Division Operating Budget VOLUME TWO FY 2023/24 Budget Photo by Bill Timmerman; Pima Dynamite Trailhead in Scottsdale’s McDowell Sonoran Preserve Adopted FY 2023/24 Budget City of Scottsdale, Arizona Volume Two Division Operating Budget City Council David D. Ortega, Mayor Kathy Littlefield, Vice Mayor Tammy Caputi Tom Durham Barry Graham Betty Janik Solange Whitehead Administrative Staff Jim Thompson, City Manager Amy Foster, Systems Integrator Sonia Andrews, City Treasurer Nick Lanza, Principal Budget & Research Analyst Bill Murphy, Assistant City Manager Keith Marquis, Sr. Budget Analyst Brent Stockwell, Assistant City Manager Trey Nilles, Sr. Budget Analyst Ana Lia Johnson, Acting Budget Director* Linna Zhou, Sr. Budget Analyst JunJun Rose, Management Assistant *Judy Doyle was the city's Budget Director during the FY 2023/24 budget development process. TABLE OF CONTENTS FY 2023/24 Adopted Budget – Volume Two Division Operating Budget Divisions Authorized Personnel ...................................................................................................................................... 1 Authorized Personnel Positions By Division .................................................................................................................................................... 2 By Division and Fund .................................................................................................................................... 4 By Division, Department and Title ................................................................................................................ 6 Classification/Compensation Schedule ........................................................................................................ 26 Personnel Comparison .................................................................................................................................. 30 Operating Projects......................................................................................................................................... 33 Strategic Goals Community Values ........................................................................................................................................ 35 Division/Department Relationship with Strategic Goals ............................................................................... 37 Division/Department Spotlights by Strategic Goals ...................................................................................... 39 Mayor and City Council Adopted Budget............................................................................................................................................. 43 City Attorney Adopted Budget............................................................................................................................................. 49 Civil ................................................................................................................................................................ 55 Prosecution ................................................................................................................................................... 58 Risk Management ......................................................................................................................................... 61 Victim Services .............................................................................................................................................. 64 City Auditor Adopted Budget............................................................................................................................................. 67 City Clerk Adopted Budget............................................................................................................................................. 73 City Court Adopted Budget............................................................................................................................................. 81 City Manager Adopted Budget............................................................................................................................................. 89 City Treasurer Adopted Budget............................................................................................................................................. 97 TABLE OF CONTENTS City Treasurer and Finance ......................................................................................................................... 104 Accounting .................................................................................................................................................. 107 Budget ......................................................................................................................................................... 110 Business Services ....................................................................................................................................... 113 Purchasing .................................................................................................................................................. 116 Administrative Services Adopted Budget........................................................................................................................................... 119 Communications ......................................................................................................................................... 126 Government Relations ................................................................................................................................. 130 Human Resources ....................................................................................................................................... 133 Information Technology .............................................................................................................................. 136 Community and Economic Development Adopted Budget........................................................................................................................................... 139 Aviation ....................................................................................................................................................... 145 Economic Development .............................................................................................................................. 148 Planning and Development Services ........................................................................................................... 151 Tourism and Events .................................................................................................................................... 156 Community Services Adopted Budget........................................................................................................................................... 161 Community Services Planning and Business Operations ........................................................................... 170 Human Services .......................................................................................................................................... 172 Library Systems........................................................................................................................................... 177 Parks and Recreation .................................................................................................................................. 181 Preserve Management ................................................................................................................................ 185 WestWorld ................................................................................................................................................... 188 Public Safety - Fire Adopted Budget........................................................................................................................................... 191 Office of the Fire Chief ................................................................................................................................ 198 Emergency Services .................................................................................................................................... 200 Professional Services .................................................................................................................................. 203 Prevention Services ..................................................................................................................................... 206 TABLE OF CONTENTS Public Safety - Police Adopted Budget........................................................................................................................................... 209 Office of the Police Chief ............................................................................................................................ 216 Uniformed Services ..................................................................................................................................... 219 Professional Standards and Investigative Services .................................................................................... 222 Operational Services ................................................................................................................................... 225 Public Works Adopted Budget........................................................................................................................................... 229 Capital Project Management ....................................................................................................................... 237 Facilities Management ................................................................................................................................ 241 Fleet Management ...................................................................................................................................... 245 Solid Waste Management ........................................................................................................................... 248 Transportation and Streets ......................................................................................................................... 252 Water Resources Adopted Budget........................................................................................................................................... 259 Water Quality ............................................................................................................................................... 267 Water Reclamation Services ....................................................................................................................... 270 Water Resources Planning and Engineering ............................................................................................... 273 Water Technology and Administration ........................................................................................................ 276 Water Services ............................................................................................................................................ 279 Pipeline and Treatment Agreements........................................................................................................... 282 FY 2023/24 Adopted Budget Table of Contents DIVISIONS | Authorized Personnel 4IVWSRRIPF](MZMWMSR 4IVWSRRIPF]*YRHMRK7SYVGI 6SYRHMRKHMJJIVIRGIWQE]SGGYV 1 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division ACTUAL FY 2021/22 A D OP T E D FY 2022/23 ADOPTED FY 2023/24 C HA N G E MAYOR AND CITY COUNCIL Full Time Total FTE 10.00 10.00 10.00 10.00 10.00 10.00 0.00 0.00 CITY ATTORNEY Full Time Part Time Total FTE 62.00 1.50 63.50 62.00 1.50 63.50 63.00 0.50 63.50 1.00 -1.00 0.00 CITY AUDITOR Full Time Part Time Total FTE 6.00 0.75 6.75 6.00 0.75 6.75 6.00 0.75 6.75 0.00 0.00 0.00 CITY CLERK Full Time Total FTE 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00 CITY COURT Full Time Part Time Total FTE 58.00 2.03 60.03 59.00 1.59 60.59 59.00 1.59 60.59 0.00 0.00 0.00 CITY MANAGER Full Time Part Time Total FTE 7.00 0.15 7.15 7.00 0.15 7.15 9.00 0.15 9.15 2.00 0.00 2.00 CITY TREASURER Full Time Part Time Total FTE 101.00 1.50 102.50 101.00 1.50 102.50 105.00 1.50 106.50 4.00 0.00 4.00 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 117.00 2.10 119.10 122.00 1.50 123.50 131.00 2.00 133.00 9.00 0.50 9.50 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 144.00 0.98 144.98 144.00 2.17 146.17 151.00 1.92 152.92 7.00 -0.25 6.75 2 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division ACTUAL FY 2021/22 ADOPTED FY 2022/23 ADOPTED FY 2023/24 C HA N G E COMMUNITY SERVICES Full Time Part Time Grant Total FTE 302.00 186.83 15.00 503.83 317.00 169.31 16.00 502.31 326.00 166.58 16.00 508.58 9.00 -2.73 0.00 6.27 PUBLIC SAFETY - FIRE Full Time Full Time (Sworn) Part Time Grant (Sworn) Total FTE 25.00 277.00 0.00 6.00 308.00 27.00 293.00 0.50 0.00 320.50 29.00 292.00 0.50 0.00 321.50 2.00 -1.00 0.00 0.00 1.00 PUBLIC SAFETY - POLICE Full Time Full Time (Sworn) Part Time Grant Total FTE 257.00 400.00 5.88 1.00 663.88 258.00 408.00 5.88 1.00 672.88 273.00 400.00 5.88 1.00 679.88 15.00 -8.00 0.00 0.00 7.00 PUBLIC WORKS Full Time Part Time Total FTE 338.00 2.90 340.90 341.00 4.13 345.13 352.00 4.13 356.13 11.00 0.00 11.00 WATER RESOURCES Full Time Part Time Total FTE 215.00 2.91 217.91 218.00 2.91 220.91 220.00 3.39 223.39 2.00 0.48 2.48 TOTAL FULL-TIME POSITION FTE TOTAL FULL-TIME (SWORN) POSITION FTE TOTAL PART-TIME POSITION FTE TOTAL GRANT FUNDED POSITION FTE TOTAL GRANT FUNDED (SWORN) POSITION FTE 1,649.00 677.00 207.53 16.00 6.00 1,679.00 701.00 191.89 17.00 0.00 1,741.00 692.00 188.89 17.00 0.00 62.00 -9.00 -3.00 0.00 0.00 TOTAL CITYWIDE POSITION FTE 2,555.53 2,588.89 2,638.89 50.00 3 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division and Fund GENERAL FUN D TRANSPORTATION SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE ADOPTED FY 2 0 2 3 / 2 4 MAYOR AND CITY COUNCIL Full Time Total FTE 10.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10.00 10.00 CITY ATTORNEY Full Time Part Time Total FTE 52.00 0.50 52.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 0.00 11.00 63.00 0.50 63.50 CITY AUDITOR Full Time Part Time Total FTE 6.00 0.75 6.75 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 0.75 6.75 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 47.00 0.65 47.65 0.00 0.00 0.00 12.00 0.94 12.94 0.00 0.00 0.00 0.00 0.00 0.00 59.00 1.59 60.59 CITY MANAGER Full Time Part Time Total FTE 9.00 0.15 9.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.00 0.15 9.15 CITY TREASURER Full Time Part Time Total FTE 93.00 1.50 94.50 0.00 0.00 0.00 0.00 0.00 0.00 12.00 0.00 12.00 0.00 0.00 0.00 105.00 1.50 106.50 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 127.00 2.00 129.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 0.00 4.00 0.00 0.00 0.00 131.00 2.00 133.00 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 132.00 0.75 132.75 0.00 0.00 0.00 4.00 0.69 4.69 15.00 0.48 15.48 0.00 0.00 0.00 151.00 1.92 152.92 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 309.00 152.99 0.00 461.99 2.00 0.00 0.00 2.00 15.00 13.59 16.00 44.59 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 326.00 166.58 16.00 508.58 4 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division and Fund GENERAL FUN D TRANSPORTATION SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE ADOPTED FY 2 0 2 3 / 2 4 PUBLIC SAFETY - FIRE Full Time Full Time (Sworn) Part Time Total FTE 29.00 283.00 0.50 312.50 0.00 0.00 0.00 0.00 0.00 9.00 0.