. See Administrative Services' Department Budget Notes and Significant Changes on the following pages for explanations related to changes in FY 2018/19 compared to FY 2017/18. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 147 - Table of Contents ADMINISTRATIVE SERVICES Performance Measures DIVISION SUMMARY | Administrative Services DIVISION SUMMARY Actual 2016/17 Actual 2017/18 Projected 2018/19 18 18 20 4.97 4.96 4.95 N/A 90% 91% Workload Core communication products generated Note: The Communications Department is emphasizing communications about the core functions of city government, and as a priority in the year ahead will continue to produce feature news items, videos and graphics to illustrate these stories. Effectiveness Customer service satisfaction approval rating of 4.80 or above out of a possible 5.00 for all IT work requests Note: In FY 2017/18 out of the 31,713 surveys that were sent out 1,925 were completed. Employee Retention Rate Note: Employee Retention's goal is to increase the rate by 1 percent every year over the next three years, thereby reducing employee turn-over. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 148 - FY 2018/19 Adopted Budget - 149 - Table of Contents ADMINISTRATIVE SERVICES ADMINISTRATIVE SERVICES |COMMUNICATIONS 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 Communications Department 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 Communications Department 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 2017/18 Achievements Developed a series of internal communication promoting the way employees “LOVE Scottsdale”, with an eye toward expanded public communication in the year ahead. Oversaw development of a new “brand” and logo for the capital program, new construction signage to more clearly communicate information to the public, feature and update articles on capital projects in the resident newsletter and city website, and a new interactive website illustrating capital projects via a mobile-friendly map. Coordinated and launched the Scottsdale Insider program, “Scottsdale 101” for employees through which city staff learn about the inner workings of city departments and meet co-workers and learn about what they do. FY 2018/19 Objectives Continue capital project communications by developing and distributing project update videos and videos that inform the public how projects are conceptualized, planned and paid for. Develop plans to take advantage of high definition video telecast capability anticipated to be available via franchised cable providers in Scottsdale. Develop videos to profile the Brown’s Ranch Trailhead and associated hikes/bikes and trails in Scottsdale’s McDowell Sonoran Preserve. Support planned 50th anniversary celebrations of City Hall and the Civic Center Library through the full suite of city communications channels. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 150 - Table of Contents ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) ADMINISTRATIVE SERVICES | Communications COMMUNICATIONS Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 7.10 7.10 7.10 0.00 % of city's FTEs 0.28 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 915,874 850,447 892,104 41,657 Total Budget 915,874 850,447 892,104 41,657 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 827,404 752,577 780,962 28,385 Contractual Services 54,164 63,898 73,470 9,572 Commodities 34,306 33,972 37,672 3,700 0 0 0 0 915,874 850,447 892,104 41,657 0 0 0 0 915,874 850,447 892,104 41,657 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • The increase in Personnel Services includes the annual pay for performance to eligible employees. The increase in Contractual Services is primarily due to redistributing the printing costs for the utility bill insert among the General Fund, Water Fund and Tourism Development Fund, all of which utilize the insert to communicate information. The utility bill insert was previously charged entirely to the Water Fund. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 151 - ADMINISTRATIVE SERVICES Performance Measures COMMUNICATIONS Actual 2016/17 Actual 2017/18 Projected 2018/19 Workload Core communication products generated 18 18 20 Note: The Office of Communication is emphasizing communications about the core functions of city government, and as a priority in the year ahead will continue to produce feature news items, videos and graphics to illustrate these stories. Hours of live video coverage of City Council and other public meetings 161.1 169.5 170.0 7,243 11,864 14,000 Note: Actual public meeting hours televised/livestreamed on Scottsdale Video Network. This number varies based on the meeting schedule of the City Council and other public bodies and does not include staff time for setup or post-meeting activity. Effectiveness YouTube viewing hours Note: Total time viewers spent watching original videos produced by Scottsdale Video Network and distributed via YouTube. This number grows and is of growing importance as the city employs short form videos as a primary means to inform and engage the public. Table of Contents ADMINISTRATIVE SERVICES Performance Measures ADMINISTRATIVE SERVICES | Communications COMMUNICATIONS Actual 2016/17 Actual 2017/18 Projected 2018/19 18 18 20 161.1 169.5 170.0 7,243 11,864 14,000 Workload Core communication products generated Note: The Communications Department is emphasizing communications about the core functions of city government, and as a priority in the year ahead will continue to 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/livestreamed on Scottsdale Video Network. This number varies based on the meeting schedule of the City Council and other public bodies and does not include staff time for setup or post-meeting activity. Effectiveness YouTube viewing hours Note: Total time viewers spent watching original videos produced by Scottsdale Video Network and distributed via YouTube. This number grows and is of growing importance as the city employs short form videos as a primary means to inform and engage the public. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 152 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 153 - Table of Contents ADMINISTRATIVE SERVICES ADMINISTRATIVE SERVICES HUMAN | Human Resources RESOURCES Strategic Goal(s) Seek Sustainability Description The Human Resources (HR) Department provides employee-centric services for a world class organization. Services Provided • • • • • • • • • • • • • • • • Manages the recruitment/selection, pre-employment processes and new employee orientations. Evaluates, recommends and administers the various benefit programs offered by the city including self-insured health benefits, open enrollment, retirement, leave, life and disability, and wellness incentive programs. Conducts employee and management consultations, and employee relations services. Creates, updates and interprets personnel policies, rules and regulations. Manages the citywide compensation and classification program. Creates, administers and manages citywide employee training programs and development opportunities. Board Secretary to the Public Safety Personnel Retirement System for the Police and Fire Departments; Judicial Appointments Advisory Board and the Personnel Board. FY 2017/18 Achievements Initiated and completed the citywide Job Classification and Employee Compensation study in collaboration with city departments and a vendor that was selected through a competitive procurement process. City Council accepted the study findings on April 24, 2018; the study results were implemented on June 24, 2018. Collaborated with Payroll and Information Technology in the implementation of the city's first fully integrated Human Resources and Payroll Information System, which was purchased through a competitive procurement process. The system increases efficiency by eliminating personnel paperwork for most of the personnel actions. Launched a successful transition to a new city deferred compensation program selected through a competitive procurement process that will provide approximately $250,000 in administrative fees savings for employees. Initiated another competitive procurement process for the city's Life and Disability Insurance that resulted in a cost savings of $105,000. Launched the 'Employee Engagement Training Series' by providing 22 individual employee engagement-related classes with 478 employees attending at least one of the courses in the training series with participants rating the training an average of 3.81 on a 4-point scale. Received five Wellness awards for the Live Life Well Program: Phoenix Business Journal's Healthiest Employer, #6 in Large/Extra Large Employers; Cigna Well Being Winner 2018; Healthy Arizona Worksites Gold Award; Wellness Council of Arizona Gold Seal of Good Health Keeping; and American Heart Association Bronze Award 2018. FY 2018/19 Objectives Evaluate options for ensuring employee benefit programs are cost effective, competitive and desired by employees. Develop and implement and Employee Relations Initiative that provides city departments the ability to review their conflict resolution trends for awareness, understanding and solutions. Offer relevant training for employees at all levels of the organization. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 154 - Table of Contents ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) ADMINISTRATIVE SERVICES |HUMAN Human Resources RESOURCES Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 23.00 22.00 22.00 0.00 % of city's FTEs 0.88 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 2,577,768 2,828,660 2,758,876 -69,784 Self Insurance Funds 27,186,904 30,918,422 32,088,110 1,169,688 Total Budget 29,764,672 33,747,082 34,846,986 1,099,904 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,368,946 2,174,867 2,424,972 250,105 Contractual Services 27,308,634 31,160,307 32,224,149 1,063,842 Commodities 86,051 398,946 197,865 -201,081 Capital Outlays 1,041 12,962 0 -12,962 29,764,672 33,747,082 34,846,986 1,099,904 0 0 0 0 29,764,672 33,747,082 34,846,986 1,099,904 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase in Personnel Services and the decrease in Commodities are the result of reallocating budget related to wellness incentives where this expense is charged (Self Insurance Funds). The increase in Personnel Services also includes the annual pay for performance to eligible employees (General Fund). The increase in Contractual Services is mostly due to the rising cost of providing health/dental benefits to City of Scottsdale employees and families (Self Insurance Funds). The increase is partly offset by the completion of a one-time classification and compensation study funded in FY 2017/18; therefore, funding is not included in FY 2018/19 (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 155 - Table of Contents ADMINISTRATIVE SERVICES Performance Measures ADMINISTRATIVE SERVICES |HUMAN Human Resources RESOURCES Actual 2016/17 Actual 2017/18 Projected 2018/19 12,648 14,477 14,850 92% 90% 91% Effectiveness Annual Medical /dental cost per employee Note: Data provided is based on the total budget of all plans. Employee Retention Rate Note: Employee Retention's goal is to increase the rate by 1 percent every year over the next three years, thereby reducing employee turn-over. 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 meritbased criteria to recommend the best qualified people to become city judges and to advise the City Council about retaining city judges. There were two judicial reappointments in FY 2017/18. 7 56 $1,373 0.0 The Personnel Board hears appeals submitted by eligible city employees relating to dismissal, demotion, or suspensions; and, submits its recommendations to the City Manager. 3 36 $882 0.0 The Public Safety Personnel Retirement System Board Fire Local is responsible for deciding all questions of eligibility and service credits; and for determining the amount, manner, and time of payment of any benefits under the Public Safety Personnel Retirement System. 2 22 $539 0.0 The Public Safety Personnel Retirement System Board Police Local is responsible for deciding all questions of eligibility and service credits; and for determining the amount, manner and time of payment of any benefits under the Public Safety Personnel Retirement System. 2 24 $588 0.0 Human Resources volunteer performed various administrative duties including research, sorting and scanning thousands of employee files. 1 20 $490 0.0 Total 15 158 $3,872 0.0 Volunteer Hours Boards/Commissions* Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 156 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 157 - Table of Contents ADMINISTRATIVE SERVICES ADMINISTRATIVE SERVICES | Information Technology 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 five areas: IT Administration, Technology Infrastructure, Application Development and Geographic Information System, and IT Security. Services Provided • • • • • • • • • • • • • • • Technology Infrastructure develops, maintains and supports the city's voice and data infrastructure, including all telephones, computer systems, radio systems, network and fiber based storage devices, enterprise email, centralized data center/ network room management, and the underlying wired and wireless networks. Application Development, Integration, Management and Support provides software engineering and technical support services including the design and engineering of custom software solutions, deployment and support of purchased products, management and protection of the city's data and database infrastructure, business intelligence solutions and IT software training. Network Security 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. Help Desk/Desktop Support provides comprehensive technical support for all city desktop, laptop, and tablet computers, smart phones, 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. Geographic Information System (GIS) Data Services provides data maintenance services that ensure the city's GIS applications, databases and maps are accurate and up-to-date as well as providing 3D modeling, spatial analysis and cartographic services to other city divisions. Web and Design Services integrates the power of the Internet and social media platforms with digital video, audio, text animation and graphics to transform the way the city communicates. FY 2017/18 Achievements Completed Phase 1 of the Essential Service Restoration Plan which implemented a data network, data storage, and server hardware at a co-location facility for the redundancy of critical city services. Provided key support for evidence-based decision making throughout the city through identifying and developing additional datasets for the city’s Open Data website. Completed Phase 3 of the Office 365 Implementation Plan focusing on completing the rollout of the Microsoft Office application upgrade and OneDrive to every city department in the fiscal year excluding Community Services and the Fire Department. Those two departments will be completed in the first quarter of FY 2018/19. Completed first two phases of the replacement of the internal public records management system with significant enhancements to enable citizens to submit records requests including end to end communication management and automation to streamline records request workflow. FY 2018/19 Objectives Complete Phase 2 of the Essential Service Restoration Plan which implements redundant Internet connectivity, firewalls, and load balancers at a co-location facility for the redundancy of critical city services. This will include the development of an annual test plan as part of the city’s continuity of operations planning efforts. Foster evidence-based decision making through continued stewardship and expansion of data sets on the city’s Open Data website; and provide resources to leverage data in analysis and research throughout the city. Implement workflow software to enable streamlined operations and approvals around the city. Enhance the Information Technology (IT) Service Management platform by implementing a formal problem management process, including a root cause analysis process for outages and failed changes. The IT Service Management platform is used to plan, deliver, operate, and control IT services. This project is part of an ongoing effort to provide resilient IT services, reduce risk and accelerate recovery time for IT outages. Expand the use of low cost, high impact Geographic Information System technologies in cartographic and asset management efforts. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 158 - Table of Contents ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) ADMINISTRATIVE SERVICES INFORMATION | Information Technology TECHNOLOGY Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 72.00 72.00 73.00 1.00 % of city's FTEs 2.91 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 10,712,813 11,024,877 11,297,351 272,474 PC Replacement Fund 1,172,790 709,200 1,034,300 325,100 Total Budget 11,885,603 11,734,077 12,331,651 597,574 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 8,251,556 8,306,831 8,509,319 202,488 Contractual Services 2,128,882 2,394,389 2,473,375 78,986 Commodities 88,221 109,082 109,082 0 Capital Outlays 1,218,135 715,675 1,040,775 325,100 Subtotal Operating Budget 11,686,794 11,525,977 12,132,551 606,574 198,809 208,100 199,100 -9,000 11,885,603 11,734,077 12,331,651 597,574 Expenditures By Fund Expenditures By Type Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase of FTE and Personnel Services is related to: 1) a new Database Administrator (1.00 FTE) position that will provide support to the city's 1,300 databases (General Fund); 2) vacant positions being filled at higher levels than budgeted due to high labor market competition in the field (General Fund); 3) annual pay for performance to eligible employees (General Fund); and 4) higher cost of healthcare (General Fund). The increase in Contractual Services is the result of higher costs of software and hardware maintenance, as well as new licenses that will create efficiencies within the city (General Fund). The increase in Capital Outlays is due to PC replacement purchases, which vary each year based on the age and condition of the equipment (PC Replacement Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 159 - 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 ADMINISTRATIVE SERVICES | Information Technology INFORMATION TECHNOLOGY Actual 2016/17 Actual 2017/18 Projected 2018/19 Number of custom reports executed 2,330,000 3,087,000 3,100,000 Number of work orders completed 29,220 31,713 31,000 196 204 208 248 521 400 5,762 6,500 6,400 4.97 4.96 4.95 Average amount of data backed up monthly from centralized electronic data storage and servers in terabytes 67.17 82.78 85.00 Number of databases supported 1,268 1,292 1,350 Performance Measures Workload Total number of map layers maintained by city staff Note: Map layers are databases of information organized geographically that are increasingly used to maintain city infrastructure and for planning purposes. Graphics design projects completed Note: FY 2017/18's number is higher than past years due to: 1) new, more accurate methodology was used to count assets within a project, 2) social media graphics are no longer done as single sizes so it creates more projects, and 3) provided more Budget Book assets for social media than we have in the past. The FY2018/19 projected number is lower than FY2017/18’s because a few of the projects that had multiple individual assets will not be needed for next year. Number of user sessions per day on ScottsdaleAZ.gov Note: The statistical metric was changed from daily users to daily user sessions to improve accuracy and overcome statistical anomalies with the unique visitor (user) metric. A user session occurs each time a user accesses the city’s website on a device. Effectiveness Customer service satisfaction approval rating of 4.80 or above out of a possible 5.00 for all IT work requests Note: In FY 2017/18 out of the 31,713 surveys that were sent out 1,925 were completed. Note: As the city moves to make more of its data more readily accessible, the number of databases will grow. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Performs personal computer (PC) imaging and hardware repair for PCs, laptops and printers. 1 184 $4,510 0.1 Total 1 184 $4,510 0.1 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 160 - Table of Contents DIVISION SUMMARY | Community and Economic Development COMMUNITY AND ECONOMIC DEVELOPMENT Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 AVIATION 2,030,402 2,795,083 2,391,019 -404,064 ECONOMIC DEVELOPMENT 1,287,676 1,324,932 1,329,651 4,719 PLANNING AND DEVELOPMENT 12,610,246 13,075,905 14,988,279 1,912,374 TOURISM AND EVENTS 19,056,370 19,580,420 22,267,644 2,687,224 TRANSPORTATION 8,513,721 9,477,946 9,821,874 343,928 WESTWORLD 4,682,518 4,174,991 4,427,861 252,870 Total Budget 48,180,933 50,429,277 55,226,328 4,797,051 Expenditures By Department City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 161 - FY 2018/19 Adopted Budget - 162 - Table of Contents DIVISION SUMMARY | Community and Economic Development Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 163 - Table of Contents DIVISION SUMMARY | Community and DIVISION Economic Development SUMMARY COMMUNITY AND 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 and Development, Tourism and 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 2017/18 Achievements Completed Phase I of the Terminal Area Redevelopment Project, which included the construction of the two executive 30,000 SF hangars. The new Aviation Business Center (Phase II) is estimated to open in summer 2018. Influenced the attraction, retention or expansion of 12 unique businesses representing an estimated 1,852 jobs in the first 12 months of business operations with an average wage of $59,282 and an overall total of 2,258 jobs over five years as well as completion of 107 direct business outreach visits. Recognized by the Federal Emergency Management Agency (FEMA) for ranking in the top one percent of all U.S. cities and counties during a recent federal audit of floodplain management practices. Generated a direct market value of $2.0 million through the new Event Development and Matching Event Advertising program funding of $791,190, a 200 percent return on Bed Tax investment. The city received revenues of $1.62 for every dollar spent. Developed for implementation in October 2018 substantial modifications to bus and trolley routes improving efficiency, expanding geographic service, and increasing frequency without increasing budget. Increased WestWorld event programming to the North Hall of the Tony Nelssen Equestrian Center by 27 events consisting of four equine and 23 special events. FY 2018/19 Objectives • • • • • • Achieve substantial completion of Phase II of the Terminal Area Redevelopment project which includes the construction of the Aviation Business Center that will house Airport Administration, U.S. Customs and Border Protection, a restaurant and banquet/meeting rooms. Increase the number and quality of new firms and jobs attracted through direct lead generation efforts, responsiveness to partner generated leads, execution of market visits in target domestic markets as well as internationally, and updating the Economic Development Strategic Plan and target industry analysis to ensure it accurately reflects a changing economy. Implement an Expedited Plan Review process for eligible development projects. Continue to enhance the quality and quantity of events by collaborating with event producers, businesses, tourism industry, and the Tourism Development Commission. Study ten specific segments or intersections to improve roadway safety. Book new events at WestWorld to continue growth in public attendance and new event development via marketing contract initiated by City Council. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 164 - Table of Contents DIVISION SUMMARY | Community and Economic Development Charted Performance Measures Annual aircraft operations performed under Instrument Flight Rules (IFR) Total number of business retention and expansion outreach visits conducted Engineering, Building, Stormwater, Planning and Fire construction plans completed within 21 calendar days Effectiveness Workload Efficiency Number of Downtown Scottsdale events and activities processed by staff and Special Events Committee Total citywide transit ridership - bus, Dial-a-Ride, circulators, Cab Connection (in millions) Number of special event use days at WestWorld Workload Effectiveness Workload City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 165 - Table of Contents DIVISION SUMMARY | Community and Economic Development DIVISION SUMMARY COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 194.08 195.08 198.69 3.61 % of city's FTEs 7.91 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Aviation Fund 2,030,402 2,795,083 2,391,019 -404,064 General Fund 24,339,921 24,054,328 24,785,983 731,655 Grant Funds 173,385 0 0 0 Special Programs Fund 284,984 371,150 1,885,666 1,514,516 Tourism Development Fund 13,011,905 13,730,770 16,392,452 2,661,682 Transportation Fund 8,340,336 9,477,946 9,771,208 293,262 Total Budget 48,180,933 50,429,277 55,226,328 4,797,051 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 17,926,572 17,860,242 18,742,705 882,463 Contractual Services 27,771,081 29,596,524 33,524,748 3,928,224 Commodities 778,234 1,082,022 1,091,573 9,551 Capital Outlays 30,882 1,034,339 37,735 -996,604 Subtotal Operating Budget 46,506,769 49,573,127 53,396,761 3,823,634 Operating Projects 1,674,164 856,150 1,829,567 973,417 Total Budget 48,180,933 50,429,277 55,226,328 4,797,051 Expenditures By Fund Expenditures By Type Budget Notes and Significant Changes • See Community and Economic Development's Department Budget Notes and Significant Changes on the following pages for explanations related to the changes in FY 2018/19 compared to FY 2017/18. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 166 - FY 2018/19 Adopted Budget - 167 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION | Aviation COMMUNITY AND ECONOMIC DEVELOPMENT 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, capital project planning, marketing and community outreach functions for the Aviation Enterprise Fund. The Aviation Department receives grants from the Federal Aviation Administration (FAA). As mandated by FAA grant assurance No.25 (Airport Revenues), all revenues generated at the airport and any local taxes on aviation fuel can only be used for operating or capital costs of the airport. Services Provided • Provides a safe, secure and efficient operating environment for the airport users, tenants and customers. FY 2017/18 Achievements • • • • • • • • Completed Phase I of the Terminal Area Redevelopment Project, which included the construction of the two executive 30,000 SF hangars. The new Aviation Business Center (Phase II) is estimated to open in summer 2018. Awarded Federal Aviation Administration (FAA) and State grant funding in the amount of $4.5 million for the reconstruction of Taxiway Alpha, a main parallel taxiway for aircraft traveling in/out of the airport. The project began in January 2018 and is scheduled to be completed in September 2018. In addition to improving existing taxiway pavement, the project also includes replacing the existing lighting/signage with light-emitting diode (LED) fixtures along the entire taxiway. Awarded Federal Aviation Administration (FAA) and State grant funding in the amount of $1.3 million for the reconstruction of the transient aircraft parking apron, which is located adjacent to the Aviation Business Center building. The project includes the removal of the existing pavement, addressing the subgrade and repaving the area. Continued compliance with Federal Aviation Administration (FAA) standards and grant assurances. FY 2018/19 Objectives Achieve substantial completion of Phase II of the Terminal Area Redevelopment project which includes the construction of the Aviation Business Center that will house Airport Administration, U.S. Customs and Border Protection, a restaurant and banquet/meeting rooms. Begin the Delta Apron Reconstruction project, pending Federal Aviation Administration and State grant funding. The project includes the removal and reconstruction of the existing asphalt pavement. Begin design/construction of the North General Aviation Box Hangars, which will provide new parking facilities for general aviation and increase revenue generation. Continue compliance with Federal Aviation Administration (FAA) standards and grant assurances. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 168 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |AVIATION Aviation COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 14.47 15.47 15.47 0.00 % of city's FTEs 0.62 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Aviation Fund 2,030,402 2,795,083 2,391,019 -404,064 Total Budget 2,030,402 2,795,083 2,391,019 -404,064 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 1,192,441 1,242,087 1,251,296 9,209 Contractual Services 788,542 974,636 1,026,663 52,027 Commodities 46,129 78,360 81,860 3,500 Capital Outlays 3,290 500,000 31,200 -468,800 2,030,402 2,795,083 2,391,019 -404,064 0 0 0 0 2,030,402 2,795,083 2,391,019 -404,064 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • The increase in Contractual Services is due to additional electric, real estate and brokerage services, custodial, and landscaping services related to the Terminal Redevelopment project, which will be completed in Summer 2018. The decrease in Capital Outlays is due to removing one-time funding for the replacement of an airport dedicated fire truck that was purchased in FY 2017/18. The decrease is partly offset by the anticipated one-time purchase of an Airport dedicated utility truck according to the city's fleet replacement schedule. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 169 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |AVIATION Aviation COMMUNITY AND ECONOMIC DEVELOPMENT Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 1,001 1,098 1,185 $0.80 $5.67 $3.80 47,504 49,799 50,300 Workload Annual number of U.S. Customs aircraft inspections. Note: This measure tracks the number of aircraft cleared by U.S. Customs each year. Efficiency Federal Airport Administration grants received (in millions) for airport capital projects. Note: The scope, complexity and cost of projects for which the city is awarded grants vary greatly. 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. 7 109 $2,659 0.1 Total 7 109 $2,659 0.1 Volunteer Hours Boards/Commissions* "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 170 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 171 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |ECONOMIC Economic Development DEVELOPMENT COMMUNITY AND ECONOMIC DEVELOPMENT Strategic Goal(s) Support Economic Vitality Description Through its economic development investments and programs, the city 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 department supports the business retention, expansion, attraction, entrepreneurial ecosystem development and small business startup programming 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 and deploys programs, services, and products used in assisting existing businesses in retention and expansion efforts to maintain and improve the viability of the local economy. Develops and executes initiatives 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. Conducts extensive outreach and marketing activities to raise awareness of the assets of the community and enhance the corporate brand of Scottsdale. Supports efforts that will enable Scottsdale's present and future employers to cultivate, retain and attract talent. Maintains, develops and analyzes unique data sets required to make an effective case for the retention and attraction of target industry sectors within the city. FY 2017/18 Achievements Influenced the attraction, retention or expansion of 12 unique businesses representing an estimated 1,852 jobs in the first 12 months of business operations with an average wage of $59,282 and an overall total of 2,258 jobs over five years as well as completion of 107 direct business outreach visits. Completed significant development agreement for retention of top employer Nationwide Insurance which will produce an anticipated $9.8 billion economic impact over twenty years, while advancing future opportunities for corporate headquarters offices along State Land and State Route 101. Advanced the Work Scottsdale initiative with the launch of an online job board tool with 37 company participants, 300 active jobs listed and 1,540 unique job views by prospective talent since March 1, 2018. Expanded marketing and event programming outreach through production of or participation in 19 unique events and programs totaling 1,457 attendees, and a 33 percent increase in ChooseScottdale.com site visits. Launched new Downtown Small Business Gathering and Downtown Business Spotlight program with more than 130 registrants per event, connecting the business community through partnership with the Scottsdale Area Chamber of Commerce. FY 2018/19 Objectives Increase the number and quality of new firms and jobs attracted through direct lead generation efforts, responsiveness to partner generated leads, execution of market visits in target domestic markets as well as internationally, and updating the Economic Development Strategic Plan and target industry analysis to ensure it accurately reflects a changing economy. Develop and implement applicable strategies to support the attraction of new investment to the city's key employment centers including Downtown; the McDowell Corridor; the Cure Corridor; and the Scottsdale Airpark with a focus on ensuring ordinances are designed to encourage investment in key locations and undeveloped sites such as Crossroads East. Advance Scottsdale’s competitiveness for business recruitment and attraction through ‘Work Scottsdale’ talent recruitment initiative to include additional external market recruitment and visits; enhanced website and multimedia tools; and continued programming to support and connect local hiring managers. Revise and update marketing and communications strategy to increase national and international recognition as a business location of choice, and increase partnership with the local tourism industry to leverage city investment and maximize impact in external markets. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 172 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | ECONOMIC Economic Development DEVELOPMENT COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 6.00 6.00 6.00 0.00 % of city's FTEs 0.24 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 1,281,041 1,304,932 1,309,651 4,719 6,635 20,000 20,000 0 1,287,676 1,324,932 1,329,651 4,719 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 776,552 745,051 772,192 27,141 Contractual Services 501,106 567,954 543,047 -24,907 Commodities 8,383 11,927 14,412 2,485 Capital Outlays 1,635 0 0 0 1,287,676 1,324,932 1,329,651 4,719 0 0 0 0 1,287,676 1,324,932 1,329,651 4,719 Expenditures By Fund General Fund Special Programs Fund Total Budget Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • The increase in Personnel Services includes the annual pay for performance to eligible employees (General Fund). The decrease in Contractual Services is due to a lower estimated tax rebate related to the contract with the Hotel Valley Ho (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 173 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | ECONOMIC Economic Development DEVELOPMENT COMMUNITY AND ECONOMIC DEVELOPMENT Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 111 107 100 1,019 1,852 1,506 $62,744 $59,282 $63,812 $7.5 $7.9 $8.0 9,838 13,085 15,000 22/1,383 19/1,457 15/1,200 Workload Total number of business retention and expansion outreach visits conducted Note: With the retirement of the business retention manager the team was still able to nearly reach the department stretch goal. 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. The FY 2018/19 projection is based on achieving 175 percent of the Maricopa County Median Wage. Note: Wage levels were influenced by the significant retention of many jobs with Nationwide Insurance at an average wage of just below $60,000 annually. Total five-year direct economic impact of projects created or retained with material departmental assistance (in millions). Note: Strong economic impact seen in fiscal year. Number of total sessions on ChooseScottsdale.com website. Note: FY 2017/18 also includes a complete rebuild of the prior website as well as new initiatives designed to drive traffic to the site from social media and other direct digital ads. Focus groups, educational seminars, tours or other programs coordinated and executed / overall attendance. Note: Even though the total number of events is lower, the overall attendance increased from 1,383 attendees in FY 2016/17 to 1,457 attendees in FY 2017/18. Due to staff transitions at the beginning of FY 2018/19, the team will likely reduce by two or three events overall to adjust for workload. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 174 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Economic Development 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 tax-exempt 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 $3,922 0.1 Total 7 160 $3,922 0.1 Volunteer Hours Boards/Commissions* "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 175 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | PlanningPLANNING and Development Services AND DEVELOPMENT COMMUNITY AND ECONOMIC DEVELOPMENT Strategic Goal(s) Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Value Scottsdale's Unique Lifestyle and Character Description The Planning and Development Services 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, Office of Environmental Initiatives, Long Range Planning, Current Planning, Plan Review Services, One Stop Shop, Inspection Services, Stormwater Management, Neighborhood and Code Enforcement. 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 2017/18 Achievements Recognized by the Federal Emergency Management Agency (FEMA) for ranking in the top one percent of all U.S. cities and counties during a recent federal audit of floodplain management practices. Enhanced customer service and experience by revamping departmental website and eServices, including instructional videos. Leveraged technology and developed a new “Property Information Request” web application that allows property owners, realtors, and other customers to find useful information quickly about any property in Scottsdale by simply inputting an address in a search field. Processed Zoning Ordinance text amendment to increase development opportunities in employment areas to implement Character Area Plan. Provided timely and quality construction document reviews for building plan submittals. Enhanced neighborhoods by Code Enforcement efforts. Completed various projects with 813 volunteers through the Operation Fix It program. Implemented the Open Data initiative that promotes the use of data for evidence-based decision. Planning and Development related datasets have been identified and include, building and encroachment permits, plans and cases, and code violations and graffiti abatements. FY 2018/19 Objectives Implement an Expedited Plan Review process for eligible development projects. Leverage technology to enhance customer service and experience. Continue the State's required public hearing process for General Plan 2035 including citywide engagement of community members, Planning Commission hearings and City Council consideration of adoption. Process Zoning Ordinance text amendments to implement new state laws, General Plan and Character Area objectives, and regulatory review. Continue to provide timely and quality case review, and construction document review for building plan submittals. Enhance neighborhoods through proactive code enforcement efforts. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 176 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | PlanningPLANNING and Development Services AND DEVELOPMENT COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 115.50 115.50 116.00 0.50 % of city's FTEs 4.62 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 12,406,094 12,894,755 13,428,279 533,524 204,152 181,150 1,560,000 1,378,850 12,610,246 13,075,905 14,988,279 1,912,374 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 11,100,540 11,241,708 11,796,528 554,820 Contractual Services 1,219,120 1,512,310 1,541,014 28,704 Commodities 115,432 235,002 264,952 29,950 Capital Outlays 10,957 10,735 5,785 -4,950 12,446,049 12,999,755 13,608,279 608,524 164,197 76,150 1,380,000 1,303,850 12,610,246 13,075,905 14,988,279 1,912,374 Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase of 0.50 FTE and in Personnel Services is related to: 1) moving a part-time Planning Specialist position from the Tourism and Events Department to better align personnel with the department needs (General Fund); 2) reallocating funding from Contractual Services to Personnel Services for contract worker services to support the increased demand in the Stormwater Management program (General Fund); and 3) an increase in contract worker services for a new Customized Expedited Program for Plan Reviews (General Fund). The increase in Contractual Services is primarily due to one-time funding for 'One Stop Shop' records document scanning (General Fund). The increase would have been greater, but it is offset by the removal of one-time FY 2017/18 funding to develop a list of short-term rentals in residential zoning districts (General Fund). The increase in Commodities is due to higher estimated expenses for the Operation Fix It program (Special Programs Fund). The increase in Operating Projects is due to increasing the budget authority to use available, dedicated funding for acquisition and installation of public art in Downtown and Airpark areas (Special Programs Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 177 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | PlanningPLANNING and Development Services AND DEVELOPMENT COMMUNITY AND ECONOMIC DEVELOPMENT Actual 2016/17 Actual 2017/18 Projected 2018/19 98.9% 99.6% 98.0% 98.1% 97.9% 98.0% Average wait time at One Stop Shop (in minutes) 15 13 15 Average time for initial response to a code enforcement complaint (in days) 0.7 0.6 0.6 70.5% 71.5% 71.0% Performance Measures Efficiency Engineering, Building, Stormwater, Planning and Fire construction plans completed within 21 calendar days Note: This is a measure of responsiveness to plans submitted for review with an established goal of 98 percent. 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. Note: The national average for responsiveness 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 percent. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 178 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Planning and Development Services Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Planning Commission holds public meetings and makes recommendations to City Council on matters relating to the creation of zoning districts, the enforcement of zoning regulations, amendments to zoning ordinances, and other planning and zoning issues. 7 616 $15,098 0.3 Development Review Board reviews and approves architectural design and layout of proposed development. This includes site planning and the relationship of the development to the surrounding environment and to the community. Note: This is a seven member board that is chaired by one City Council member in addition to six volunteers. 6 480 $11,765 0.2 Historic Preservation Commission implements the ordinance process for identifying Scottsdale’s historical, archaeological and cultural resources, to promote awareness for future generations, and to recommend programs to achieve community goals for their preservation and conservation. 7 287 $7,034 0.1 Neighborhood Advisory Commission advises and makes recommendations to City Council on policies, plans, strategies and programs for the preservation, improvement and revitalization of Scottsdale's housing and neighborhoods. 7 182 $4,461 0.1 Board of Adjustment is a quasi-judicial body that reviews variance requests and appeals of the Zoning Administrator’s interpretation/decisions, and it makes administrative decisions regarding zoning requirements. 7 231 $5,662 0.1 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. 7 42 $1,029 0.0 Environmental Quality Advisory Board advises the City Council on issues related to environmental quality and the prioritization of future environmental activities. 7 238 $5,833 0.1 Volunteer Hours Boards/Commissions* City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 179 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Planning and Development Services Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Americans with Disabilities Act (ADA) interns assist in data collection and reporting for the ADA transition plan, which includes primarily inventory of pedestrian corridors in public rights-of-way. In addition, measure, photograph, collect and input field data of sidewalks, curb ramps and other pedestrian route elements, beginning primarily along city streets. 2 517 $12,672 0.2 Operating Fix It provides assistance to qualifying homeowners or tenants who are physically or financially unable to maintain their properties. Volunteers partner with local businesses to provide labor and materials. 767 2,347 $57,525 1.1 Sign Removal Program removes illegal right-of-way signs. 1 15 $368 0.0 The Historic Preservation Program volunteers provided support for the Villa Monterey Historic Building Inventory Project. The volunteers did field work that involved making notes and photographs; and are now transferring those notes and photos to digital inventory forms for the historic district. 2 920 $22,549 0.4 Stormwater intern identified all stormwater storage basins citywide and filed drainage reports in the city’s document management system. 1 192 $4,706 0.1 821 6,067 $148,702 2.7 Volunteer Hours Volunteers Total "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 180 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 181 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Tourism and Events TOURISM AND EVENTS COMMUNITY AND ECONOMIC DEVELOPMENT Strategic Goal(s) Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Description The Tourism and Events Department supports the economic vitality and unique lifestyle of Scottsdale by marketing and promoting arts and culture, downtown, events and tourism. The department provides services, support, and funding for the development of tourismrelated capital projects, events and event development, destination marketing and promotion as well as research. It manages the public event permitting process and, through contracts serves as the steward for the municipal collection of public art and cultural programming (Scottsdale Arts) as well as the marketing and promotion of Scottsdale as a premiere visitor destination (Experience Scottsdale). Services Provided • • • • • • • • • • • • • • • Supports the Tourism Development Commission in administration/implementation of the city’s tourism program. Supports events by assisting, coordinating and guiding customers through the city’s event funding application and requirements process. Assists, coordinates and guides customers through special event applications, requirements and permitting processes. Engages and collaborates with downtown businesses and property owners on events, promotions and programs such as Scottsdazzle and Western Week. Collaborates on the creation and implementation of the city’s annual Destination Marketing Plan through its partnership and contract with Experience Scottsdale. Supports and manages contracts with Scottsdale Arts for public art and cultural programs and Scottsdale Museum of the West. FY 2017/18 Achievements Generated a direct market value of $2.0 million through the new Event Development and Matching Event Advertising program funding of $791,190, a 200 percent return on Bed Tax investment. The city received revenues of $1.62 for every dollar spent. Launched new branding for Old Town Scottsdale and implemented a marketing and communications campaign targeted to key demographics within Maricopa County to influence visitation to Old Town Scottsdale as well as the city. Created and planned additional events in collaboration with Scottsdale Public Art to support Canal Convergence becoming a Destination Event for Scottsdale and transitioned it from February to a November event. Completed efforts on the Tourism Development and Marketing Strategic Plan and dissolved the Tourism Advisory Task Force. Completed the Downtown Tourism-Related Economic Development Study (Downtown Scottsdale 2.0) and began implementation of projects directed by City Council. FY 2018/19 Objectives Continue to enhance the quality and quantity of events by collaborating with event producers, businesses, the tourism industry, and the Tourism Development Commission. Create and plan additional events in collaboration with Scottsdale Public Art to support Canal Convergence becoming a Destination Event for Scottsdale. Create and plan in collaboration with Experience Scottsdale the “Scottsdale Contemporary Month”, a curated collection of special events, art galleries, performing art centers, museums, architecture and food. Continue to collaborate with non-profit entities on the expansion of Western Week, including the Arizona Indian Festival and a tribal fashion show. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 182 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |TOURISM Tourism and Events AND EVENTS COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 6.50 6.50 6.00 -0.50 % of city's FTEs 0.24 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 5,974,968 5,749,650 5,675,192 -74,458 69,497 100,000 200,000 100,000 Tourism Development Fund 13,011,905 13,730,770 16,392,452 2,661,682 Total Budget 19,056,370 19,580,420 22,267,644 2,687,224 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 730,928 749,690 743,752 -5,938 Contractual Services 16,829,110 17,722,191 21,232,162 3,509,971 10,233 8,185 42,163 33,978 0 520,354 0 -520,354 Subtotal Operating Budget 17,570,271 19,000,420 22,018,077 3,017,657 Operating Projects 1,486,099 580,000 249,567 -330,433 Total Budget 19,056,370 19,580,420 22,267,644 2,687,224 Expenditures By Fund General Fund Special Programs Fund Commodities Capital Outlays Budget Notes and Significant Changes • • • • The decrease of 0.50 FTE and Personnel Services is due to moving a part-time Planning Specialist position to the Planning and Development Department to better align personnel with the department needs (General Fund). The decrease was partly offset by the annual pay for performance to eligible employees. (General Fund, Tourism Development Fund). The increase in Contractual Services is the net effect of the following: 1) annual increase per agreement with Scottsdale Arts (General Fund); 2) additional funding for the destination marketing contract as a result of a forecasted increase of Bed Tax revenues (Tourism Development Fund); 3) funding for Canal Convergence events (Tourism Development Fund); 4) changes to Financial Policy 21A: increased funding for events and event development and administration/research; and removal of funding for one-time commitments to capital projects (Tourism Development Fund); 5) the removal of one-time FY 2017/18 funding for Scottsdale Arts Facility Improvements project; 6) removing one-time FY 2017/18 funding for an education program at the Museum of the West (Tourism Development Fund); 7) additional funding for marketing efforts and event production for Downtown Scottsdale (Tourism Development Fund); 8) one-time funding for marketing and advertising expenses for the Museum of the West (Tourism Development Fund); and 9) an increase related to carrying over from FY 2017/18 funding for the installation of electrical outlets in Downtown that had been budgeted previously as Commodities (Tourism Development Fund). The decrease in Capital Outlays is due to removing one-time funding adopted in FY 2017/18 for the installation of electrical outlets in Downtown (Tourism Development Fund). The decrease in Operating Projects is due to: 1) the removal of one-time FY 2017/18 funding for Scottsdale Arts Facility Upgrades and Improvements project (General Fund); and 2) carryover funding included in FY 2017/18 to implement year four of the Tourism Strategic Plan that was also removed from the FY 2018/19 budget request (Tourism Development Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 183 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |TOURISM Tourism and Events AND EVENTS COMMUNITY AND ECONOMIC DEVELOPMENT Actual 2016/17 Actual 2017/18 Projected 2018/19 Number of Downtown Scottsdale events and activities processed by staff and Special Events Committee 174 173 170 Through bed-tax event funding program, generate direct regional, national or international advertising/marketing value (in millions) $4.1 $2.0 $2.2 Performance Measures Workload Note: Decrease in FY 2017/18 actual and estimated FY 2018/19 performance measurement is due to a change in reporting from marketing value to direct marketing spend. 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 Transient Occupancy Tax designated for tourism development. 7 220 $5,392 0.1 The purpose of the Tourism Advisory Task Force is to serve in an advisory capacity to City Council regarding the Tourism Development and Marketing Strategic Plan. The Advisory Task Force was dissolved in FY 2017/18 after the Tourism Development and Marketing Strategic Plan efforts were completed. 11 56 $1,373 0.0 Total 18 276 $6,765 0.1 Volunteer Hours Boards/Commissions* "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 184 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 185 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |TRANSPORTATION Transportation COMMUNITY AND ECONOMIC DEVELOPMENT 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, project identification and planning, regional coordination, traffic operations, traffic safety, bus and trolley operations, Dial-a-Ride, Cab Connection, and paths and trails planning. FY 2017/18 Achievements • Developed for implementation in October 2018 substantial modifications to bus and trolley routes improving efficiency, expanding geographic service, and increasing frequency without increasing budget. Completed Mustang Transit Center which included significant Camelback Walk path improvements, bus transfer facilities, traffic signal and a roundabout. Implemented new operation-only trolley contract with new provider replacing former operation and maintenance trolley contract, resulting in dramatically improved customer service and reduced expense. Began design of Route 72 (Scottsdale Road) transit route improvements including 11 new Scottsdale Road Streetscape shelters. Completed Downtown Sidewalk Improvements project (multiple locations). Added bicycle lanes on Chaparral Road from Scottsdale Road to Miller Road, Shea Underpass at 124th Street, Crosscut Canal Bridge south of McDowell Road, Adero Canyon shared use path, and Cactus shared-use path. Installed bicycle signal detection at 16 intersections. Began design of 68th Street and Indian School Road intersection roundabout in conjunction with 68th Street bridge replacement over the Arizona Canal. Began extensive re-construction of five traffic circles on Via Linda from Hayden Road to Pima Road. Completed 20 traffic control studies. Completed analysis of City photo enforcement program. Developed new Streetlight Design chapter for the 2018 Design Standards and Policies Manual. Implemented Downtown Parking Management Pilot Program. Conducted six-month experiment of subsidized ride-share travel between Scottsdale and Sky Harbor Airport. FY 2018/19 Objectives • • • • • • • • • • • • • • • • • Study ten specific segments or intersections to improve roadway safety. Study six specific segments or intersections to reduce traffic congestion. Develop three specific improvements to bus or trolley route frequency, route start and end times, route extension, or new routes for potential implementation in October 2019. Plan three new multi-use path or trail improvements for potential inclusion in the FY 2019/20 Capital Improvement Program. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 186 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |TRANSPORTATION Transportation COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 22.50 22.50 22.50 0.00 % of city's FTEs 0.90 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Grant Funds 173,385 0 0 0 0 0 50,666 50,666 Transportation Fund 8,340,336 9,477,946 9,771,208 293,262 Total Budget 8,513,721 9,477,946 9,821,874 343,928 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,021,075 1,867,624 1,956,943 89,319 Contractual Services 6,436,124 7,368,294 7,608,993 240,699 Commodities 17,654 38,778 55,188 16,410 Capital Outlays 15,000 3,250 750 -2,500 8,489,853 9,277,946 9,621,874 343,928 23,868 200,000 200,000 0 8,513,721 9,477,946 9,821,874 343,928 Special Programs Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase in Personnel Services is related to the addition of contract worker services for: 1) a Capital Improvement Plan (CIP) Analyst to review budgets and recommend additional funding sources; 2) bus stop maintenance assistance for the over 600 bus stops within the city; and 3) an Americans with Disabilities Act (ADA) Coordinator to assist in data collection and reporting for the ADA transition plan. The increase as well includes the annual pay for performance to eligible employees. (Transportation Fund). The increase in Contractual Services is due to: 1) the professional services expense transferred from Capital Outlays (Transportation Fund); 2) moving the maintenance of the downtown trolley program internally rather than using an outside contractor. As a result, there is a projected maintenance and repair cost increase (Transportation Fund); and 3) the property, liability, and workman's compensation expense (Transportation Fund). The increase in Commodities are related to expenses for Bike Month and Safe Routes to School program (Transportation Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 187 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT TRANSPORTATION | Transportation COMMUNITY AND ECONOMIC DEVELOPMENT Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 13.0 5.0 10.0 $4.82 $6.07 $6.80 2.2 2.2 2.2 Workload Miles of new bike/sidewalk/path improvements Note: Total miles of unpaved trails (outside the Preserve): 145 miles. Total paved paths: 109 miles. Total bike lanes/routes: 270 miles. Estimated and projected numbers include unpaved trails, paved paths, bike lanes, and sidewalks (bike routes decrease as bike lanes are installed on system). Efficiency Average cost per bus and trolley rider Effectiveness Total citywide transit ridership - bus, Dial-aRide, circulators, Cab Connection (in millions) Note: This measures usage of all transit operations. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 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. 7 462 $11,324 0.2 Paths & Trails Subcommittee of the Transportation Commission provides a public forum for issues surrounding paths and trails. 5 42 $1,029 0.0 Volunteers provide general assistance to the Cab Connection/Transit division on various projects. Projects included - field data collection related to trolley ridership, preparing and mailing of cab connection vouchers, binding the Transportation Master Plan, Organizing Transportation records/library, and Record Retention schedule. 3 84 $2,059 0.0 Total 15 588 $14,412 0.2 Volunteer Hours Boards/Commissions* Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 188 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 189 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | WestWorld WESTWORLD COMMUNITY AND ECONOMIC DEVELOPMENT Strategic Goal(s) Support Economic Vitality Description WestWorld is a nationally recognized equestrian and special event facility that provides 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. The venue includes the Tony Nelssen Equestrian Center (TNEC), a climate-controlled space featuring a 120,000 sq.ft. Equidome with 3,400 permanent seats surrounding a sunken arena, three interior VIP suites and a concourse for vendors and other activity. Additionally, the TNEC features a North Hall (117,000 sq.ft.) and a South Hall (37,000 sq.ft.) attached to either side of the Equidome allowing for a flexible design to host multiple events simultaneously. Outdoor arenas are available to fit the needs to any type of equestrian event. The Fields consists of 20 acres, split into two areas that have been used for concerts, festivals, car shows, sporting events and more. A full-service onsite banquet facility accommodates up to 1,000 people and offers catering services to WestWorld events. In addition to public parking, the parking lots have been used for tented events/activities including automotive ride and drives, consumer shows, festivals and more. FY 2017/18 Achievements Increased WestWorld event programming to the North Hall of the Tony Nelssen Equestrian Center by 27 events consisting of four equine and 23 special events. 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. Paved Lot G for event use. FY 2018/19 Objectives Book new events to continue growth in public attendance and new event development via marketing contract initiated by City Council. Provide a positive economic impact for the City of Scottsdale. Continue to pursue and fulfill the City Council approved 2003 WestWorld Master Plan. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 190 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |WESTWORLD WestWorld COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 29.11 29.11 32.72 3.61 % of city's FTEs 1.30 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 4,677,818 4,104,991 4,372,861 267,870 4,700 70,000 55,000 -15,000 4,682,518 4,174,991 4,427,861 252,870 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,105,036 2,014,082 2,221,994 207,912 Contractual Services 1,997,079 1,451,139 1,572,869 121,730 580,403 709,770 632,998 -76,772 0 0 0 0 4,682,518 4,174,991 4,427,861 252,870 0 0 0 0 4,682,518 4,174,991 4,427,861 252,870 Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase of 3.61 FTE and in Personnel Services is due to additional 14 Maintenance Helper and five Custodial Worker part time positions by 0.19 FTE from 0.41 FTE to 0.60 FTE to ensure year-round maintenance coverage of the facility, and to increasing overtime hours using savings from lower estimated Inventory Purchased for Resale expenses. The increase in Contractual Services is due to restoring General Fund budget authority for advertising expenses that had been inadvertently reduced in FY 2017/18. Advertising expenses will be reimbursed by a transfer in to the General Fund from the Tourism Development Fund. The decrease in Commodities is due to a reduction based on trend of Inventory Purchased for Resale expenses, which is partly offset by increases in chemicals and other operating supplies (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 191 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT |WESTWORLD WestWorld COMMUNITY AND ECONOMIC DEVELOPMENT Actual 2016/17 Actual 2017/18 Projected 2018/19 Number of equestrian use days at WestWorld 244 240 244 Number of special event use days at WestWorld 274 280 282 Performance Measures Workload City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 192 - Table of Contents DIVISION SUMMARY | Community Services COMMUNITY SERVICES Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 COMMUNITY SERVICES PLANNING AND ADMIN 1,084,436 1,396,058 1,526,828 130,770 HUMAN SERVICES 12,428,272 15,789,344 15,542,794 -246,550 LIBRARY SYSTEMS 10,065,770 10,128,319 10,132,347 4,028 PARKS & RECREATION 23,353,885 22,877,680 24,665,470 1,787,790 346,880 321,077 398,888 77,811 47,279,243 50,512,478 52,266,327 1,753,849 Expenditures By Department PRESERVE MANAGEMENT Total Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 193 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 194 - Table of Contents DIVISION SUMMARY | Community Services Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 195 - Table of Contents DIVISION SUMMARY | Community Services COMMUNITY SERVICES DIVISION SUMMARY 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 five departments that support the quality of life of Scottsdale. Planning and Administration oversees the division's five departments and is responsible for strategic planning, communications and marketing, software development and support, budget monitoring, forecasting and performance management, capital improvement projects, and responding to citizen and council requests. Human Services operates the Granite Reef and Via Linda senior centers, Paiute Neighborhood Center, Vista del Camino, Adaptive Services, Youth and Family Services, and the Community Assistance Office which manages federal, state, local and private resources. The Library Systems 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, 527 acres of medians and rights-of-way, the Civic Center Complex, and the Downtown Districts. Preserve Management operates and manages the Scottsdale McDowell Sonoran Preserve consisting of more than 30,000 acres of dedicated open space, including more than 175 miles of multi-use trails, 10 trailheads, and parking facilities. Services Provided • • • • • • • • • • • • • • Human Services manages federal, state, local and private resources to provide safe and sanitary housing, emergency and social services, personal economic growth and self-sufficiency, reasonable accommodations for persons with disabilities and low or moderate-income, services for youth and families, and senior programs and classes. Library Systems serves 1.2 million customers annually with a circulation of 2.9 million physical and electronic materials, provides adult, teen, youth and early literacy programs attended by 89,000 participants annually, and guides 1,500 entrepreneurs through the Eureka Loft for mentoring, networking and small business needs. Parks and Recreation provides citizens and visitors with safe and well-maintained parks and facilities. These parks and facilities enhance Scottsdale's quality of life through comprehensive recreational activities including health and wellness, fitness and sports, skill development, social responsibility and family interaction. Preserve Management protects the native plant and animal habitat within the Scottsdale McDowell Sonoran Preserve and provides and manages public access through a network of interconnected multi-use trails and trailhead access points. FY 2017/18 Achievements Designed and published "Scottsdale Life", a quarterly City of Scottsdale complete activity guide to Parks and Recreation, Libraries and Senior Centers programs and services. Implemented significant improvements to HS-CAMS database to improve functionality and usability for Human Services staff and their clients. Served 1,282 families with children ages 0-5 years and held 146 parenting classes in the Family Resource Center at Paiute Neighborhood Center. Installed Arizona’s first all-inclusive playground using funds from Salt River Pima Maricopa Indian Community and GameTime Playground Equipment. The playground was designated as a National Demonstration Site for meeting best practices in design and program elements. Installed a new pool chemical treatment system at the McDowell Mountain Ranch Aquatic Center that switches from gas chlorine to on-site chlorine generation for better safety, efficiency and cost. FY 2018/19 Objectives Install new chemical treatment systems at three aquatic centers transitioning from gas chlorine to on-site chlorine generation, including the newest technology to generate the highest quality water in the region; and to reduce safety concerns. Expand the Civic Center Library's youth story time room to accommodate a greater number of families and provide the ability to diversify the types of programs and services that can be offered. Redesign the back parking lot at Scottsdale Stadium to better serve spring training needs and the city's Municipal Court by adding more spaces and improving traffic flow. Serve 500 families with children ages 0-5 years and hold 100 parenting classes at the Family Resource Center at Paiute Neighborhood Center. Continue construction of the Fraesfield and Granite Mountain trailheads (expected completion mid-2019). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 196 - Table of Contents DIVISION SUMMARY | Community Services Charted Performance Measures Annual Number of Preserve Visits Number of people accessing Wi-Fi annually at city's five libraries Downloaded/streamed e-books, e-music, e-movies Workload Workload Workload City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 197 - Table of Contents COMMUNITY SERVICES DIVISION SUMMARY DIVISION SUMMARY | Community Services Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 474.55 478.00 477.04 -0.96 % of city's FTEs 19.00 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 35,574,612 35,525,762 36,832,909 1,307,147 Grant Funds 7,754,768 10,711,785 10,558,324 -153,461 Special Programs Fund 2,488,774 2,700,630 3,019,441 318,811 Transportation Fund 1,461,089 1,574,301 1,855,653 281,352 Total Budget 47,279,243 50,512,478 52,266,327 1,753,849 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 27,426,584 27,495,932 28,044,414 548,482 Contractual Services 15,065,804 18,937,159 19,368,750 431,591 Commodities 4,079,382 4,007,910 4,141,100 133,190 Capital Outlays 393,675 4,106 539,024 534,918 46,965,445 50,445,107 52,093,288 1,648,181 313,798 67,371 173,039 105,668 47,279,243 50,512,478 52,266,327 1,753,849 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • • • The net decrease of (-0.96 FTE) is the result of the redistribution of part-time hours to address workload demands within the division, which the division was able to achieve with a decrease of $1,500 by decreasing hours of higher budgeted positions and adding hours to lower budgeted positions. The increase in Personnel Services is due to the net following changes: 1) the annual pay for performance to eligible employees; 2) an increase in health care and retirement costs; and 3) a decrease in part-time salaries due to redistribution of part-time hours to address workload demands within the division. The increase in Contractual Services is due to the net following changes: 1) Community Services' proportionate share of citywide Property, Liability and Workers' Compensation liability insurance (General Fund); 2) an increase for summer excursions planned during Youth Development Summer Camp programs (Special Program Fund); 3) one-time funding added for Shea Boulevard and Mountain View Road medians, Granite Reef Senior Center parking lot improvements and ramps and cutouts needing to be compliant with the Americans Disabilities Act (ADA) (Transportation Fund); 4) an increase for median maintenance operating contract costs (Transportation Fund); and 5) net increase in allocations and carryover amounts from year-to-year for Community Development Block Grants (CDBG), HOME and Section 8 grants (Grant Funds). The increase in Commodities primarily represents realigning the library budget to reflect planned expenditures that coincide with projected revenues. Beginning in FY 2018/19, library book sale revenue and expenses will be reported in the General Fund (vs. previously in the Special Programs Fund) to make accounting and budgeting processes more efficient and transparent. For FY 2018/19, library book sale revenue will be used for furniture and equipment needs for the five city branch libraries (General Fund). The increase in the Capital Outlays is due to one-time funding being added to replace the McCormick-Stillman Railroad Park concert area restrooms facility (General Fund). The increase in Operating Projects is for the replacement of playground equipment at the Agua Linda Park (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 198 - Table of Contents COMMUNITY SERVICES DIVISION SUMMARY DIVISION SUMMARY | Community Services Actual 2016/17 Actual 2017/18 Projected 2018/19 705,000 726,000 748,000 339,000 328,000 318,000 $1.52 to $1 $1.53 to $1 $1.53 to $1 99% 103% 98% Library check-out rates for physical items (books, CDs, DVDs) on a per resident, per year basis 9.1 8.1 7.7 Library check-out rates for electronic materials (e-books, e-music, e-movies) on a per resident, per year basis. 3.04 2.62 2.43 29.7% 33.2% 30.0% 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. Annual number of people accessing Wi-Fi at city's five libraries Note: Amounts rounded to the nearest thousand. Efficiency Ratio of Human Services alternate funding dollars to city General Fund dollars Expenditure of allocated budget authority by the Section 8 housing program Note: For FY 2017/18, the city did not expend all of its budget authority in prior years. Therefore, any unspent funds are moved to a HUD Held account for the current year’s budget authority. Effectiveness Note: e-Material check-out rates have declined in FY 2017/18 due to fewer Freegal music downloads. Parks and Recreation percentage of total revenues to expenditures City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 199 - Table of Contents DIVISION SUMMARY | Community Services # of Volunteers # of Hours Value of Volunteer Full-time Hours Equivalent Human Services volunteers support Granite Reef and Via Linda Senior Centers, Vista del Camino, Paiute Neighborhood Center and Human Services commission. Adult and youth Community Service volunteers perform court-ordered restitution, working alongside city staff. 909 32,536 $797,457 15.6 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. 605 36,920 $904,909 17.8 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, sheriff's volunteers, board and commission members. 378 9,814 $240,541 4.7 Trail patrol, trail construction and maintenance, educational outreach, trailhead hosts, administrative and preserve commission. 557 42,661 $1,045,621 20.5 2,449 121,931 $2,988,528 58.6 Volunteer Hours Volunteers Total "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 200 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 201 - Table of Contents COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN COMMUNITY SERVICES | Community Services Planning and 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 Systems, Parks and Recreation and Preserve Management). Responsibilities include strategic planning, communications and marketing, software development and support, budget monitoring, forecasting and performance management, capital improvement projects, and responding to citizen and council requests. 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. Manages 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. Plans and coordinates each department's communication and public outreach for department programs, events and classes and manages the division's graphics design requests, policies and budget. Provide software development and support throughout the division. Responds to inquiries and requests from Scottsdale citizens, city council and staff and addresses and resolves issues in an appropriate and timely manner. FY 2017/18 Achievements Implemented significant improvements to HS-CAMS database to improve functionality and usability for Human Services staff and their clients. Designed and published "Scottsdale Life", a quarterly City of Scottsdale complete activity guide to Parks and Recreation, Libraries and Senior Centers programs and services. Funded new service needs by reallocating operating budget and using alternative funding sources while remaining budget neutral. FY 2018/19 Objectives Conclude development of division's contracts database and commence implementation and training. Increase collaborative communication to the public for services and programs offered throughout Community Services. Begin conceptual work for Indian School park master plan. Complete master plan for Scottsdale Stadium. Create consistent branding of Community Services program and services through the graphic design process. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 202 - Table of Contents COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN COMMUNITY SERVICES | Community Services Planning and Administration Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 5.94 7.54 8.54 1.00 % of city's FTEs 0.34 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 1,084,436 1,396,058 1,526,828 130,770 Total Budget 1,084,436 1,396,058 1,526,828 130,770 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 657,188 745,952 850,260 104,308 Contractual Services 422,716 617,866 644,728 26,862 Commodities 1,338 32,240 31,840 -400 Capital Outlays 3,194 0 0 0 1,084,436 1,396,058 1,526,828 130,770 0 0 0 0 1,084,436 1,396,058 1,526,828 130,770 Expenditures By Fund Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase in FTE is for the Graphics Designer (1.00 FTE) that was transferred from the Library Systems Department to best align the position with workload demands and reporting structure. The increase in Personnel Services is due to the following: 1) the transfer of a Graphic Designer position (1.00 FTE) from Library Systems Department; and 2) increase in health and retirement benefits. Increase in Contractual Services is the net result of the following: 1) higher printing and graphics budget for new Scottsdale Life quarterly publication - a consolidation of all department's programs, services, classes and events into one comprehensive publication, including postage and shipping costs; 2) a decrease in travel and conferences; and 3) a decrease in software maintenance fees. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 203 - Table of Contents COMMUNITY SERVICES HUMAN SERVICES COMMUNITY SERVICES | Human Services Strategic Goal(s) Enhance Neighborhoods Value Scottsdale's Unique Lifestyle and Character Description Human Services department provides 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. The department manages federal, state, county and private resources, and tribal and foundation grants. Human Services provides opportunities for people to connect with one another and to the city through social and recreational interaction, volunteering, and emergency/support services. Services Provided • • • • • • • • • • • • • • • • Granite Reef and Via Linda senior centers provide seniors with recreation opportunities, social, health and wellness services. Paiute Neighborhood Center and Vista del Camino support lower-income, culturally-diverse neighborhoods offering early childhood development programs, education and drug prevention programs, employment services, rent and utility financial assistance, medical, dental, and social services. Family Resource Center provides parenting and education classes, along with outreach for mothers with children ages 0-5 in collaboration with First Things First. Adaptive Services offers activities and support for persons of all ages with disabilities. Youth and Family Services offer behavioral support and diversion programs for individuals and families. 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, HOME federal grants, the operation of the city's housing rehabilitation program, and the roof and emergency repair programs. FY 2017/18 Achievements Served 1,282 families with children ages 0-5 years and held 146 parenting classes in the Family Resource Center at Paiute Neighborhood Center. Managed Vista del Camino’s food bank inventory at a 90-day supply level. Exceeded projected healthy packs distributions by 1,246. Exceeded the distribution of projected The Emergency Food Assistance Program (TEFAP) by 187 boxes. Accelerated the number of job prep case managed clients from 23 to 43. Achieved federal housing authority expenditure rate of 103 percent of budget authority by moving funds to HUD held account that were not expended in previous years. FY 2018/19 Objectives Serve 500 families with children ages 0-5 years and hold 100 parenting classes at the Family Resource Center at Paiute Neighborhood Center. Serve 300 Senior Citizens at Granite Reef and Via Linda Senior Centers via their participation in the Adopt-A-Senior Holiday Program. Increase by 10 the annual number of job prep case managed clients through Vista del Camino. Maintain housing authority leasing success rate at a utilization rate of 95 percent or expenditure rate of 98 percent of budget authority. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 204 - Table of Contents COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) HUMAN SERVICES COMMUNITY SERVICES | Human Services Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 78.39 79.87 79.49 -0.38 % of city's FTEs 3.17 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 4,921,378 5,216,069 5,314,909 98,840 Grant Funds 7,300,392 10,251,667 9,945,750 -305,917 206,502 321,608 282,135 -39,473 12,428,272 15,789,344 15,542,794 -246,550 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 4,945,619 5,194,761 5,329,839 135,078 Contractual Services 7,194,200 10,400,332 10,055,105 -345,227 Commodities 266,123 190,145 157,850 -32,295 Capital Outlays 22,330 4,106 0 -4,106 12,428,272 15,789,344 15,542,794 -246,550 0 0 0 0 12,428,272 15,789,344 15,542,794 -246,550 Expenditures By Fund Special Programs Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The net decrease of (-0.38) FTE is the result of the redistribution of part-time hours to address workload demands within the division. The increase in Personnel Services includes the annual pay for performance to eligible employees and increased health care and retirement costs (General Fund). The decrease in Contractual Services is due to the net changes in allocations and carryover amounts from year-to-year for Community Development Block Grants (CDBG), HOME, and Section 8 grants (Grant Funds). The decrease in Commodities is an adjustment to planned expenditures to coincide with projected fund revenues and estimated available balance (Special Programs Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 205 - Table of Contents COMMUNITY SERVICES HUMAN SERVICES COMMUNITY SERVICES | Human Services Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 28,319 28,145 28,200 52% 87% 87% 4,523 3,632 3,869 2,084 1,964 1,964 $1.52 to $1 $1.53 to $1 $1.53 to $1 99% 103% 98% -11% 49% 10% 86% 86% 86% Workload Number of units of food assistance provided Note: Services for FY 2017/18 include: Food boxes (2,146), senior brown bags (13,286), weekend youth healthy packs (11,080), 'Food Plus' food boxes (346), and TEFAP boxes (1,287). Percentage of clients requesting emergency financial assistance that are processed and deemed eligible for financial assistance Note: Goals reviewed to represent a more realistic eligibility ratio beginning in FY 2017/18. Screened clients 1,276. Eligible 1,106 clients. Screened and deemed to be eligible: 87 percent. Number of units of social services to sustain selfsufficiency Note: Services for FY 2017/18 include visits to career center (3,076), attendance in job workshops (486), participants in Section 8 self-sufficiency program (24), Section 8 selfsufficiency graduates (3), and job prep case management units (43). Number of residents provided with financial assistance for housing Note: Included services for FY 2017/18 are: Rent/mortgage or utility assistance (1,106), Section 8 rental voucher assistance (710), Section 8 utility payments (75), emergency home repairs (58), roof repairs (9), and major home rehabilitations (6). 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, state, county, local grants, sponsorships, and donations. Expenditure of allocated budget authority by the Section 8 housing program Note: Either of the following two measures must be achieved in order to be deemed a high performing agency by federal standards: 95 percent plus utilization of available housing choice vouchers, or 98 percent plus expenditure of allocated budget authority. This rate can exceed 100 percent if the city did not expend all of its budget from prior years. Effectiveness Annual combined increase in earned income realized by family self-sufficiency participants Note: Starting Earned Income: $246,194. Ending Earned Income: $367,593. In FY 2016/17, there was a decrease in earned income due to one participant on medical leave and two participants porting out (leaving Scottsdale for another jurisdiction). Percentage of clients who receive case management and participate in support groups and educational, recreational, and socialization programs that report an improved condition City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 206 - Table of Contents COMMUNITY SERVICES | Human Services Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 242 $5,931 0.1 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. 231 19,489 $477,675 9.4 Vista del Camino and Paiute Neighborhood Center volunteers: Work in many areas such as the food bank, back-to-school and holiday programs. 447 6,652 $163,041 3.2 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. 184 1,475 $36,152 0.7 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. 40 4,678 $114,658 2.2 Total 909 32,536 $797,457 15.6 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 $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 207 - Table of Contents COMMUNITY SERVICES | Library Systems LIBRARY SYSTEMS COMMUNITY SERVICES Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality Description The Library Systems is a place for the community to share ideas, find information, collaborate, create, learn and innovate. Through its five facilities, the library provides lifelong learning opportunities through physical and e-materials, cultural and educational programming, and knowledgeable staff. Scottsdale Library staff teaches early learning skills, fosters reading enjoyment and helps develop critical and creative thinking skills among children, teens and adults. The Library also fosters small business and high-growth entrepreneurial start-ups. Services Provided • • • • • • • • • • • • • • • • • • Serving 1.1 million people annually at five branch locations. Provides physical and electronic materials that are checked out 2.9 million times annually. Offers an array of educational and recreational programs for all ages attended by 89,000 people annually. Provides public computers and Wi-Fi access that are utilized 578,000 times annually. Guides 1,500 entrepreneurs annually through the Eureka Loft for their programming, mentoring, networking and small business needs. Provides ESL (English as a Second Language) classes to local residents from more than 31 countries. FY 2017/18 Achievements Partnered with Family Resource Center at Paiute Neighborhood Center to provide 40 Knowing and Growing programs for over 600 attendees. Implemented new hours at three library branches to ensure equity of service to patrons in all areas/neighborhoods and more consistent service hours across the library system. Offered new programs in the Eureka Loft to assist small business start-ups with one program series for women-owned small businesses as well as one series presented by the executive director of Phoenix Fashion Week. Added new monthly English as Second Language programs at Civic Center Library for beginning/intermediate speakers and at Mustang Library to assist intermediate/advanced attendees in job searches and business start-up. Completed story time room project design and secured appropriate funding. Purchased collection sorter for Civic Center library and committed to converting Scottsdale’s library collection to radiofrequency identification (RFID) for better customer service and collection tracking. FY 2018/19 Objectives Expand the Civic Center library's youth story time room to accommodate a greater number of families and provide the ability to diversify the types of programs and services that can be offered. Convert the library’s collection from barcode technology to RFID (Radio Frequency Identification) to provide better customer service and provide better security for the library’s collection. Provide public access to the Scottsdale’s historic information through completion of the Scottsdale Heritage Connection project at Civic Center Library. Collaborate with Scottsdale Arts to identify and provide an alternate space for public art exhibits within Civic Center library. Expand the Library's outreach program to include greater numbers of underserved youth and adults. Develop a new strategic plan and assign specific objectives to appropriate staff for successful implementation. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 208 - Table of Contents COMMUNITY SERVICES LIBRARY SYSTEMS COMMUNITY SERVICES | Library Systems Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 121.92 121.89 120.39 -1.50 % of city's FTEs 4.80 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 9,493,857 9,461,651 9,688,935 227,284 Grant Funds 365,919 339,480 254,824 -84,656 Special Programs Fund 205,994 327,188 188,588 -138,600 10,065,770 10,128,319 10,132,347 4,028 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 7,666,835 7,628,388 7,666,023 37,635 Contractual Services 839,061 939,026 784,929 -154,097 Commodities 1,507,810 1,560,905 1,681,395 120,490 Capital Outlays 52,064 0 0 0 10,065,770 10,128,319 10,132,347 4,028 0 0 0 0 10,065,770 10,128,319 10,132,347 4,028 Expenditures By Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The decrease in FTE is due to a Graphics Designer (-1.00 FTE) position transferring to the Human Services Department and the redistribution of part-time hours (-0.50 FTE) to best align workload demands and reporting structure within the division. The increase in Personnel Services includes the annual pay for performance to eligible employees and an increased health care and retirement costs. The increase would have been greater, but it was offset by a decrease of transferring a Graphics Designer (-1.00 FTE) Position to the Human Services Department and redistribution of part-time hours (-0.50 FTE) within the division (General Fund). The decrease in Contractual Services is due to the following: 1) a reduction of expenses being reported in the Special Programs Fund which is a result of FY 2018/19 library book sale revenues that will be used for furniture and equipment needs for the five city branch libraries (General Fund).; 2) changes in library specific grant availability, allocations and carryover amounts from year-to-year (Grant Funds). The increase in Commodities is for planned expenditures to coincide with projected fund revenues from reallocated book sales for all five library branches (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 209 - Table of Contents COMMUNITY SERVICES LIBRARY SYSTEMS COMMUNITY SERVICES | Library Systems Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 29,000 24,000 25,000 58,000 52,000 54,000 339,000 328,000 318,000 1,159,000 1,118,000 1,103,000 711019 635,000 584,000 $0.31 $0.33 $0.32 90% 86% 82% 9.1 8.1 7.7 3.04 2.62 2.43 13.42 12.46 11.59 Workload Participation in adult programs Note: Rounded to the nearest thousand. The Library partnered with Scottsdale Center for the Arts in presenting the Discovery Series in FY 2016/17 which experienced some high attendance at off-site programs. Attendance at early learning programs Note: Attendance rounded to the nearest thousand. The library had two large programs in FY 2016/17 at WestWorld and the Civic Center Mall. These programs were repeated in FY 2017/18 with slightly lower attendance. Number of people accessing Wi-Fi at the city's five libraries annually Note: Amounts rounded to the nearest thousand. Estimates are based on growth in actual usage, file sizes and the increase in portable devices used by customers. Door Counts Note: Rounded to the nearest thousand E-material circulation 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 2016/17 Scottsdale population is 238,000; FY 2017/18 population is 242,500; FY 2018/19 forecasted population is 246,600 according to the State of Arizona Office of Economic Opportunity 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. Note: e-Material check-out rates have declined slightly beginning in FY 2016/17 primarily due to fewer Freegal music downloads. Annual check-outs per registered borrower Note: The number of library cards issued is decreasing due to changes in database maintenance and circulation check-outs continuing to decline. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 210 - Table of Contents COMMUNITY SERVICES | Library Systems Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 85 $2,083 0.0 Adult volunteers: Supplement library services for library shops, book/DVD/CD shelving, children’s early literacy programs, as well as Friends of the Library. 346 29,300 $718,143 14.1 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. 252 7,535 $184,683 3.6 Total 605 36,920 $904,909 17.7 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 $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 211 - Table of Contents COMMUNITY SERVICES PARKS & RECREATION COMMUNITY SERVICES | Parks and Recreation Strategic Goal(s) Enhance Neighborhoods Preserve Meaningful Open Space Value Scottsdale's Unique Lifestyle and Character Description Parks & Recreation provides clean, attractive parks and delivers a wide-variety of recreation and leisure programs. Parks and Recreation manages and maintains 975 acres of developed parks, 527 acres of medians and rights-of-way, the Civic Center Complex, and the Downtown District. Also, several hundred recreation and leisure classes and activities are available 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 walk. 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 eight specialty parks totaling 253 acres that preserve significant unique features of the community, ranging from large natural preserves to historic and specialized features, such as Pinnacle Peak Park, 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 seven after school programs, six community centers, three year-round aquatic centers, one seasonal pool, three sports complexes, leisure education programs, citywide special events, youth and adult sports, 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 2017/18 Achievements Installed Arizona’s first all-inclusive playground using funds from Salt River Pima Maricopa Indian Community and GameTime Playground Equipment. The playground was designated as a National Demonstration Site for meeting best practices in design and program elements. Partnered with Burke Playground Equipment and the Scottsdale Ranch Community Association to replace and fund a new playground at Scottsdale Ranch Park. Installed a new pool chemical treatment system at the McDowell Mountain Ranch Aquatic Center that switches from gas chlorine to on-site chlorine generation for better safety, efficiency and cost. Built two new partial ball fields at the Scottsdale Stadium that provide additional practice space for professional baseball and events. FY 2018/19 Objectives Install new chemical treatment systems at three aquatic centers transitioning from gas chlorine to on-site chlorine generation, including the newest technology to generate the highest quality water in the region; and to reduce safety concerns. Redesign the back parking lot at Scottsdale Stadium to better serve not only spring training needs, but also those of the City Court. The project will maximize parking spaces and improve traffic flow. Convert tennis courts at Horizon park to six new pickle ball courts. Install four storage bins and modify eight dugouts at Horizon park ball fields. The storage bins will provide usable space for the user groups to store bases, rakes, and other equipment. The dugout modifications will provide shade over the dugouts. Work with Community Services technology to implement an Active Net training plan that ensures on-going competency in operation of software programs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 212 - Table of Contents COMMUNITY SERVICES PARKS & RECREATION COMMUNITY SERVICES | Parks and Recreation Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 265.30 265.13 265.05 -0.08 % of city's FTEs 10.56 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 19,750,726 19,131,527 19,903,349 771,822 Grant Funds 65,792 120,018 357,750 237,732 Special Programs Fund 2,076,278 2,051,834 2,548,718 496,884 Transportation Fund 1,461,089 1,574,301 1,855,653 281,352 Total Budget 23,353,885 22,877,680 24,665,470 1,787,790 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 13,928,656 13,704,769 13,970,605 265,836 Contractual Services 6,508,700 6,904,240 7,756,107 851,867 Commodities 2,286,644 2,201,300 2,226,695 25,395 Capital Outlays 316,087 0 539,024 539,024 23,040,087 22,810,309 24,492,431 1,682,122 313,798 67,371 173,039 105,668 23,353,885 22,877,680 24,665,470 1,787,790 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The decrease in FTE is the net result of the following: 1) increasing a part-time Recreational Specialist II (0.50 FTE) position to a full-time Recreation Specialist II (1.00 FTE) position at the McCormick-Stillman Railroad Park dedicated to reservations to ensure sustainable park operations (Special Program Funds); and 2) the redistribution of part-time hours to address workload demands with in the division (General Fund). The increase in Personnel Services is the result of the following:1) increasing a part-time Recreational Specialist II (0.50 FTE) position to a full-time Recreation Specialist II (1.00 FTE) position at the McCormick-Stillman Railroad Park dedicated to reservations to ensure sustainable park operations (Special Program Funds); and 2) the redistribution of part-time hours to address workload demands with in the division (General Fund); 3) the annual pay for performance to eligible employees; and 4) increased health care and retirement costs. The increase in Contractual Services is due to: 1) one-time funding to complete the next enhancement phase of Shea Boulevard medians from the Loop 101 to Frank Lloyd Wright Boulevard, Mountain View Rd medians, plants and granite, Granite Reef Center parking lot and ADA Ramps/Cutouts (Transportation Fund); 2) an increase in allocations and carryover amounts from local grants for Chaparral Park Playground Replacement, Scottsdale Ranch Park Playground and Paiute Park Spray Pad (Grant Funds); and 3) ground and facilities repair and maintenance projects required at Silverado Golf Course (Special Programs Fund). The increase in the Capital Outlays is due to one-time funding to replace the McCormick-Stillman Railroad Park concert area restrooms facility (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 213 - Table of Contents COMMUNITY SERVICES PARKS & RECREATION COMMUNITY SERVICES | Parks and Recreation Actual 2016/17 Actual 2017/18 Projected 2018/19 31,437 28,669 29,000 Youth registered program and service participants 11,732 15,530 15,000 Percentage of operating budget contracted out 29.1% 30.9% 30.0% Acres of parks maintained per employee 12.4 12.4 12.4 Cost per square foot of medians maintained (cents) 13.5 13.5 13.5 29.7% 33.2% 30.0% Performance Measures Workload Adult registered program and service participants Note: Calculated using ACTIVENET systems adult registration for programs and services, including adult leagues. Efficiency Effectiveness Percentage of total parks and recreation revenue to expenditures Note: FY 2017/18 reported data is tentative until year-end financial reports are available. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 160 $3,922 0.1 Program volunteers provide support for special events, community centers, ongoing programs, trail maintenance, and recycling group projects 306 2,623 $64,290 1.3 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. 65 7,031 $172,330 3.4 Total 378 9,814 $240,542 4.8 Volunteer Hours Boards/Commissions* The Parks & Recreation Commission provide advisory recommendations to staff and the City Council on department priorities and programs. Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 214 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 215 - Table of Contents COMMUNITY SERVICES PRESERVE MANAGEMENT COMMUNITY SERVICES | Preserve Management Strategic Goal(s) Preserve Meaningful Open Space Value Scottsdale's Unique Lifestyle and Character Description Preserve Management is responsible for achieving 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 2017/18 Achievements • • • • Completed all design and permitting requirements, commenced construction for Fraesfield and Granite Mountain trailheads. Received City Council approval for Dynamite Trailhead design. (Design completion and bid for construction in late 2018.) Continued development of phase 3 trail with user groups based on user expectations. Completed a thorough review and updated numerous trailhead signage, website page information, and Conservancy volunteer communications to assure effective messaging regarding Preserve usage and protections. FY 2017/18 focused on dog safety, dog owner responsibilities, and expanding directional signage for new/revised trails and hours of operation. Ongoing efforts include overall preserve rules and appropriate planning/preparedness for recreational usage with input from police and fire staff. FY 2018/19 Objectives • • Continue construction of the Fraesfield and Granite Mountain trailheads (expected completion mid-2019). Continue the site design and public approval process, construction plans and initiate construction of a trailhead at Pima and Dynamite and complete the trail field design and construction in this area. Continue to work with a variety of trail users to develop trail resources that provide a variety of user experiences while safeguarding and protecting the Preserve. Acquire remaining private parcel in the recommended study boundary for the Preserve. Develop measures to ensure the increasing number of recreational users are utilizing the Preserve in a manner that respects its resources and other users. • • • City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 216 - Table of Contents COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) PRESERVE MANAGEMENT COMMUNITY SERVICES | Preserve Management Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 3.00 3.57 3.57 0.00 % of city's FTEs 0.14 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 324,215 320,457 398,888 78,431 Grant Funds 22,665 620 0 -620 Total Budget 346,880 321,077 398,888 77,811 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 228,286 222,062 227,687 5,625 Contractual Services 101,127 75,695 127,881 52,186 Commodities 17,467 23,320 43,320 20,000 0 0 0 0 346,880 321,077 398,888 77,811 0 0 0 0 346,880 321,077 398,888 77,811 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • The increase in Contractual Services and Commodities is for additional signage and trail maintenance needs within the Preserve (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 217 - Table of Contents COMMUNITY SERVICES PRESERVE MANAGEMENT COMMUNITY SERVICES | Preserve Management Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 420 0 5 705,000 726,000 748,000 14.5 11.4 12.0 Workload Acres added to the Preserve Provide access to the Preserve (number of annual new and repeat visits) Note: Rounded to the nearest thousand. Additional miles of mapped and signed trail resources added to the Preserve trail inventory Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 120 $2,941 0.1 Trail patrol, trail maintenance, educational outreach, trailhead hosts and field institute research. 560 60,045 $1,471,703 28.9 Total 567 60,165 $1,474,644 29.0 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 $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 218 - Table of Contents DIVISION SUMMARY | Public Safety - Fire PUBLIC SAFETY - FIRE Expenditures By Department Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 OFFICE OF THE FIRE CHIEF 841,776 897,092 923,587 26,495 OPERATIONS 29,323,308 29,396,599 31,917,105 2,520,506 PROFESSIONAL SERVICES 5,409,563 5,066,153 5,697,214 631,061 FIRE & LIFE SAFETY 1,818,672 1,738,106 1,771,680 33,574 Total Budget 37,393,319 37,097,950 40,309,586 3,211,636 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 219 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 220 - Table of Contents DIVISION SUMMARY | Public Safety - Fire Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 221 - Table of Contents PUBLIC SAFETY – FIRE DIVISION SUMMARY |DIVISION Public Safety - Fire SUMMARY Strategic Goal(s) Enhance Neighborhoods Description The Scottsdale Fire Department (SFD) 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, delivers outreach programs and overall community safety messages to citizens of Scottsdale. FY 2017/18 Achievements Entered into a new ambulance transportation contract that will result in an estimated increase of $800K in annual revenue and provide funding for a new Performance Improvement Coordinator position. Completed remodel of Station 605, Bond 2015 project. Purchased land for the relocation of Station 603 and began design phase of Stations 603 and 616, both Bond 2015 projects. Began construction on permanent Station 613, Bond 2015 project. Served as representatives on numerous local, regional and national committees and fire service initiatives. Continued community interaction with Honor Health in Mobile Integrated Healthcare Practice. FY 2018/19 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 code enforcement, preventative measures, and 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. Support workforce sustainability of the sworn employees through innovative and proactive strategies. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 222 - 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 (the Arizona average is 18 percent) Total incidents reflect the total number of emergency calls responded to within the City of Scottsdale Effectiveness Effectiveness Workload City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 223 - Table of Contents PUBLIC SAFETY - FIRE DIVISION SUMMARY | Public Safety - Fire DIVISION SUMMARY Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 20.40 20.40 23.40 3.00 Full-time Sworn Equivalents (FTE) 258.00 258.00 263.00 5.00 Total FTE 278.40 278.40 286.40 8.00 % of city's FTEs 11.41 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 36,985,504 37,094,259 40,149,889 3,055,630 Grant Funds 403,160 0 157,517 157,517 4,655 3,691 2,180 -1,511 37,393,319 37,097,950 40,309,586 3,211,636 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 30,019,279 29,541,139 31,880,631 2,339,492 Contractual Services 6,257,557 6,464,277 7,187,991 723,714 Commodities 1,109,923 1,092,534 1,238,464 145,930 6,560 0 2,500 2,500 37,393,319 37,097,950 40,309,586 3,211,636 0 0 0 0 37,393,319 37,097,950 40,309,586 3,211,636 Expenditures By Fund Special Programs Fund Total Budget Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase of 8.00 FTE is related to: 1) the addition of three Firefighter (3.00 FTE) positions, one Fire Engineer (1.00 FTE) position, two Fire Captain (2.00 FTE) positions to mitigate increased overtime; 2) one Sworn Senior Deputy Fire Marshall (1.00 FTE) position was converted into one Civilian Senior Plans Reviewer (1.00 FTE) position; and 3) the addition of an Equipment Coordinator - Fire (1.00 FTE) position and one Emergency Medical Services (EMS) Performance Improvement Coordinator (1.00 FTE) position to support the ambulance contract, both of which will be paid for by the revenue generated based on the terms of the new contract. The increase in Personnel Services is related to: 1) the addition of three Firefighter (3.00 FTE) positions, one Fire Engineer (1.00 FTE) position and two Fire Captain (2.00 FTE) positions to mitigate increased overtime; 2) the addition of an Equipment Coordinator - Fire (1.00 FTE) position and one EMS Performance Improvement Coordinator (1.00 FTE) position to support the ambulance contract, both of which will be paid for by the revenue generated based on the terms of the new contract; 3) funding added to Overtime to sufficiently fund the division's operational constant staffing requirement; and 4) funding includes the annual pay for performance to eligible employees (General Fund). The increase in Contractual Services is related to: 1) increases to various fire service contracts including the electronic patient reporting program used to log calls, the dispatch contract with Phoenix and the contract for firefighter medical exams (General Fund); and 2) training/conferences funds for command officers granted by the Federal Emergency Management Agency (FEMA) (Grant Funds). The increase in Commodities is related to the necessary replacement of equipment and tools, which will be paid for with the new revenue generated from the new ambulance contract (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 224 - Table of Contents DIVISION SUMMARY | Public Safety - Fire DIVISION SUMMARY PUBLIC SAFETY - FIRE Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 13,819 14,074 14,438 29,197 28,664 26,810 76% 73% 75% 90% 88% 92% 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 three years. A "target hazard" is defined as occupancies that, should an incident occur, pose specific risks to the occupants; involve atypical hazards; may overload the fire division equipment and personnel resources; and may produce a significant negative impact on the community. 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 division's goal is 80 percent availability rate. For FY 2017/18 the totals were 26,920 out of 36,877 (73 percent). 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 and confine to the room of origin 80 percent of the time. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 225 - Table of Contents PUBLIC SAFETY – FIRE PUBLIC SAFETY - FIRE |OFFICE Office of the Fire Chief 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 has direct influence of the overall community risk reduction and public safety mission for the department. In addition, the Office of the Fire Chief works closely with the Emergency Manager in planning activities with a focus on emergency and operational preparedness for major events located within Scottsdale's city limits. Services Provided • • • Represents the City of Scottsdale's perspective at the Local Regional, and National level on fire industry issues and trends. Trains residents and businesses in emergency preparedness through the "FireWise" program. Plans and coordinates public safety support for major events. FY 2017/18 Achievements • • • • • • • • Initiated phase I of Long Term Care Working Group. Completed phase I of the Scottsdale Firefighters sworn rank attrition study. Developed an Attrition Task Force, comprised of representation of several stakeholder city divisions and the City Manager's office, to develop initiates to mitigate the significant increase of sworn eligible staff members departing in 2025. Continued active leadership in regional Automatic Aid initiatives and reformation interests. Prioritized the continued professional development of Command Staff in contemporary fire service, Emergency Medical Services (EMS) and All-Hazards response and prevention. FY 2018/19 Objectives Solicit grant funding from the Federal Emergency Management Administration and/or other sources for public safety. Evoke an 'all-hazards' posture in the development of the prevention, preparing, responding and recovery strategies. Enhance special event management capabilities to ensure the safety of citizens and attendees. Develop and implement a process that will address the impact of the Scottsdale Sworn Attrition Study to mitigate the impacts of the 2025 scenario that demonstrates a large number of sworn staff will become retirement eligible. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 226 - Table of Contents PUBLIC SAFETY - FIRE PUBLIC SAFETY - FIRE |OFFICE Office of the Fire Chief OF THE FIRE CHIEF Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 3.00 3.00 3.00 0.00 Full-time Sworn Equivalents (FTE) 2.00 3.00 3.00 0.00 Total FTE 5.00 6.00 6.00 0.00 Staff Summary % of city's FTEs 0.24 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 746,548 893,401 916,707 23,306 Grant Funds 90,573 0 4,700 4,700 Special Programs Fund 4,655 3,691 2,180 -1,511 Total Budget 841,776 897,092 923,587 26,495 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 717,559 825,461 851,724 26,263 Contractual Services 102,216 67,940 69,683 1,743 22,001 3,691 2,180 -1,511 0 0 0 0 841,776 897,092 923,587 26,495 0 0 0 0 841,776 897,092 923,587 26,495 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • The increase in Personnel Services is related to the annual pay for performance to eligible employees (General Fund). Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 $693,143 $226,715 $156,458 Efficiency The total grant funding received for emergency preparedness City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 227 - Table of Contents PUBLIC SAFETY – FIRE PUBLIC SAFETY - FIRE | Operations Services OPERATIONS Strategic Goal(s) Enhance Neighborhoods Description Operations Services provides staffing and equipment to prevent and manage emergencies, predominantly emergency medical incidents and fires. Oversight of Emergency Medical Services (EMS) Division responsible for the maintenance of our employee's medical certifications and quality assurance for patient documentation. 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, wildland 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 2017/18 Achievements Responded to 25,809 calls for medical assistance. Of that, 16,951 resulted in continued care by Scottsdale Fire Department (SDF) Paramedics to local hospitals via ambulance. Provided customers direct patient care from their home or place of incident to the hospital emergency room with firefighter paramedics approximately 99.9 percent of the time. Treated and transported the cardiac arrest patients to hospitals in the care of SFD Paramedics and Emergency Medical Technicians (EMTs), resulted in a 24 percent rate for successful return of spontaneous circulation (ROSC) through the Performance Improvement Program and Continuing Education (CE) plans. This compares to a national average of between nine percent to 12 percent. Received $73,700 in federal grant funding to sustain Urban Area Security Initiative programs. Maintained Advanced Life Support staffing on all critical frontline response apparatus. Implemented an Emergency Operations Drone program designed to assist in numerous emergency situations. The program ‘launched’ with two aircraft; one capable of significant payload distribution and thermal imaging cameras, and three FAA certified Small Unmanned Aerial System pilots. FY 2018/19 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 SFD Paramedics. Solidify the fire-based EMS response and mitigation strategies for mass casualty through violent incident events. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 228 - Table of Contents PUBLIC SAFETY - FIRE PUBLIC SAFETY - FIRE | Operations Services OPERATIONS Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 2.40 2.40 2.40 0.00 Full-time Sworn Equivalents (FTE) 242.00 241.00 247.00 6.00 Total FTE 244.40 243.40 249.40 6.00 Staff Summary Full-time Equivalents (FTE) % of city's FTEs 9.93 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 29,323,308 29,396,599 31,917,105 2,520,506 Total Budget 29,323,308 29,396,599 31,917,105 2,520,506 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 25,595,940 25,281,207 27,331,041 2,049,834 Contractual Services 3,679,736 4,056,723 4,527,395 470,672 Commodities 47,060 58,669 58,669 0 Capital Outlays 572 0 0 0 29,323,308 29,396,599 31,917,105 2,520,506 0 0 0 0 29,323,308 29,396,599 31,917,105 2,520,506 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase of 6.00 FTE is related to the addition of three Firefighter (3.00 FTE) positions, one Fire Engineer (1.00 FTE) position and two Fire Captain (2.00 FTE) positions to mitigate increased overtime (General Fund). The increase in Personnel Services is related to: 1) the addition of three Firefighter (3.00 FTE) positions, one Fire Engineer (1.00 FTE) position and two Fire Captain (2.00 FTE) positions to mitigate increased overtime; 2) funding added to Overtime to sufficiently fund the division's operational constant staffing requirement; and 3) funding includes the annual pay for performance to eligible employees (General Fund). The increase in Contractual Services is related to: 1) Public Safety - Fire's proportionate share of Property, Liability, and Worker's Compensation liability insurance. The division has seen an increase in injuries resulting in ongoing Worker's Compensation claims, which has increased annual rates (General Fund); and 2) Scottsdale Fire Department (SFD) proportionate share of Fleet Replacement and Fuel. The replacement of five aging fire trucks increased the FY 2018/19 annual replacement rates. Fuel costs are also expected to be higher than last year based on an upward trend in fuel prices (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 229 - Table of Contents PUBLIC SAFETY - FIRE | Operations Services OPERATIONS PUBLIC SAFETY - FIRE Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 36,407 36,877 37,599 4:37 4:46 4:42 24% 45% 30% Workload Total Incidents Note: This is the number of incidents (calls) responded to by Scottsdale Fire Department (SDF). 