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 29.00 292.00 0.50 321.50 PUBLIC SAFETY - POLICE Full Time Full Time (Sworn) Part Time Grant Total FTE 270.00 392.00 5.88 0.00 667.88 0.00 0.00 0.00 0.00 0.00 3.00 8.00 0.00 1.00 12.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 273.00 400.00 5.88 1.00 679.88 PUBLIC WORKS Full Time Part Time Total FTE 105.00 0.75 105.75 90.00 0.98 90.98 0.00 0.00 0.00 104.00 2.40 106.40 53.00 0.00 53.00 352.00 4.13 356.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 220.00 3.39 223.39 0.00 0.00 0.00 220.00 3.39 223.39 1, 196. 00 675. 00 166. 42 0. 00 2, 037. 42 92. 00 0. 00 0. 98 0. 00 92. 98 34. 00 17. 00 15. 22 17. 00 83. 22 355. 00 0. 00 6. 27 0. 00 361. 27 64. 00 0. 00 0. 00 0. 00 64. 00 1, 741. 00 692. 00 188. 89 17. 00 2, 638. 89 WATER RESOURCES Full Time Part Time Total FTE TOTAL FULL-TIME POSITION FTE TOTAL FULL-TIME (SWORN) POSITION FTE TOTAL PART-TIME POSITION FTE TOTAL GRANT FUNDED POSITION FTE* TOTAL CITYWIDE POSITION FTE * A portion of the grant positions are paid by the general fund. 5 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE PART-TIME FTE TOTAL FTE FULL-TIME FTE 6.00 1.00 1.00 1.00 1.00 10.00 6.00 1.00 1.00 1.00 1.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 10.00 10.00 0.00 1.00 1.00 1.50 3.00 3.00 2.00 2.00 1.00 3.00 1.00 2.00 1.00 21.50 1.00 1.00 1.00 3.00 3.00 2.00 2.00 1.00 3.00 1.00 2.00 1.00 21.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 5.00 4.00 1.00 5.00 1.00 8.00 1.00 26.00 1.00 5.00 4.00 1.00 5.00 1.00 8.00 1.00 26.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 MAYOR AND CITY COUNCIL CITY COUNCILMEMBER EXECUTIVE ASSISTANT TO MAYOR MANAGEMENT ASSISTANT MAYOR MAYOR'S CHIEF OF STAFF TOTAL MAYOR AND CITY COUNCIL TOTAL CITY ATTORNEY - CIVIL ADMINISTRATIVE ASSISTANT SR CITY ATTORNEY CITY ATTORNEY ASSISTANT I CITY ATTORNEY ASSISTANT II CITY ATTORNEY DEPUTY CITY ATTORNEY SENIOR CITY ATTORNEY SENIOR SUPV EXEC ASST TO CHARTER OFFICER LEGAL ASSISTANT LEGAL OFFICE MANAGER PARALEGAL SENIOR SYSTEMS INTEGRATION SUPERVISOR TOTAL CITY ATTORNEY - PROSECUTION CITY PROSECUTOR ASSISTANT I CITY PROSECUTOR ASSISTANT II CITY PROSECUTOR ASSISTANT SR CITY PROSECUTOR ASSISTANT SUPV LEGAL SECRETARY OFFICE MANAGER PARALEGAL SYSTEMS INTEGRATOR TOTAL CITY ATTORNEY - SAFETY & RISK MANAGEMENT ADMINISTRATIVE ASSISTANT CONTRACTS COORDINATOR RISK MANAGEMENT DIRECTOR RISK MGMT CLAIMS ADJUSTER SAFETY & TRAINING COORDINATOR SAFETY COORDINATOR SAFETY MANAGER SYSTEMS INTEGRATOR 6 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE CITY ATTORNEY - SAFETY & RISK MANAGEMENT CONT'D WORKER'S COMP CLAIMS ADJ SR WORKER'S COMP SPECIALIST TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 2.00 1.00 11.00 2.00 1.00 11.00 0.00 0.00 0.00 4.00 1.00 5.00 4.00 1.00 5.00 0.00 0.00 0.00 63.50 63.00 0.50 5.00 1.00 0.75 6.75 5.00 1.00 0.00 6.00 0.00 0.00 0.75 0.75 6.75 6.00 0.75 2.00 1.00 1.00 1.00 1.00 1.00 7.00 2.00 1.00 1.00 1.00 1.00 1.00 7.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 7.00 0.00 3.00 1.00 2.00 27.00 4.00 4.00 1.00 1.00 2.94 2.00 3.00 1.00 1.00 1.00 3.00 1.00 2.00 27.00 4.00 4.00 1.00 1.00 2.00 2.00 3.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.94 0.00 0.00 0.00 0.00 0.00 CITY ATTORNEY - VICTIM SERVICES VICTIM ADVOCATE VICTIM ADVOCATE SENIOR TOTAL CITY ATTORNEY TOTAL CITY AUDITOR AUDITOR SENIOR CITY AUDITOR EXEC ASST TO CHARTER OFFICER TOTAL CITY AUDITOR TOTAL CITY CLERK ADMINISTRATIVE ASSISTANT SR CITY CLERK CITY CLERK DEPUTY CITY CLERK SUPERVISOR MANAGEMENT ASSISTANT TECHNOLOGY SPECIALIST TOTAL CITY CLERK TOTAL CITY COURT CITY JUDGE ASSOCIATE COURT ADMINISTRATOR COURT ADMINISTRATOR DEPUTY COURT CLERK I COURT CLERK II COURT CLERK III COURT INTERPRETER COURT SECURITY MANAGER COURT SECURITY OFFICER COURT SECURITY SCREENER COURT SERVICES SUPERVISOR EXECUTIVE SECRETARY HEARING OFFICER MANAGEMENT ANALYST 7 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE CITY COURT CONT'D MANAGEMENT ANALYST SENIOR PRESIDING CITY JUDGE PRO TEM JUDGE SOFTWARE ENGINEER SYSTEMS INTEGRATION SUPERVISOR SYSTEMS INTEGRATOR TOTAL CITY COURT TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 1.00 0.65 2.00 1.00 1.00 60.59 1.00 1.00 0.00 2.00 1.00 1.00 59.00 0.00 0.00 0.65 0.00 0.00 0.00 1.59 60.59 59.00 1.59 3.00 1.00 1.00 1.00 1.00 0.15 1.00 1.00 9.15 3.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 9.00 0.00 0.00 0.00 0.00 0.00 0.15 0.00 0.00 0.15 9.15 9.00 0.15 3.00 1.00 2.00 2.00 2.00 1.00 2.00 1.00 2.00 1.00 1.00 5.00 1.00 24.00 3.00 1.00 2.00 2.00 2.00 1.00 2.00 1.00 2.00 1.00 1.00 5.00 1.00 24.00 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 1.00 5.00 1.00 1.00 5.00 1.00 0.00 0.00 0.00 CITY MANAGER ASSISTANT CITY MANAGER ASSISTANT TO THE CITY MANAGER CITY MANAGER EXEC ASST TO ASST CITY MANAGER EXECUTIVE ASSISTANT INTERN MANAGEMENT ASSOCIATE MANAGEMENT ASSOCIATE SENIOR TOTAL CITY MANAGER TOTAL CITY TREASURER - ACCOUNTING ACCOUNT SPECIALIST II ACCOUNT SPECIALIST III ACCOUNTANT I ACCOUNTANT II ACCOUNTANT SENIOR ACCOUNTING DIRECTOR ACCOUNTING MANAGER ADMINISTRATIVE ASSISTANT SR PAYROLL SPECIALIST PAYROLL SPECIALIST SENIOR SYSTEMS INTEGRATION SUPERVISOR SYSTEMS INTEGRATOR TECHNOLOGY COORDINATOR TOTAL CITY TREASURER - BUDGET BUDGET ADMINISTRATOR BUDGET ANALYST SENIOR BUDGET DIRECTOR 8 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE CITY TREASURER - BUDGET CONT'D PRINCIPAL FINANCIAL ANALYST SYSTEMS INTEGRATOR TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 0.75 8.75 1.00 0.00 8.00 0.00 0.75 0.75 1.00 1.00 1.00 1.00 12.00 2.00 2.00 4.00 1.00 0.75 1.00 3.00 5.00 3.00 1.00 1.00 1.00 4.00 1.00 45.75 1.00 1.00 1.00 1.00 12.00 2.00 2.00 4.00 1.00 0.00 1.00 3.00 5.00 3.00 1.00 1.00 1.00 4.00 1.00 45.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 CITY TREASURER - BUSINESS SERVICES ADMINISTRATIVE SECRETARY BUSINESS SERVICES DIRECTOR BUSINESS SERVICES MANAGER BUSINESS SERVICES SUPERVISOR CUSTOMER SERVICE REP CUSTOMER SERVICE REP SR LICENSE INSPECTOR REVENUE COLLECTOR REVENUE COLLECTOR SENIOR SERVICE SUPPORT WORKER SYSTEMS INTEGRATION SUPERVISOR SYSTEMS INTEGRATOR TAX & LICENSE SPECIALIST I TAX & LICENSE SPECIALIST II TAX & LICENSING MANAGER TAX AUDIT SUPERVISOR TAX AUDITOR TAX AUDITOR SENIOR TECHNOLOGY SPECIALIST TOTAL CITY TREASURER - CITY TREASURER AND FINANCE ACCOUNTANT II CITY TREASURER FINANCE DIRECTOR FINANCE MANAGER TREASURY TECHNOLOGY MANAGER TOTAL CITY TREASURER - PURCHASING BID & CONTRACT ANALYST BUYER BUYER AIDE MAIL SERVICES COURIER MAIL SVCS/REPROGRAPHICS SUPV PRINT SHOP ASSISTANT PURCHASING DIRECTOR PURCHASING SUPERVISOR PURCHASING/WAREHOUSE MANAGER STOCK CLERK 9 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE CITY TREASURER - PURCHASING CONT'D TECHNOLOGY SPECIALIST WAREHOUSE SUPERVISOR WAREHOUSE/MAIL TECHNICIAN TOTAL CITY TREASURER TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 1.00 4.00 23.00 1.00 1.00 4.00 23.00 0.00 0.00 0.00 0.00 106.50 105.00 1.50 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 20.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 1.00 19.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 0.00 0.00 0.00 1.00 1.00 6.00 11.00 1.00 2.00 1.00 0.50 1.00 1.00 25.50 1.00 1.00 6.00 11.00 1.00 2.00 1.00 0.00 1.00 1.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.50 ADMINISTRATIVE SERVICES - COMMUNICATIONS ADA / TITLE VI COORDINATOR ADMINISTRATIVE ASSISTANT CITIZEN ADVISOR CITIZEN LIAISON CITIZEN SERVICE SUPERVISOR CITIZEN SERVICES REP COMMUNICATNS & PUB AFFAIRS DIR COMMUNITY INVOLVEMENT MANAGER DIVERSITY PROGRAM DIRECTOR PUBLIC AFFAIRS SPECIALIST PUBLIC AFFAIRS SUPERVISOR PUBLIC INFORMATION OFFICER TECHNOLOGY COORDINATOR VIDEO PRODUCTION ASSISTANT VIDEO PRODUCTION SPECIALIST VIDEO PRODUCTION SUPERVISOR TOTAL ADMINISTRATIVE SERVICES - GOVERNMENT RELATIONS GOVERNMENT RELATIONS COORD GOVERNMENT RELATIONS DIRECTOR TOTAL ADMINISTRATIVE SERVICES - HUMAN RESOURCES ADMINISTRATIVE ASSISTANT CUSTOMER SERVICE REP HUMAN RESOURCES ANALYST HUMAN RESOURCES ANALYST SR HUMAN RESOURCES DIRECTOR HUMAN RESOURCES MANAGER HUMAN RESOURCES SUPERVISOR INTERN MANAGEMENT ANALYST SYSTEMS INTEGRATOR TOTAL 10 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE ADMINISTRATIVE SERVICES - INFORMATION TECHNOLOGY ACCOUNTING OPERATIONS TECH APPLICATION DEVELOPMENT MGR BUSINESS INTELLIGENCE MANAGER CHIEF INFO SECURITY OFFICER CHIEF INFORMATION OFFICER CUSTOMER SERVICE REP SR DATA SCIENTIST DATABASE ADMINISTRATOR DIGITAL MEDIA DESIGNER ENTERPRISE COMMUNICATIONS ENGR ENTERPRISE COMMUNICATIONS SPEC ENTERPRISE PORTFOLIO MANAGER ENTERPRISE SECURITY ANALYST ENTERPRISE SECURITY ENGINEER ENTERPRISE SYS ENGINEERING MGR ENTERPRISE SYSTEMS ENGINEER ENTERPRISE SYSTEMS INTEG SUPV ENTERPRISE SYSTEMS INTEGRATOR ENTERPRISE WIRELESS ENGINEER GIS ANALYST GIS MANAGER GIS TECHNICIAN INFORMATION TECHNOLOGY DIR IT CLOUD ENGINEER/ARCHITECT IT COMMUNICATIONS MANAGER IT COMPUTER SYSTEMS ENGINEER IT DIRECTOR APPLICATIONS/GIS IT FINANCE MANAGER IT NETWORK TECHNICIAN IT PROJECT MANAGER IT SUPPORT MANAGER IT TECHNICIAN IT TECHNICIAN SENIOR MANAGEMENT ANALYST RADIO ENGINEERING MANAGER RADIO SYSTMS NETWRK INTEGRATOR SOFTWARE DEVELOPER/ARCHITECT SOFTWARE ENGINEER SOFTWARE ENGINEER SENIOR WEB & DESIGN SERVICES MANAGER WEB SERVICES ENGINEER TOTAL ADMINISTRATIVE SERVICES TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 0.50 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 5.00 3.00 1.00 1.00 4.00 1.00 6.00 1.00 6.00 1.00 3.00 1.00 4.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 5.00 3.00 1.00 1.00 3.00 2.00 4.00 4.00 1.00 3.00 85.50 0.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 5.00 3.00 1.00 1.00 4.00 1.00 6.00 1.00 6.00 1.00 3.00 1.00 4.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 1.00 5.00 3.00 1.00 1.00 3.00 2.00 4.00 4.00 1.00 3.00 85.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 133.00 131.00 2.00 11 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE COMMUNITY AND ECONOMIC DEVELOPMENT - AVIATION PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 0.48 15.48 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 0.00 15.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.48 0.48 1.00 1.00 2.00 1.00 1.00 6.00 1.00 1.00 2.00 1.00 1.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 4.00 1.00 1.00 8.00 2.00 2.00 2.00 1.00 2.00 6.00 5.00 2.00 1.00 1.00 1.00 4.00 6.00 2.00 1.00 1.00 1.00 1.00 2.00 4.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 ADMINISTRATIVE ASSISTANT AIRPORT MAINTENANCE TECHNICIAN AIRPORT OPERATIONS SUPERVISOR AIRPORT OPERATIONS TECH I AIRPORT OPERATIONS TECH II AVIATION DIRECTOR AVIATION DIRECTOR ASSISTANT AVIATION FINANCE & ADMIN MGR AVIATION PLAN & OUTREACH COORD INTERN TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT - ECONOMIC DEVELOPMENT ADMINISTRATIVE ASSISTANT ECONOMIC DEVELOPMENT DIRECTOR ECONOMIC DEVELOPMENT PROG MGR ECONOMIC DEVELOPMENT SPEC MARKETING DEVELOPMENT PROG MGR TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT - PLANNING AND DEVELOPMENT SERVICES ADMINISTRATIVE SECRETARY BUILDING INSPECTION SUPERVISOR BUILDING INSPECTOR I BUILDING INSPECTOR II CIVIL ENGINEER CIVIL ENGINEER SENIOR CODE ENFORCEMENT ASSISTANT CODE ENFORCEMENT MANAGER CODE ENFORCEMENT SUPERVISOR CODE INSPECTOR I CODE INSPECTOR II CODE INSPECTOR III COMMUNICATION & OUTREACH COORD DEVELOPMENT ENGINEERING MGR DEVELOPMENT SERVICES MANAGER DEVELOPMENT SERVICES REP I DEVELOPMENT SERVICES REP II DEVELOPMENT SVCS SUPERVISOR DRAINAGE INSPECTOR DRAINAGE/FLOOD CONTROL MGR ENVIRONMENTAL POLICY MANAGER FIELD ENGINEERING SUPERVISOR FIELD INSPECTOR I FIELD INSPECTOR II 12 4.00 1.00 1.00 8.00 2.00 2.00 2.00 1.00 2.00 6.00 5.00 2.00 1.00 1.00 1.00 4.00 6.00 2.00 1.00 1.00 1.00 1.00 2.00 4.00 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title TOTAL FULL-TIME DIVISION / DEPARTMENT / JOB TITLE FTE FTE COMMUNITY AND ECONOMIC DEVELOPMENT - PLANNING AND DEVELOPMENT SERVICES CONT'D FINANCE ANALYST SENIOR 1.00 1.00 GRAPHICS DESIGNER 1.00 1.00 GREEN BUILDING PROGRAM MANAGER 1.00 1.00 OFFICE MANAGER 1.00 1.00 PLAN ECON DEV TOURISM EXEC DIR 1.00 1.00 PLANNER 6.00 6.00 PLANNER ASSOCIATE 4.00 4.00 PLANNER ENVIRONMENTAL 1.00 1.00 PLANNER PRINCIPAL 3.00 3.00 PLANNER SENIOR 5.00 5.00 PLANNING & DEV AREA DIRECTOR 3.00 3.00 PLANNING & DEVELOP AREA MGR 3.00 3.00 PLANNING ADMINISTRATION MGR 1.00 1.00 PLANNING INSPECTOR 1.00 1.00 PLANNING SPECIALIST 5.75 5.00 PLANS EXAMINER 4.00 4.00 PLANS EXAMINER SENIOR 6.00 6.00 PLANS REVIEW MANAGER 1.00 1.00 STORMWATER ENGINEER 1.00 1.00 STORMWATER ENGINEER SENIOR 4.00 4.00 STORMWATER ENGINEERING MANAGER 1.00 1.00 STRUCTURAL ENGINEER 2.00 2.00 STRUCTURAL ENGINEER SENIOR 1.00 1.00 SUSTAINABILITY DIRECTOR 1.00 1.00 SYSTEMS INTEGRATION SUPERVISOR 1.00 1.00 SYSTEMS INTEGRATOR 2.00 2.00 TECHNOLOGY COORDINATOR 1.00 1.00 TELECOM POLICY COORDINATOR 1.00 1.00 TOTAL 124.75 124.00 PART-TIME FTE 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 0.75 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 0.75 COMMUNITY AND ECONOMIC DEVELOPMENT - TOURISM AND EVENTS EVENT COORDINATOR EVENTS MANAGER INTERN MANAGEMENT ANALYST OLD TOWN MKT PRG MGR TOURISM AND EVENTS DIRECTOR TOURISM DEVELOPMENT MANAGER TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT TOTAL 1.00 1.00 0.69 1.00 1.00 1.00 1.00 6.69 1.00 1.00 0.00 1.00 1.00 1.00 1.00 6.00 0.00 0.00 0.69 0.00 0.00 0.00 0.00 0.69 152.92 151.00 1.92 1.00 1.00 1.63 1.00 1.00 1.00 0.00 0.00 0.63 COMMUNITY SERVICES - COMM SERVS PLANNING/BUSINESS OPS BUSINESS & ANALYTICS MANAGER COM SVCS BUSINESS OPS MANAGER COMMUNICATIONS SPECIALIST 13 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title TOTAL DIVISION / DEPARTMENT / JOB TITLE FTE COMMUNITY SERVICES - COMM SERVS PLANNING/BUSINESS OPS CONT'D COMMUNICATIONS SUPERVISOR 1.00 COMMUNITY SERVICES SUPERVISOR 1.00 COMMUNITY SVCS ADMINISTRATOR 1.00 GRAPHICS DESIGNER 3.00 INTERN 0.02 MAINTENANCE TECH RAILROAD OPS 1.00 MAINTENANCE WORKER I 2.00 MAINTENANCE WORKER II 2.00 MANAGEMENT ANALYST 2.00 OFFICE MANAGER 1.00 PARKS & RECREATION MANAGER 1.00 PARKS MAINTENANCE FOREMAN 1.00 RAILROAD CREW CHIEF 3.00 RECREATION LEADER I 3.14 RECREATION LEADER II 13.45 RECREATION LEADER SENIOR 3.00 SAFETY & TRAINING COORDINATOR 1.00 SYSTEMS INTEGRATION SUPERVISOR 1.00 SYSTEMS INTEGRATOR 4.00 SYSTEMS INTEGRATOR SENIOR 1.00 TECHNOLOGY COORDINATOR 3.00 VIDEO PRODUCTION ASSISTANT 1.00 TOTAL 53.24 FULL-TIME FTE PART-TIME FTE 1.00 1.00 1.00 3.00 0.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 3.00 0.00 3.00 3.00 1.00 1.00 4.00 1.00 3.00 1.00 39.00 0.00 0.00 0.00 0.00 0.02 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.14 10.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 14.24 1.00 2.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 2.00 1.00 13.00 5.00 1.00 4.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 0.00 0.00 0.00 0.00 0.00 0.00 1.37 0.00 0.00 0.00 0.00 COMMUNITY SERVICES - HUMAN SERVICES ADMINISTRATIVE ASSISTANT SUPV ADMINISTRATIVE SECRETARY COMMUNITY ASSISTANCE MANAGER COMMUNITY GRANTS SPECIALIST COMMUNITY SERVICES MANAGER COMMUNITY SVCS OPERATIONS SUPV CUSTOMER SERVICE REP FAMILY SELF-SUFFICIENCY SPEC FRC EARLY LEARNING SPECIALIST FRC HUM SVCS SPECIALIST FRC SUPERVISOR GRANTS ACCOUNTANT HOUSING REHAB SPECIALIST HOUSING SPECIALIST I HOUSING SPECIALIST II HOUSING SUPERVISOR HUMAN SERVICES CASE WORKER HUMAN SERVICES CENTER SUPV HUMAN SERVICES DEPT DIRECTOR HUMAN SERVICES MANAGER HUMAN SERVICES REPRESENTATIVE 14 1.00 2.00 1.00 2.00 1.00 2.00 1.00 1.00 1.50 0.50 1.00 1.00 1.00 2.00 2.00 1.00 14.37 5.00 1.00 4.00 9.00 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE COMMUNITY SERVICES - HUMAN SERVICES CONT'D LANDLORD LIAISON OCCUPANCY SPECIALIST RECREATION LEADER II RECREATION LEADER SENIOR TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 1.00 12.72 2.00 71.09 1.00 1.00 2.00 2.00 58.00 0.00 0.00 10.72 0.00 13.09 1.00 1.00 16.11 6.00 6.00 2.00 17.88 20.75 2.00 3.00 0.50 12.51 6.00 1.00 95.75 1.00 1.00 11.00 6.00 6.00 2.00 8.00 10.00 2.00 3.00 0.00 0.00 6.00 1.00 57.00 0.00 0.00 5.11 0.00 0.00 0.00 9.88 10.75 0.00 0.00 0.50 12.51 0.00 0.00 38.75 1.00 4.00 12.00 1.00 1.00 1.00 1.00 7.00 6.52 23.19 3.00 1.00 2.00 3.00 6.00 21.76 38.00 1.00 1.00 6.00 7.00 1.00 1.00 4.00 12.00 1.00 1.00 1.00 1.00 7.00 0.00 0.00 3.00 1.00 2.00 3.00 6.00 21.00 38.00 1.00 1.00 6.00 7.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.52 23.19 0.00 0.00 0.00 0.00 0.00 0.76 0.00 0.00 0.00 0.00 0.00 0.00 COMMUNITY SERVICES - LIBRARY SYSTEMS ACCOUNT SPECIALIST III ADMINISTRATIVE SECRETARY LIBRARIAN I LIBRARIAN II LIBRARIAN III LIBRARIAN IV LIBRARY AIDE LIBRARY ASSISTANT LIBRARY COURIER LIBRARY MANAGER LIBRARY MONITOR LIBRARY PAGE LIBRARY SUPERVISOR VOLUNTEER COORDINATOR TOTAL COMMUNITY SERVICES - PARKS & RECREATION ADMINISTRATIVE SECRETARY COMMUNITY SERVICES SUPERVISOR COMMUNITY SVCS OPERATIONS SUPV CONTRACTS COORDINATOR HUMAN SERVICES REPRESENTATIVE IRRIGATION SYSTEMS SPECIALIST IRRIGATION SYSTEMS SUPERVISOR IRRIGATION TECHNICIAN LIFEGUARD HEAD - AQUATICS LIFEGUARD/INSTRUCTOR MAINT TECH AQUATICS/FOUNTAINS MAINTENANCE SUPV AQUATICS MAINTENANCE TECH AQUATICS MAINTENANCE TECH SPORTS FIELDS MAINTENANCE TECHNICIAN MAINTENANCE WORKER I MAINTENANCE WORKER II MAINTENANCE WORKER II - CDL PARKS & RECREATION DEPT DIR PARKS & RECREATION MANAGER PARKS MAINTENANCE FOREMAN PERSONNEL SPECIALIST 15 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE COMMUNITY SERVICES - PARKS & RECREATION CONT'D POOL MANAGER POOL MANAGER ASSISTANT RECREATION LEADER I RECREATION LEADER II RECREATION LEADER SENIOR STADIUM OPS & EVENTS SUPV WESTWORLD MAINTENANCE WORKER TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 5.00 12.57 6.44 60.43 15.00 1.00 0.02 248.93 5.00 2.00 0.00 9.00 15.00 1.00 0.00 150.00 0.00 10.57 6.44 51.43 0.00 0.00 0.02 98.93 4.00 1.00 1.56 6.56 4.00 1.00 0.00 5.00 0.00 0.00 1.56 1.56 1.00 1.00 4.00 1.00 6.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 4.00 5.00 0.01 33.01 1.00 1.00 4.00 1.00 6.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 4.00 5.00 0.00 32.00 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 1.00 0.00 0.00 0.01 1.01 508.58 341.00 167.58 1.00 1.00 6.00 73.00 1.00 2.00 3.00 1.00 1.00 6.00 73.00 1.00 2.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 COMMUNITY SERVICES - PRESERVE MANAGEMENT NATURAL RESOURCES SUPERVISOR PARKS & RECREATION MANAGER RECREATION LEADER II TOTAL COMMUNITY SERVICES - WESTWORLD ACCOUNT SPECIALIST I CUSTOMER SERVICE REP SR MAINTENANCE FOREMAN - CDL MAINTENANCE WORKER I MAINTENANCE WORKER III - CDL MANAGEMENT ANALYST WESTWORLD ASST GENERAL MANAGER WESTWORLD BUSINESS MANAGER WESTWORLD CUSTOMER SERVICE REP WESTWORLD DIRECTOR WESTWORLD EVENTS COORDINATOR WESTWORLD FACILITIES MANAGER WESTWORLD GENERAL MANAGER WESTWORLD INTERN WESTWORLD MAINT WRKR I - CDL WESTWORLD MAINT WRKR II - CDL WESTWORLD MAINTENANCE WORKER TOTAL COMMUNITY SERVICES TOTAL PUBLIC SAFETY - FIRE - EMERGENCY SERVICES ADMINISTRATIVE SECRETARY EMS PERFORM IMPROVEMENT COORD FIRE BATTALION CHIEF (56) - (SWORN) FIRE CAPTAIN (56) - (SWORN) FIRE CAPTAIN DAY ASSIGNMENT - (SWORN) FIRE CHIEF DEPUTY (40) - (SWORN) FIRE CHIEF DEPUTY (56) - (SWORN) 16 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE PUBLIC SAFETY - FIRE - EMERGENCY SERVICES CONT'D FIRE ENGINEER (56) - (SWORN) FIRE SAFETY FIT & WELL COORD FIREFIGHTER (56) - (SWORN) PUBLIC INFORMATION OFFICER TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 72.00 1.00 122.00 1.00 283.00 72.00 1.00 122.00 1.00 283.00 0.00 0.00 0.00 0.00 0.00 1.50 1.00 1.00 3.00 1.00 1.00 1.00 1.00 10.50 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 10.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 1.00 3.00 5.00 1.00 1.00 1.00 3.00 15.00 1.00 3.00 5.00 1.00 1.00 1.00 3.00 15.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 3.00 1.00 2.00 3.00 2.00 13.00 2.00 3.00 1.00 2.00 3.00 2.00 13.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 321.50 321.00 0.50 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 0.00 0.00 0.00 0.00 0.00 0.00 PUBLIC SAFETY - FIRE - OFFICE OF THE FIRE CHIEF EMERGENCY MANAGEMENT COORD EMERGENCY MANAGER FIRE CHIEF - (SWORN) FIRE CHIEF ASSISTANT - (SWORN) FIRE FINANCE MANAGER MANAGEMENT ANALYST OFFICE MANAGER PERSONNEL SPECIALIST TOTAL PUBLIC SAFETY - FIRE - PREVENTION SERVICES ADMINISTRATIVE SECRETARY FIRE CAPTAIN (56) - (SWORN) FIRE INSPECTOR FIRE MARSHAL FIRE MARSHAL DEPUTY (56) - (SWORN) FIRE SYSTEMS ANALYST PLANS EXAMINER SENIOR TOTAL PUBLIC SAFETY - FIRE - PROFESSIONAL SERVICES ADMINISTRATIVE SECRETARY EQUIPMENT COORD/RADIO TECH FACILITIES MANAGEMENT COORD FIRE CAPTAIN DAY ASSIGNMENT - (SWORN) FIRE CHIEF DEPUTY (40) - (SWORN) SYSTEMS INTEGRATOR TOTAL PUBLIC SAFETY - FIRE TOTAL PUBLIC SAFETY - POLICE - OFFICE OF THE POLICE CHIEF ADMINISTRATIVE ASSISTANT SR EXEC ASST TO POLICE CHIEF POLICE CHIEF - (SWORN) POLICE CHIEF ASST (CIVILIAN) POLICE CHIEF ASST - (SWORN) TOTAL 17 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE PUBLIC SAFETY - POLICE - OPERATIONAL SERVICES MUNICIPAL SECURITY GUARD MUNICIPAL SECURITY MANAGER PERSONNEL SPECIALIST POLICE ANALYST POLICE ANALYST SENIOR POLICE COMMUNICATIONS ASST MGR POLICE COMMUNICATIONS DISPATCH POLICE COMMUNICATIONS MANAGER POLICE COMMUNICATIONS SUPV POLICE COMMUNICATIONS TECH POLICE FINANCE MANAGER POLICE LOGISTICS TECHNICIAN POLICE OPS SUPPORT AREA MGR POLICE OPS SUPPORT DIRECTOR POLICE PERSONNEL MANAGER POLICE PLAN & RESEARCH MGR POLICE POLYGRAPH EXAMINER POLICE PROJECT COORDINATOR POLICE RECORDS MANAGER POLICE RECORDS SPECIALIST POLICE RECORDS SPECIALIST SR POLICE RECORDS SUPERVISOR POLICE RESOURCE MANAGER POLICE RTCC SUPERVISOR POLICE RTCC TECHNICIAN SYSTEMS INTEGRATION SUPERVISOR SYSTEMS INTEGRATOR TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 4.00 1.00 3.00 9.00 2.00 1.00 39.00 1.00 7.00 2.00 1.00 4.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 18.00 6.00 4.00 1.00 1.00 3.00 2.00 7.00 126.00 4.00 1.00 3.00 9.00 2.00 1.00 38.00 1.00 7.00 2.00 1.00 4.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 17.00 6.00 4.00 1.00 1.00 3.00 2.00 7.00 124.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 31.00 4.00 1.00 27.00 6.00 12.00 231.00 1.78 3.00 2.00 1.00 38.00 1.00 2.10 1.00 31.00 4.00 1.00 27.00 6.00 12.00 231.00 0.00 3.00 2.00 1.00 38.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.78 0.00 0.00 0.00 0.00 0.00 2.10 PUBLIC SAFETY - POLICE - POLICE UNIFORMED SERVICES ADMINISTRATIVE ASSISTANT POLICE AIDE POLICE COMMANDER - (SWORN) POLICE DETENTION MANAGER POLICE DETENTION OFFICER POLICE DETENTION SUPERVISOR POLICE LIEUTENANT - (SWORN) POLICE OFFICER - (SWORN) POLICE OFFICER PIPELINE POLICE OFFICER-PARK RANGER - (SWORN) POLICE PARKING CONTROL CHECKER POLICE RECORDS SPECIALIST POLICE SERGEANT - (SWORN) POLICE TRAFFIC PROGRAM SUPV POLICE WRANGLER 18 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE PUBLIC SAFETY - POLICE - POLICE UNIFORMED SERVICES CONT'D VEHICLE IMPOUND SPECIALIST TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 2.00 363.88 2.00 360.00 0.00 3.88 2.00 2.00 1.00 1.00 5.00 1.00 3.00 6.00 3.00 1.00 8.00 2.00 6.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 3.00 1.00 5.00 79.00 2.00 5.00 1.00 1.00 1.00 22.00 184.00 2.00 2.00 1.00 1.00 5.00 1.00 3.00 6.00 3.00 1.00 8.00 2.00 6.00 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 3.00 1.00 5.00 79.00 2.00 5.00 1.00 1.00 1.00 22.00 184.00 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 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 0.00 0.00 0.00 0.00 0.00 679.88 674.00 5.88 1.00 1.00 1.00 1.00 0.00 0.00 PUBLIC SAFETY - POLICE - PROF STAND & INV SERV ADMINISTRATIVE ASSISTANT ADMINISTRATIVE SECRETARY COMMUNITY ENGAGEMENT SPEC DIGITAL MEDIA DESIGNER POLICE AIDE POLICE ANALYST POLICE ANALYST SENIOR POLICE CIVILIAN INVESTIGATOR POLICE COMMANDER - (SWORN) POLICE CRIME ANALYSIS SUPV POLICE CRIME SCENE SPECIALIST POLICE CRIME SCENE SUPERVISOR POLICE CRISIS INTERVEN SPEC POLICE CRISIS INTERVEN SUPV POLICE DIGITAL FORENSIC TECH POLICE FINGERPRINT TECH SENIOR POLICE FINGERPRINT TECHNICIAN POLICE FORENSIC ACCOUNTANT POLICE FORENSIC COMPUT EXAM SR POLICE FORENSIC COMPUTER EXAM POLICE FORENSIC LABORATORY MGR POLICE FORENSIC OPERATIONS MGR POLICE FORENSIC SCIENTIST I POLICE FORENSIC SCIENTIST II POLICE FORENSIC SCIENTIST III POLICE FORENSIC SCIENTIST SUPV POLICE FORENSIC SERVICES DIR POLICE LIEUTENANT - (SWORN) POLICE OFFICER - (SWORN) POLICE PROPERTY/EVIDENCE SUPV POLICE PROPERTY/EVIDENCE TECH POLICE QUALITY ASSURANCE COORD POLICE RANGEMASTER POLICE RECORDS SPECIALIST POLICE SERGEANT - (SWORN) TOTAL PUBLIC SAFETY - POLICE TOTAL PUBLIC WORKS - CAPITAL PROJECT MANAGEMENT ADMINISTRATIVE SECRETARY CIP PROJECT ESTIMATOR 19 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE PUBLIC WORKS - CAPITAL PROJECT MANAGEMENT CONT'D CITY ENGINEER CIVIL ENGINEER PRINCIPAL CIVIL ENGINEER SENIOR COMMUNICATIONS SUPERVISOR CONSTRUCTION ADM PRINCIPAL SUP CONSTRUCTION ADMIN SUPERVISOR OFFICE MANAGER PROJECT MANAGEMENT ASSISTANT PROJECT MANAGER PROJECT MANAGER PRINCIPAL PROJECT MANAGER SENIOR PUBLIC WORKS EXEC DIRECTOR PUBLIC WORKS FINANCE MANAGER PUBLIC WORKS PLANNER PUBLIC WORKS PROJECT COORD PW BUILDING INSPECTOR I PW BUILDING INSPECTOR II PW INFRASTRUCTURE INSPECTOR I PW INFRASTRUCTURE INSPECTOR II REAL ESTATE ASSET MANAGER REAL ESTATE ASSET SUPERVISOR REAL ESTATE MGMT SPECIALIST RIGHT-OF-WAY AGENT SENIOR SYSTEMS INTEGRATION SUPERVISOR TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 1.00 3.00 1.00 1.00 2.00 0.75 3.00 3.00 3.00 4.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 5.00 1.00 1.00 3.00 1.00 1.00 46.75 1.00 1.00 3.00 1.00 1.00 2.00 0.00 3.00 3.00 3.00 4.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 5.00 1.00 1.00 3.00 1.00 1.00 46.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 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 0.00 0.75 3.00 6.00 8.00 2.00 6.00 9.00 2.00 3.00 1.00 1.00 6.00 2.00 1.00 2.00 5.00 1.00 1.00 59.00 3.00 6.00 8.00 2.00 6.00 9.00 2.00 3.00 1.00 1.00 6.00 2.00 1.00 2.00 5.00 1.00 1.00 59.00 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 0.00 0.00 0.00 PUBLIC WORKS - FACILITIES MANAGEMENT CITIZEN SERVICES REP CONTRACTS COORDINATOR ELECTRICIAN ENERGY MANAGEMENT CONTROL SPEC FACILITIES MAINT TECH - CDL FACILITIES MAINTENANCE TECH FACILITIES SERVICE AREA MGR FACILITIES SUPERVISOR FACILITIES TECHNOLOGY SUPV FACILITY CONDITION ASSESS INSP HVAC TECHNICIAN LOCKSMITH MANAGEMENT ANALYST PAINTER PLUMBER PUBLIC WORKS DEPT DIRECTOR TECHNOLOGY SPECIALIST TOTAL 20 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE PUBLIC WORKS - FLEET MANAGEMENT ADMINISTRATIVE SECRETARY EQUIPMENT PARTS SUPERVISOR EQUIPMENT SERVICE WRITER FLEET OPERATIONS MANAGER FLEET PARTS SPECIALIST FLEET TECHNICIAN CREW CHIEF FLEET TECHNICIAN I FLEET TECHNICIAN II FLEET TECHNICIAN III MANAGEMENT ANALYST PUBLIC WORKS DEPT DIRECTOR TECHNOLOGY COORDINATOR TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 1.00 2.00 1.00 8.00 4.00 7.00 10.00 16.00 1.00 1.00 1.00 53.00 1.00 1.00 2.00 1.00 8.00 4.00 7.00 10.00 16.00 1.00 1.00 1.00 53.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 4.00 1.00 1.00 1.00 21.40 58.00 5.00 1.00 4.00 1.00 1.00 1.00 3.00 1.00 106.40 3.00 4.00 1.00 1.00 1.00 19.00 58.00 5.00 1.00 4.00 1.00 1.00 1.00 3.00 1.00 104.00 0.00 0.00 0.00 0.00 0.00 2.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.40 2.00 0.48 1.00 1.00 2.00 1.00 3.00 4.00 3.00 3.00 1.00 2.00 2.00 0.00 1.00 1.00 2.00 1.00 3.00 4.00 3.00 3.00 1.00 2.00 0.00 0.48 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 PUBLIC WORKS - SOLID WASTE MANAGEMENT CITIZEN SERVICES REP CONTAINER REPAIRER MANAGEMENT ANALYST PUBLIC WORKS DEPT DIRECTOR SOLID WASTE CS & OUTREACH MGR 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 SENIOR SOLID WASTE ROUTING SPECIALIST SOLID WASTE SAFETY/TRAIN COORD SOLID WASTE SERVICES SUPV SYSTEMS INTEGRATOR TOTAL PUBLIC WORKS - TRANSPORTATION AND STREETS CITIZEN SERVICES REP INTERN ITS ANALYST ITS ENGINEER ITS OPERATOR ITS SIGNALS SUPERVISOR ITS SIGNALS TECH I ITS SIGNALS TECH II ITS SIGNALS TECH III MAINTENANCE TECH - CDL MAINTENANCE TECHNICIAN MAINTENANCE WORKER I 21 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE PUBLIC WORKS - TRANSPORTATION AND STREETS CONT'D MAINTENANCE WORKER II - CDL OFFICE MANAGER PLANNING SPECIALIST PUBLIC INFORMATION OFFICER PW INFRASTRUCTURE INSPECTOR I PW INFRASTRUCTURE INSPECTOR II RIGHT-OF-WAY MANAGER SAFETY & TRAINING COORDINATOR SIGN FABRICATOR SIGN TECHNICIAN SIGNING & MARKINGS SUPERVISOR STREET MAINTENANCE SUPERVISOR STREET MAINTENANCE WORKER STREET OPERATIONS MANAGER STREETS EQUIPMENT OPERATOR SR TECHNOLOGY COORDINATOR TRAFFIC ENGINEER TRAFFIC ENGINEER PRINCIPAL TRAFFIC ENGINEER SENIOR TRAFFIC ENGINEERING & OPS MGR TRAFFIC ENGINEERING SUPERVISOR TRAFFIC ENGINEERING TECH SR TRAFFIC ENGINEERING TECHNICIAN TRANSIT MANAGER TRANSIT OPERATIONS ANALYST TRANSIT OPERATIONS COORDINATOR TRANSIT PLANNER SENIOR TRANSPORTATION & STREETS DIR TRANSPORTATION PLANNER SENIOR TRANSPORTATION PLANNING MGR TRANSPORTATION REPRESENTATIVE TOTAL PUBLIC WORKS TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 2.00 1.00 1.00 0.50 1.00 3.00 1.00 1.00 1.00 4.00 1.00 2.00 10.00 2.00 15.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 90.98 2.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 1.00 4.00 1.00 2.00 10.00 2.00 15.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 90.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 0.98 356.13 352.00 4.13 0.20 2.00 4.00 6.20 0.00 2.00 4.00 6.00 0.20 0.00 0.00 0.20 1.00 2.00 0.42 1.00 1.00 2.00 0.00 1.00 0.00 0.00 0.42 0.00 WATER RESOURCES - PIPELINE & TREATMENT AGREEMENTS INTERN W/WW OPERATIONS SUPERVISOR W/WW TREATMENT PLANT OP II TOTAL WATER RESOURCES - WATER PLANNING AND ENGINEERING ENGINEERING ASSOCIATE FINANCE ANALYST INTERN MANAGEMENT ANALYST 22 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE WATER RESOURCES - WATER PLANNING AND ENGINEERING CONT'D MANAGEMENT ANALYST SENIOR PUBLIC INFORMATION OFFICER WATER CONSERVATION PROG SUPV WATER CONSERVATION SPECIALIST WATER PLANN & POLICY ANALYST WATER POLICY MANAGER WATER RES ENGINEER WATER RES ENGINEER PRINCIPAL WATER RES ENGINEER SENIOR WATER RES PLNG & ENG DIRECTOR WATER RESOURCES ASSET PROG MGR WATER RESOURCES EXEC DIRECTOR TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 22.42 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 22.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.42 0.48 1.00 3.00 2.00 1.00 1.00 1.00 1.00 6.00 2.00 3.00 3.00 24.48 0.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 6.00 2.00 3.00 3.00 24.00 0.48 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.48 1.00 1.00 2.00 3.00 1.00 5.00 8.00 2.00 1.00 3.