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 (ROSC). This is the percentage of patients experiencing cardiac arrests 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 code arrests treated in 2017/18 was 118 with 53 successful ROSC or a 45 percent save rate. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 230 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 231 - Table of Contents PUBLIC SAFETY – FIRE PUBLIC SAFETY - FIRE | Professional Services 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, Prevention 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 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 2017/18 Achievements Increased the regional presence in the following arenas: instruction for live fire, ladder training, hazardous material, technical rescue and command. Participated as administrative lead for the Federal Emergency Management Agency (FEMA) Assistance to Firefighters Grants (AFG) resulting in providing 110 officers with tactical and strategic training at the Virtual Incident Command Center. Completed two-year training: competency and pacing plan while ensuring all members received job performance skills set forth by the National Fire Protection Agency. Began several partnerships whose purpose are to improve the overall health and safety of our members. Partnerships include: Cancer studies with Honor Health and the University of Arizona and a Fire Department Safety Climate study with Drexel University. Continued the effective partnerships with the following agencies: Chandler and Temper multicity recruit testing, Luke Air Force Base ARFF live fire training, Tempe and Rio Verde Fire Departments for live fire training, and Active Shooter Training with the Scottsdale Police Department (SPD). Solidified promotional processes with the Virtual Incident Command Center for command level evaluations and training involving the newest technologies available. Continued to experience great partnership and great success with the COS Water Resources Division Electronic Hydrant Review/Inspection form. FY 2018/19 Objectives Ensure firefighters receive at least the minimum annual required continuing education (CE) 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 2018/19 Adopted Budget - Volume Two - 232 - Table of Contents PUBLIC SAFETY - FIRE | Professional Services PUBLIC SAFETY - FIRE PROFESSIONAL SERVICES Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 7.00 7.00 9.00 2.00 Full-time Sworn Equivalents (FTE) 7.00 7.00 7.00 0.00 Total FTE 14.00 14.00 16.00 2.00 Staff Summary % of city's FTEs 0.64 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 5,096,976 5,066,153 5,544,397 478,244 Grant Funds 312,587 0 152,817 152,817 Total Budget 5,409,563 5,066,153 5,697,214 631,061 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,018,160 1,813,040 2,046,660 233,620 Contractual Services 2,351,514 2,226,537 2,474,037 247,500 Commodities 1,033,901 1,026,576 1,174,017 147,441 5,988 0 2,500 2,500 5,409,563 5,066,153 5,697,214 631,061 0 0 0 0 5,409,563 5,066,153 5,697,214 631,061 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase of 2.00 FTE is related to the addition of one Equipment Coordinator – Fire (1.00 FTE) position and one Emergency Medical Services (EMS) Performance Improvement Coordinator (1.00 FTE) position to support the ambulance contract, both of which will be paid for by the revenue generated based on the terms of the new contract. The increase in Personnel Services is related to: 1) the addition of one Equipment Coordinator - Fire (1.00 FTE) position and one EMS Performance Improvement Coordinator (1.00 FTE) position to support the ambulance contract, both of which will be paid for by the revenue generated based on the terms of the new contract; 2) funding added to Overtime for special events and training to support the new firefighter positions; and 3) funding includes the annual pay for performance to eligible employees (General Fund). The increase in Contractual Services is related to: 1) Public Safety - Fire's proportionate share of Property, Liability, and Worker's Compensation liability insurance. The division has seen an increase in injuries resulting in ongoing Worker's Compensation claims, which has increased annual rates (General Fund); 2) Public Safety - Fire's proportionate share of Fleet Replacement and Fuel. The replacement of five aging fire trucks increased the FY 2018/19 annual replacement rates. Fuel costs are also expected to be higher than last year based on an upward trend in fuel prices (General Fund); and 3) increases to various fire service contracts including the electronic patient reporting program used to log calls, the dispatch contract with Phoenix and the contract for firefighter medical exams (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 233 - Table of Contents PUBLIC SAFETY - FIREPROFESSIONAL | ProfessionalSERVICES Services PUBLIC SAFETY - FIRE Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 46 62 59 237 203 230 0/6 0/7 0/8 Efficiency Work Related Injuries Note: Reportable injuries to Scottsdale Fire Department (SDF) employees including all types of injuries sustained on duty. Effectiveness Training hours Note: This is the average number of training hours each employee assigned to a 56-hour schedule received on-duty during the fiscal year. International Organization for Standardization (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 Full-time Volunteer Hours Equivalent # of Volunteers # of Hours SDF 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 Cardiopulmonary Resuscitation (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. 90 3,256 $79,805 1.6 Total 90 3,256 $79,805 1.6 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 234 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 235 - Table of Contents PUBLIC SAFETY – FIRE PUBLIC SAFETY - FIRE | Fire and Life Safety FIRE & LIFE SAFETY Strategic Goal(s) Enhance Neighborhoods Description Fire and Life Safety is responsible for the delivery of Fire Marshal services to the community through risk evaluations 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, Homeowners Associations (HOAs), community and resident related activities. FY 2017/18 Achievements Collaborated with the Scottsdale Police Department (SPD) to conduct advanced safety training classes for local workers of bar/restaurant/nightclubs to comply with City Ordinance. To date, 57 classes have been presented with 1,662 attendees trained. In the future these classes will also include those associated with the temporary assembly permit/crowd manager's requirements. Continued to grow Wildland/Urban Interface Prevention through the FireWise program that provides education and inspection assistance to HOAs in areas of wildfire exposure. Collaborated with State Land, Maricopa City and the City of Scottsdale Preserve to continue the development of on-going Wildland defense and education programs. The city now has seven nationally certified FireWise Communities and a total of 3,494 acres and 3,488 homes that have received FireWise fuel management activities. Additional work is on-going with additional communities. Also, the McDowell Sonoran Preserve has FireWise fuel management actions with their 7 trailheads and 14 miles of major perimeter roadways and 18 miles of power line and interior trails. Focused on conducting high-risk target inspections for educational and institutional facilities. Because of new construction projects, worked closely with Private/Scottsdale/Paradise Valley/Cave Creek Unified School Districts to address any facility or safety concerns. Worked together with City Information Technology (IT) and Geographic Information Systems (GIS) in the production of iPadbased Fire Company Safety Survey Program/Business Inspections. Utilizing existing technology, eService applications were collaboratively developed to process all fire company safety surveys through a platform similar to the current hydrant inspection process. Worked in partnership with City IT and the One Stop shop to implement a Special Assembly Permit program. The collaborative system provides a higher level of safety oversight for non-assembly occupancies that are utilizing their venue for special events. FY 2018/19 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 FireWise 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 Scottsdale communities. Continue coordination with SPD and the City Attorney to maintain a new ordinance and conduct advanced police and fire training for bars, nightclubs and pubs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 236 - Table of Contents PUBLIC SAFETY - FIRE | Fire and Life Safety PUBLIC SAFETY - FIRE FIRE & LIFE SAFETY Change 2017/18 to 2018/19 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Full-time Equivalents (FTE) 8.00 8.00 9.00 1.00 Full-time Sworn Equivalents (FTE) 7.00 7.00 6.00 -1.00 Total FTE 15.00 15.00 15.00 0.00 Staff Summary % of city's FTEs 0.60 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 1,818,672 1,738,106 1,771,680 33,574 Total Budget 1,818,672 1,738,106 1,771,680 33,574 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 1,687,620 1,621,431 1,651,206 29,775 Contractual Services 124,091 113,077 116,876 3,799 6,961 3,598 3,598 0 0 0 0 0 1,818,672 1,738,106 1,771,680 33,574 0 0 0 0 1,818,672 1,738,106 1,771,680 33,574 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget • • Budget Notes and Significant Changes The net zero change in total FTEs is related to converting one sworn Senior Deputy Fire Marshall (1.00 FTE) position into one civilian Senior Plans Examiner (1.00 FTE) position to better address the department’s workload demands. The increase in Personnel Services is related to the annual pay for performance to eligible employees (General Fund). Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 $88.0 $125.0 $115.1 $3.0 $3.0 $2.9 Effectiveness Property Saved in Response to a Fire ($ in millions) Note: The potential total value of property involved in a fire but not damaged. The amount 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 2018/19 Adopted Budget - Volume Two - 237 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 238 - Table of Contents COMMUNITY ANDDIVISION ECONOMIC SUMMARY DEVELOPMENT | Public Safety | WestWorld - Police PUBLIC SAFETY - POLICE Expenditures By Department Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 OFFICE OF THE POLICE CHIEF 2,233,758 2,247,285 2,299,098 51,813 POLICE UNIFORMED SERVICES 55,036,396 57,705,869 60,175,885 2,470,016 INVESTIGATIVE SERVICES 24,306,576 25,791,854 28,087,027 2,295,173 OPERATIONAL SERVICES 13,082,444 13,900,396 14,106,332 205,936 Total Budget 94,659,174 99,645,404 104,668,342 5,022,938 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 239 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 240 - Table of Contents COMMUNITY ANDDIVISION ECONOMIC SUMMARY DEVELOPMENT | Public Safety | WestWorld - Police Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 241 - Table of Contents COMMUNITY ANDDIVISION ECONOMIC SUMMARY DEVELOPMENT | Public Safety | WestWorld - Police PUBLIC SAFETY – POLICE DIVISION SUMMARY Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Description The Police Department responds to emergency and non-emergency calls, investigates crimes, identifies crime trends and provides essential operational functions. The Department provides Police Services through four geographically based Patrol Districts, and Special Operations Services in the Uniformed Services Bureau, Investigations and Forensic Services in the Investigative Services Bureau, and Operation Services in the Operations Services Bureau. It is administered out of the Office of the Chief with effective community partnerships to safeguard the citizens of Scottsdale and all those that visit the City. 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 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 2017/18 Achievements Continued to promote community outreach and engagement to promote safe neighborhoods through the Department's Community Engagement groups 11 district and three Chief's Community Engagement meetings. Met the service level demands as dictated by public record and criminal justice requests by completing and releasing 12,846 public items and 6,324 government requests. Expanded the On Body Camera program with the addition of 60 new cameras and enhanced the program by revising policy to mirror current national best practices. Exceeded the state (19.9 percent) and national (22.1 percent) clearance rate averages for Uniform Crime Reporting (UCR) Part 1 crimes with 22.7 percent through investigative techniques including targeting suspects committing repetitive crimes, utilization of touch deoxyribonucleic acid (DNA) and addressing violent and repeat offenders. FY 2018/19 Objectives • • • • Promote safe 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. Meet service level demands as dictated by public record and criminal justice requests. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 242 - Table of Contents COMMUNITY ANDDIVISION ECONOMIC SUMMARY DEVELOPMENT | Public Safety | WestWorld - Police Charted Performance Measures Number of 911 calls received that were answered within 10 seconds. The target for FY 2018/19 is 95.0 percent of the calls to be answered within 10 seconds. Average response time to emergency calls for service. The target for FY 2018/19 is 300 seconds (5 minutes) between dispatch and arrival. Number of hours on redaction and review of on body camera video. Efficiency Efficiency Workload Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 256.33 258.33 258.33 0.00 Full-time Sworn Equivalents (FTE) 402.00 401.00 401.00 0.00 Total FTE 658.33 659.33 659.33 0.00 % of city's FTEs Expenditures By Fund General Fund Grant Funds 26.26 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 92,610,737 97,732,710 101,727,372 3,994,662 778,490 161,540 305,353 143,813 Special Programs Fund 1,269,947 1,751,154 2,635,617 884,463 Total Budget 94,659,174 99,645,404 104,668,342 5,022,938 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 77,664,946 81,275,303 84,981,144 3,705,841 Contractual Services 14,923,458 16,288,090 16,763,060 474,970 Commodities 1,886,876 1,989,011 2,214,488 225,477 Capital Outlays 183,894 93,000 709,650 616,650 94,659,174 99,645,404 104,668,342 5,022,938 0 0 0 0 94,659,174 99,645,404 104,668,342 5,022,938 Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 243 - Table of Contents COMMUNITY ANDDIVISION ECONOMIC SUMMARY DEVELOPMENT | Public Safety | WestWorld - Police Budget Notes and Significant Changes • • • • The increase in Personnel Services is related to: 1) a significant increase in retirement costs; and 2) the annual pay for performance to eligible employees (General Fund). The increase in Contractual Services is due to: 1) Public Safety - Police's proportionate share of Fleet Maintenance and Repair and Fuel. Maintenance and repairs costs were based on prior year actual costs which have increased the FY 2018/19 annual rates. Fuel costs are also expected to be higher than last year based on the upward trend in fuel prices (General Fund); 2) a renewed contract with the Arizona Humane Society for pick up, veterinary care and boarding of animals when an owner is unable to care for them. These services were previously provided free of charge, but as of FY 2018/19 the agency will charge the city (General Fund); and 3) purchase of items that enhance police operations funded by Special Programs Fund revenues such as Racketeer Influenced and Corrupt Organizations Act (RICO), Officer Safety Fund, Crime Lab Assessment and the Forensic Science Agreement. The increase in Contractual Services would have been greater but has been offset by Public Safety - Police's proportionate share of citywide Property, Liability, and Worker's Compensation liability insurance. Certain loss claims specific to the division termed out and are no longer a factor, reducing their overall contribution (General Fund and Special Programs Fund). The increase in Commodities is related to: 1) increased Ammunition and Weapons costs to meet the Arizona Peace Officer Standards and Training Board (AZPOST) on duty weapons qualification training requirements; and 2) an unmanned aerial system to be used during tactical situations, search and rescue operations and at vehicle accident investigations; 3) new cameras and accessories to be used for large scale events; 4) battery replacements for crime lab equipment and radios; and 5) additional costs to address security systems such as fencing, gates and improved lighting, which was reallocated from contractual services (General Fund, Special Programs Fund and Grant Funds). The increase in Capital Outlays is related to the one-time purchases of accident investigation and reconstruction equipment and an observation/surveillance tower to be used at large scale events (General Fund and Special Programs Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 244 - Table of Contents COMMUNITY ANDDIVISION ECONOMIC SUMMARY DEVELOPMENT | Public Safety | WestWorld - Police PUBLIC SAFETY - POLICE DIVISION SUMMARY Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 6,080 5,889 5,900 26.3% 24.7% 25.0% 3 9 7 4,747 4,585 4,500 100.0% 60.0% 75.0% Workload Part I (violent/property) crime volume Note: "Part I" includes serious crimes that occur in all areas of the country and are likely to be reported to police. Such crimes include criminal homicide, forcible rape, robbery, aggravated assault, burglary, larceny/theft (except from vehicle) and arson. Part I crime rate per 1,000 residents Number of fatal accidents including those involving alcohol Note: Includes all fatal accidents within City limits, including those where alcohol/drugs may have been the cause. Total 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 Support to Investigative Services, including the Crime Lab, Property & Evidence and Emergency Management 9 1,400 $34,314 0.7 Police Honor Guard and Chaplain duties 4 248 $6,083 0.1 Report redaction and newsletter compilation for the public information office 2 189 $4,636 0.1 Delivery services of resource and transportation of vehicles 4 1,245 $30,508 0.6 Strategic planning consultation and assistance 1 9 $221 0.0 Assist with Jail Billing 1 22 $539 0.0 Assist with Photo Enforcement 1 62 $1,520 0.0 Assist with Special Event staffing 1 232 $5,686 0.1 Total 23 3,407 $83,507 1.6 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 245 - Table of Contents PUBLIC SAFETY – POLICE PUBLIC SAFETY - POLICE OFFICE | OfficeOFofTHE the Police Chief POLICE CHIEF Strategic Goal(s) Enhance Neighborhoods Description The Office of the Police Chief provides leadership through the men and women of the Scottsdale Police Department (SPD) in partnership with the community to ensure the most effective Police services throughout the City of Scottsdale. The Office of the Chief delivers the citizen academy, provides fiscal oversight, oversees citizen and media requests for information and the reporting of public information. The Office of the Police Chief also includes Internal Affairs, which provides fair, impartial and objective investigations of internal and external complaints regarding the conduct of Police Department employees to maintain the support, trust and respect of the community. Services Provided • • • • Provide oversight and implementation of the Department's strategic plan. Conduct fair, impartial, and timely internal affairs investigations and foster fair and equal discipline. Review and disseminate public information at the request of media outlets and citizens. Promote safe neighborhoods through community partnerships and participation. FY 2017/18 Achievements • Continued to promote community outreach and engagement to promote safe neighborhoods through the Department's Community Engagement groups 11 district and three Chief's Community Engagement meetings. Investigated all 11 complaints and concerns against Department employees brought forward by citizens (a 45 percent decrease in complaints from the previous year). A report capturing strategic plan accomplishments was developed for the previous strategic plan that covered years 20142017. FY 2018/19 Objectives • • • • • • Ensure progress and completion of strategic plan initiatives. Maintain a positive relationship with the community by investigating all complaints and concerns brought forward to the Police Department. Continue to promote community outreach and engagement to promote safe neighborhoods. Continue to utilize social media as an avenue to engage and inform the citizens of Scottsdale. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 246 - Table of Contents PUBLIC SAFETY - POLICE PUBLIC SAFETY - POLICE OFFICE | OfficeOFofTHE the Police Chief POLICE CHIEF Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 6.00 6.00 6.00 0.00 Full-time Sworn Equivalents (FTE) 7.00 7.00 7.00 0.00 Total FTE 13.00 13.00 13.00 0.00 Staff Summary % of city's FTEs 0.52 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 2,221,457 2,222,182 2,277,543 55,361 12,301 25,103 21,555 -3,548 2,233,758 2,247,285 2,299,098 51,813 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,085,815 2,086,950 2,145,089 58,139 Contractual Services 127,413 131,335 128,009 -3,326 Commodities 9,480 29,000 26,000 -3,000 Capital Outlays 11,050 0 0 0 2,233,758 2,247,285 2,299,098 51,813 0 0 0 0 2,233,758 2,247,285 2,299,098 51,813 Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • The increase in Personnel Services is due to the annual pay for performance to eligible employees (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 247 - Table of Contents PUBLIC SAFETY - POLICE OFFICE | OfficeOFofTHE the Police Chief POLICE CHIEF PUBLIC SAFETY - POLICE Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 305 40 50 100.0% 87.0% 100.0% 3.0% 1.7% 2.0% 9.0% 6.5% 6.0% Workload Number of hours Public Information Officers spent reviewing sensitive on body camera video prior to release Note: Sensitive videos may include sexual assault crimes, those involving public figures and officer involved shootings. The significant reduction from prior year is due to a change in reviews which beginning in FY 2016/17 are occurring for only highly sensitive videos and no longer reviewing all videos. Effectiveness Percentage of participants that completed Citizens Academy Note: A hands-on, interactive, eight-week program designed to educate and inform citizens about the Scottsdale Police Department. There were 62 total attendees, 54 completed the eight-week academy. Percentage of Police Department employees investigated as a result of an external complaint Note: In CY 2017, 11 police department employees (out of 659.3 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 2017, 43 police department employees (out of 659.3 FTE) were investigated as a result of an internal complaint; this includes minor complaints such as vehicle accidents and lost equipment. Total number of internal complaints in CY 2017 was reduced by 30 percent. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Chaplain and Honor Guard Support 4 248 $6,083 0.1 Report redaction and newsletter compilation for the public information office 2 189 $4,636 0.1 Total 6 437 $10,719 0.2 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 248 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 249 - Table of Contents PUBLIC SAFETY – POLICE PUBLIC SAFETY - POLICE | Uniformed Services POLICE UNIFORMED SERVICES Strategic Goal(s) Enhance Neighborhoods Description The Uniformed Services Bureau is comprised of four geographically based Patrol Districts along with the Special Operations Division (SOD). SOD includes specialized enforcement units such as Traffic Enforcement, Bikes, Mounted, K9 and High Enforcement Arrest Team (HEAT), as well as the School Resource Unit, Special Events and the Training Unit. In addition, Detention Operations is also housed in the Uniformed Services Bureau and is assigned to the Downtown District Command. The bureau provides front line law enforcement service delivery including first response to emergency and non-emergency calls for service and critical incidents, initial criminal and traffic collision investigations, traffic control and enforcement, community policing and outreach, and coordinating law enforcement service delivery for special events. Services Provided • • • • • Crime and disorder prevention through innovative and proactive measures. Prompt response to all emergency and non-emergency calls for police service throughout the city. Enhance citizen involvement in crime reduction efforts through neighborhood partnerships and community outreach. Maintain the integrity, quality and effectiveness of policing services. Enhance traffic safety through enforcement, investigation and education. FY 2017/18 Achievements • • • Expanded the On Body Camera Program with an additional 60 on body cameras and revised policies to mirror current national best practices. Responded to emergency calls for service within 4:57 on average. Evaluated patrol deployment using software developed for optimal deployment which resulted in slight adjustments to maintain efficiency based on workload. FY 2018/19 Objectives • • • • • Continue crime prevention efforts in response to crime trends. Conduct traffic law enforcement and related investigations to reduce traffic collisions. Expand, enhance and manage the On Body Camera program. Respond to emergency calls for service in an average of five minutes or less. Evaluate patrol deployment based on workload to ensure appropriate staffing levels. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 250 - Table of Contents PUBLIC SAFETY - POLICE PUBLIC SAFETY - POLICE | Uniformed Services POLICE UNIFORMED SERVICES Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 78.33 78.33 78.33 0.00 Full-time Sworn Equivalents (FTE) 289.00 289.00 289.00 0.00 Total FTE 367.33 367.33 367.33 0.00 Staff Summary % of city's FTEs 14.63 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 54,426,816 57,267,866 59,545,674 2,277,808 Grant Funds 135,898 0 74,998 74,998 Special Programs Fund 473,682 438,003 555,213 117,210 55,036,396 57,705,869 60,175,885 2,470,016 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 45,782,607 48,094,727 50,321,378 2,226,651 Contractual Services 8,617,959 9,011,634 9,058,987 47,353 Commodities 551,971 588,458 679,470 91,012 Capital Outlays 83,859 11,050 116,050 105,000 55,036,396 57,705,869 60,175,885 2,470,016 0 0 0 0 55,036,396 57,705,869 60,175,885 2,470,016 Expenditures By Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase in Personnel Services is related to: 1) a significant increase in retirement costs; and 2) the annual pay for performance to eligible employees (General Fund). The increase in Contractual Services is due to Public Safety - Police's proportionate share of Fleet Maintenance and Repair and Fuel. Maintenance and repairs costs were based on prior year actual costs which have increased the FY 2018/19 annual rates. Fuel costs are also expected to be higher than last year based on the upward trend in fuel prices (General Fund). The increase in Contractual Services would have been greater but has been offset by Public Safety - Police's proportionate share of citywide Property, Liability, and Worker's Compensation liability insurance. Certain loss claims specific to the division termed out and are no longer a factor, reducing their overall contribution (General Fund). The increase in Commodities is related to: 1) general uniform and ballistic vest replacement (General Fund); 2) system camera and accessories for special events (Special Programs Fund); and 3) an increase in Ammunition and Weapons costs to meet the Arizona Peace Officer Standards and Training Board (AZPOST) on duty weapons qualification training requirements (Special Programs Fund). The increase in Capital Outlays is due to the purchase of one -time accident investigation and reconstruction equipment (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 251 - Table of Contents PUBLIC SAFETY - POLICE | Uniformed Services PUBLIC SAFETY - POLICE POLICE UNIFORMED SERVICES Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 268,767 271,438 270,000 4:48 4:57 5:00 476 445 450 3 9 7 133,550 130,955 130,000 Workload Number of calls for service Average Response Time to Emergency Calls for Service Note: The department target response time is 5 minutes. Number of detention bookings per detention officer Note: 24 detention officers conducted 10,684 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. Effectiveness Number of fatal accidents including those involving alcohol Note: Fatal accidents where alcohol/drugs may have been the cause. Incidents/calls for service generated by officers while on patrol Note: Citations/bookings not generated from a citizen call for service. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Assist with Special Event staffing 1 232 $5,686 0.1 Assist with Jail Billing 1 22 $539 0.0 Assist with Photo Enforcement 1 62 $1,520 0.0 Total 3 316 $7,745 0.1 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 252 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 253 - Table of Contents PUBLIC SAFETY POLICE INVESTIGATIVE SERVICES PUBLIC SAFETY - POLICE | Investigative Services Bureau Strategic Goal(s) Enhance Neighborhoods Description The Investigative Services Bureau is comprised of Investigations, Forensic Services, Crisis Intervention and Crime Analysis. Investigations includes Persons Crimes, Property Crimes, Special Investigations, and Tactical Operations responsible for completing thorough and complex investigations in a timely manner. Crisis Intervention provides crisis counseling and referral services for victimrelated, accident-related and behavioral health emergencies. Forensic Services ensures successful disposition of all investigations through the identification, documentation, collection, analysis and preservation of physical evidence and Crime Analysis systematically identifies crime trends through data analysis. Services Provided • • • • • Thorough and effective investigations that positively affect Scottsdale's neighborhoods, schools and communities. Collaborate with federal, state and local law enforcement agencies in a 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 for successful prosecution of criminal suspects. Systematically analyze data to identify patterns and/or crime trends and generate bulletins, maps and link charts to assist in the apprehension of those committing the crimes. FY 2017/18 Achievements • • • • • • • • • Exceeded the state (19.9 percent) and national (22.1 percent) clearance rate averages for Uniform Crime Reporting (UCR) Part 1 crimes with 22.7 percent through investigative techniques including targeting suspects committing repetitive crimes, utilization of touch deoxyribonucleic acid (DNA) and addressing violent and repeat offenders Completed the onsite surveillance visit for accreditation compliance and found to be in full compliance and accreditation status was continued. Ensured proper security of evidence throughout the judicial process and returned and/or destroyed property no longer needed for evidence in accordance with State regulations in a timely manner as evidence by achieving an average of 95 percent of items disposed of versus items impounded. FY 2018/19 Objectives Target pattern crime through enforcement, crime prevention, use of technology and coordination with federal and state task forces. Maintain clearance rates above valley and national averages through timely investigation and utilization of technology. 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. 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 2018/19 Adopted Budget - Volume Two - 254 - Table of Contents PUBLIC SAFETY - POLICE | Investigative Service Bureau PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 61.00 63.00 63.00 0.00 Full-time Sworn Equivalents (FTE) 106.00 105.00 105.00 0.00 Total FTE 167.00 168.00 168.00 0.00 Staff Summary % of city's FTEs 6.69 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 23,086,225 24,472,166 25,797,823 1,325,657 Grant Funds 436,387 31,640 230,355 198,715 Special Programs Fund 783,964 1,288,048 2,058,849 770,801 24,306,576 25,791,854 28,087,027 2,295,173 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 21,495,594 22,265,469 23,393,234 1,127,765 Contractual Services 2,230,675 2,866,034 3,439,145 573,111 Commodities 519,421 578,401 661,448 83,047 Capital Outlays 60,886 81,950 593,200 511,250 24,306,576 25,791,854 28,087,027 2,295,173 0 0 0 0 24,306,576 25,791,854 28,087,027 2,295,173 Expenditures By Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase in Personnel Services is related to: 1) a significant increase in retirement costs; and 2) the annual pay for performance to eligible employees (General Fund). The increase in Contractual Services is related to: 1) Public Safety - Police's proportionate share of Fleet Maintenance and Repair and Fuel. Maintenance and repairs costs were based on prior year actual costs which have increased the FY 2018/19 annual rates. Fuel costs are also expected to be higher than last year based on the upward trend in fuel prices (General Fund); 2) purchase of items that enhance police operations funded by Special Programs Fund revenues such as Racketeer Influenced and Corrupt Organizations Act (RICO) (Special Programs Fund); and 3) budget appropriation set aside for FY 2017/18 carry-over funding from the Arizona Governor’s Office of Highway Safety (GOHS) Driving Under the Influence (DUI) Program, the Arizona Criminal Justice Commission (ACJC) Paul Coverdell Forensic Science Improvement (Coverdell) Program, the National Criminal Historic Improvement Program (NCHIP) and the ACJC deoxyribonucleic acid (DNA) Backlog Reduction (Grant Funds). The increase in Commodities is due to a increased ammunition and weapons costs to meet the Arizona Peace Officer Standards and Training Board (AZPOST) on duty weapons qualification training requirements (Special Programs Fund). The increase in Capital Outlays is due to one-time purchase of an observation/surveillance tower to be used at large scale events (Special Programs Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 255 - Table of Contents PUBLIC SAFETY - POLICE | Investigative Services Bureau PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 37,866 36,544 37,250 850 1,158 1,250 81.0% 95.0% 95.0% 19.0% 18.0% 20.0% 50.0% 44.2% 48.0% 100.0% 60.0% 100.0% 26.0% 21.1% 25.0% Workload Total number of items impounded Note: Items seized for investigative purposes by department personnel. Number of hours spent redacting on body camera video Note: The number of hours spent redacting on body camera video increased by 36 percent due to additional requests as well as more officers equipped with on body cameras. Percentage of items disposed versus items impounded Note: The percentage increase is due to revised protocols and equipment purchased to assist in disposal. Effectiveness Burglary Clearance Rate Note: In CY 2017, 155 of 878 burglaries were cleared Persons Crime Part 1 Clearance Rate Note: Of the 396 crimes against persons in CY 2017, 175 cases were cleared. Homicide Clearance Rate Note: 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. Property Crime Rate Clearance Note: Includes motor vehicle, arson, burglary and theft). In CY 2017, of the 5,493 property crimes committed 1,160 cases were cleared. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Clerical support for Investigative Units 9 1,400 $34,314 0.7 Total 9 1,400 $34,314 0.7 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 256 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 257 - Table of Contents PUBLIC SAFETY - POLICE | Operational Services Bureau PUBLIC SAFETY – POLICE OPERATIONAL SERVICES Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Description The Operational Services Bureau (OSB) is comprised of the following three divisions: Technology, Records and Personnel Services; Planning, Research and Accreditation; and Operational Support. The bureau provides administrative and logistical support to the department in areas of strategic planning, technology, records, 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 background checks to hire the most qualified sworn and civilian personnel and support all personnel actions for the department. Manage citywide security initiatives including facility monitoring, training, and access control. Responds to public record, media and subpoena requests as well as requests from the City Attorney and other governmental agencies. Support all departmental 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 2017/18 Achievements • • • • • • • • • • Met the service level demands as dictated by public record and criminal justice requests by completing and releasing 12,846 public items and 6,324 government requests. Facilitated the department accreditation compliance review resulting in full compliance with all reviewed standards, and a new five-year strategic plan was developed for implementation in 2018. Researched several software applications to improve efficiencies and implemented a new Off Duty application software that will allow for more efficient assignment tracking and cost control. FY 2018/19 Objectives Achieve full staffing levels to provide quality customer service. Improve the safety and security of City facilities through security enhancements. Research and implement software applications to improve efficiencies. Maintain compliance of accreditation standards and implementation of the Department's strategic plan. Meet service level demands as dictated by public record and criminal justice requests. Provide reliable emergency and non-emergency communication services to the citizens of Scottsdale. Provide personnel with essential supplies, equipment and vehicles. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 258 - Table of Contents PUBLIC SAFETY - POLICE | Operational Services Bureau PUBLIC SAFETY - POLICE OPERATIONAL SERVICES Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 111.00 111.00 111.00 0.00 % of city's FTEs 4.42 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 12,876,239 13,770,496 14,106,332 335,836 Grant Funds 206,205 129,900 0 -129,900 Total Budget 13,082,444 13,900,396 14,106,332 205,936 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 8,300,930 8,828,157 9,121,443 293,286 Contractual Services Expenditures By Fund Expenditures By Type 3,947,411 4,279,087 4,136,919 -142,168 Commodities 806,004 793,152 847,570 54,418 Capital Outlays 28,099 0 400 400 13,082,444 13,900,396 14,106,332 205,936 0 0 0 0 13,082,444 13,900,396 14,106,332 205,936 Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase in Personnel Services is related to: 1) a significant increase in retirement costs; and 2) the annual pay for performance to eligible employees (General Fund). The decrease in Contractual Services is due to a decrease in the Arizona Criminal Justice Commission (ACJC), National Criminal Historic Improvement Program (NCHIP) grant for the second phase of the project (Grant Funds). The increase in Commodities is due to additional costs to address security such as fencing, gates and improved lighting (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 259 - Table of Contents PUBLIC SAFETY - POLICE PUBLIC SAFETY - POLICE | Operational Services Bureau OPERATIONAL SERVICES Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 93.0% 98.0% 95.0% 20,208 24,500 25,000 39.0% 91.3% 90.0% 100.0% 100.0% 100.0% Workload Number of 911 calls received that were answered within 10 seconds Note: Of the 92,148 calls for service received by the 911 Center, 89,984 were answered within 10 seconds. Number of requests facilitated through the Resource Management Unit. Note: Requests included but not limited to uniforms, radar equipment, vehicle equipment and repair, communication devices, and supplies. Effectiveness Percentage of public requests for preemployment background checks processed (responded to) within 2 business days Note: The significant increase from FY 2016/17 is the result of full implementation of a tool that allows requests to be made online versus by mail or at the counter of the Records Unit. Percentage of Police technology service requests responded to within 60 minutes Note: Service requests included but not limited to password resets, application installs and troubleshooting on Police specific technology. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours Operations support (logistics and transportation) 4 1,245 $30,508 0.6 Assists the Planning, Research and Accreditation department in maintaining the department's strategic plan 1 9 $221 0.0 Total 5 1,254 $30,729 0.6 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 260 - Table of Contents DIVISION SUMMARY | Public Works PUBLIC WORKS Expenditures By Department CAPITAL PROJECT MANAGEMENT Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 897,385 1,050,370 1,041,496 -8,874 FACILITIES MANAGEMENT 19,792,532 11,288,077 12,029,064 740,987 FLEET MANAGEMENT 18,514,368 20,118,445 21,130,307 1,011,862 SOLID WASTE MANAGEMENT 18,175,851 18,145,228 19,547,946 1,402,718 STREET OPERATIONS 13,347,337 13,404,537 13,530,739 126,202 Total Budget 70,727,473 64,006,657 67,279,552 3,272,895 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 261 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 262 - Table of Contents DIVISION SUMMARY | Public Works Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 263 - Table of Contents DIVISION SUMMARY | Public Works PUBLIC WORKS DIVISION SUMMARY Strategic Goal(s) Advance Transportation Enhance Neighborhoods Seek Sustainability Description The Public Works Division comprises five departments: Capital Project Management, Facilities Management, Street Operations, Solid Waste Management and Fleet Management. Services Provided • • • • • • • • • • • • • • • Capital Projects Management oversees the design, project management and construction of capital improvement projects, and the Real Estate Services program that manages city-owned land uses through revocable licenses, permits and/or leases. Facilities Management provides maintenance/repair services for nearly 3.0 million sq feet of buildings, well sites and recreation centers, 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 approximately 82,000 residential customers and 1,165 commercial customers, conducts household hazardous waste collection and oversees transfer station operations. Fleet Management maintains/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 2017/18 Achievements Completed signal timing and coordination plans for the ten most heavily traveled corridors in the city, resulting in average travel time reductions of ten to 18 percent on each corridor. Leveraged public outreach, educational programs, and technology to divert 28 percent of recyclables generated from residential single-family homes, keeping on track to reach 30 percent by FY 2019/20. Worked closely with the Transportation Department to assume in-house maintenance responsibility for the city's trolley fleet. The results have been a 63 percent reduction in road-call events and a 69 percent reduction in associated costs. Completed five Facility Condition Assessments covering more than 142,000 square feet. Completed condition assessments at North Corp Yard, Mountain View Recreation Center, Tech Center, Fire Station 606 and Police District 4. Completed the Crosscut Canal Bridge and Path Project, Marshall Way lighting and electrical outlets project, Fire Station 605 renovation, Mustang Transit Passenger Facility improvements and various water and wastewater projects. FY 2018/19 Objectives Complete programmed capital projects within budget and schedule to the satisfaction of partner city divisions. Reduce downtime by improving one-day turnaround of equipment repairs. Continue facility condition assessments as part of a multi-year facility condition assessment program. Ensure city streets are well maintained through an effective pavement preservation regime and responsive repair on asphalt and concrete infrastructure, with continuing the goal of achieving a PCI of 80 in three years, by FY 2019/20. Increase residential recycling diversion rate to 30 percent or greater by FY 2019/20 through public outreach, educational programs and technology. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 264 - Table of Contents DIVISION SUMMARY | Public Works Charted Performance Measures Complete maintenance and repair of vehicles in less than one day 70 percent of the time. Achieving this goal is assisted through scheduled replacement of older equipment. Increase diversion rate for material collected by Solid Waste residential collection program to 30 percent by FY 2019/20. Improve the city's asphalt street system PCI to or above the goal of 80 by FY 2019/20. Efficiency Effectiveness Effectiveness Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 299.59 304.59 307.59 3.00 % of city's FTEs 12.25 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Fleet Management Fund 18,514,368 20,118,445 21,130,307 1,011,862 General Fund 19,961,324 11,925,387 12,417,500 492,113 Grant Funds 214,853 0 0 0 18,175,851 18,145,228 19,547,946 1,402,718 193,300 250,000 250,000 0 Transportation Fund 13,667,777 13,567,597 13,933,799 366,202 Total Budget 70,727,473 64,006,657 67,279,552 3,272,895 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 20,200,555 20,532,984 21,045,953 512,969 Contractual Services 31,490,446 24,777,110 25,529,706 752,596 Commodities 8,187,599 9,673,202 10,327,155 653,953 Capital Outlays 8,342,230 7,554,299 8,835,350 1,281,051 Subtotal Operating Budget 68,220,830 62,537,595 65,738,164 3,200,569 Operating Projects 2,506,643 1,469,062 1,541,388 72,326 Total Budget 70,727,473 64,006,657 67,279,552 3,272,895 Solid Waste Fund Special Programs Fund Expenditures By Type City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 265 - Table of Contents DIVISION SUMMARY | Public Works Budget Notes and Significant Changes • • • • • • The increase of 3.00 FTE is due to the following changes: 1) addition of two brush crews in the Solid Waste department. The positions include Equipment Operator I (2.00 FTE) and Equipment Operator II (2.00 FTE). The brush collection program is responsible for collecting green waste as well as bulk items. In FY 2013/14, this program serviced approximately 74,000 households and collected 15,500 tons annually. The program now services approximately 82,000 households and collects 19,000 tons annually; and 2) transfer and classification from a Capital Project Management (CPM) Right-of-Way Agent (1.00 FTE) position to a City Manager’s Division Management Assistant position (1.00 FTE) to best align with the needs of the two divisions. The increase in Personnel Services is related to: 1) the addition of 4.00 FTE that includes the Equipment Operator I (2.00 FTE) and Equipment Operator II (2.00 FTE) positions (Solid Waste Fund); and 2) the annual pay for performance to eligible employees. The increase in Contractual Services is driven by the net of the following changes: 1) the adjustment of the base cost for custodial contracts allowing for the costs associated with the Arizona Fair Wages and Healthy Families Act, growth in special events, and the new scope of work required (General Fund); 2) the first phase of five for painting of city owned garages (Transportation Fund); 3) the re-lamping of multiuse paths to meet safety requirements and upgrading to more energy efficient bulbs (Transportation Fund); and 4) the maintenance and repair of vehicles and equipment (Solid Waste Fund). The increase in Commodities is driven by the net of the following changes: 1) one-time funding for the preparation of City Hall and Civic Center Library for their 50th anniversary. Upgrades include interior and exterior painting, carpeting, worn furniture replacement, and signage (General Fund); 2) the preservation of historical documents (General Fund); 3) higher fuel costs based on an upward trend in fuel prices (Fleet Management Fund); and 4) reduction in maintenance material used to repair guard rails and concrete (Transportation Fund). The increase in Capital Outlays is related to: 1) the replacement of 15 non-licensed motorized vehicle acquisitions for equipment 20 years or older within the city's fleet. Types of equipment include: backhoes, loaders, mowers, sweepers, and trailers (Fleet Management Fund); and 2) the addition of one-time funding for two compressed natural gas (CNG) powered rear loader service trucks for the two additional brush crews (Solid Waste Fund). The increase in Operating Projects is related to: 1) Facilities preparation for City Hall and Civic Center Library's 50th anniversary. Upgrades include interior and exterior painting, carpeting, and signage; and 2) phase three of four of roof recoating at three city owned locations. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 266 - Table of Contents DIVISION SUMMARY | Public Works PUBLIC WORKS DIVISION SUMMARY Actual 2016/17 Actual 2017/18 Projected 2018/19 Capital Project Management expenses as a percentage of project costs 4.85% 4.00% 4.25% Maintain service fee paid by customer for monthly residential solid waste services at current rate through operational efficiencies. $15.96 $15.96 $17.21 89.5% 89.0% 85.0% Performance Measures Efficiency Note: Service Fee does not include mandated State Recycling Fee of $0.04 Effectiveness Preventive maintenance activities completed by in-house and contracted staff as a percent of total preventive maintenance activities scheduled. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours 7 28 $686 0.0 The customer service volunteer performed clerical duties by assembling new resident literature packets. This information is an important part of our public outreach program that provides Solid Waste collection information to new customers. 2 36 $882 0.0 Total 9 64 $1,568 0.0 Volunteer Hours Boards/Commissions* The Citizens' Bond Oversight Committee shall receive reports on the city's progress in implementing the Bond 2015 Program, review any proposed project changes to the program and provide such recommendations to City Council as the Committee deems appropriate. Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 267 - Table of Contents PUBLIC WORKS | Capital Project Management PUBLIC WORKS CAPITAL PROJECT MANAGEMENT Strategic Goal(s) Advance Transportation Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Description The Capital Project Management department comprises two programs: Capital Projects oversees design, project management and construction of capital improvement projects including infrastructure improvements; and Real Estate Services 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, stormwater, 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 construction program and as support for other city divisions. FY 2017/18 Achievements Completed the Crosscut Canal Bridge and Path Project, Marshall Way lighting and electrical outlets, Fire Station 605, Mustang Transit Passenger Facility improvements and various water and wastewater projects. Organized and reported to the Citizen Bond Oversight Committee on the progression of the approved bond projects. This included the completion of Fire Station 605 and nearing completion of both Fire Station 613 and the Pavement Overlay Program. Assisted in the creation of the Loloma (Museum Square) Purchase and Sale Agreement, the Winfield Hotel Development Agreement and documented air and subterranean rights and alley abandonment. Developed Abandonment Valuation Procedure for right-of-way abandonment cases processed by the Planning and Development Department and provided valuation estimates to Project Coordinators as requested. Coordinated the sale of inactive booster pump station to adjoining property owner. Increased the capacity of the in-house design staff by adding an additional Senior Civil Engineer to provide timely and costefficient services to all city departments. FY 2018/19 Objectives Complete programmed capital projects within budget and schedule to the satisfaction of partner city divisions. Continue work with the Bond 2015 Oversight Committee to report on progress and financial status of each project quarterly. Assist in the administration of existing agreements and negotiation of new agreements affecting real property rights across city divisions, including identification of areas for expansion of responsibilities such as development agreements and nontraditional leases and licenses. Continue to provide support to the Capital Improvement Plan Subcommittee. Continue the use of in-house design resources to provide timely and cost efficient engineering services to the city divisions. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 268 - Table of Contents PUBLIC WORKS Staff Summary Full-time Equivalents (FTE) PUBLIC WORKS | Capital Project Management CAPITAL PROJECT MANAGEMENT Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 44.75 44.75 43.75 -1.00 % of city's FTEs 1.74 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 General Fund 704,085 800,370 791,496 -8,874 Special Programs Fund 193,300 250,000 250,000 0 Total Budget 897,385 1,050,370 1,041,496 -8,874 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 561,016 576,934 565,908 -11,026 Contractual Services 326,909 468,436 471,338 2,902 9,460 5,000 4,250 -750 0 0 0 0 897,385 1,050,370 1,041,496 -8,874 0 0 0 0 897,385 1,050,370 1,041,496 -8,874 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • The decrease of FTE is due to the transfer and reclassification of a Capital Project Management (CPM) Right-of-Way Agent (1.00 FTE) position to a City Manager’s Division Management Assistant (1.00 FTE) position to best align with the needs of the two divisions. The decrease would have been greater but was offset by the increase in annual pay for performance to eligible employees. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 269 - Table of Contents PUBLIC WORKS | Capital Project Management PUBLIC WORKS CAPITAL PROJECT MANAGEMENT Actual 2016/17 Actual 2017/18 Projected 2018/19 Capital Project Management expenses as a percentage of project costs 4.85% 4.00% 4.25% Total managed revenue generated by leases/licenses per FTE for Real Estate group $1,301,520 $1,418,543 $1,375,526 $2.51 $2.70 $2.50 Performance Measures Effectiveness Note: FY 2018/19 projected revenue totals of $4,814,342 (exclusive of property disposals), of which 58.6 percent is General Fund, 39.9 percent is Tourism Development Fund, and 1.6 percent is Special Programs Fund. Leases/licenses are fully tracked and performed by 3.00 FTE Management Specialist positions and 0.50 FTE Sr. Real Estate Manager position. Construction cost of projects designed by internal engineering staff (in millions) Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours The Citizens' Bond Oversight Committee shall receive reports on the city's progress in implementing the Bond 2015 Program, review any proposed project changes to the program and provide such recommendations to City Council as the Committee deems appropriate. 7 28 $686 0.0 Total 7 28 $686 0.0 Volunteer Hours Boards/Commissions* "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 270 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 271 - Table of Contents PUBLIC WORKS 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 life-cycle equipment replacements for nearly 3.0 million square feet of city-owned facilities. These facilities include office buildings, museums, performance venues, libraries, well sites and recreation, aquatic and tennis centers. Examples of other less traditional facilities maintained include the multi-use pathways along the Arizona Canal and the Indian Bend Wash greenbelt, sports field lighting and screen walls along city streets. The Facilities Management Department also pays for all General Fund utilities, as well as 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, preventive maintenance services, life-cycle equipment replacements and discretionary tenant improvements or building modifications. In-house expertise includes journeyman-level plumbers, electricians, heating, ventilation and air conditioning technicians, carpenters, mill workers, exterior/interior painters, and concrete, metal work and welding technicians. These technicians protect the city’s infrastructure and minimize the risk of major-system failures. Space Planning provides citywide strategic space management, space reporting, move/add/change support, and administration of the Integrated Workplace Management System (IWMS). The IWMS is a conglomerate of integrated applications used to manage and automate Facilities processes. The applications include Space Management, Work Order Management, Project Management, Capital Budgeting, Energy Management, Condition Assessment, and Asset Management. Contract Administration comprises: 1) operating and capital improvement projects for large-scale preventive and predictive maintenance projects, life-cycle equipment replacement projects, tenant improvements, and floor covering replacement; 2) annual service contracts for fire/life safety systems, emergency generator systems, fire extinguisher inspection and maintenance, elevator maintenance, automated gate and automatic/garage door maintenance, ice delivery, and pest management; and 3) custodial services that provide routine and special janitorial services for 1.3 million square feet of facility space. FY 2017/18 Achievements Completed five Facility Condition Assessments covering more than 142,000 square feet. Condition assessments completed at North Corp Yard, Mountain View Recreation Center, Tech Center, Fire Station 606 and Police District 4. Increased number of completed Preventive Maintenance Activities with in-house staff by five percent over the previous year (FY 17/2018 = 8,534 and FY 16/2017 = 8,124). Replaced failing concrete on 18 tennis courts and created smooth playing surfaces at Scottsdale Ranch Park. Completed energy management control system upgrades with in-house staff in ten locations saving the city nearly $300,000. FY 2018/19 Objectives Continue implementation of Integrated Workplace Management System, including training for all users and implementation of mobile devices for technician access to the system. As part of multi-year program for greater efficiency, create necessary processes to ensure accurate and reliable Facilities Management data recording and reporting. Continue facility condition assessments as part of a multi-year facility condition assessment program. Continue multi-year effort to develop Facilities Management Department ten-year Strategic Plan that will be used to guide future maintenance management decisions. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 272 - Table of Contents PUBLIC WORKS | Facilities Management Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 54.00 54.00 54.00 0.00 PUBLIC WORKS Full-time Equivalents (FTE) FACILITIES MANAGEMENT % of city's FTEs 2.15 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 19,257,239 11,125,017 11,626,004 500,987 535,293 163,060 403,060 240,000 19,792,532 11,288,077 12,029,064 740,987 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 4,510,129 4,563,049 4,666,045 102,996 Contractual Services 11,622,716 4,120,201 4,582,089 461,888 Commodities 1,134,308 1,135,765 1,239,542 103,777 Capital Outlays 18,736 0 0 0 Subtotal Operating Budget 17,285,889 9,819,015 10,487,676 668,661 Operating Projects 2,506,643 1,469,062 1,541,388 72,326 Total Budget 19,792,532 11,288,077 12,029,064 740,987 Expenditures By Fund General Fund Transportation Fund Total Budget Expenditures By Type Budget Notes and Significant Changes • • • The increase in Personnel Services includes the annual pay for performance to eligible employees (General Fund). The increase in Contractual Services is due to: 1) the adjustment of the base cost for custodial contracts allowing for the costs associated with the Fair Wages and Healthy Families Act, growth in special events, and the new scope of work required. (General Fund); 2) the first phase of five for painting of city owned garages (Transportation Fund); and 3) the relamping of multiuse paths to meet safety requirements and upgrading to more energy efficient bulbs (Transportation Fund). The increase in Commodities is related to: 1) facilities preparation for City Hall and Civic Center Library's 50th Anniversary. Upgrades include interior and exterior painting, carpeting, and signage (General Fund); and 2) the approved preservation of historical documents (General Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 273 - Table of Contents PUBLIC WORKS | Facilities Management PUBLIC WORKS FACILITIES MANAGEMENT Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 42 45 35 4.59 4.50 4.50 89.5% 89.0% 85.0% Efficiency Average number of completed operating and CIP projects managed per contract administrator Note: This is a measure of how efficiently technicians resolve work orders. Effectiveness Average hours per work request in man-hours Note: This is a measure of how efficiently technicians resolve work orders. Preventive maintenance activities completed by in-house and contracted staff as a percent of total preventive maintenance activities scheduled City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 274 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 275 - Table of Contents PUBLIC WORKS | Fleet Management PUBLIC WORKS FLEET MANAGEMENT Strategic Goal(s) Seek Sustainability Description Fleet Management comprises five major programs: Administration, Operations, Parts Supply, Fuel and Vehicle Acquisitions. Administration provides financial planning, management support, IT support and data analysis for fleet functions. The Operations program 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 five fuel types: compressed natural gas (CNG), diesel, 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, managerial support and reporting for fleet operations to ensure safe, efficient and cost-effective maintenance, repair, fueling and replacement of city-owned vehicles and equipment. Fleet Operations supports city divisions by maintaining and repairing 1,268 vehicles and pieces of field equipment consisting of 129 makes and 299 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), diesel, 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 2017/18 Achievements Worked closely with the Transportation Department to assume in-house maintenance responsibility for the city trolley fleet. The results have been a 63 percent reduction in road-call events and a 69 percent reduction in the associated costs. Exceeded the goal of replacing 36 percent of old, worn and problematic vehicles and equipment by replacing 47 percent of pre-2006 model year equipment. Averted costly repairs by insourcing motorcycle maintenance. Reduced Public Safety - Police's motorcycle repair costs by 16 percent. FY 2018/19 Objectives Provide top quality repairs to improve the functionality and readiness of fleet equipment to perform their daily functions. Reduce downtime by improving one-day turnaround of equipment repairs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 276 - Table of Contents PUBLIC WORKS Staff Summary Full-time Equivalents (FTE) PUBLIC WORKS | Fleet Management FLEET MANAGEMENT Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 46.00 51.00 51.00 0.00 % of city's FTEs 2.03 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Fleet Management Fund 18,514,368 20,118,445 21,130,307 1,011,862 Total Budget 18,514,368 20,118,445 21,130,307 1,011,862 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 3,647,468 4,065,066 4,047,708 -17,358 Contractual Services 1,701,174 1,654,802 1,642,516 -12,286 Commodities 5,578,823 6,871,577 7,421,283 549,706 Capital Outlays 7,586,903 7,527,000 8,018,800 491,800 Subtotal Operating Budget 18,514,368 20,118,445 21,130,307 1,011,862 0 0 0 0 18,514,368 20,118,445 21,130,307 1,011,862 Expenditures By Type Operating Projects Total Budget Budget Notes and Significant Changes • • The increase in Commodities is related to higher fuel costs based on an upward trend in fuel prices (Fleet Management Fund). The increase in Capital Outlays is related to the replacement of 15 non-licensed motorized vehicle acquisitions for equipment 20 years or older within the city's fleet. Types of equipment include: backhoes, loaders, mowers, sweepers, and trailers (Fleet Management Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 277 - Table of Contents PUBLIC WORKS | Fleet Management PUBLIC WORKS FLEET MANAGEMENT Actual 2016/17 Actual 2017/18 Projected 2018/19 One Day turnaround, complete repairs on equipment and return to service within one day 70 percent of the time. 68.4% 67% 70% Benchmark road calls to less than 90 percent for FY 2018/19. n/a n/a 90% n/a n/a 90% n/a 36.5 42.0 Performance Measures Efficiency Note: New measure for FY 2018/19 Effectiveness Refocus on the basics of preventative maintenance. Improve Preventive Maintenance Compliance to a fleet-wide average of at least 90 percent, based on the report “Preventive Maintenance Compliance by Gallons”. Note: New measure for FY 2018/19 Improve the fleet-wide average meantime between repairs to 42 days. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 278 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 279 - Table of Contents PUBLIC WORKS | Solid Waste 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 with 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 82,000 single-family residential customers. Commercial Collection Services provides commercial refuse collection six days a week to businesses, multifamily housing developments, all city facilities and parks. Container Repair Services provides customer service to more than 82,000 single-family homes serviced by residential collection services; and provides direct services to more than 1,165 Scottsdale businesses serviced by commercial front loader collection services and 746 businesses and/or residents serviced by the commercial roll-off collection program. Household Hazardous Waste provides a safe, legal and convenient way for residents to dispose unwanted or unneeded items. Transfer Station Operations provides a central location for solid waste residential, brush and commercial collection vehicles working in the northern part of the city to drop off loads of refuse, brush and recyclables rather than hauling them directly to the landfill or recycling facility. Other collection and landfill diversion programs such as electronics recycling, moving box and white goods collections and cardboard baling. FY 2017/18 Achievements Increased green waste diversion rate from residential single-family homes to 18 percent by increasing the number of green waste deliveries to contracted processing site. Diverted 28 percent of recyclables generated from residential single-family homes through public outreach, educational programs, and technology, with a goal to reach 30 percent by FY 2019/20. Maintained a green fleet of collection vehicles such as side loaders, front loaders, rear loaders and roll off trucks, with 52 percent powered by Compressed Natural Gas (CNG) in place of diesel fuel. Re-organized supervisory staff to improve daily route management. Restructure to provide supervisors needed resources to respond to citizen and field staff needs. FY 2018/19 Objectives Maintain effective and positive working relationship with the Salt River Pima-Maricopa Indian Community landfill staff. Increase residential recycling diversion rate to 30 percent or greater by FY 2019/20 through public outreach, educational programs and technology. Review best practices to increase operational efficiencies and maintain low service fees for residents. Work toward a greener fleet of collection vehicles by replacing "out of service" diesel powered ones with new CNG powered vehicles. Continue to participate in regional waste efforts with valley-wide partners. Increase green waste diversion rate to 17 percent or greater by FY 2019/20 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 280 - Table of Contents PUBLIC WORKS | Solid Waste PUBLIC WORKS Staff Summary Full-time Equivalents (FTE) SOLID WASTE MANAGEMENT Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 92.84 92.84 96.84 4.00 % of city's FTEs 3.86 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Solid Waste Fund 18,175,851 18,145,228 19,547,946 1,402,718 Total Budget 18,175,851 18,145,228 19,547,946 1,402,718 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 6,713,535 6,560,741 6,909,355 348,614 Contractual Services 10,431,989 10,935,114 11,244,058 308,944 Commodities 648,252 622,074 674,183 52,109 Capital Outlays 382,075 27,299 720,350 693,051 18,175,851 18,145,228 19,547,946 1,402,718 0 0 0 0 18,175,851 18,145,228 19,547,946 1,402,718 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • The increase of 4.00 FTE is related to the addition of two brush crews. The positions include Equipment Operator I (2.00 FTE) and Equipment Operator II (2.00 FTE). The brush collection program is responsible for collecting green waste as well as bulk items. In FY 2013/14, this program serviced approximately 74,000 households and collected 15,500 tons annually. The program now services approximately 82,000 households and collects 19,000 tons annually. The increase in Personnel Services is the result of: 1) the addition of two brush crews comprised of 4.00 FTE; and 2) the annual pay for performance to eligible employees. The increase in Contractual Services is primarily related to Solid Waste's proportionate share of internal rates, such as Property, Liability and Workers' Compensation liability insurance, Fleet Maintenance and Repair, Fleet Fuel and Fleet Replacement. The increase in Capital Outlays is due to the addition of one-time funding for two Compressed Natural Gas (CNG) powered rear loader service trucks for the additional two brush crews. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 281 - Table of Contents PUBLIC WORKS | Solid Waste PUBLIC WORKS SOLID WASTE MANAGEMENT Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 540 535 540 $15.96 $15.96 $17.21 28% 28% 30% $14,300 $15,812 $15,500 Workload Average pounds of recyclable material collected per residential account per year Note: In FY 2017/18 residential accounts totaled 82,192. Efficiency Maintain service fee paid by customer for monthly residential solid waste services at current rate through operational efficiencies. Note: Service Fee does not include mandated State Recycling Fee of $0.04 Effectiveness Diversion rate for material collected by Solid Waste residential collection program Note: 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. Value of Volunteer Full-time Hours Equivalent # of Volunteers # of Hours The customer service volunteer performed clerical duties by assembling new resident literature packets. This information is an important part of our public outreach program that provides Solid Waste collection information to new customers. 2 36 $882 0.0 Total 2 36 $882 0.0 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 282 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 283 - 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 Americans with Disabilities Act (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 the repair, replacement or upgrade of vehicle detection equipment and the 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 installs, inspects, maintains and repairs traffic signs and roadway markings. Street Light Maintenance Program provides inspection, repair and replacement/installation of the city street lights. 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, controls dust surfaces and controls vegetation on unpaved alleys. FY 2017/18 Achievements Completed surface treatment of 1.1 million sq yds of neighborhood streets and 736,000 sq yds of arterial streets, increasing the overall pavement condition index (PCI) from 77.3 to 79.2. Completed nearly 1,000 ADA compliant ramps associated with pavement treatments to ensure that Scottsdale is in compliance with the latest Federal ADA requirements. Completed the installation of vehicle video detection at an additional 43 signalized intersections to enhance public safety, reduce congestion, decrease travel times, and reduce detrimental environmental impacts. Completed signal timing/coordination plans for ten heavily traveled corridors in the city, resulting in average travel time reductions of ten to 18 percent on each corridor. Implemented the initial segment of the regional Bell Road Adaptive Signal Control Project, an adaptive signal control system on Frank Lloyd Wright Blvd between Scottsdale Rd and Thompson Peak Pkwy to enhance public safety, reduce congestion, decrease travel times, and reduce detrimental environmental impacts. Completed fiber optic communications network expansion to 19 additional intersections on Frank Lloyd Wright Blvd, Thompson Peak Pkwy/ 94th St/ 92nd St, and 90th Street. Continued support of the Regional Emergency Action Coordinating Team (REACT), a Maricopa County/City of Scottsdale cooperative program that helps maintain the safety of emergency responders and motorists by managing the impact of traffic congestion around incident locations, by responding to seven incidents. Swept approximately 29,000 roadway miles in compliance with Maricopa County’s PM-10 Air Quality Compliance and Enforcement Program, resulting in no warnings, violations or fines. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 284 - Table of Contents PUBLIC WORKS | Street Operations FY 2018/19 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 three years, by FY 2019/20. Enhance system-wide traffic signal performance through repair, replacement or upgrade of vehicle detection equipment, update of signal timing plans, and upgrade of the fiber optic network. Attain 100 percent compliance with EPA dust abatement regulations on unpaved roads, alleys and arterial shoulders. Continue the efficiency of the street sweeping program created by implementing route changes and increasing geographic knowledge of staff. Achieve an average 48 hour response time for pothole repairs. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 285 - Table of Contents PUBLIC WORKS Staff Summary Full-time Equivalents (FTE) PUBLIC WORKS | Street Operations STREET OPERATIONS Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 62.00 62.00 62.00 0.00 % of city's FTEs 2.47 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Grant Funds 214,853 0 0 0 Transportation Fund 13,132,484 13,404,537 13,530,739 126,202 Total Budget 13,347,337 13,404,537 13,530,739 126,202 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 4,768,407 4,767,194 4,856,937 89,743 Contractual Services Expenditures By Type 7,407,658 7,598,557 7,589,705 -8,852 Commodities 816,756 1,038,786 987,897 -50,889 Capital Outlays 354,516 0 96,200 96,200 13,347,337 13,404,537 13,530,739 126,202 0 0 0 0 13,347,337 13,404,537 13,530,739 126,202 Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase in Personnel Services includes the annual pay for performance to eligible employees (Transportation Fund). The decrease in Commodities is primarily due to the reduction in maintenance materials used throughout the city to repair guard rails and concrete (Transportation Fund). The increase to Capital Outlays includes: 1) one-time funding for a vehicle for the Traffic Management Center (TMC) staff to perform necessary field studies for data collection, travel time objectives, and speed studies; and 2) the replacement of traffic signal cabinets due to unanticipated damages (Transportation Fund). City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 286 - Table of Contents PUBLIC WORKS PUBLIC WORKS | Street Operations STREET OPERATIONS Actual 2016/17 Actual 2017/18 Projected 2018/19 1% 0% 10% Achieve a 10.0 percent reduction in travel time in target corridors, verified through the implementation of corridor travel time studies prior to and after traffic signal operational modifications 16.0% 14.0% 10.0% Respond to 100.0 percent of emergency calls on street-related issues within one hour 92.6% 88.9% 95.0% Replace eight percent of retro-reflective traffic sign facings annually 7.45% 8.57% 8.00% 77.3 79.2 80.0 No more than three percent of total street lights out or malfunctioning in any given month 0.83% 0.85% 1.30% Respond to all pothole trouble calls within 48 hours 52.4% 66.2% 95.0% 59.6 63.7 56.0 85% 76% 90% Performance Measures Workload Treat unpaved alleys annually with a dust palliative to comply with the city's dust control permit Note: The lack of routine alley maintenance in FY 2017/18 was due to overgrown vegetation as a consequence of delayed weed spraying, as well as other critical tasks that diverted staff time away from the maintenance effort. Efficiency Effectiveness Maintain the city's asphalt street system Pavement Condition Index (PCI) at or above the goal of 80 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. Note: Response time has fallen short of our goal due to the amount of staff time dedicated to patching pavement after the Water Department has performed maintenance, as well as special projects. Grade unpaved roads at an average frequency of 56 days Note: The lengthened time between grading unpaved roads reflects a new process that was implemented in FY 2017/18 in an effort to extend the grading cycle. The new process involves adding new material to the base and rolling the roads for better compaction. Sweep 100 percent of streets at the following frequency based on street classification - major streets twice per month, downtown streets twice per week, and residential streets monthly Note: The decrease in FY 2017/18 is based on a change in reporting in order to accurately represent only major, downtown, and business/residential street sweeping. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 287 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 288 - Table of Contents DIVISION SUMMARY | Water Resources WATER RESOURCES Expenditures By Department Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 WATER QUALITY 3,057,711 3,106,224 3,189,457 83,233 WATER RECLAMATION SERVICES 15,529,673 16,002,978 16,242,273 239,295 WATER PLANNING AND ENGINEERING 3,142,628 2,719,279 2,831,195 111,916 WATER TECHNOLOGY & ADMIN 8,217,310 8,728,003 9,372,683 644,680 WATER SERVICES 35,849,824 38,581,151 39,105,474 524,323 PIPELINE & TREATMENT AGREEMENTS 8,432,567 10,423,741 10,353,272 -70,469 Total Budget 74,229,713 79,561,376 81,094,354 1,532,978 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 289 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 290 - Table of Contents DIVISION SUMMARY | Water Resources Staff Summary Expenditures By Fund Percents represent FY 2018/19 Adopted Expenditures By Type Percents represent FY 2018/19 Adopted City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 291 - Table of Contents DIVISION SUMMARYDIVISION | Water Resources 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 six areas: Planning and Engineering, Water Technology and Administration, Pipeline and Treatment Agreements, Water Services, Water Reclamation Services and Water Quality. Planning and Engineering provides essential support in engineering, technology, finance and planning for the division and manages the water conservation program. Water Technology and Administration provides comprehensive data management, system technology, customer service, employee safety, training and security. Pipeline and Treatment Agreements manages multiple irrigation, water treatment and sewage treatment facilities that are primarily funded by contractual users. Water Services manages the drinking water system providing service to more than 90,000 accounts within Scottsdale and neighboring areas of Maricopa County. Water Reclamation Services manages the sewer collection system, sewage treatment facilities and re-use/recharge facilities, providing service to more than 80,000 accounts. 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. Services Provided • • • • • • • • • • Ensures long term sustainable water and wastewater services to Scottsdale customers. Provides safe, reliable, high quality drinking water service to more than 90,000 water accounts in Scottsdale and neighboring areas of Maricopa County. Provides sanitary, reliable, high quality water reclamation services for more than 80,000 accounts including sewer collection, treatment and re-use/recharge. FY 2017/18 Achievements Completed state mandated lead sampling and analysis testing for all public schools. Additionally, completed state sampling and analysis testing for private and charter schools, and daycares that voluntarily participated in the program offered by Scottsdale Water. Initiated comprehensive Supervisory Control and Data Acquisition (SCADA) operating system upgrade project, starting with system security and data management improvements. The project is continuing into FY 2018/2019. Completed a request to Bureau of Reclamation and Central Arizona Water Conservation District (CAWCD) to conduct a pilot program for water production and wheeling from the Harquahala well field to the Irrigation Water Distribution System (IWDS) Central Arizona Project (CAP) intake. The request was denied by the Bureau of Reclamation. The city is planning to pursue a wheeling agreement with CAP after the water quality standards for the program are identified. FY 2018/19 Objectives Develop an updated Integrated Water Master Plan which will guide the efficient and sustainable use of financial resources applied to water resources and associated infrastructure. Implement the ‘Choose Tap’ campaign to encourage citizens to drink tap water and support a more sustainable water system compared to bottled water. Rehabilitate and improve the Water Campus primary odor control system. This effort will bring aging equipment up to date as the system is 20 years old. It will also enhance the performance of the system ensuring continued compliance with regulatory permit requirements and minimize any nuisance odors being emitted to the surrounding area. Expand the 'Careers in Water Education and Career Outreach' program from one local high school to two in order to increase knowledge of water professions and draw the attention of students to possible careers in water. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 292 - 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) Lost and Unaccounted for Water Workload Workload Efficiency City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 293 - Table of Contents WATER RESOURCES DIVISION SUMMARY |DIVISION Water Resources SUMMARY Staff Summary Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Full-time Equivalents (FTE) 213.28 214.47 215.87 1.40 % of city's FTEs 8.60 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Sewer Fund 19,483,300 20,343,394 20,800,265 456,871 Water Funds 54,746,413 59,217,982 60,294,089 1,076,107 Total Budget 74,229,713 79,561,376 81,094,354 1,532,978 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 18,896,902 18,449,548 19,144,027 694,479 Contractual Services 26,727,320 29,730,888 30,609,922 879,034 Commodities 27,740,669 30,824,440 30,731,255 -93,185 Capital Outlays 864,822 556,500 609,150 52,650 74,229,713 79,561,376 81,094,354 1,532,978 0 0 0 0 74,229,713 79,561,376 81,094,354 1,532,978 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • • The increase of 1.40 FTE is due to: 1) adding a SCADA Systems Specialist Senior position (1.00 FTE) to perform ongoing development, operation and maintenance of the existing SCADA technology systems; and 2) the addition of two part-time intern positions (0.20 FTE each). One will support the Water Resources' Public Information Officer with messaging related to water and water reclamation programs, while the other will assist with golf course reuse permit compliance. The increase in Personnel Services is due to the following changes: 1) Personnel Services allocations being revised between the Sewer/Water Funds and Operating/Capital to more accurately reflect where the work is being performed; 2) increased funding for vacant positions that have historically been difficult to fill; and 3) the overall net increase of 1.40 FTEs. The increase in Contractual Services is due to: 1) higher costs for maintenance contracts associated with the CAP Treatment plant; Chaparral Water Treatment Plant (WTP) and booster pump stations, wells and motors; 2) transitional costs related to the new Hoover Dam power agreement; 3) higher fuel and vehicle maintenance contract costs; 4) increased software maintenance and licensing costs related to higher data loads; 5) increased contract services support for necessary SCADA software upgrades; 6) new maintenance contracts related to Emergency Operations Center (EOC) updates; and 7) expenses related to a condition assessment on a portion of Paradise Valley's sewer system. The decrease in Commodities is due to a reduced need to purchase treatment filter media and chemicals due to remaining supplies from the previous fiscal year and less purchased water required by IWDS as it has met Arizona Department of Water Resources (ADWR) recharge requirements. The decrease is partially offset by an increase in Reclaimed Water Distribution System (RWDS) purchased water due to higher costs of raw CAP water used to irrigate golf courses and the need to buy operating supplies to monitor new oxygen injection systems. The increase in Capital Outlays is due to the net of the following: 1) the one-time purchase of two fork-lifts. One replaces a vehicle that is past its useful life and the other relieves increased demand at the Chaparral WTP; 2) the one-time purchase of a water trailer which will serve as a mobile drinking water station at Scottsdale public events; 3) one-time vehicle and equipment purchases related to the new SCADA Systems Specialist Senior position; 4) an increase in equipment needs related to utilities maintenance; 5) the elimination of one-time funding for two utility trucks purchased in FY 2017/18; and 6) lower replacement needs of large channel grinders, pumps and motors. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 294 - Table of Contents DIVISION SUMMARY |DIVISION Water Resources SUMMARY WATER RESOURCES Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 80% 81% 81% 100% 100% 100% 1 6,473 1,028 2,000 2 0.420 0.410 <1.000 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 2017/18 Drinking water compliance rate Note: Over 10,000 tests are performed annually on drinking water in the 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. Weather conditions combined with schedule changes for offsite recharge resulted in decreased recharge efforts in FY 2017/18 Number of sanitary sewer overflows per year (per 100 miles) Note: The national average is 4.500 per 100 miles. Scottsdale’s goal is to be less than 25 percent 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 10 $233 0.0 Volunteers in the Water Quality Laboratory are expected to perform basic laboratory procedures under the supervision of City Scientists. 1 177 $4,338 0.1 Total 2 187 $4,571 0.1 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 295 - Table of Contents DIVISIONS | Authorized Personnel WATER RESOURCES |WATER Water Quality QUALITY WATER RESOURCES 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, eight 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 eight 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 2017/18 Achievements Completed state mandated lead sampling and analysis testing for all public schools. Additionally, completed state sampling and analysis testing for private and charter schools, and daycares that voluntarily participated in the program offered by Scottsdale Water. Completed the pilot pH balancing program to reduce scale in the distribution system. The treatment system is fully operational using the operating parameters determined by the pilot and is showing a 100 percent reduction in meter failures due to scale formation. Completed the 'Pollution Prevention Study' using both public education and advanced analytical analysis of samples. Both methods have helped narrow the possible sources of the pollution. FY 2018/19 Objectives Finalize a stormwater run-off Pollution Prevention Study. Expand the 'Careers in Water Education and Career Outreach' program from one local high school to two in order to increase knowledge of water professions and draw the attention of students to possible careers in water. Investigate development of a curriculum around the water industry that local high school teachers can utilize in their classrooms. Initiate a golf course inspections program to improve compliance with the Arizona Department of Environmental Quality’s (ADEQ) Reuse Permit through education and oversight City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 296 - Table of Contents WATER RESOURCES Staff Summary Full-time Equivalents (FTE) DIVISIONS | Authorized Personnel WATER RESOURCES |WATER Water Quality QUALITY Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 23.00 23.00 23.00 0.00 % of city's FTEs 0.92 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Sewer Fund 848,661 946,094 939,200 -6,894 Water Funds 2,209,050 2,160,130 2,250,257 90,127 Total Budget 3,057,711 3,106,224 3,189,457 83,233 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,236,535 2,073,503 2,164,714 91,211 Contractual Services 517,359 643,981 638,503 -5,478 Commodities 298,245 388,740 386,240 -2,500 Capital Outlays 5,572 0 0 0 3,057,711 3,106,224 3,189,457 83,233 0 0 0 0 3,057,711 3,106,224 3,189,457 83,233 Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • The increase in Personnel Services is related to Personnel Services allocations being revised between the Sewer/Water Funds and Operating/Capital to more accurately reflect where the work is being performed. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 297 - Table of Contents DIVISIONS | Authorized Personnel WATER RESOURCES |WATER Water Quality QUALITY WATER RESOURCES Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 100% 100% 100% 100% 100% 100% 99% 100% 100% Effectiveness Drinking water compliance rate Note: Over 10,000 tests are performed annually on drinking water in the 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 Environmental Protection Agency (EPA) that governs all activities and requirements of the Superfund Site Industrial user compliance rate with discharge permits 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. 1 177 $4,338 0.1 Total 1 177 $4,338 0.1 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 298 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 299 - Table of Contents DIVISIONS | Authorized Personnel WATER RESOURCES |WATER Water Reclamation Services RECLAMATION SERVICES WATER RESOURCES 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 80,000 accounts by maintaining and operating more than 1,400 miles of sewer lines and three wastewater treatment plants. Collects and treats approximately 21 million gallons of wastewater per day. Performs advanced treatment of recycled water for non-potable users and groundwater recharge. FY 2017/18 Achievements • • • • • • • • Completed the assessment and video recording of 1/5th of the overall sewer system. The final condition assessment of the videoed sewer pipe is currently being performed. Completed the implementation of all oxygen injection systems at each of the five pumpback stations. These systems are currently being optimized. Completed a pilot test of the chemical feed system. It was determined that a chemical addition for sewer odor control was not necessary to mitigate odors in the southeast pumpback station area. Additional findings identified in the pilot test are currently being assessed that will address the odors in the area. Completed all Gainey Ranch Water Reclamation Plant upgrades. These upgrades will allow staff to adjust production flows that more precisely match the golf course irrigation demands. FY 2018/19 Objectives Rehabilitate and improve the Water Campus primary odor control system. This effort will bring aging equipment up to date as the system is 20 years old. It will also enhance the performance of the system ensuring continued compliance with regulatory permit requirements and minimize any nuisance odors being emitted to the surrounding area. Replace 100 percent of the large diameter membrane elements associated with the Advanced Water Treatment Plant. This will increase the ability to meet water recharge safe yield goals and requirements set by Arizona Department of Water Resources. Implement a process to utilize trenchless technology for residential sewer lateral repairs. In many situations a trenchless approach reduces cost and avoids street disruptions. Complete the construction of a new chemical feed system located at site number 71 for odor mitigation within the sewer collection system in the southern portion of the City. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 300 - Table of Contents DIVISIONS | Authorized Personnel WATER RESOURCES |WATER Water Reclamation Services WATER RESOURCES RECLAMATION SERVICES Staff Summary Full-time Equivalents (FTE) Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 27.00 27.00 28.00 1.00 % of city's FTEs 1.12 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Sewer Fund 15,529,673 16,002,978 16,242,273 239,295 Total Budget 15,529,673 16,002,978 16,242,273 239,295 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 2,686,906 2,589,150 2,643,239 54,089 Contractual Services 9,515,108 10,591,078 10,712,784 121,706 Commodities 2,853,412 2,622,750 2,741,250 118,500 Capital Outlays 474,247 200,000 145,000 -55,000 15,529,673 16,002,978 16,242,273 239,295 0 0 0 0 15,529,673 16,002,978 16,242,273 239,295 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • • The increase of 1.00 FTE is due to a Water Resources Pipeline position being moved from the Water Technology and Admin department into Water Reclamation Services, so the position can be more closely monitored by the responsible manager. The increase in Personnel Services is due to 1) Personnel Services allocations being revised between the Sewer/Water Funds and Operating/Capital to more accurately reflect where the work is being performed; and 2) the increase of 1.00 FTE Water Resources Pipeline position. The increase in Contractual Services is driven by expenses related to inspection services associated with a condition assessment to be performed on the portion of Paradise Valley's sewer system that Scottsdale is responsible for operating and maintaining. The increase in Commodities is driven by operating supplies necessary to monitor new oxygen injection systems, and higher chemicals and maintenance expenses based on historical needs. The decrease in Capital Outlays is driven by lower replacement needs of large channel grinders, pumps and motors than in FY 2017/18. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 301 - Table of Contents DIVISIONS | Authorized Personnel WATER RESOURCES |WATER Water Reclamation Services RECLAMATION SERVICES WATER RESOURCES Actual 2016/17 Actual 2017/18 Projected 2018/19 Average day sewage collected and treated (in million gallons) 21.4 22.1 22.0 Miles of sewer lines cleaned annually 565 405 475 0.420 0.410 <1.000 $2.24 $2.16 $2.23 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 three years to reduce odors and prevent sanitary sewer overflows. Industry standard is to clean entire system every five years Effectiveness Number of sanitary sewer overflows per year (per 100 miles) Note: The National average is 4.500 per 100 miles. Scottsdale’s goal is to be less than 25 percent of the national average or less than 1.125 per 100 miles Efficiency Operational cost to collect and treat sewage per thousand gallons Note: Cost does not include capital replacement and rehabilitation, debt service, franchise fees, Sub Regional Operating Group (SROG) settlement results, or direct charges from the general fund or capital improvement program City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 302 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 303 - Table of Contents WATER RESOURCES WATER RESOURCES | Water Resources Planning and Engineering 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. This helps ensure that all rates and fees are set prudently. This Department also manages and administers of water rights, water conservation programs, contracts and intergovernmental agreements for water deliveries and water reclamation. This Department manages the efforts to increase long term aquifer storage for drought mitigation through increased CAP recharge. 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. Leads the development of long range water, reclamation and reuse master planning. 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 agreements for water deliveries and sewage treatment. FY 2017/18 Achievements • • • • Completed the Water Resources Land Use Assumptions (LUA) Report and Infrastructure Improvement Plan (IIP) update with City Council adoption on May 22, 2018. The new Development Fees are scheduled to be effective September 1, 2018. Completed an evaluation of the effort and logistics of merging the Division Work Order System with the Capital Asset Management System. An ongoing effort includes a periodic maintenance pilot test in the fall of 2018. Two new condition assessment attributes will be added to the work order system as part of the pilot test. Completed the development of an audit report template for small conservation audits conducted internally by staff and began designing marketing materials which are mailed to Commercial, Industrial and Institutional (CII) water customers detailing the availability of these audit services. Completed development of a contract for CII water customer audits, marketed the program, and completed 10 large commercial audits. Staff also completed two small audits independent of the contractor. FY 2018/19 Objectives • • • Develop an updated Integrated Water Master Plan which will guide the efficient and sustainable use of financial resources applied to water and wastewater resources and associated infrastructure. Fully implement the water conservation CII audit program to assist different customer classes in improving how they manage their water. Implement the ‘Choose Tap’ campaign to encourage citizens to drink tap water and support a more sustainable water system when compared to bottled water. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 304 - Table of Contents WATER RESOURCES Staff Summary Full-time Equivalents (FTE) WATER RESOURCES | Water Resources Planning and Engineering WATER PLANNING AND ENGINEERING Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 19.00 19.19 19.39 0.20 % of city's FTEs 0.77 % Expenditures By Fund Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Sewer Fund 587,929 565,890 575,530 9,640 Water Funds 2,554,699 2,153,389 2,255,665 102,276 Total Budget 3,142,628 2,719,279 2,831,195 111,916 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 1,619,265 1,579,418 1,632,674 53,256 Contractual Services 1,017,511 1,097,561 1,075,806 -21,755 505,395 42,300 75,865 33,565 457 0 46,850 46,850 3,142,628 2,719,279 2,831,195 111,916 0 0 0 0 3,142,628 2,719,279 2,831,195 111,916 Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • The increase of 0.20 FTE is due to the addition of a part-time Intern position to assist Water Resources' Public Information Officer with messaging related to water and water reclamation programs. The increase in Personnel Services is due to 1) Personnel Services allocations being revised between the Sewer/Water Funds and Operating/Capital to more accurately reflect where the work is being performed; and 2) the increase of a 0.20 FTE part-time Intern position. The increase in Capital Outlays is driven by the one-time purchase of a water trailer which will serve as a mobile drinking water station at Scottsdale public events. The vehicle is being purchased as part of the 'Choose Tap!' campaign to encourage citizens to choose tap water over bottled water. The increase is also related to the purchase of minor computer equipment for field work. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 305 - Table of Contents WATER RESOURCES WATER RESOURCES | Water Resources Planning and Engineering WATER PLANNING AND ENGINEERING Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 128 138 138 10,078 6,670 5,000 6,473 1,028 2,000 100.0% 99.4% 100.0% 3,033 2,510 2,550 Workload Number of free residential outdoor water efficiency checks performed by water conservation staff Effectiveness Amount of water (in million gallons) recharged Note: Recharged water includes unused CAP water, reclaimed water, and incidental recharge. Weather conditions combined with schedule changes for offsite recharge resulted in decreased recharge efforts in FY 2017/18. Additional changes for offsite recharge is projected in FY 2018/19 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. Weather conditions combined with schedule changes for offsite recharge resulted in decreased recharge efforts in FY 2017/18 Percentage of participants who attended a landscape workshop and rated the program as “Excellent” or “Good” in a feedback survey Note: A total of 342 survey cards were returned in FY 2017/18; 340 were rated “Excellent” or “Good” Number of elementary students who participated in a water conservation educational workshop 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 10 $233 0.0 Total 1 10 $233 0.0 Volunteer Hours Volunteers "The value of volunteer hours calculated at an hourly rate of $24.51 (Source: IndependentSector.org as of May 2018)." City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 306 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 307 - Table of Contents WATER RESOURCES WATER RESOURCES | Water Technology and Administration 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 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 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 2017/18 Achievements • Completed an evaluation of the process necessary to increase the exported SCADA data to the city's business network as part of a SCADA operating system upgrade. Initiated comprehensive SCADA operating system upgrade project, starting with system security and data management improvements. The project is continuing into FY 2018/2019. Converted one chlorine gas disinfection site from gaseous chlorine to a safer bleach feed system and assigned another site to a contractor which began conversion at the end of June 2018. Reviewed the Safety and Health Manual for the Division. The manual was saved to a digital file in the data warehouse, and a link to it was put on the work order dashboard. Training on its location and use was done during the May and June safety meetings. Created and began Computer Based Training (CBT) on the full work order system and deployed it through Scottsdale University. Parts 1 and 2 are completed and part 3 is currently in process. FY 2018/19 Objectives • • • • • • • • Continue the conversion of gas disinfection systems to bleach feed systems to improve site safety. Complete data communication network design for SCADA, security, access control, and safety systems to improve utility operational efficiency, safety and security. Complete the conversion of the Itron and Badger meter reading systems data from self-host to vendor host. This conversion will result in quicker problem resolution and allow for more efficient system updates. Plan and scope the transition of the Information Access System (IAS) legacy technology to new SharePoint technology which will enhance system support and maintenance. The IAS is used to organize various water operations websites, SCADA data, reports and operations software installation files. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 308 - Table of Contents WATER RESOURCES Staff Summary Full-time Equivalents (FTE) WATER RESOURCES | Water Technology and Administration WATER TECHNOLOGY & ADMIN Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 65.28 67.28 66.28 -1.00 % of city's FTEs 2.64 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Sewer Fund 2,517,037 2,828,432 3,043,262 214,830 Water Funds 5,700,273 5,899,571 6,329,421 429,850 Total Budget 8,217,310 8,728,003 9,372,683 644,680 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 5,472,437 5,752,116 5,803,928 51,812 Contractual Services 2,068,049 2,245,287 2,785,605 540,318 Commodities 567,260 644,600 715,850 71,250 Capital Outlays 109,564 86,000 67,300 -18,700 8,217,310 8,728,003 9,372,683 644,680 0 0 0 0 8,217,310 8,728,003 9,372,683 644,680 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • • The decrease of 1.00 FTE is due to the net effect of 2.00 FTE Water Resources Pipeline positions being moved to other Water service areas to be more closely monitored by their responsible managers and the addition of 1.00 FTE SCADA Systems Specialist Senior position to perform ongoing development, operation and maintenance of the existing SCADA technology systems. The increase in Personnel Services is due to: 1) Personnel Services allocations being revised between the Sewer/Water Funds and Operating/Capital to more accurately reflect where the work is being performed; and 2) the increase of 1.00 FTE SCADA Systems Specialist Senior position. This increase is partially offset by the reduction of 2.00 FTE Water Resources Pipeline positions. The increase in Contractual Services is driven by: 1) increased contractual assistance and on-site technical support for necessary SCADA software upgrades; and 2) new maintenance contracts related to the EOC, conference, and training room technology updates. The increase in Commodities is due to the higher costs of irrigation site and pressure reduction mechanical materials. The decrease in Capital Outlays is driven by two utility trucks purchased in FY 2017/18 that are not applicable in FY 2018/19. The decrease is being offset by: 1) one-time funding for a vehicle and computer equipment purchases related to the hiring of a new SCADA Systems Specialist Senior position; and 2) an increase in miscellaneous equipment needs related to utilities maintenance. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 309 - Table of Contents WATER RESOURCES WATER RESOURCES | Water Technology and Administration WATER TECHNOLOGY & ADMIN Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 5.5% 6.2% 6.0% 80% 81% 81% 81% 84% 88% 16.9 24.3 16.0 3.8 9.2 4.0 Efficiency Lost and unaccounted for water per calendar year Note: Arizona Department of Water Resources requirement is less than ten percent annually. Lost and unaccounted for water includes water losses from main breaks and meter errors. "Actual FY 2016/17" equates to CY 2016, "Actual FY 2017/18" to CY 2017, and "Projected FY 2018/19" to CY 2018 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 2017/18 Percentage of scheduled preventative maintenance activities completed on both water and wastewater systems Note: This includes thousands of miles of pipes, thousands of valves, fire hydrants and hundreds of pumps located throughout the city. Performing planned maintenance extends the life of the city’s infrastructure Vehicle accidents per million miles (per calendar year) or vehicle accident rate Note: Water Resources crews drive an average 600,000 miles annually. "Actual 2016/17" equates to CY 2016, "Actual 2017/18" equates to CY 2017, and "Projected 2018/19" equates to CY 2018 Number of workplace incidents, injuries and illnesses per calendar year, per 100 employees Note: Occupational Safety and Health Administration (OSHA) average for utility organizations is 7.9 per 100 employees. "Actual 2016/17" equates to CY 2016, "Actual 2017/18" equates to CY 2017, and "Projected 2018/19 equates to CY 2018 City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 310 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 311 - Table of Contents WATER RESOURCES |WATER Water Services SERVICES WATER RESOURCES 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 90,000 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 69 million gallons of drinking water per day. Conducts timely and accurate meter reading to ensure proper customer billing and loss control. FY 2017/18 Achievements Completed the research into and selection of a water meter analytics software program. A contract to start testing the Itron software will begin in FY 2018/19. Completed the wash water recovery basin project that consisted of a full-scale pilot to optimize the solids handling process. This pilot produced a consistent flow through the solids process which increased chemical efficiency and reduced solids returned to the headworks. Completed new piping and valve modifications at each of the Chaparral Plant membrane effluent pipes which allows staff the option to run individual trains directly to waste. This modification improves water quality monitoring and flexibility in plant operations. Completed the design and construction for the chemical mixing efficiency project with the installation of two coagulant diffusers at the CAP Plant I & II pretreatment basins. FY 2018/19 Objectives Expand the pilot test of Automated Meter Reading (AMR) and Automated Meter Infrastructure (AMI) meters for analytics collection. The expanded testing of the software will be used to determine how daily water use can be accessed by customers. Complete the scheduled replacement of 75, or 20 percent, of all 3 inch or larger meters to reduce non-revenue water loss. Complete the installation of electrical switchgear at the CAP Water Treatment Plant/Plant 1, as part of an integrated replacement program for aging infrastructure. Complete the addition of a blending tank and additional piping at the CAP Water Treatment Plant to support the disinfection system. Complete design and construction of apparatus allowing for the chemical mixing efficiency of polymer at CAP Plant I & II. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 312 - Table of Contents WATER RESOURCES Staff Summary Full-time Equivalents (FTE) WATER RESOURCES |WATER Water Services SERVICES Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 74.00 73.00 74.00 1.00 % of city's FTEs 2.95 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Water Funds 35,849,824 38,581,151 39,105,474 524,323 Total Budget 35,849,824 38,581,151 39,105,474 524,323 Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 6,072,550 5,669,651 6,132,662 463,011 Contractual Services 11,081,777 12,221,380 12,416,492 195,112 Commodities 18,420,515 20,419,620 20,206,320 -213,300 Capital Outlays 274,982 270,500 350,000 79,500 35,849,824 38,581,151 39,105,474 524,323 0 0 0 0 35,849,824 38,581,151 39,105,474 524,323 Expenditures By Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • • • • The increase of 1.00 FTE is due to a Water Resources Pipeline position being moved from the Water Technology and Admin department into Water Services, so the position can be more closely monitored by the responsible manager. The increase in Personnel Services is related to: 1) Personnel Services allocations being revised between the Sewer/Water Funds and Operating/Capital to more accurately reflect where the work is being performed; 2) increased funding for vacant positions that have historically been difficult to fill; and 3) the increase of 1.00 FTE Water Resources Pipeline position. The increase in Contractual Services is driven by: 1) higher cost for maintenance contracts associated with the CAP Treatment Plant Heating, Ventilation and Air Conditioning (HVAC) systems; Chaparral Water Treatment Plant and booster pump stations, wells and motors; 2) transitional costs related to the new Hoover Dam power agreement; 3) higher fuel and vehicle maintenance costs related to higher fuel prices and maintenance contract costs; and 4) increased software maintenance and licensing costs related to higher data loads. The decrease in Commodities is driven by a lower need to purchase treatment filter media and treatment chemicals in FY 2018/19 than in FY 2017/18 due to remaining supplies from the previous fiscal year. The increase in the Capital Outlays is driven by the one-time purchase of two fork-lifts. One replaces an older vehicle that is past its useful life and the other is needed due to increased workload at the Chaparral Water Treatment Plant. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 313 - Table of Contents WATER RESOURCES |WATER Water Services SERVICES WATER RESOURCES Performance Measures Actual 2016/17 Actual 2017/18 Projected 2018/19 67.0 70.9 68.5 96.4 96.7 97.0 6,085 4,073 6,000 $1.96 $2.01 $2.11 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 June or early July 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 coincide with this 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 2018/19 Adopted Budget - Volume Two - 314 - FY 2018/19 Adopted Budget City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 315 - Table of Contents WATER RESOURCES |PIPELINE Pipeline and Treatment Agreements & TREATMENT AGREEMENTS WATER RESOURCES Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Support Economic Vitality Description The city has entered into multiple pipeline and treatment agreements which includes; the RWDS that provides A+ irrigation to 23 golf courses; the IWDS which provides raw water irrigation to four golf courses; the McDowell Mountain Water Service which provides raw water to one golf course, city facilities and recharge facilities; the Inlet Silverado Golf Course which provides raw water irrigation to one golf course; the Central Groundwater Treatment Facility and the North Indian Bend Wash Groundwater Treatment Facility which remediates and treats groundwater; and the Gainey Ranch Wastewater Treatment Facility which provides A+ irrigation to one golf course. Each of these agreements requires the city to operate, maintain and replace water and/or sewer systems which are funded by the users through separate rate structures. Services Provided • • • • • • • • • Provides irrigation water which meets or exceeds all minimum quality standards set forth in all Arizona Department of Health Services (ADHS), ADEQ, and EPA standards for recycled water. Remediates contaminated groundwater that provides Scottsdale with a potable water source. Collects and treats approximately 1.6 million gallons of wastewater per day. FY 2017/18 Achievements Completed negotiation of an engineering services contract with an engineering consultant to conduct an evaluation of the RWDS pumping system which will help determine the needed upgrades and replacements. Based on these findings the RWDS users will progress towards achieving 70 percent of their multiyear capital improvement program with RWDS user funding. Completed the IWDS Storage and Recovery Project recharge requirement and plan to complete the National Storage Project requirements by calendar year end for IWDS long-term storage credits. Completed a request to Bureau of Reclamation and CAWCD to conduct a pilot program for water production and wheeling from the Harquahala well field to the IWDS CAP intake. The request was denied by the Bureau of Reclamation. The city is planning to pursue the pilot program again after the water quality standards are identified. FY 2018/19 Objectives Upgrade five RWDS turnouts to electronic control to reduce overtime due to equipment failure. Develop a 'Ready State Operational Plan' for the Desert Mountain Recharge facility that optimizes costs while maintaining equipment and recharge wells in acceptable condition. Install a permanent potable water supply line to the onsite effluent reservoir at the Gainey Ranch Water Reclamation Plant to avoid temporary piping during contractor rehabilitation efforts related to CIP projects. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 316 - Table of Contents WATER RESOURCES Staff Summary Full-time Equivalents (FTE) WATER RESOURCES | Pipeline and Treatment Agreements PIPELINE & TREATMENT AGREEMENTS Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 5.00 5.00 5.20 0.20 % of city's FTEs 0.21 % Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Water Funds 8,432,567 10,423,741 10,353,272 -70,469 Total Budget 8,432,567 10,423,741 10,353,272 -70,469 Expenditures By Type Actual 2016/17 Adopted 2017/18 Adopted 2018/19 Change 2017/18 to 2018/19 Personnel Services 809,209 785,710 766,810 -18,900 Contractual Services 2,527,516 2,931,601 2,980,732 49,131 Commodities 5,095,842 6,706,430 6,605,730 -100,700 0 0 0 0 8,432,567 10,423,741 10,353,272 -70,469 0 0 0 0 8,432,567 10,423,741 10,353,272 -70,469 Expenditures By Fund Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Significant Changes • • The increase of 0.20 FTE is due to the addition of a part-time intern position to assist the Water Quality team with the inspection of golf courses in order to meet aspects of reuse permit compliance The decrease in Commodities is driven by a reduction of purchased water needed by the IWDS. The IWDS has met an ADWR requirement to recharge and no longer needs the volume of purchased water that it did in prior fiscal years. The decrease is partially offset by an increase in RWDS purchased water due to the increase in costs of raw CAP water needed to irrigate golf courses. City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 317 - Table of Contents WATER RESOURCES WATER RESOURCES | Pipeline and Treatment Agreements PIPELINE & TREATMENT AGREEMENTS Actual 2016/17 Actual 2017/18 Projected 2018/19 Amount of recycled water (in million gallons) delivered through the Reclaimed Water Distribution System for irrigation use. 3,831 4,161 3,900 Amount of non-potable water (in million gallons) delivered through the Irrigation Water Delivery System for irrigation use. 394 379 400 Average day sewage treated and delivered (in million gallons) at the Gainey Ranch Water Reclamation Facility. 0.8 0.8 0.8 96% 100% 100% Performance Measures Workload Effectiveness Reclaimed Water Distribution System Concentration Standard Compliance Rate. Sodium City of Scottsdale FY 2018/19 Adopted Budget - Volume Two - 318 -