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 2.00 3.00 1.00 5.00 8.00 2.00 1.00 3.00 1.00 1.00 1.00 6.00 1.00 1.00 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 0.00 WATER RESOURCES - WATER QUALITY INTERN SCIENTIST SCIENTIST PRINCIPAL SCIENTIST SENIOR WATER QUALITY ASSURANCE COORD WATER QUALITY DIRECTOR WATER QUALITY LABORATORY MGR WATER QUALITY REGULATORY MGR WATER QUALITY SPECIALIST WATER QUALITY SPECIALIST SR WATER QUALITY SUPERVISOR WATER QUALITY TECHNICIAN TOTAL WATER RESOURCES - WATER RECLAMATION SERVICES ENGINEERING ASSOCIATE HVAC TECHNICIAN INSTRUMENT & CONTROLS TECH II W/WW MAINTENANCE TECH II W/WW MAINTENANCE TECH III W/WW OPERATIONS SUPERVISOR W/WW TREATMENT PLANT OP II W/WW TREATMENT PLANT OP III W/WW UTILITY ELECTRICIAN I W/WW UTILITY ELECTRICIAN II W/WW UTILITY ELECTRICIAN III WASTEWATER COLLECTION OPER III WASTEWATER COLLECTIONS MANAGER WASTEWATER COLLECTIONS OPER II WASTEWATER TREATMENT MANAGER WATER RECLAMATION SVC DIRECTOR 23 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE WATER RESOURCES - WATER RECLAMATION SERVICES CONT'D WATER RES HVAC CONTRACTS COORD WATER RESOURCES PIPELINE TOTAL PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 1.00 40.00 1.00 1.00 40.00 0.00 0.00 0.00 2.00 1.00 1.00 12.00 3.00 7.00 16.00 3.00 4.00 1.00 2.00 1.00 1.00 1.00 7.00 2.00 1.00 1.00 2.00 1.00 10.00 6.00 8.00 2.00 95.00 2.00 1.00 1.00 12.00 3.00 7.00 16.00 3.00 4.00 1.00 2.00 1.00 1.00 1.00 7.00 2.00 1.00 1.00 2.00 1.00 10.00 6.00 8.00 2.00 95.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 5.00 1.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 3.29 2.00 2.00 2.00 5.00 1.00 3.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.29 0.00 WATER RESOURCES - WATER SERVICES INSTRUMENT & CONTROLS TECH II PROCESS CONTROL PROGRAM MGR SCADA SPECIALIST III W/WW MAINTENANCE TECH II W/WW MAINTENANCE TECH III W/WW OPERATIONS SUPERVISOR W/WW TREATMENT PLANT OP II W/WW TREATMENT PLANT OP III W/WW UTILITY ELECTRICIAN II W/WW UTILITY ELECTRICIAN III WATER AUDIT TECHNICIAN 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 RESOURCES PIPELINE WATER SERVICES DIRECTOR WATER SERVICES WORKER II WATER SERVICES WORKER III WATER SERVICES WORKER IV WATER SERVICES WORKER V TOTAL WATER RESOURCES - WATER TECHNOLOGY & ADMIN ADMINISTRATIVE ASSISTANT SUPV ADMINISTRATIVE SECRETARY CITIZEN SERVICES REP SCADA MANAGER SCADA SPECIALIST I SCADA SPECIALIST II SCADA SPECIALIST III SYSTEMS INTEGRATION SUPERVISOR SYSTEMS INTEGRATOR TECHNOLOGY COORDINATOR WATER ASSET MANAGEMENT TECH WATER RESOURCES ADMINISTRATOR WATER RESOURCES PIPELINE WATER SEC SAFETY & TRAIN COORD 24 Table of Contents DIVISIONS | Authorized Personnel Positions - By Division, Department and Title DIVISION / DEPARTMENT / JOB TITLE WATER RESOURCES - WATER TECHNOLOGY & ADMIN CONT'D WATER SYSTEMS & TECHNOLOGY MGR WATER SYSTEMS ANALYST WATER SYSTEMS SUPERVISOR TOTAL WATER RESOURCES TOTAL GRAND TOTAL Total Sworn FTE (included in above total): 692.00 PART-TIME FTE TOTAL FTE FULL-TIME FTE 1.00 5.00 1.00 35.29 1.00 5.00 1.00 33.00 0.00 0.00 0.00 2.29 223.39 220.00 3.39 2,638.89 2,449.00 189.89 25 Table of Contents DIVISIONS | Classification/Compensation Schedule Jo b Co de 0509 0510 0508 0715 2272 2271 2195 2055 0425 2004 0700 0721 2376 0005 0675 2078 0460 0459 2035 1994 2292 1083 1581 2198 2074 2369 2220 1343 2427 2363 1934 1881 2552 1513 0591 0592 2424 2236 2297 2304 2430 1022 0014 2310 1620 2361 1929 1847 2147 0409 1014 2273 1363 2261 2443 1391 1398 1455 2393 2397 2398 1769 1933 1397 2293 2294 2260 2377 2142 1308 2086 1469 0437 2414 2254 0608 0609 0546 2332 2447 0757 2371 2274 Jo b Ti t l e ACCOUNT SPECIALIST I ACCOUNT SPECIALIST II ACCOUNT SPECIALIST III ACCOUNTANT I ACCOUNTANT II ACCOUNTANT SENIOR ACCOUNTING DIRECTOR ACCOUNTING MANAGER ACCOUNTING OPERATIONS TECH ADA / TITLE VI COORDINATOR ADMINISTRATIVE ASSISTANT ADMINISTRATIVE ASSISTANT SR ADMINISTRATIVE ASSISTANT SUPV ADMINISTRATIVE SECRETARY AIRPORT MAINTENANCE TECHNICIAN AIRPORT OPERATIONS SUPERVISOR AIRPORT OPERATIONS TECH I AIRPORT OPERATIONS TECH II APPLICATION DEVELOPMENT MGR ASSISTANT CITY MANAGER ASSISTANT TO THE CITY MANAGER AUDITOR AUDITOR SENIOR AVIATION DIRECTOR AVIATION DIRECTOR ASSISTANT AVIATION FINANCE & ADMIN MGR AVIATION PLAN & OUTREACH COORD BID & CONTRACT ANALYST BUDGET ADMINISTRATOR BUDGET ANALYST BUDGET ANALYST SENIOR BUDGET DIRECTOR BUDGET/RESEARCH ANALYST PRINC BUILDING INSPECTION SUPERVISOR BUILDING INSPECTOR I BUILDING INSPECTOR II BUSINESS & ANALYTICS MANAGER BUSINESS INTELLIGENCE MANAGER BUSINESS SERVICES DIRECTOR BUSINESS SERVICES MANAGER BUSINESS SERVICES SUPERVISOR BUYER BUYER AIDE CHIEF INFO SECURITY OFFICER CHIEF INFORMATION OFFICER CIP PROJECT ESTIMATOR CITIZEN ADVISOR CITIZEN LIAISON CITIZEN SERVICE SUPERVISOR CITIZEN SERVICES REP CITY ATTORNEY ASSISTANT I CITY ATTORNEY ASSISTANT II CITY ATTORNEY DEPUTY CITY ATTORNEY SENIOR CITY ATTORNEY SENIOR SUPV CITY AUDITOR CITY CLERK CITY CLERK DEPUTY CITY CLERK SUPERVISOR CITY COUNCILMEMBER CITY COUNCILWOMAN CITY ENGINEER CITY JUDGE ASSOCIATE CITY MANAGER CITY PROSECUTOR ASSISTANT I CITY PROSECUTOR ASSISTANT II CITY PROSECUTOR ASSISTANT SR CITY PROSECUTOR ASSISTANT SUPV CITY TREASURER CIVIL ENGINEER CIVIL ENGINEER PRINCIPAL CIVIL ENGINEER SENIOR CODE ENFORCEMENT ASSISTANT CODE ENFORCEMENT MANAGER CODE ENFORCEMENT SUPERVISOR CODE INSPECTOR I CODE INSPECTOR II CODE INSPECTOR III COM SVCS BUSINESS OPS MANAGER COMMUNICATION & OUTREACH COORD COMMUNICATIONS SPECIALIST COMMUNICATIONS SUPERVISOR COMMUNICATNS & PUB AFFAIRS DIR 26 H o url y Mi n $18.66 $20.57 $23.80 $26.25 $30.40 $35.18 $51.96 $42.75 $23.80 $30.40 $21.59 $22.68 $23.80 $19.59 $26.25 $30.40 $20.57 $23.80 $49.50 $73.12 $44.89 $33.51 $38.78 $66.33 $51.96 $36.93 $35.18 $30.40 $42.75 $30.40 $35.18 $51.96 $40.72 $36.93 $26.25 $28.94 $36.93 $47.13 $49.50 $36.93 $28.94 $26.25 $20.57 $51.96 $66.33 $36.93 $30.40 $35.18 $33.51 $18.66 $47.13 $49.50 $63.17 $54.57 $57.30 $73.12 $69.63 $38.78 $31.90 $25.60 $25.60 $60.15 $73.12 $125.07 $40.72 $44.89 $49.50 $54.57 $84.65 $36.93 $44.89 $40.72 $19.59 $38.78 $35.18 $25.00 $27.55 $30.40 $40.72 $35.18 $23.80 $35.18 $63.17 H o url y Ma x $27.13 $29.90 $34.61 $38.16 $44.18 $51.15 $75.56 $62.17 $34.61 $44.18 $31.40 $32.97 $34.61 $28.48 $38.16 $44.18 $29.90 $34.61 $71.97 $106.32 $65.28 $48.71 $56.37 $96.43 $75.56 $53.70 $51.15 $44.18 $62.17 $44.18 $51.15 $75.56 $59.20 $53.70 $38.16 $42.08 $53.70 $68.53 $71.97 $53.70 $42.08 $38.16 $29.90 $75.56 $96.43 $53.70 $44.18 $51.15 $48.71 $27.13 $68.53 $71.97 $91.84 $79.33 $83.32 $106.32 $101.25 $56.37 $46.40 $25.60 $25.60 $87.47 $106.32 $181.84 $59.20 $65.28 $71.97 $79.33 $123.08 $53.70 $65.28 $59.20 $28.48 $56.37 $51.15 $36.35 $40.07 $44.18 $59.20 $51.15 $34.61 $51.15 $91.84 An n u a l Mi n $38,812.80 $42,785.60 $49,504.00 $54,600.00 $63,232.00 $73,174.40 $108,076.80 $88,920.00 $49,504.00 $63,232.00 $44,907.20 $47,174.40 $49,504.00 $40,747.20 $54,600.00 $63,232.00 $42,785.60 $49,504.00 $102,960.00 $152,089.60 $93,371.20 $69,700.80 $80,662.40 $137,966.40 $108,076.80 $76,814.40 $73,174.40 $63,232.00 $88,920.00 $63,232.00 $73,174.40 $108,076.80 $84,697.60 $76,814.40 $54,600.00 $60,195.20 $76,814.40 $98,030.40 $102,960.00 $76,814.40 $60,195.20 $54,600.00 $42,785.60 $108,076.80 $137,966.40 $76,814.40 $63,232.00 $73,174.40 $69,700.80 $38,812.80 $98,030.40 $102,960.00 $131,393.60 $113,505.60 $119,184.00 $152,089.60 $144,830.40 $80,662.40 $66,352.00 $33,280.00 $33,280.00 $125,112.00 $152,089.60 $260,145.60 $84,697.60 $93,371.20 $102,960.00 $113,505.60 $176,072.00 $76,814.40 $93,371.20 $84,697.60 $40,747.20 $80,662.40 $73,174.40 $52,000.00 $57,304.00 $63,232.00 $84,697.60 $73,174.40 $49,504.00 $73,174.40 $131,393.60 An n u a l Ma x $56,430.40 $62,192.00 $71,988.80 $79,372.80 $91,894.40 $106,392.00 $157,164.80 $129,313.60 $71,988.80 $91,894.40 $65,312.00 $68,577.60 $71,988.80 $59,238.40 $79,372.80 $91,894.40 $62,192.00 $71,988.80 $149,697.60 $221,145.60 $135,782.40 $101,316.80 $117,249.60 $200,574.40 $157,164.80 $111,696.00 $106,392.00 $91,894.40 $129,313.60 $91,894.40 $106,392.00 $157,164.80 $123,136.00 $111,696.00 $79,372.80 $87,526.40 $111,696.00 $142,542.40 $149,697.60 $111,696.00 $87,526.40 $79,372.80 $62,192.00 $157,164.80 $200,574.40 $111,696.00 $91,894.40 $106,392.00 $101,316.80 $56,430.40 $142,542.40 $149,697.60 $191,027.20 $165,006.40 $173,305.60 $221,145.60 $210,600.00 $117,249.60 $96,512.00 $33,280.00 $33,280.00 $181,937.60 $221,145.60 $378,227.20 $123,136.00 $135,782.40 $149,697.60 $165,006.40 $256,006.40 $111,696.00 $135,782.40 $123,136.00 $59,238.40 $117,249.60 $106,392.00 $75,608.00 $83,345.60 $91,894.40 $123,136.00 $106,392.00 $71,988.80 $106,392.00 $191,027.20 Jo b Co de 2176 0023 1424 1759 1777 0703 0704 0705 0443 2366 0748 0750 1383 0030 0431 2435 1704 0783 0784 2553 2554 2555 2556 1924 1051 0579 0580 0617 0716 2245 2344 0583 2335 2299 2301 2302 0684 2097 2331 2349 0574 0489 2448 1711 2320 2409 1788 2084 2116 2124 1674 2438 2446 0535 1916 0517 0768 2358 0779 0727 0764 2408 0524 0538 0737 0676 1646 1651 2174 2200 0746 0761 2079 0738 0739 1867 2207 2346 2388 2002 1976 0998 0995 Jo b Ti t l e CONSTRUCTION ADMIN SUPERVISOR CONTAINER REPAIRER CONTRACTS COORDINATOR COURT ADMINISTRATOR COURT ADMINISTRATOR DEPUTY COURT CLERK I COURT CLERK II COURT CLERK III COURT INTERPRETER COURT SECURITY MANAGER COURT SECURITY OFFICER COURT SECURITY SCREENER COURT SERVICES SUPERVISOR CUSTOMER SERVICE REP CUSTOMER SERVICE REP SR DATA SCIENTIST DATABASE ADMINISTRATOR DEPT SYSTEM SUPPORT ANALYST I DEPT SYSTEM SUPPORT ANALYST II DEPT SYSTEMS ANALYST/PROG I DEPT SYSTEMS ANALYST/PROG II DEPT SYSTEMS ANALYST/PROG III DEPT SYSTEMS SUPPORT ENGINEER DEVELOPMENT ENGINEERING MGR DEVELOPMENT SERVICES MANAGER DEVELOPMENT SERVICES REP I DEVELOPMENT SERVICES REP II DEVELOPMENT SERVICES REP III DEVELOPMENT SVCS SUPERVISOR DIGITAL MEDIA DESIGNER DIVERSITY PROGRAM DIRECTOR DRAINAGE INSPECTOR DRAINAGE/FLOOD CONTROL MGR ECONOMIC DEVELOPMENT DIRECTOR ECONOMIC DEVELOPMENT PROG MGR ECONOMIC DEVELOPMENT SPEC ELECTRICIAN EMERGENCY MANAGEMENT COORD EMERGENCY MANAGER EMS PERFORM IMPROVEMENT COORD ENERGY MANAGEMENT CONTROL SPEC ENGINEERING ASSOCIATE ENTERPRISE APP PORTFOLIO MGR ENTERPRISE COMMUNICATIONS ENGR ENTERPRISE COMMUNICATIONS SPEC ENTERPRISE SECURITY ANALYST ENTERPRISE SECURITY ENGINEER ENTERPRISE SYS ENGINEERING MGR ENTERPRISE SYSTEMS ENGINEER ENTERPRISE SYSTEMS INTEG SUPV ENTERPRISE SYSTEMS INTEGRATOR ENTERPRISE WIRELESS ENGINEER ENVIRONMENTAL POLICY MANAGER EQUIPMENT COORD/RADIO TECH EQUIPMENT PARTS SUPERVISOR EQUIPMENT SERVICE WRITER EVENT COORDINATOR EVENTS MANAGER EXEC ASST TO ASST CITY MANAGER EXEC ASST TO CHARTER OFFICER EXEC ASST TO POLICE CHIEF EXECUTIVE ASSISTANT EXECUTIVE ASSISTANT TO MAYOR EXECUTIVE SECRETARY FACILITIES MAINT TECH - CDL FACILITIES MAINTENANCE TECH FACILITIES MANAGEMENT COORD FACILITIES SERVICE AREA MGR FACILITIES SUPERVISOR FACILITIES TECHNOLOGY SUPV FACILITY CONDITION ASSESS INSP FAMILY SELF-SUFFICIENCY SPEC FIELD ENGINEERING SUPERVISOR FIELD INSPECTOR I FIELD INSPECTOR II FINANCE ANALYST FINANCE ANALYST SENIOR FINANCE DIRECTOR FINANCE MANAGER FIRE BATTALION CHIEF (40) FIRE BATTALION CHIEF (56) FIRE CAPTAIN (40) FIRE CAPTAIN (56) H o url y Mi n $35.18 $20.57 $28.94 $49.50 $36.93 $19.59 $21.59 $23.80 $22.68 $33.51 $22.68 $16.93 $28.94 $18.66 $23.80 $42.75 $42.75 $26.25 $28.94 $31.90 $35.18 $38.78 $38.78 $44.89 $44.89 $20.57 $22.68 $26.25 $30.40 $30.40 $40.72 $25.00 $44.89 $57.30 $44.89 $33.51 $26.25 $38.78 $42.75 $35.18 $30.40 $27.55 $42.75 $42.75 $35.18 $36.93 $42.75 $47.13 $42.75 $42.75 $35.18 $40.72 $42.75 $23.80 $28.94 $23.80 $27.55 $44.89 $27.55 $31.90 $27.55 $31.90 $28.94 $23.80 $26.25 $25.00 $30.40 $36.93 $31.90 $33.51 $28.94 $22.68 $36.93 $26.25 $28.94 $27.55 $35.18 $51.96 $40.72 $44.89 $32.06 $35.18 $25.13 H o url y Ma x $51.15 $29.90 $42.08 $71.97 $53.70 $28.48 $31.40 $34.61 $32.97 $48.71 $32.97 $24.60 $42.08 $27.13 $34.61 $62.17 $62.17 $38.16 $42.08 $46.40 $51.15 $56.37 $56.37 $65.28 $65.28 $29.90 $32.97 $38.16 $44.18 $44.18 $59.20 $36.35 $65.28 $83.32 $65.28 $48.71 $38.16 $56.37 $62.17 $51.15 $44.18 $40.07 $62.17 $62.17 $51.15 $53.70 $62.17 $68.53 $62.17 $62.17 $51.15 $59.20 $62.17 $34.61 $42.08 $34.61 $40.07 $65.28 $40.07 $46.40 $40.07 $46.40 $42.08 $34.61 $38.16 $36.35 $44.18 $53.70 $46.40 $48.71 $42.08 $32.97 $53.70 $38.16 $42.08 $40.07 $51.15 $75.56 $59.20 $65.28 $46.63 $51.15 $36.54 An n u a l Mi n An n u a l Ma x $73,174.40 $42,785.60 $60,195.20 $102,960.00 $76,814.40 $40,747.20 $44,907.20 $49,504.00 $47,174.40 $69,700.80 $47,174.40 $35,214.40 $60,195.20 $38,812.80 $49,504.00 $88,920.00 $88,920.00 $54,600.00 $60,195.20 $66,352.00 $73,174.40 $80,662.40 $80,662.40 $93,371.20 $93,371.20 $42,785.60 $47,174.40 $54,600.00 $63,232.00 $63,232.00 $84,697.60 $52,000.00 $93,371.20 $119,184.00 $93,371.20 $69,700.80 $54,600.00 $80,662.40 $88,920.00 $73,174.40 $63,232.00 $57,304.00 $88,920.00 $88,920.00 $73,174.40 $76,814.40 $88,920.00 $98,030.40 $88,920.00 $88,920.00 $73,174.40 $84,697.60 $88,920.00 $49,504.00 $60,195.20 $49,504.00 $57,304.00 $93,371.20 $57,304.00 $66,352.00 $57,304.00 $66,352.00 $60,195.20 $49,504.00 $54,600.00 $52,000.00 $63,232.00 $76,814.40 $66,352.00 $69,700.80 $60,195.20 $47,174.40 $76,814.40 $54,600.00 $60,195.20 $57,304.00 $73,174.40 $108,076.80 $84,697.60 $93,371.20 $93,371.20 $73,174.40 $73,174.40 $106,392.00 $62,192.00 $87,526.40 $149,697.60 $111,696.00 $59,238.40 $65,312.00 $71,988.80 $68,577.60 $101,316.80 $68,577.60 $51,168.00 $87,526.40 $56,430.40 $71,988.80 $129,313.60 $129,313.60 $79,372.80 $87,526.40 $96,512.00 $106,392.00 $117,249.60 $117,249.60 $135,782.40 $135,782.40 $62,192.00 $68,577.60 $79,372.80 $91,894.40 $91,894.40 $123,136.00 $75,608.00 $135,782.40 $173,305.60 $135,782.40 $101,316.80 $79,372.80 $117,249.60 $129,313.60 $106,392.00 $91,894.40 $83,345.60 $129,313.60 $129,313.60 $106,392.00 $111,696.00 $129,313.60 $142,542.40 $129,313.60 $129,313.60 $106,392.00 $123,136.00 $129,313.60 $71,988.80 $87,526.40 $71,988.80 $83,345.60 $135,782.40 $83,345.60 $96,512.00 $83,345.60 $96,512.00 $87,526.40 $71,988.80 $79,372.80 $75,608.00 $91,894.40 $111,696.00 $96,512.00 $101,316.80 $87,526.40 $68,577.60 $111,696.00 $79,372.80 $87,526.40 $83,345.60 $106,392.00 $157,164.80 $123,136.00 $135,782.40 $135,782.40 $106,392.00 $106,392.00 Table of Contents DIVISIONS | Classification/Compensation Schedule Jo b Co de 1561 2403 2329 2399 2431 1333 2405 2256 2437 2429 0997 0991 0573 0572 2238 2550 0534 0531 0569 0730 0532 2368 0674 2033 0563 0561 0562 0722 2347 2348 2248 1485 0393 2411 1982 1349 0391 2060 1654 2328 0436 0718 1709 1905 1898 1075 1925 1959 1079 1569 1688 1078 0428 0324 1958 0713 0714 0712 0386 0679 0614 0439 2440 2342 2373 2343 2445 0702 2101 1680 0424 0423 1797 2417 0731 0755 0688 0689 0690 2422 0400 2338 0064 Jo b Ti t l e COMMUNITY ASSISTANCE MANAGER COMMUNITY ENGAGEMENT SPEC COMMUNITY GRANTS SPECIALIST COMMUNITY INVOLVEMENT MANAGER COMMUNITY SERVICES MANAGER COMMUNITY SERVICES SUPERVISOR COMMUNITY SVCS ADMINISTRATOR COMMUNITY SVCS OPERATIONS SUPV CONSTRUCTION ADM PRINCIPAL SUP FIRE MARSHAL FIRE MARSHAL DEPUTY (40) FIRE MARSHAL DEPUTY (56) FIRE MARSHAL SR DEPUTY (40) FIRE MARSHAL SR DEPUTY (56) FIRE SAFETY FIT & WELL COORD FIRE SYSTEMS ANALYST FIREFIGHTER (40) FIREFIGHTER (56) FIREFIGHTER PIPELINE (40) FIREFIGHTER PIPELINE (56) FIREFIGHTER RECRUIT FLEET OPERATIONS MANAGER FLEET PARTS SPECIALIST FLEET TECHNICIAN CREW CHIEF FLEET TECHNICIAN I FLEET TECHNICIAN II FLEET TECHNICIAN III FRC EARLY LEARNING SPECIALIST FRC HUM SVCS SPECIALIST FRC SUPERVISOR GIS ANALYST GIS MANAGER GIS TECHNICIAN GOVERNMENT RELATIONS COORD GOVERNMENT RELATIONS DIRECTOR GRANTS ACCOUNTANT GRAPHICS DESIGNER GREEN BUILDING PROGRAM MANAGER HEARING OFFICER HOUSING REHAB SPECIALIST HOUSING SPECIALIST I HOUSING SPECIALIST II HOUSING SUPERVISOR HUMAN RESOURCES ANALYST HUMAN RESOURCES ANALYST SR HUMAN RESOURCES DIRECTOR HUMAN RESOURCES MANAGER HUMAN RESOURCES SUPERVISOR HUMAN SERVICES CASE WORKER HUMAN SERVICES CENTER SUPV HUMAN SERVICES DEPT DIRECTOR HUMAN SERVICES MANAGER HUMAN SERVICES REPRESENTATIVE HVAC TECHNICIAN INFORMATION TECHNOLOGY DIR INSTRUMENT & CONTROLS TECH I INSTRUMENT & CONTROLS TECH II INSTRUMENT/CONTROLS APPRENTICE INTERN IRRIGATION SYSTEMS SPECIALIST IRRIGATION SYSTEMS SUPERVISOR IRRIGATION TECHNICIAN IT CLOUD ENGINEER/ARCHITECT IT COMMUNICATIONS MANAGER IT COMPUTER SYSTEMS ENGINEER IT DIRECTOR APPLICATIONS/GIS IT FINANCE MANAGER IT NETWORK TECHNICIAN IT PROJECT MANAGER IT SUPPORT MANAGER IT TECHNICIAN IT TECHNICIAN SENIOR ITS ANALYST ITS ENGINEER ITS OPERATOR ITS SIGNALS SUPERVISOR ITS SIGNALS TECH I ITS SIGNALS TECH II ITS SIGNALS TECH III LANDLORD LIAISON LEGAL ASSISTANT LEGAL OFFICE MANAGER LEGAL SECRETARY H o url y Mi n $38.78 $28.94 $27.55 $44.89 $36.93 $28.94 $60.15 $30.40 $40.72 $42.75 $31.90 $22.79 $35.18 $25.13 $35.18 $30.40 $25.00 $17.86 $0.00 $0.00 $25.00 $38.78 $21.59 $30.40 $19.59 $23.80 $26.25 $22.68 $27.55 $30.40 $36.93 $47.13 $28.94 $27.55 $54.57 $27.55 $28.94 $38.78 $51.96 $27.55 $20.57 $22.68 $31.90 $27.55 $31.90 $69.63 $49.50 $35.18 $27.55 $30.40 $47.13 $36.93 $16.93 $26.25 $51.96 $26.25 $28.94 $19.59 $17.78 $25.00 $30.40 $20.57 $44.89 $47.13 $38.78 $51.96 $40.72 $30.40 $44.89 $47.13 $26.25 $28.94 $33.51 $36.93 $25.00 $31.90 $20.57 $25.00 $26.25 $23.80 $22.68 $33.51 $21.59 H o url y Ma x $56.37 $42.08 $40.07 $65.28 $53.70 $42.08 $87.47 $44.18 $59.20 $62.17 $46.40 $33.14 $51.15 $36.54 $51.15 $44.18 $36.35 $25.96 $0.00 $0.00 $36.35 $56.37 $31.40 $44.18 $28.48 $34.61 $38.16 $32.97 $40.07 $44.18 $53.70 $68.53 $42.08 $40.07 $79.33 $40.07 $42.08 $56.37 $75.56 $40.07 $29.90 $32.97 $46.40 $40.07 $46.40 $101.25 $71.97 $51.15 $40.07 $44.18 $68.53 $53.70 $24.60 $38.16 $75.56 $38.16 $42.08 $28.48 $25.83 $36.35 $44.18 $29.90 $65.28 $68.53 $56.37 $75.56 $59.20 $44.18 $65.28 $68.53 $38.16 $42.08 $48.71 $53.70 $36.35 $46.40 $29.90 $36.35 $38.16 $34.61 $32.97 $48.71 $31.40 An n u a l Mi n $80,662.40 $60,195.20 $57,304.00 $93,371.20 $76,814.40 $60,195.20 $125,112.00 $63,232.00 $84,697.60 $88,920.00 $66,352.00 $66,352.00 $73,174.40 $73,174.40 $73,174.40 $63,232.00 $52,000.00 $52,000.00 $0.00 $0.00 $52,000.00 $80,662.40 $44,907.20 $63,232.00 $40,747.20 $49,504.00 $54,600.00 $47,174.40 $57,304.00 $63,232.00 $76,814.40 $98,030.40 $60,195.20 $57,304.00 $113,505.60 $57,304.00 $60,195.20 $80,662.40 $108,076.80 $57,304.00 $42,785.60 $47,174.40 $66,352.00 $57,304.00 $66,352.00 $144,830.40 $102,960.00 $73,174.40 $57,304.00 $63,232.00 $98,030.40 $76,814.40 $35,214.40 $54,600.00 $108,076.80 $54,600.00 $60,195.20 $40,747.20 $36,982.40 $52,000.00 $63,232.00 $42,785.60 $93,371.20 $98,030.40 $80,662.40 $108,076.80 $84,697.60 $63,232.00 $93,371.20 $98,030.40 $54,600.00 $60,195.20 $69,700.80 $76,814.40 $52,000.00 $66,352.00 $42,785.60 $52,000.00 $54,600.00 $49,504.00 $47,174.40 $69,700.80 $44,907.20 An n u a l Ma x $117,249.60 $87,526.40 $83,345.60 $135,782.40 $111,696.00 $87,526.40 $181,937.60 $91,894.40 $123,136.00 $129,313.60 $96,512.00 $96,512.00 $106,392.00 $106,392.00 $106,392.00 $91,894.40 $75,608.00 $75,608.00 $0.00 $0.00 $75,608.00 $117,249.60 $65,312.00 $91,894.40 $59,238.40 $71,988.80 $79,372.80 $68,577.60 $83,345.60 $91,894.40 $111,696.00 $142,542.40 $87,526.40 $83,345.60 $165,006.40 $83,345.60 $87,526.40 $117,249.60 $157,164.80 $83,345.60 $62,192.00 $68,577.60 $96,512.00 $83,345.60 $96,512.00 $210,600.00 $149,697.60 $106,392.00 $83,345.60 $91,894.40 $142,542.40 $111,696.00 $51,168.00 $79,372.80 $157,164.80 $79,372.80 $87,526.40 $59,238.40 $53,726.40 $75,608.00 $91,894.40 $62,192.00 $135,782.40 $142,542.40 $117,249.60 $157,164.80 $123,136.00 $91,894.40 $135,782.40 $142,542.40 $79,372.80 $87,526.40 $101,316.80 $111,696.00 $75,608.00 $96,512.00 $62,192.00 $75,608.00 $79,372.80 $71,988.80 $68,577.60 $101,316.80 $65,312.00 Jo b Co de 0996 1947 1956 1967 2389 0533 0530 2381 0571 0681 0190 2406 0733 0753 0392 0615 0742 0322 0710 0734 0325 0327 0328 0519 0355 1918 2018 2359 2384 2385 2420 2396 2233 0319 2099 2327 0318 2295 2413 0680 0640 0644 1942 1945 0732 0418 0539 0317 2315 1984 1107 1321 1639 1892 1142 2316 2205 2075 0743 0230 0488 1806 0686 0092 1450 1815 1109 2223 2058 0780 1932 2419 0415 2379 0416 0380 2067 0461 0577 0094 0337 1494 0309 Jo b Ti t l e FIRE CAPTAIN DAY ASSIGNMENT FIRE CHIEF FIRE CHIEF ASSISTANT FIRE CHIEF DEPUTY (40) FIRE CHIEF DEPUTY (56) FIRE ENGINEER (40) FIRE ENGINEER (56) FIRE FINANCE MANAGER FIRE INSPECTOR LOCKSMITH MAIL SERVICES COURIER MAIL SVCS/REPROGRAPHICS SUPV MAINT TECH AQUATICS/FOUNTAINS MAINTENANCE FOREMAN - CDL MAINTENANCE SUPPORT WORKER MAINTENANCE SUPV AQUATICS MAINTENANCE TECH - CDL 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 - CDL MANAGEMENT ANALYST MANAGEMENT ANALYST SENIOR MANAGEMENT ASSISTANT MANAGEMENT ASSOCIATE MANAGEMENT ASSOCIATE SENIOR MARKETING DEVELOPMENT PROG MGR MAYOR MAYOR'S CHIEF OF STAFF MUNICIPAL SECURITY GUARD MUNICIPAL SECURITY MANAGER NATURAL RESOURCES SUPERVISOR OCCUPANCY SPECIALIST OFFICE MANAGER OLD TOWN MKT PRG MGR PAINTER PARALEGAL PARALEGAL SENIOR PARKS & RECREATION DEPT DIR PARKS & RECREATION MANAGER PARKS MAINTENANCE FOREMAN PAYROLL SPECIALIST PAYROLL SPECIALIST SENIOR PERSONNEL SPECIALIST PLAN ECON DEV TOURISM EXEC DIR PLAN REVIEW MANAGER PLANNER PLANNER ASSOCIATE PLANNER ENVIRONMENTAL PLANNER PRINCIPAL PLANNER SENIOR PLANNING & DEV AREA DIRECTOR PLANNING & DEVELOP AREA MGR PLANNING ADMINISTRATION MGR PLANNING INSPECTOR PLANNING SPECIALIST PLANS EXAMINER PLANS EXAMINER SENIOR PLUMBER POLICE AIDE POLICE ANALYST POLICE ANALYST SENIOR POLICE CHIEF POLICE CHIEF ASST (CIVILIAN) POLICE CHIEF ASST (SWORN) POLICE CIVILIAN INVESTIGATOR POLICE COMMANDER POLICE COMMUNICATIONS ASST MGR POLICE COMMUNICATIONS DISPATCH POLICE COMMUNICATIONS MANAGER POLICE COMMUNICATIONS SUPV POLICE COMMUNICATIONS TECH POLICE CRIME ANALYSIS SUPV POLICE CRIME SCENE SPECIALIST POLICE CRIME SCENE SUPERVISOR POLICE CRISIS INTERVEN SPEC POLICE CRISIS INTERVEN SUPV POLICE DETENTION MANAGER POLICE DETENTION OFFICER H o url y Mi n $35.18 $73.12 $57.30 $51.96 $37.11 $31.90 $22.79 $40.72 $30.40 $25.00 $13.91 $33.51 $20.57 $25.00 $14.62 $28.94 $21.59 $26.25 $23.80 $20.57 $20.57 $16.12 $19.59 $20.57 $22.68 $30.40 $35.18 $28.94 $28.94 $31.90 $40.72 $42.08 $44.89 $17.78 $33.51 $27.55 $20.57 $27.55 $35.18 $25.00 $25.00 $28.94 $51.96 $36.93 $26.25 $21.59 $25.00 $22.68 $69.63 $44.89 $28.94 $26.25 $33.51 $40.72 $33.51 $51.96 $44.89 $38.78 $27.55 $22.68 $28.94 $31.90 $26.25 $22.68 $28.94 $31.90 $103.52 $63.17 $89.42 $26.25 $77.25 $35.18 $23.80 $40.72 $30.40 $25.00 $33.51 $22.68 $28.94 $27.55 $33.51 $31.90 $21.59 H o url y Ma x $51.15 $106.32 $83.32 $75.56 $53.97 $46.40 $33.14 $59.20 $44.18 $36.35 $20.23 $48.71 $29.90 $36.35 $21.25 $42.08 $31.40 $38.16 $34.61 $29.90 $29.90 $23.43 $28.48 $29.90 $32.97 $44.18 $51.15 $42.08 $42.08 $46.40 $59.20 $42.08 $65.28 $25.83 $48.71 $40.07 $29.90 $40.07 $51.15 $36.35 $36.35 $42.08 $75.56 $53.70 $38.16 $31.40 $36.35 $32.97 $101.25 $65.28 $42.08 $38.16 $48.71 $59.20 $48.71 $75.56 $65.28 $56.37 $40.07 $32.97 $42.08 $46.40 $38.16 $32.97 $42.08 $46.40 $114.13 $91.84 $98.59 $38.16 $85.17 $51.15 $34.61 $59.20 $44.18 $36.35 $48.71 $32.97 $42.08 $40.07 $48.71 $46.40 $31.40 An n u a l Mi n An n u a l Ma x $73,174.40 $152,089.60 $119,184.00 $108,076.80 $108,076.80 $66,352.00 $66,352.00 $84,697.60 $63,232.00 $52,000.00 $28,932.80 $69,700.80 $42,785.60 $52,000.00 $30,409.60 $60,195.20 $44,907.20 $54,600.00 $49,504.00 $42,785.60 $42,785.60 $33,529.60 $40,747.20 $42,785.60 $47,174.40 $63,232.00 $73,174.40 $60,195.20 $60,195.20 $66,352.00 $84,697.60 $54,704.00 $93,371.20 $36,982.40 $69,700.80 $57,304.00 $42,785.60 $57,304.00 $73,174.40 $52,000.00 $52,000.00 $60,195.20 $108,076.80 $76,814.40 $54,600.00 $44,907.20 $52,000.00 $47,174.40 $144,830.40 $93,371.20 $60,195.20 $54,600.00 $69,700.80 $84,697.60 $69,700.80 $108,076.80 $93,371.20 $80,662.40 $57,304.00 $47,174.40 $60,195.20 $66,352.00 $54,600.00 $47,174.40 $60,195.20 $66,352.00 $215,321.60 $131,393.60 $185,993.60 $54,600.00 $160,680.00 $73,174.40 $49,504.00 $84,697.60 $63,232.00 $52,000.00 $69,700.80 $47,174.40 $60,195.20 $57,304.00 $69,700.80 $66,352.00 $44,907.20 $106,392.00 $221,145.60 $173,305.60 $157,164.80 $157,164.80 $96,512.00 $96,512.00 $123,136.00 $91,894.40 $75,608.00 $42,078.40 $101,316.80 $62,192.00 $75,608.00 $44,200.00 $87,526.40 $65,312.00 $79,372.80 $71,988.80 $62,192.00 $62,192.00 $48,734.40 $59,238.40 $62,192.00 $68,577.60 $91,894.40 $106,392.00 $87,526.40 $87,526.40 $96,512.00 $123,136.00 $54,704.00 $135,782.40 $53,726.40 $101,316.80 $83,345.60 $62,192.00 $83,345.60 $106,392.00 $75,608.00 $75,608.00 $87,526.40 $157,164.80 $111,696.00 $79,372.80 $65,312.00 $75,608.00 $68,577.60 $210,600.00 $135,782.40 $87,526.40 $79,372.80 $101,316.80 $123,136.00 $101,316.80 $157,164.80 $135,782.40 $117,249.60 $83,345.60 $68,577.60 $87,526.40 $96,512.00 $79,372.80 $68,577.60 $87,526.40 $96,512.00 $237,390.40 $191,027.20 $205,067.20 $79,372.80 $177,153.60 $106,392.00 $71,988.80 $123,136.00 $91,894.40 $75,608.00 $101,316.80 $68,577.60 $87,526.40 $83,345.60 $101,316.80 $96,512.00 $65,312.00 27 Table of Contents DIVISIONS | Classification/Compensation Schedule Jo b Co de 0719 2193 2165 2164 0066 0607 0067 2163 0495 0069 1089 0720 0315 0485 0072 2441 0361 0096 0769 0456 0272 2394 2222 0079 2341 2390 2307 2100 0612 0518 2439 0597 1130 0588 0589 0599 2290 0771 0770 0339 2098 0189 0100 0009 1026 0294 2140 0782 2432 0560 1432 2436 1498 2391 2370 1973 2306 2313 2444 1562 1124 1125 2421 1487 0740 0741 0593 0594 2064 2109 2402 2318 1421 2127 0111 0112 0113 0115 0223 1314 1495 2151 1136 Jo b Ti t l e 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 POLICE LIEUTENANT POLICE LOGISTICS TECHNICIAN POLICE OFFICER POLICE OFFICER - PARK RANGER POLICE OFFICER PIPELINE POLICE OFFICER TRAINEE POLICE OPS SUPPORT AREA MGR POLICE OPS SUPPORT DIRECTOR POLICE PARKING CONTROL CHECKER POLICE PERSONNEL MANAGER POLICE PLAN & RESEARCH MGR POLICE POLYGRAPH EXAMINER POLICE PROJECT COORDINATOR POLICE PROPERTY/EVIDENCE SUPV POLICE PROPERTY/EVIDENCE TECH POLICE QUALITY ASSURANCE COORD POLICE RANGEMASTER POLICE RECORDS MANAGER POLICE RECORDS SPECIALIST POLICE RECORDS SPECIALIST SR POLICE RECORDS SUPERVISOR POLICE RESOURCE MANAGER POLICE RTCC SUPERVISOR POLICE RTCC TECHNICIAN POLICE SERGEANT POLICE TRAFFIC PROGRAM SUPV POLICE WRANGLER POOL MANAGER POOL MANAGER ASSISTANT PRESIDING CITY JUDGE PRINT SHOP ASSISTANT PRO TEM JUDGE PROCARD SPECIALIST PROCESS CONTROL PROGRAM MGR PROJECT MANAGEMENT ASSISTANT PROJECT MANAGER PROJECT MANAGER PRINCIPAL PROJECT MANAGER SENIOR PUBLIC AFFAIRS SPECIALIST PUBLIC AFFAIRS SUPERVISOR PUBLIC INFORMATION OFFICER PUBLIC WORKS DEPT DIRECTOR PUBLIC WORKS EXEC DIRECTOR PUBLIC WORKS FINANCE MANAGER PUBLIC WORKS PLANNER PUBLIC WORKS PROJECT COORD PURCHASING DIRECTOR PURCHASING SUPERVISOR PURCHASING/WAREHOUSE MANAGER PW BUILDING INSPECTOR I PW BUILDING INSPECTOR II PW INFRASTRUCTURE INSPECTOR I PW INFRASTRUCTURE INSPECTOR II RADIO ENGINEERING MANAGER RADIO SYSTMS NETWRK INTEGRATOR RAILROAD CREW CHIEF REAL ESTATE ASSET MANAGER REAL ESTATE ASSET SUPERVISOR REAL ESTATE MGMT SPECIALIST RECREATION LEADER I RECREATION LEADER II RECREATION LEADER SENIOR REVENUE COLLECTOR REVENUE COLLECTOR SENIOR RIGHT-OF-WAY AGENT RIGHT-OF-WAY AGENT SENIOR RIGHT-OF-WAY MANAGER RISK MANAGEMENT DIRECTOR 28 H o url y Mi n $26.25 $28.94 $31.90 $35.18 $15.35 $18.66 $15.35 $38.78 $15.35 $13.91 $49.50 $22.68 $22.68 $16.12 $14.62 $63.56 $21.59 $32.10 $32.10 $0.00 $32.10 $36.93 $49.50 $17.78 $40.72 $36.93 $31.90 $27.55 $23.80 $20.57 $31.90 $25.00 $33.51 $19.59 $21.59 $28.94 $33.51 $30.40 $23.80 $47.43 $30.40 $13.91 $20.57 $17.78 $88.88 $21.59 $60.15 $22.68 $38.78 $25.00 $35.18 $44.89 $38.78 $25.00 $35.18 $33.51 $47.13 $69.63 $40.72 $31.90 $30.40 $49.50 $35.18 $36.93 $27.55 $30.40 $27.55 $30.40 $47.13 $35.18 $30.40 $42.75 $38.78 $31.90 $13.91 $15.35 $20.57 $22.68 $25.00 $27.55 $31.90 $38.78 $51.96 H o url y Ma x $38.16 $42.08 $46.40 $51.15 $22.32 $27.13 $22.32 $56.37 $22.32 $20.23 $71.97 $32.97 $32.97 $23.43 $21.25 $73.57 $31.40 $45.17 $45.17 $0.00 $45.17 $53.70 $71.97 $25.83 $59.20 $53.70 $46.40 $40.07 $34.61 $29.90 $46.40 $36.35 $48.71 $28.48 $31.40 $42.08 $48.71 $44.18 $34.61 $60.53 $44.18 $20.23 $29.90 $25.83 $129.23 $31.40 $87.47 $32.97 $56.37 $36.35 $51.15 $65.28 $56.37 $36.35 $51.15 $48.71 $68.53 $101.25 $59.20 $46.40 $44.18 $71.97 $51.15 $53.70 $40.07 $44.18 $40.07 $44.18 $68.53 $51.15 $44.18 $62.17 $56.37 $46.40 $20.23 $22.32 $29.90 $32.97 $36.35 $40.07 $46.40 $56.37 $75.56 An n u a l Mi n $54,600.00 $60,195.20 $66,352.00 $73,174.40 $31,928.00 $38,812.80 $31,928.00 $80,662.40 $31,928.00 $28,932.80 $102,960.00 $47,174.40 $47,174.40 $33,529.60 $30,409.60 $132,204.80 $44,907.20 $66,768.00 $66,768.00 $0.00 $66,768.00 $76,814.40 $102,960.00 $36,982.40 $84,697.60 $76,814.40 $66,352.00 $57,304.00 $49,504.00 $42,785.60 $66,352.00 $52,000.00 $69,700.80 $40,747.20 $44,907.20 $60,195.20 $69,700.80 $63,232.00 $49,504.00 $98,654.40 $63,232.00 $28,932.80 $42,785.60 $36,982.40 $184,870.40 $44,907.20 $125,112.00 $47,174.40 $80,662.40 $52,000.00 $73,174.40 $93,371.20 $80,662.40 $52,000.00 $73,174.40 $69,700.80 $98,030.40 $144,830.40 $84,697.60 $66,352.00 $63,232.00 $102,960.00 $73,174.40 $76,814.40 $57,304.00 $63,232.00 $57,304.00 $63,232.00 $98,030.40 $73,174.40 $63,232.00 $88,920.00 $80,662.40 $66,352.00 $28,932.80 $31,928.00 $42,785.60 $47,174.40 $52,000.00 $57,304.00 $66,352.00 $80,662.40 $108,076.80 An n u a l Ma x $79,372.80 $87,526.40 $96,512.00 $106,392.00 $46,425.60 $56,430.40 $46,425.60 $117,249.60 $46,425.60 $42,078.40 $149,697.60 $68,577.60 $68,577.60 $48,734.40 $44,200.00 $153,025.60 $65,312.00 $93,953.60 $93,953.60 $0.00 $93,953.60 $111,696.00 $149,697.60 $53,726.40 $123,136.00 $111,696.00 $96,512.00 $83,345.60 $71,988.80 $62,192.00 $96,512.00 $75,608.00 $101,316.80 $59,238.40 $65,312.00 $87,526.40 $101,316.80 $91,894.40 $71,988.80 $125,902.40 $91,894.40 $42,078.40 $62,192.00 $53,726.40 $268,798.40 $65,312.00 $181,937.60 $68,577.60 $117,249.60 $75,608.00 $106,392.00 $135,782.40 $117,249.60 $75,608.00 $106,392.00 $101,316.80 $142,542.40 $210,600.00 $123,136.00 $96,512.00 $91,894.40 $149,697.60 $106,392.00 $111,696.00 $83,345.60 $91,894.40 $83,345.60 $91,894.40 $142,542.40 $106,392.00 $91,894.40 $129,313.60 $117,249.60 $96,512.00 $42,078.40 $46,425.60 $62,192.00 $68,577.60 $75,608.00 $83,345.60 $96,512.00 $117,249.60 $157,164.80 Jo b Co de 0412 0759 2225 0763 0214 2339 2354 2378 2266 2216 2262 2263 2264 2265 2219 0044 0045 0726 2352 0398 0725 0775 0723 0765 2170 0751 2208 0063 2036 2037 2336 2150 0760 0682 2184 0805 0806 1808 1807 2412 1828 1612 1827 0776 0777 2418 2426 1441 1442 0499 0498 1744 0138 2311 2360 1966 1964 1965 2159 1504 2153 0526 0175 2386 2551 2325 2423 2309 2400 2383 1962 1961 2392 0525 2345 0762 1884 1885 0744 1353 2187 2425 0656 Jo b Ti t l e POLICE DETENTION SUPERVISOR POLICE DIGITAL FORENSIC TECH POLICE FINANCE MANAGER POLICE FINGERPRINT TECH SENIOR POLICE FINGERPRINT TECHNICIAN POLICE FORENSIC ACCOUNTANT POLICE FORENSIC COMPUT EXAM SR POLICE FORENSIC COMPUTER EXAM POLICE FORENSIC LABORATORY MGR POLICE FORENSIC OPERATIONS MGR POLICE FORENSIC SCIENTIST I POLICE FORENSIC SCIENTIST II POLICE FORENSIC SCIENTIST III POLICE FORENSIC SCIENTIST SUPV POLICE FORENSIC SERVICES DIR 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 SENIOR SOLID WASTE ROUTING SPECIALIST SOLID WASTE SAFETY/TRAIN COORD SOLID WASTE SERVICE WORKER SOLID WASTE SERVICES SUPV STADIUM EVENTS COORDINATOR STADIUM OPS & EVENTS SUPV STOCK CLERK STORMWATER ENGINEER STORMWATER ENGINEER SENIOR STORMWATER ENGINEERING MANAGER STREET MAINTENANCE MANAGER STREET MAINTENANCE SUPERVISOR STREET MAINTENANCE WORKER STREET OPERATIONS MANAGER STREETS EQUIPMENT OPERATOR STREETS EQUIPMENT OPERATOR SR STRUCTURAL ENGINEER STRUCTURAL ENGINEER SENIOR SUSTAINABILITY DIRECTOR SYSTEMS INTEGRATION SUPERVISOR SYSTEMS INTEGRATOR SYSTEMS INTEGRATOR SENIOR TAX & LICENSE SPECIALIST I TAX & LICENSE SPECIALIST II TAX & LICENSING MANAGER TAX AUDIT SUPERVISOR TAX AUDITOR TAX AUDITOR SENIOR TECHNOLOGY COORDINATOR TECHNOLOGY SPECIALIST TELECOM POLICY COORDINATOR 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 TRANSIT MANAGER TRANSIT OPERATIONS ANALYST TRANSIT OPERATIONS COORDINATOR TRANSIT PLANNER TRANSIT PLANNER PRINCIPAL TRANSIT PLANNER SENIOR TRANSPORTATION & STREETS DIR TRANSPORTATION PLANNER TRANSPORTATION PLANNER SENIOR TRANSPORTATION PLANNING MGR TRANSPORTATION REPRESENTATIVE TREASURY TECHNOLOGY MANAGER VEHICLE IMPOUND SPECIALIST VICTIM ADVOCATE VICTIM ADVOCATE SENIOR VIDEO PRODUCTION ASSISTANT VIDEO PRODUCTION SPECIALIST VIDEO PRODUCTION SUPERVISOR VOLUNTEER COORDINATOR W/WW MAINTENANCE TECH I H o url y Mi n $27.55 $25.00 $40.72 $23.80 $21.59 $30.40 $31.90 $28.94 $44.89 $33.51 $28.94 $31.90 $36.93 $40.72 $49.50 $20.57 $21.59 $22.68 $38.78 $22.68 $23.80 $25.00 $21.59 $16.93 $30.40 $27.55 $30.40 $18.66 $36.93 $40.72 $44.89 $33.51 $31.90 $25.00 $40.72 $20.57 $22.68 $33.51 $38.78 $44.89 $42.75 $33.51 $38.78 $20.57 $23.80 $36.93 $35.18 $27.55 $31.90 $27.55 $23.80 $35.18 $0.00 $51.96 $44.89 $36.93 $44.89 $40.72 $49.50 $27.55 $31.90 $26.25 $22.68 $44.89 $27.55 $33.51 $30.40 $40.72 $35.18 $57.30 $28.94 $33.51 $44.89 $23.80 $47.13 $22.68 $27.55 $30.40 $22.68 $30.40 $33.51 $25.00 $20.57 H o url y Ma x $40.07 $36.35 $59.20 $34.61 $31.40 $44.18 $46.40 $42.08 $65.28 $48.71 $42.08 $46.40 $53.70 $59.20 $71.97 $29.90 $31.40 $32.97 $56.37 $32.97 $34.61 $36.35 $31.40 $24.60 $44.18 $40.07 $44.18 $27.13 $53.70 $59.20 $65.28 $48.71 $46.40 $36.35 $59.20 $29.90 $32.97 $48.71 $56.37 $65.28 $62.17 $48.71 $56.37 $29.90 $34.61 $53.70 $51.15 $40.07 $46.40 $40.07 $34.61 $51.15 $0.00 $75.56 $65.28 $53.70 $65.28 $59.20 $71.97 $40.07 $46.40 $38.16 $32.97 $65.28 $40.07 $48.71 $44.18 $59.20 $51.15 $83.32 $42.08 $48.71 $65.28 $34.61 $68.53 $32.97 $40.07 $44.18 $32.97 $44.18 $48.71 $36.35 $29.90 An n u a l Mi n An n u a l Ma x $57,304.00 $52,000.00 $84,697.60 $49,504.00 $44,907.20 $63,232.00 $66,352.00 $60,195.20 $93,371.20 $69,700.80 $60,195.20 $66,352.00 $76,814.40 $84,697.60 $102,960.00 $42,785.60 $44,907.20 $47,174.40 $80,662.40 $47,174.40 $49,504.00 $52,000.00 $44,907.20 $35,214.40 $63,232.00 $57,304.00 $63,232.00 $38,812.80 $76,814.40 $84,697.60 $93,371.20 $69,700.80 $66,352.00 $52,000.00 $84,697.60 $42,785.60 $47,174.40 $69,700.80 $80,662.40 $93,371.20 $88,920.00 $69,700.80 $80,662.40 $42,785.60 $49,504.00 $76,814.40 $73,174.40 $57,304.00 $66,352.00 $57,304.00 $49,504.00 $73,174.40 $0.00 $108,076.80 $93,371.20 $76,814.40 $93,371.20 $84,697.60 $102,960.00 $57,304.00 $66,352.00 $54,600.00 $47,174.40 $93,371.20 $57,304.00 $69,700.80 $63,232.00 $84,697.60 $73,174.40 $119,184.00 $60,195.20 $69,700.80 $93,371.20 $49,504.00 $98,030.40 $47,174.40 $57,304.00 $63,232.00 $47,174.40 $63,232.00 $69,700.80 $52,000.00 $42,785.60 $83,345.60 $75,608.00 $123,136.00 $71,988.80 $65,312.00 $91,894.40 $96,512.00 $87,526.40 $135,782.40 $101,316.80 $87,526.40 $96,512.00 $111,696.00 $123,136.00 $149,697.60 $62,192.00 $65,312.00 $68,577.60 $117,249.60 $68,577.60 $71,988.80 $75,608.00 $65,312.00 $51,168.00 $91,894.40 $83,345.60 $91,894.40 $56,430.40 $111,696.00 $123,136.00 $135,782.40 $101,316.80 $96,512.00 $75,608.00 $123,136.00 $62,192.00 $68,577.60 $101,316.80 $117,249.60 $135,782.40 $129,313.60 $101,316.80 $117,249.60 $62,192.00 $71,988.80 $111,696.00 $106,392.00 $83,345.60 $96,512.00 $83,345.60 $71,988.80 $106,392.00 $0.00 $157,164.80 $135,782.40 $111,696.00 $135,782.40 $123,136.00 $149,697.60 $83,345.60 $96,512.00 $79,372.80 $68,577.60 $135,782.40 $83,345.60 $101,316.80 $91,894.40 $123,136.00 $106,392.00 $173,305.60 $87,526.40 $101,316.80 $135,782.40 $71,988.80 $142,542.40 $68,577.60 $83,345.60 $91,894.40 $68,577.60 $91,894.40 $101,316.80 $75,608.00 $62,192.00 Table of Contents DIVISIONS | Classification/Compensation Schedule Jo b Co de 2404 2401 0616 2093 0709 2433 0695 0696 0754 2041 2255 2042 0687 0651 0590 0758 2415 2094 2095 2351 0043 2196 2288 0711 0132 0729 0248 2449 2253 2197 2049 2017 2249 2252 0383 2211 2043 0377 2251 1468 2257 1809 0621 2008 2162 2410 2314 0265 2062 2182 0628 0629 0665 0666 0632 2232 0620 2234 2188 2077 2434 2241 0774 2244 1668 1848 0767 0773 0735 0778 0752 2340 2209 0756 0657 0658 2181 0694 0438 0623 0667 0625 0626 Jo b Ti t l e RISK MGMT CLAIMS ADJUSTER SAFETY & TRAINING COORDINATOR SAFETY COORDINATOR SAFETY MANAGER SCADA APPRENTICE SCADA MANAGER SCADA SPECIALIST I SCADA SPECIALIST II SCADA SPECIALIST III SCIENTIST SCIENTIST PRINCIPAL SCIENTIST SENIOR SERVICE SUPPORT WORKER SIGN FABRICATOR SIGN TECHNICIAN SIGNING & MARKINGS SUPERVISOR SOFTWARE DEVELOPER/ARCHITECT SOFTWARE ENGINEER SOFTWARE ENGINEER SENIOR SOLID WASTE CS & OUTREACH MGR SOLID WASTE EQUIP OPERATOR I WATER DISTRIBUTION MANAGER WATER MAINTENANCE MANAGER WATER METER COORDINATOR WATER METER TECHNICIAN I WATER METER TECHNICIAN II WATER METER TECHNICIAN III WATER PLAN & POLICY ANALYST WATER POLICY MANAGER WATER PRODUCTION MANAGER WATER QUALITY ASSURANCE COORD WATER QUALITY DIRECTOR WATER QUALITY LABORATORY MGR WATER QUALITY REGULATORY MGR WATER QUALITY SPECIALIST WATER QUALITY SPECIALIST SR WATER QUALITY SUPERVISOR WATER QUALITY TECHNICIAN WATER RECLAMATION SVC DIRECTOR WATER RES ENGINEER WATER RES ENGINEER PRINCIPAL WATER RES ENGINEER SENIOR WATER RES HVAC CONTRACTS COORD WATER RES PLNG & ENG DIRECTOR WATER RESOURCES ADMINISTRATOR WATER RESOURCES ASSET PROG MGR WATER RESOURCES EXEC DIRECTOR WATER RESOURCES PIPELINE WATER SEC SAFETY & TRAIN COORD 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 ASST GENERAL MANAGER WESTWORLD BUSINESS MANAGER WESTWORLD CUSTOMER SERVICE REP WESTWORLD DIRECTOR WESTWORLD FACILITIES MANAGER WESTWORLD GENERAL MANAGER WESTWORLD INTERN WESTWORLD MAINT WORKER I WESTWORLD MAINT WRKR I - CDL WESTWORLD MAINT WRKR II - CDL WESTWORLD MAINTENANCE WORKER WORKER'S COMP CLAIMS ADJ SR WORKER'S COMP CLAIMS ADJUSTER WORKER'S COMP SPECIALIST W/WW MAINTENANCE TECH II W/WW MAINTENANCE TECH III 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 UTILITY ELECTRICIAN I W/WW UTILITY ELECTRICIAN II H o url y Mi n $36.93 $31.90 $22.68 $42.75 $23.80 $44.89 $31.90 $35.18 $36.93 $28.94 $38.78 $33.51 $13.91 $22.68 $20.57 $30.40 $44.89 $36.93 $42.75 $33.51 $18.66 $40.72 $40.72 $26.25 $16.93 $18.66 $21.59 $36.93 $42.75 $40.72 $35.18 $49.50 $40.72 $40.72 $25.00 $27.55 $33.51 $22.68 $49.50 $36.93 $44.89 $40.72 $28.94 $51.96 $63.17 $38.78 $69.63 $0.00 $30.40 $49.50 $17.78 $19.59 $21.59 $26.25 $28.94 $47.13 $30.40 $33.51 $47.13 $38.78 $51.96 $31.90 $19.59 $42.75 $30.40 $63.17 $17.78 $17.78 $20.57 $21.59 $16.93 $36.93 $35.18 $22.68 $22.68 $25.00 $33.51 $16.12 $21.59 $23.80 $26.25 $25.00 $27.55 H o url y Ma x $53.70 $46.40 $32.97 $62.17 $34.61 $65.28 $46.40 $51.15 $53.70 $42.08 $56.37 $48.71 $20.23 $32.97 $29.90 $44.18 $65.28 $53.70 $62.17 $48.71 $27.13 $59.20 $59.20 $38.16 $24.60 $27.13 $31.40 $53.70 $62.17 $59.20 $51.15 $71.97 $59.20 $59.20 $36.35 $40.07 $48.71 $32.97 $71.97 $53.70 $65.28 $59.20 $42.08 $75.56 $91.84 $56.37 $101.25 $0.00 $44.18 $71.97 $25.83 $28.48 $31.40 $38.16 $42.08 $68.53 $44.18 $48.71 $68.53 $56.37 $75.56 $46.40 $28.48 $62.17 $44.18 $91.84 $25.83 $25.83 $29.90 $31.40 $24.60 $53.70 $51.15 $32.97 $32.97 $36.35 $48.71 $23.43 $31.40 $34.61 $38.16 $36.35 $40.07 An n u a l Mi n $76,814.40 $66,352.00 $47,174.40 $88,920.00 $49,504.00 $93,371.20 $66,352.00 $73,174.40 $76,814.40 $60,195.20 $80,662.40 $69,700.80 $28,932.80 $47,174.40 $42,785.60 $63,232.00 $93,371.20 $76,814.40 $88,920.00 $69,700.80 $38,812.80 $84,697.60 $84,697.60 $54,600.00 $35,214.40 $38,812.80 $44,907.20 $76,814.40 $88,920.00 $84,697.60 $73,174.40 $102,960.00 $84,697.60 $84,697.60 $52,000.00 $57,304.00 $69,700.80 $47,174.40 $102,960.00 $76,814.40 $93,371.20 $84,697.60 $60,195.20 $108,076.80 $131,393.60 $80,662.40 $144,830.40 $0.00 $63,232.00 $102,960.00 $36,982.40 $40,747.20 $44,907.20 $54,600.00 $60,195.20 $98,030.40 $63,232.00 $69,700.80 $98,030.40 $80,662.40 $108,076.80 $66,352.00 $40,747.20 $88,920.00 $63,232.00 $131,393.60 $36,982.40 $36,982.40 $42,785.60 $44,907.20 $35,214.40 $76,814.40 $73,174.40 $47,174.40 $47,174.40 $52,000.00 $69,700.80 $33,529.60 $44,907.20 $49,504.00 $54,600.00 $52,000.00 $57,304.00 An n u a l Ma x $111,696.00 $96,512.00 $68,577.60 $129,313.60 $71,988.80 $135,782.40 $96,512.00 $106,392.00 $111,696.00 $87,526.40 $117,249.60 $101,316.80 $42,078.40 $68,577.60 $62,192.00 $91,894.40 $135,782.40 $111,696.00 $129,313.60 $101,316.80 $56,430.40 $123,136.00 $123,136.00 $79,372.80 $51,168.00 $56,430.40 $65,312.00 $111,696.00 $129,313.60 $123,136.00 $106,392.00 $149,697.60 $123,136.00 $123,136.00 $75,608.00 $83,345.60 $101,316.80 $68,577.60 $149,697.60 $111,696.00 $135,782.40 $123,136.00 $87,526.40 $157,164.80 $191,027.20 $117,249.60 $210,600.00 $0.00 $91,894.40 $149,697.60 $53,726.40 $59,238.40 $65,312.00 $79,372.80 $87,526.40 $142,542.40 $91,894.40 $101,316.80 $142,542.40 $117,249.60 $157,164.80 $96,512.00 $59,238.40 $129,313.60 $91,894.40 $191,027.20 $53,726.40 $53,726.40 $62,192.00 $65,312.00 $51,168.00 $111,696.00 $106,392.00 $68,577.60 $68,577.60 $75,608.00 $101,316.80 $48,734.40 $65,312.00 $71,988.80 $79,372.80 $75,608.00 $83,345.60 Jo b Co de 0627 2442 0619 0772 2305 0781 0707 2365 0642 0420 2063 1490 Jo b Ti t l e W/WW UTILITY ELECTRICIAN III WAREHOUSE SUPERVISOR WAREHOUSE/MAIL TECHNICIAN WASTEWATER COLLECTION OPER III WASTEWATER COLLECTIONS MANAGER WASTEWATER COLLECTIONS OPER I WASTEWATER COLLECTIONS OPER II WASTEWATER TREATMENT MANAGER WATER ASSET MANAGEMENT TECH WATER AUDIT TECHNICIAN WATER CONSERVATION PROG SUPV WATER CONSERVATION SPECIALIST H o url y Mi n $30.40 $28.94 $16.12 $30.40 $40.72 $25.00 $27.55 $40.72 $26.25 $20.57 $36.93 $30.40 H o url y Ma x $44.18 $42.08 $23.43 $44.18 $59.20 $36.35 $40.07 $59.20 $38.16 $29.90 $53.70 $44.18 An n u a l Mi n An n u a l Ma x $63,232.00 $60,195.20 $33,529.60 $63,232.00 $84,697.60 $52,000.00 $57,304.00 $84,697.60 $54,600.00 $42,785.60 $76,814.40 $63,232.00 $91,894.40 $87,526.40 $48,734.40 $91,894.40 $123,136.00 $75,608.00 $83,345.60 $123,136.00 $79,372.80 $62,192.00 $111,696.00 $91,894.40 29 Table of Contents DIVISION | Personnel Comparison The analysis below breaks down estimated pay for performance and market adjustments for a homogeneous comparison with the prior year adopted budget. MAYOR AND CITY COUNCIL Salaries Health/Dental Fringe Benefits Retirement TO TA L B U D GE T BA SE A D O PTE D 2022/ 23 507,363 83,208 21,649 170,897 783, 117 PA Y PR O GR A M 2022/ 23 7,431 0 545 896 8, 872 MARKET ADJUSTMENT 2022/ 23 11,678 0 875 1,428 13, 981 TO TA L A D O PTE D 2022/ 23 526,472 83,208 23,069 173,221 805, 970 BA SE A D O PTE D 2023/ 24 560,698 94,196 23,281 200,658 878, 833 PA Y PR O GR A M 2023/ 24 12,355 0 949 1,508 14, 812 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 4,890 577,943 0 94,196 332 24,562 596 202,762 5, 818 899, 463 CHANGE 2022/ 23 TO 2023/ 24 51,471 10,988 1,493 29,541 93, 493 BA SE A D O PTE D 2022/ 23 6,503,023 10,088 736,164 464,588 773,905 8, 487, 768 PA Y PR O GR A M 2022/ 23 200,234 0 0 14,490 24,318 239, 042 MARKET ADJUSTMENT 2022/ 23 317,674 0 0 23,235 38,747 379, 656 TO TA L A D O PTE D 2022/ 23 7,020,931 10,088 736,164 502,313 836,970 9, 106, 466 BA SE A D O PTE D 2023/ 24 6,897,644 10,816 772,564 497,462 828,173 9, 006, 659 PA Y PR O GR A M 2023/ 24 173,062 0 0 12,908 21,234 207, 204 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 135,121 7,205,827 0 10,816 0 772,564 9,797 520,167 16,510 865,917 161, 428 9, 375, 291 CHANGE 2022/ 23 TO 2023/ 24 184,896 728 36,400 17,854 28,947 268, 825 BA SE A D O PTE D 2022/ 23 766,660 72,756 53,866 93,226 986, 508 PA Y PR O GR A M 2022/ 23 24,165 0 1,667 2,926 28, 758 MARKET ADJUSTMENT 2022/ 23 38,300 0 2,712 4,656 45, 668 TO TA L A D O PTE D 2022/ 23 829,125 72,756 58,245 100,808 1, 060, 934 BA SE A D O PTE D 2023/ 24 787,320 76,932 56,481 96,694 1, 017, 427 PA Y PR O GR A M 2023/ 24 25,624 0 1,902 3,138 30, 664 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 15,768 828,712 0 76,932 1,108 59,491 1,948 101,780 18, 824 1, 066, 915 CHANGE 2022/ 23 TO 2023/ 24 -413 4,176 1,246 972 5, 981 BA SE A D O PTE D 2022/ 23 575,268 80,544 42,895 69,996 0 768, 703 PA Y PR O GR A M 2022/ 23 18,104 0 1,336 2,220 0 21, 660 MARKET ADJUSTMENT 2022/ 23 28,754 0 2,136 3,498 0 34, 388 TO TA L A D O PTE D 2022/ 23 622,126 80,544 46,367 75,714 0 824, 751 BA SE A D O PTE D 2023/ 24 629,824 86,612 46,855 77,402 20,000 860, 693 PA Y PR O GR A M 2023/ 24 32,094 0 2,407 3,962 0 38, 463 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 12,603 674,521 0 86,612 926 50,188 1,544 82,908 0 20,000 15, 073 914, 229 CHANGE 2022/ 23 TO 2023/ 24 52,395 6,068 3,821 7,194 20,000 89, 478 BA SE A D O PTE D 2022/ 23 4,179,291 24,001 705,540 297,163 493,105 5, 699, 100 PA Y PR O GR A M 2022/ 23 131,501 0 0 9,147 15,416 156, 064 MARKET ADJUSTMENT 2022/ 23 208,933 0 0 14,518 24,519 247, 970 TO TA L A D O PTE D 2022/ 23 4,519,725 24,001 705,540 320,828 533,040 6, 103, 134 BA SE A D O PTE D 2023/ 24 4,487,915 25,735 668,044 320,897 533,714 6, 036, 305 PA Y PR O GR A M 2023/ 24 178,678 0 0 12,805 21,160 212, 643 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 89,015 4,755,608 0 25,735 0 668,044 6,117 339,819 10,650 565,524 105, 782 6, 354, 730 CHANGE 2022/ 23 TO 2023/ 24 235,883 1,734 -37,496 18,991 32,484 251, 596 BA SE A D O PTE D 2022/ 23 1,039,537 94,836 58,963 125,454 0 1, 318, 790 PA Y PR O GR A M 2022/ 23 32,729 0 1,863 3,952 0 38, 544 MARKET ADJUSTMENT 2022/ 23 51,829 0 2,908 6,268 0 61, 005 TO TA L A D O PTE D 2022/ 23 1,124,095 94,836 63,734 135,674 0 1, 418, 339 BA SE A D O PTE D 2023/ 24 1,319,772 115,463 84,732 161,055 86,748 1, 767, 770 PA Y PR O GR A M 2023/ 24 33,625 0 2,487 4,096 0 40, 208 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 20,574 1,373,971 0 115,463 1,399 88,618 2,502 167,653 0 86,748 24, 475 1, 832, 453 CHANGE 2022/ 23 TO 2023/ 24 249,876 20,627 24,884 31,979 86,748 414, 114 CITY ATTORNEY Salaries Overtime Health/Dental Fringe Benefits Retirement TO TA L B U D GE T C I TY A U D I TO R Salaries Health/Dental Fringe Benefits Retirement TO TA L B U D GE T C I TY C L E R K Salaries Health/Dental Fringe Benefits Retirement Contract Workers TO TA L B U D GE T C I TY C O U R T Salaries Overtime Health/Dental Fringe Benefits Retirement TO TA L B U D GE T CITY MANAGER Salaries Health/Dental Fringe Benefits Retirement Contract Workers TO TA L B U D GE T 30 Table of Contents DIVISION | Personnel Comparison C I TY TR E A S U R E R BA SE A D O PTE D 2022/ 23 7,521,227 31,899 1,205,628 556,024 911,816 0 10, 226, 594 PA Y PR O GR A M 2022/ 23 233,790 0 0 16,844 28,222 0 278, 856 MARKET ADJUSTMENT 2022/ 23 377,143 0 0 27,746 45,661 0 450, 550 TO TA L A D O PTE D 2022/ 23 8,132,160 31,899 1,205,628 600,614 985,699 0 10, 956, 000 BA SE A D O PTE D 2023/ 24 8,228,378 34,206 1,334,242 614,145 1,007,543 50,000 11, 268, 514 PA Y PR O GR A M 2023/ 24 288,625 0 0 21,441 35,433 0 345, 499 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 165,431 8,682,434 0 34,206 0 1,334,242 11,697 647,283 20,187 1,063,163 0 50,000 197, 315 11, 811, 328 CHANGE 2022/ 23 TO 2023/ 24 550,274 2,307 128,614 46,669 77,464 50,000 855, 328 BA SE A D O PTE D 2022/ 23 12,336,020 42,520 1,456,872 900,491 1,467,883 0 16, 203, 786 PA Y PR O GR A M 2022/ 23 375,495 0 0 27,785 45,609 0 448, 889 MARKET ADJUSTMENT 2022/ 23 601,545 0 0 45,128 73,271 0 719, 944 TO TA L A D O PTE D 2022/ 23 13,313,060 42,520 1,456,872 973,404 1,586,763 0 17, 372, 619 BA SE A D O PTE D 2023/ 24 13,895,264 45,576 1,662,916 1,021,427 1,667,305 300,000 18, 592, 488 PA Y PR O GR A M 2023/ 24 407,534 0 0 30,912 50,051 0 488, 497 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 272,016 14,574,814 0 45,576 0 1,662,916 19,952 1,072,291 33,393 1,750,749 0 300,000 325, 361 19, 406, 346 CHANGE 2022/ 23 TO 2023/ 24 1,261,754 3,056 206,044 98,887 163,986 300,000 2, 033, 727 BA SE A D O PTE D 2022/ 23 12,388,593 901,205 1,661,244 979,605 1,596,181 661,270 18, 188, 098 PA Y PR O GR A M 2022/ 23 405,036 0 0 29,647 49,080 0 483, 763 MARKET ADJUSTMENT 2022/ 23 675,103 0 0 50,335 81,909 0 807, 347 TO TA L A D O PTE D 2022/ 23 13,468,732 901,205 1,661,244 1,059,587 1,727,170 661,270 19, 479, 208 BA SE A D O PTE D 2023/ 24 13,614,438 106,901 1,893,080 1,020,578 1,668,156 0 18, 303, 153 PA Y PR O GR A M 2023/ 24 413,708 0 0 31,477 50,782 0 495, 967 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 272,346 14,300,492 0 106,901 0 1,893,080 19,842 1,071,897 33,412 1,752,350 0 0 325, 600 19, 124, 720 CHANGE 2022/ 23 TO 2023/ 24 831,760 -794,304 231,836 12,310 25,180 -661,270 - 354, 488 BA SE A D O PTE D 2022/ 23 25,689,484 161,676 3,757,435 1,935,687 2,901,231 318,696 34, 764, 209 PA Y PR O GR A M 2022/ 23 787,422 0 0 57,561 87,939 0 932, 922 MARKET ADJUSTMENT 2022/ 23 1,292,239 0 0 95,178 145,158 0 1, 532, 575 TO TA L A D O PTE D 2022/ 23 27,769,145 161,676 3,757,435 2,088,426 3,134,328 318,696 37, 229, 706 BA SE A D O PTE D 2023/ 24 27,571,653 232,097 4,066,240 2,082,833 3,152,797 404,254 37, 509, 874 PA Y PR O GR A M 2023/ 24 1,091,998 0 0 81,403 121,783 0 1, 295, 184 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 554,554 29,218,205 0 232,097 0 4,066,240 40,026 2,204,262 63,019 3,337,599 0 404,254 657, 599 39, 462, 657 CHANGE 2022/ 23 TO 2023/ 24 1,449,060 70,421 308,805 115,836 203,271 85,558 2, 232, 951 ( a) B A S E PA Y TO TA L ( b) B A S E MARKET A D O PTE D PR O GR A M A D O PTE D A D O PTE D ADJUSTMENT 2022/ 23 2022/ 23 2022/ 23 2023/ 24 2022/ 23 Salaries 28,417,871 867,805 1,487,598 30,773,274 30,400,085 Overtime 2,484,395 0 0 2,484,395 3,607,131 Health/Dental 4,615,296 0 0 4,615,296 4,928,512 Fringe Benefits 663,862 17,766 32,739 714,367 730,443 Retirement (a) (b) 8,586,712 183,730 315,804 9,086,246 7,386,945 TO TA L B U D GE T 44, 768, 136 1, 069, 301 1, 836, 141 47, 673, 578 47, 053, 116 (a) Includes a $2.0 million payment to the Public Safety Retirement System (PSPRS) to pay down the unfunded liability. PA Y PR O GR A M 2023/ 24 650,565 0 0 15,074 153,433 819, 072 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 651,342 31,701,992 0 3,607,131 0 4,928,512 12,165 757,682 139,494 7,679,872 803, 001 48, 675, 189 CHANGE 2022/ 23 TO 2023/ 24 928,718 1,122,736 313,216 43,315 -1,406,374 1, 001, 611 Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers TO TA L B U D GE T ADMINISTRATIVE SERVICES Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers TO TA L B U D GE T COMMUNITY AND ECONOMIC DEVELOPMENT Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers TO TA L B U D GE T COMMUNITY SERVICES Salaries Overtime Health/Dental Fringe Benefits Retirement Contract Workers TO TA L B U D GE T PUBLIC SAFETY - FIRE (b) Includes a $0.0 million payment to the Public Safety Retirement System (PSPRS) to pay down the unfunded liability. 31 Table of Contents DIVISION | Personnel Comparison P U B L I C S A FE T Y - P O L I C E ( a) B A S E PA Y TO TA L ( b) B A S E MARKET A D O PTE D PR O GR A M A D O PTE D A D O PTE D ADJUSTMENT 2022/ 23 2022/ 23 2022/ 23 2023/ 24 2022/ 23 Salaries 53,630,857 1,257,362 3,034,269 57,922,488 59,423,603 Overtime 7,400,919 0 0 7,400,919 8,514,517 Health/Dental 8,315,024 0 0 8,315,024 8,821,780 Fringe Benefits 4,616,394 92,648 229,607 4,938,649 5,181,060 Retirement (a) (b) 35,649,431 476,293 1,267,205 37,392,929 38,470,016 TO TA L B U D GE T 109, 612, 625 1, 826, 303 4, 531, 081 115, 970, 009 120, 410, 976 (a) Includes a $10.0 million payment to the Public Safety Retirement System (PSPRS) to pay down the unfunded liability. PA Y PR O GR A M 2023/ 24 1,109,341 0 0 84,996 354,946 1, 549, 283 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 1,351,335 61,884,279 0 8,514,517 0 8,821,780 99,102 5,365,158 563,921 39,388,883 2, 014, 358 123, 974, 617 CHANGE 2022/ 23 TO 2023/ 24 3,961,791 1,113,598 506,756 426,509 1,995,954 8, 004, 608 (b) Includes a $10.0 million payment to the Public Safety Retirement System (PSPRS) to pay down the unfunded liability. PU B L I C W O R K S Salaries Overtime Health/Dental Fringe Benefits Retirement TO TA L B U D GE T BA SE A D O PTE D 2022/ 23 18,827,589 1,111,458 4,109,172 1,833,171 2,969,256 28, 850, 646 PA Y PR O GR A M 2022/ 23 649,158 0 0 46,897 78,155 774, 210 MARKET ADJUSTMENT 2022/ 23 1,052,710 0 0 77,065 126,998 1, 256, 773 TO TA L A D O PTE D 2022/ 23 20,529,457 1,111,458 4,109,172 1,957,133 3,174,409 30, 881, 629 BA SE A D O PTE D 2023/ 24 21,856,991 1,143,027 3,945,608 1,722,852 2,809,942 31, 478, 420 PA Y PR O GR A M 2023/ 24 815,683 0 0 61,289 99,641 976, 613 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 461,061 23,133,735 0 1,143,027 0 3,945,608 33,107 1,817,248 56,048 2,965,631 550, 216 33, 005, 249 CHANGE 2022/ 23 TO 2023/ 24 2,604,278 31,569 -163,564 -139,885 -208,778 2, 123, 620 BA SE A D O PTE D 2022/ 23 15,612,232 1,255,560 2,696,006 1,305,204 2,125,987 22, 994, 989 PA Y PR O GR A M 2022/ 23 522,407 0 0 37,954 63,329 623, 690 MARKET ADJUSTMENT 2022/ 23 867,560 0 0 64,043 105,230 1, 036, 833 TO TA L A D O PTE D 2022/ 23 17,002,199 1,255,560 2,696,006 1,407,201 2,294,546 24, 655, 512 BA SE A D O PTE D 2023/ 24 16,853,983 1,345,893 2,829,120 1,413,309 2,307,511 24, 749, 816 PA Y PR O GR A M 2023/ 24 599,706 0 0 44,866 73,437 718, 009 MARKET ADJUSTMENT TOTAL ADOPTED 2023/ 24 2023/ 24 374,138 17,827,827 0 1,345,893 0 2,829,120 27,078 1,485,253 45,923 2,426,871 447, 139 25, 914, 964 CHANGE 2022/ 23 TO 2023/ 24 825,628 90,333 133,114 78,052 132,325 1, 259, 452 W A TE R R E S O U R C E S Salaries Overtime Health/Dental Fringe Benefits Retirement TO TA L B U D GE T 32 Table of Contents DIVISIONS | Operating Projects Operating Projects capture costs associated with the repair and maintenance of capital assets, replacement of non capital equipment, master plans, studies, public art, and all other project type costs that do not result in the acquisition or construction of a capital asset. D i v i si o n ADMINISTRATIVE SERVICES Information Technology - Telephone Equipment Adopted FY 2023/24 Project Description The telephone operating project is dedicated to providing systematic upgrades, maintenance and ongoing replacement of the City of Scottsdale’s enterprise telephone system. This includes subsystems such as 911, interactive voice response, right fax, and voicemail. TOTAL ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT Holds obligations from private developments within the Airpark that choose to make an in-lieu payment to Scottsdale's public art program and then uses the funds to install art in the Airpark area. F und 206,000 General Fund 206,000 Airpark Cultural Trust Desert Mtn Area Drainage Downtown Cultural Trust East Shea Corr Area Drainage PUBLIC WORKS CIP Advance Planning Program Facilities Management Repair & Maintenance An overall strategy of programs, projects, and measures that will reduce the adverse impact of flood hazards in the community. Holds obligations from private developments within downtown that choose to make an in-lieu payment to Scottsdale's public art program and then uses the funds to install art in the downtown area. An overall strategy of programs, projects, and measures that will reduce the adverse impact of flood hazards in the community. 50,000 Special Programs Fund 15,000 Special Programs Fund 160,000 Special Programs Fund 15,000 Special Programs Fund TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT 240,000 Transportation management planning such as conducting studies, travel demand modeling, analysis of future capital improvement needs for streets, intersections, traffic management, and transit projects. 231,104 This project is for larger scale, preventive maintenance, equipment life-cycle replacement, and modernization projects at city facilities. Projects may include some or all building systems such as: heating, ventilation, and air conditioning (HVAC), electrical, plumbing, roofing, painting, and floor coverings. 3,436,990 General Fund TOTAL PUBLIC WORKS 3,668,094 GRAND TOTAL 4,114,094 Transportation Fund 33 Table of Contents FY 2023/24 Adopted Budget 34 Table of Contents STRATEGIC GOALS | Community Values These values will be at the forefront of our decision making in implementing our vision, community aspirations, and goals found in the General Plan and shall be the basis upon which inconsistencies in the General Plan are resolved (values listed are of equal importance): ■ Respect Character and Culture Enhance and protect Scottsdale’s unique features, neighborhood identity, character, livability, southwestern heritage, and tourism through appropriate land uses and high standards for design. Create vibrant and attractive places that accommodate a variety of ages and incomes and support the arts and multicultural traditions. ■ Conserve and Preserve the Environment Lead the region in the stewardship and sustainable management of the Sonoran Desert environment and conservation of natural resources and open spaces for the visual, physical, and personal enrichment of everyone. ■ Collaborate and Engage Promote strong, visionary leadership that is transparent, responsive, and efficient; collaborates regionally; respect and honor our community values; recognize the benefit of interactive community involvement and volunteerism; and embrace citizens as active partners in decisions that affect their neighborhoods and city. 35 Table of Contents STRATEGIC GOALS | Community Values ■ Foster Well-Being Promote a culture of lifelong physical and mental health, safety, and well-being for residents, visitors, employers, and employees. Foster social connectivity across cultural and generational boundaries by cultivating a welcoming environment; respecting human dignity; and recognizing and embracing citywide and regional diversity. ■ Connect the Community Connect all community members within the city and to the region by striving for cost-effective, adaptable, innovative, safe, and efficient mobility options. Connectivity and mobility involve more than getting people from here to there, connectivity and mobility influence the form and comfort of urban communities. ■ Revitalize Responsibly Vigorously evaluate the short- and long-term impacts of development and redevelopment decisions to ensure that public and private investment work collaboratively to support and maintain the unique features and local identity that make Scottsdale special, and contribute positively to the community’s physical, fiscal, and economic needs and high quality of life. ■ Advance Innovation and Prosperity Embrace a diverse and innovative economy to sustain our high quality of life through a variety of businesses, health and research institutions, and educational, technological, tourism and cultural elements. 36 Table of Contents STRATEGIC GOALS | Division/Department Relationship with Strategic Goals Strategic Goals (consistent with City of Scottsdale General Plan 2035) Respect Character and Culture Enhance and protect Scottsdale’s unique features, neighborhood identity, character, livability, southwestern heritage, and tourism through appropriate land uses and high standards for design. Create vibrant and attractive places that accommodate a variety of ages and incomes and support the arts and multicultural traditions. Conserve and Preserve the Environment Lead the region in the stewardship and sustainable management of the Sonoran Desert environment and conservation of natural resources and open spaces for the visual, physical, and personal enrichment of everyone. Collaborate and Engage Promote strong, visionary leadership that is transparent, responsive, and efficient; collaborates regionally; respects and honors our community values; recognizes the benefit of interactive community involvement and volunteerism; and embraces citizens as active partners in decisions that affect their neighborhoods and city. Foster Well-Being Promote a culture of lifelong physical and mental health, safety, and well-being for residents, visitors, employers, and employees. Foster social connectivity across cultural and generational boundaries by cultivating a welcoming environment; respecting human dignity; and recognizing and embracing citywide and regional diversity. Connect the Community Connect all community members within the city and to the region by striving for cost effective, adaptable, innovative, safe, and efficient mobility options. Connectivity and mobility involve more than getting people from here to there, connectivity and mobility influence the form and comfort of urban communities. Revitalize Responsibly Vigorously evaluate the short- and long-term impacts of development and redevelopment decisions to ensure that public and private investment work collaboratively to support and maintain the unique features and local identity that make Scottsdale special, and contribute positively to the community’s physical, fiscal, and economic needs and high quality of life. Advance Innovation and Prosperity Embrace a diverse and innovative economy to sustain our high quality of life through a variety of businesses, health and research institutions, and educational, technological, tourism and cultural elements. MAY O R AN D C I T Y C O U N C I L MAYOR AND CITY COUNCIL C I T Y A T T O RN E Y CIVIL PROSECUTION SAFETY & RISK MANAGEMENT VICTIM SERVICES C I T Y AU D I T O R CITY AUDITOR CITY CLERK CITY CLERK CITY COURT CITY COURT C I T Y MAN AG E R CITY MANAGER X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 37 Table of Contents STRATEGIC GOALS | Division/Department Relationship with Strategic Goals CITY TREASURER CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES PURCHASING ADMINISTRATIVE SERVICES COMMUNICATIONS GOVERNMENT RELATIONS HUMAN RESOURCES INFORMATION TECHNOLOGY COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING AND DEVELOPMENT SERVICES TOURISM AND EVENTS COMMUNITY SERVICES PLANNING AND ADMINISTRATION HUMAN SERVICES LIBRARY SYSTEMS PARKS & RECREATION PRESERVE MANAGEMENT WESTWORLD PUBLIC SAFETY - FIRE OFFICE OF THE FIRE CHIEF EMERGENCY SERVICES PROFESSIONAL SERVICES PREVENTION SERVICES PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF POLICE UNIFORMED SERVICES INVESTIGATIVE SERVICES OPERATIONAL SERVICES PUBLIC WORKS CAPITAL PROJECT MANAGEMENT FACILITIES MANAGEMENT FLEET MANAGEMENT SOLID WASTE MANAGEMENT TRANSPORTATION AND STREETS WATER RESOURCES WATER QUALITY WATER RECLAMATION SERVICES WATER PLANNING AND ENGINEERING WATER TECHNOLOGY & ADMIN WATER SERVICES PIPELINE & TREATMENT AGREEMENTS 38 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Table of Contents STRATEGIC GOALS | Division/Department Spotlights by Strategic Goals OBJECTIVE OBJECTIVE Tourism and Events Department Begin implementing the new five-year Tourism and Events Strategic Plan in collaboration with city departments and city's Destination Marketing Organization. Economic Development Department Grow Scottsdale's existing industries to foster economic vitality. ACHIEVEMENT ACHIEVEMENT Planning and Development Services Department Designated Scottsdale City Hall with the Historic Preservation Overlay to preserve and promote Scottsdale’s Heritage. Tourism and Events Department Assisted in creation of "Scottsdale Super Season" branding that Historic Old Town Main Street Tailgate ads generated 851,019 impressions. PERFORMANCE MEASURE PERFORMANCE MEASURE Parks & Recreation Department Youth registered program and service participants. WestWorld Department Number of special event use days at WestWorld. OBJECTIVE OBJECTIVE Solid Waste Management Department Establish long-term green waste disposal practices to increase diversion rate to 20 percent or greater. City Manager Division Complete initial public outreach, commission and Council input into, and creation of, a draft Heat Mitigation and Shade/Tree plans. ACHIEVEMENT Parks & Recreation Department Converted 51,000 square feet of passive, nonrecreational turf to xeriscape at two park locations, which will save more than 1,346,700 gallons of water annually in support of the City of Scottsdale’s Drought Management Plan. ACHIEVEMENT Preserve Management Department Conducted vegetation fuel reduction projects on approximately 35 acres of land strategically located around the edges of the Preserve to reduce the risk of wildland fire. PERFORMANCE MEASURE PERFORMANCE MEASURE Preserve Management Department Number of annual new and repeat visits to the Preserve. Planning and Development Services Department Engineering, Building, Stormwater, Planning and Fire construction plans completed within 21 calendar days. 39 Table of Contents STRATEGIC GOALS | Division/Department Spotlights by Strategic Goals OBJECTIVE OBJECTIVE City Auditor Division Develop meaningful recommendations to help city divisions, offices, and agencies identify cost savings, revenue enhancements and operational efficiencies. City Attorney Division Provide proactive, timely, well-reasoned, and practical legal advice to the Mayor and City Council, its Charter Officers and Boards and Commissions, all city departments, and various city staff. ACHIEVEMENT Budget Department Partnered with the city manager to develop and adopt a FY 2023/24 balanced budget that addressed the City Council's goals, reflected citizens' priorities, ensured fiscal responsibility, and complied with all legal and Government Finance Officer's Association requirements. ACHIEVEMENT City Court Division Expanded the use of technology to provide direct assistance to the public with continuous revision to online forms and the court website to improve efficiencies for the public. PERFORMANCE MEASURE PERFORMANCE MEASURE Accounting Department Number of consecutive years awarded Certificate of Achievement for Excellence in Financial Reporting. Human Resources Department Employee Retention Rate. OBJECTIVE OBJECTIVE Public Safety - Police Division Engage in outreach, education, and engagement efforts using multiple methods to ensure safe neighborhoods and increase public safety and employee engagement. Public Safety - Fire Division Implement new programs and practices aimed at reducing carcinogenic exposures, decreasing employee injuries, supporting behavioral health needs, and enhance employee total wellness. ACHIEVEMENT Public Safety – Fire Division Planned, managed, and responded to record setting crowds at some of Scottsdale’s premier events including the Barrett Jackson Automobile Auction and the WM Phoenix Open. ACHIEVEMENT Human Services Department Distributed over $4.1 million in rental assistance to 547 households and over $332,000 in utility assistance to 595 households through the Vista del Camino's Community Assistance Program. PERFORMANCE MEASURE PERFORMANCE MEASURE Police Uniformed Services Department Average response time to emergency calls for service (in minutes). Water Reclamation Services Department Miles of sewer lines cleaned annually. 40 Table of Contents STRATEGIC GOALS | Division/Department Spotlights by Strategic Goals OBJECTIVE OBJECTIVE Fleet Management Department Develop charging infrastructure for strategic replacements of gasoline powered pick-ups with electric vehicle (EV) replacements. Capital Project Management Department Continue delivering critical transportation needs through high priority arterial projects. ACHIEVEMENT Aviation Department Managed two events simultaneously, Super Bowl LVII and Phoenix Waste Management Open, with no aircraft operating delays. There were 490 corporate jet operations in under 24 hours and 911 aircraft parked overnight between Thursday and Monday. ACHIEVEMENT Transportation and Streets Department Completed projects at 37 bus stop locations include site painting, shelter removal and replacements, and upgrades to amenities. PERFORMANCE MEASURE PERFORMANCE MEASURE Transportation and Streets Department On-time performance of the trolley should meet or exceed 90 percent. Public Works Division Capital Project Management expenses as a percentage of project costs. OBJECTIVE OBJECTIVE Parks and Recreation Department Complete Indian School Park Master Plan. Budget Department Work with departments to continuously enhance and improve the budget process to meet or exceed their expectations for an effective budget development. ACHIEVEMENT ACHIEVEMENT Parks and Recreation Department Cycled-out aging recreation infrastructure by replacing three park playgrounds, resurfacing 10 sport courts, and replenishing engineered wood fiber play surfaces at nine sites. Capital Project Management Department Continued delivering high priority Bond 2019 projects. This includes completing construction of the Civic Center Mall improvements, and beginning construction of the Indian Bend Wash improvements and the Fire Training Facility. PERFORMANCE MEASURE Facilities Management Department Total projects completed by Contracts and Projects Team. PERFORMANCE MEASURE Water Planing & Engineering Department Amount of grass removed in square feet by customers who received a grass removal rebate. 41 Table of Contents STRATEGIC GOALS | Division/Department Spotlights by Strategic Goals OBJECTIVE OBJECTIVE Business Services Department Expand the use of online license database portal to include regulatory license renewals that do not require fingerprints. Public Safety - Police Division Implement a new web-based Computer-Aided Dispatch/Record Management System (CAD/ RMS) that improves workflow efficiency, data analytics, and all reporting requirements across the organization. ACHIEVEMENT City Manager Division Achieved What Works Cities (WWC) Gold Certification in recognition of our exceptional use of data to inform policy decisions, allocate funding, improve services, evaluate program effectiveness, and engage residents. ACHIEVEMENT Water and Water Reclamation Division Evaluated the Water Conservation Facility Audit recommendations, and improved measures for water efficiency without disrupting current operational processes. PERFORMANCE MEASURE PERFORMANCE MEASURE Water Technology & Administration Department Lost and unaccounted for water per calendar year. Aviation Department Annual number of U.S. Customs aircraft inspections. 42 Table of Contents DIVISION SUMMARY | Mayor and City Council 1%=36%2('-8='392'-0 *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 1%=36%2('-8='392'-0     838%0&9(+)8     43 Table of Contents DIVISION SUMMARY | Mayor and City Council .3&8-80) 838%0 *8) '-8='392'-01)1&)6  )<)'98-:)%77-78%28831%=36  1%2%+)1)28%77-78%28  1%=36  1%=36 7',-)*3*78%**  838%0  44 Table of Contents DIVISION SUMMARY | Mayor and City Council 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 45 Table of Contents DIVISION SUMMARY | Mayor and City Council 786%8)+-'+3%0 7 ()7'6-48-32 8LIZSXIVWIPIGXXLIQE]SVERHWM\GSYRGMPQIQFIVWXSIREGXPSGEPPIKMWPEXMSREHSTXFYHKIXWERHHIXIVQMRITSPMGMIW8LI'MX] 'SYRGMPETTSMRXWWM\GLEVXIVSJJMGIVWXSEHZMWIXLIQSRTSPMG]MWWYIWERHVYRHE]XSHE]STIVEXMSRW8LI'MX]'SYRGMP IWXEFPMWLIWXLIGMX] WQMWWMSRKSEPWTVSKVEQWERHTSPMGMIWXSWIVZIXLIRIIHWSJXLIGMXM^IRWSJ7GSXXWHEPI 7)6:-')7463:-()( • • • )REGXPSGEPPIKMWPEXMSRERHHIXIVQMRITSPMGMIW %TTSMRXGLEVXIVSJJMGIVWERHFSEVHERHGSQQMWWMSRQIQFIVW 6ITVIWIRXGSRWXMXYIRXWERHVIWTSRHXSGMXM^IRMWWYIW • %HSTXIH3VHMRERGI2SVIKEVHMRK7LSVX8IVQ6IRXEPWVIUYMVMRKVIKMWXVEXMSRPMGIRWMRKERHWEJIX]QIEWYVIWMRGPYHMRK VIUYMVIHTSSPFEVVMIVW[SVOMRKWQSOIEPEVQWEQETWLS[MRKI\MXIKVIWWERHTIWXGSRXVSPGPIERMRKXVEWLERHKEVFEKI GSQTPMERGI -RMXMEXIHFSXLE>SRMRK(MWXVMGX1ETEQIRHQIRXERHE,MWXSVMG4VIWIVZEXMSRGEWIXSVIXEMRXLIGSQQYRMX]’WSVMKMREPZMWMSR JSV7GSXXWHEPI'MX],EPPERHTVIWIVZISRISJ%VM^SRE’WQSWXTVSQMRIRXTYFPMGWTEGIW %HSTXIH3VHMRERGIW2SERH2S[LMGLEHSTXIHXLIIHMXMSRSJXLI-RXIVREXMSREP)RIVK]'SRWIVZEXMSR'SHI ERHXLI-RXIVREXMSREP+VIIR'SRWXVYGXMSR'SHIEWQERHEXSV]GSHIW %HSTXIH3VHMRERGI2S[LMGLWXEXIW,SQIS[RIV%WWSGMEXMSRW ,3% GERRSXQERHEXILSQIS[RIVWXSSZIVWIIHXLIMV PE[RRSXSZIVWIIHMRKMWERIJJIGXMZI[E]XSWEZIXLSYWERHWSJKEPPSRWSJ[EXIVTIVTVSTIVX] 'SRHYGXIHVIKYPEV'MX]'SYRGMPQIIXMRKWI\GIIHMRKXLIKSEPSJ *=%',-):)1)287 • • • • *=3&.)'8-:)7 • • • • • •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able of Contents DIVISION SUMMARY | Mayor and City Council 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     +VERX*YRHW     7TIGMEP4VSKVEQW*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWERH'SQQSHMXMIWMWXSEHHJYRHMRKJSV1E]SVERH'SYRGMPIZIRXW +IRIVEP*YRH EW [IPPEWXSTVSZMHII\TIRWIEYXLSVMX]XSWTIRHHSREXMSRWGSRXVMFYXMSRWERHSVWTSRWSVWLMTWJSV1E]SVERH'SYRGMPIZIRXW 7TIGMEP4VSKVEQW*YRH  ',%68)(4)6*361%2')1)%796)7 'MX]'SYRGMPQIIXMRKWERRYEPP]EVIWXEXYXSVMP] VIUYMVIH )JJIGXMZIRIWW 47 Table of Contents FY 2023/24 Adopted Budget 48 Table of Contents DIVISION SUMMARY | City Attorney '-8=%88362)= *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 '-:-0     4637)'98-32     7%*)8= 6-7/1%2%+)1)28     :-'8-17)6:-')7     838%0&9(+)8     49 Table of Contents DIVISION SUMMARY | City Attorney .3&8-80) 838%0 *8) %(1-2-786%8-:)%77-78%28  %(1-2-786%8-:)%77-78%2876  '-8=%88362)=  '-8=%88362)=%77-78%28-  '-8=%88362)=%77-78%28--  '-8=%88362)=()498=  '-8=%88362)=7)2-36  '-8=%88362)=7)2-36794:  '-8=4637)'9836%77-78%28-  '-8=4637)'9836%77-78%28--  '-8=4637)'9836%77-78%2876  '-8=4637)'9836%77-78%28794:  '3286%'87'336(-2%836  )<)'%77883',%68)63**-')6  0)+%0%77-78%28  0)+%03**-')1%2%+)6  0)+%07)'6)8%6=  3**-')1%2%+)6  4%6%0)+%0  4%6%0)+%07)2-36  6-7/1%2%+)1)28(-6)'836  6-7/1+18'0%-17%(.978)6  7%*)8= 86%-2-2+'336(-2%836  7%*)8='336(-2%836  7%*)8=1%2%+)6  7=78)17-28)+6%8-32794)6:-736  7=78)17-28)+6%836  :-'8-1%(:3'%8)  :-'8-1%(:3'%8)7)2-36  ;36/)6 7'314'0%-17%(.76  ;36/)6 7'31474)'-%0-78  838%0  50 Table of Contents DIVISION SUMMARY | City Attorney 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 51 Table of Contents DIVISION SUMMARY | City Attorney 786%8)+-'+3%0 7 ()7'6-48-32 8LI'MX]%XXSVRI]MWXLIGLMIJPIKEPEHZMWSVSJEPPSJJMGIWHMZMWMSRWERHEKIRGMIWERHJSVEPPSJJMGIVWERHIQTPS]IIWMRQEXXIVW VIPEXMRKXSXLIMVSJJMGMEPTS[IVWERHHYXMIWERHWIVZIWEXXLITPIEWYVISJXLI'MX]'SYRGMP 7)6:-')7463:-()( • • • • • • 4VSZMHIWPIKEPEHZMGIXSXLI1E]SVERH'MX]'SYRGMP&SEVHWERH'SQQMWWMSREPPGMX]SJJMGIWHMZMWMSRWERHHITEVXQIRXW ERHXSEPPGMX]SJJMGIVWERHIQTPS]IIWMRQEXXIVWVIPEXMRKXSXLIMVSJJMGMEPTS[IVWERHHYXMIW 0MXMKEXIWGMZMPGPEMQWERHPE[WYMXWJMPIHSRFILEPJSJSVEKEMRWXXLI'MX]SJ7GSXXWHEPI 4VSWIGYXIWQMWHIQIERSVTIXX]ERHGMZMPSJJIRWIWMRXLIGMX]MRGPYHMRKFYXRSXPMQMXIHXSHVMZMRKYRHIVXLIMRJPYIRGI HSQIWXMGZMSPIRGIXLIJXNYZIRMPIWXEXYWSJJIRWIWGVMQMREPXVEJJMGERHSXLIVQMWHIQIERSVSJJIRWIW 6ITVIWIRXWXLIGMX]MREPPGSYVXTVSGIIHMRKWVIUYMVIHXSTVSWIGYXISJJIRHIVW 4VSZMHIWPIKEPP]QERHEXIHZMGXMQRSXMJMGEXMSRWIVZMGIWEW[IPPEWTVSJIWWMSREPPIZIPZMGXMQEHZSGEG]XSQMWHIQIERSV GVMQIZMGXMQWMR7GSXXWHEPI 1EREKIWERHEHQMRMWXIVWXLIGMX] WWEJIX]PSWWTVIZIRXMSRMRWYVERGIGSRXVEGXYEPVMWOXVERWJIVERHGPEMQWTVSKVEQW%PWS TVSZMHIWPSWWGSRXVSPGSRWYPXMRKJSVEPPHMZMWMSRWERHIZIRXW *=%',-):)1)287 • • • • • • • • • • •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’WGSQTIRWEXMSRMRNYV]GPEMQW MRXIVREP EYXSERHTVSTIVX]HEQEKIGPEMQWERH SJXLIJSVQEPGPEMQWMRZSPZIHSJJWMXIJMIPHMRZIWXMKEXMSRW 7IGYVIHMRWYFVSKEXMSRVIGSZIVMIWERHSRP]MRPMEFMPMX]GPEMQWIXXPIQIRXWTEMHHYVMRKXLIJMWGEP]IEV 'SQTPIXIH%VM^SRE(MZMWMSRSJ3GGYTEXMSREP7EJIX]ERH,IEPXL %(37, ERHSV9RMXIH7XEXIW&YVIEYSJ6IGPEQEXMSR 97&6 GSQTPMERX7EJIX]ERH,IEPXL-RWTIGXMSRWJSVXLIFYMPHMRKWERHXLISTIVEXMSRWERHWIVZMGIWTVSZMHIH[LMGL VIWYPXIHMRMHIRXMJ]MRKQSVIXLER[SVOTPEGILE^EVHW[LMGLLEZIFIIRSVEVIMRXLITVSGIWWSJFIMRKGSVVIGXIH %WWMWXIHZMGXMQWHYVMRKTVSWIGYXMSRW 4IVJSVQIHZMGXMQWIVZMGIWRSXMJMGEXMSRWERHZMGXMQEHZSGEG]EGXMSRW 52 Table of Contents DIVISION SUMMARY | City Attorney *=3&.)'8-:)7 • • • • • • • • Support the City Council, Charter Officers, and all city staff while limiting the city’s liability exposure with prompt, proactive legal advice. Defend as much litigation in-house as resources allow as efficiently as practical. Efficiently and justly manage and prosecute the high number of cases and charges Prosecution expects to receive during the upcoming fiscal year. Support successful prosecution of short-term vacation and rental ordinance violations, along with nuisance party and unruly gathering ordinance violations. Continue to refocus the organization on safety and loss prevention in an effort to lower accident rates. ;SVOGPSWIP][MXLXLIGMX]QEREKIVERHI\IGYXMZIXIEQXSEHHVIWWQENSVWEJIX]ERHVMWOI\TSWYVIGSRGIVRW 'SRXMRYIFYMPHMRKERHTVSQSXMRKWEJIX]“&PYI;EPPW” XLVSYKLSYXGMX]FYMPHMRKWEWVIWSYVGIWEPPS[ )JJMGMIRXP]ERHGSQTEWWMSREXIP]WYTTSVXXLILMKLZSPYQISJZMGXMQWI\TIGXIHHYVMRKXLIYTGSQMRKJMWGEP ]IEV 53 Table of Contents DIVISION SUMMARY | City Attorney STAFF SUMMARY Full-time Equivalents (FTE) ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 63.50 63.50 63.50 0.00 % of city's FTEs 2.41 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 7,311,082 8,301,331 8,589,399 288,068 Grant Funds 94,734 0 0 0 Self Insurance Funds 14,261,850 14,782,364 17,559,732 2,777,368 TOTAL BUDGET 21,667,666 23,083,695 26,149,131 3,065,436 EXPENDITURES BY TYPE ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 8,198,271 9,106,466 9,375,291 268,825 Contractual Services 13,032,155 13,725,304 16,438,017 2,712,713 Commodities 264,037 248,925 332,823 83,898 Capital Outlays 173,203 3,000 3,000 0 21,667,666 23,083,695 26,149,131 3,065,436 0 0 0 0 21,667,666 23,083,695 26,149,131 3,065,436 SUBTOTAL OPERATING BUDGET Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES The increase in Personnel Services is due to a FY 2023/24 pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates. The increase in Contractual Services is due to an increase in property and casualty insurance as a result of market hardening, property coverage market decreasing, and an upward trajectory in the cyber liability market. Additionally, due to an increase in general liability claims mainly due to water main breaks (Self Insurance Funds). The increase in Commodities is to expand the city’s safety incentive program (Self Insurance Funds). • • • # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Boards/Commissions* 5 20 $603 0.01 Volunteers 5 990 $29,828 0.48 TOTAL 10 1,010 $30,431 0.49 VOLUNTEER HOURS SUMMARY The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. 54 Table of Contents CITY ATTORNEY | Civil 786%8)+-'+3%0 7 ()7'6-48-32 8LI'MZMP(ITEVXQIRXSJXLI'MX]%XXSVRI](MZMWMSRTVSZMHIWPIKEPEHZMGIXSEPPHMZMWMSRWERHXSEPPSJJMGIVWERHIQTPS]IIWMR QEXXIVWVIPEXMRKXSXLIMVSJJMGMEPTS[IVWERHHYXMIW 7)6:-')7463:-()( • • • • • 0MXMKEXIWGMZMPGPEMQWERHPE[WYMXWJMPIHSRFILEPJSJSVEKEMRWXXLI'MX]SJ7GSXXWHEPI 4VSZMHIWGPMIRXW[MXLPIKEPEHZMGIXSEWWMWXMRTVIZIRXMRKSVPMQMXMRKPIKEPVMWOW (VEJXWGSRXVEGXWERHSXLIVPIKEPHSGYQIRXWJSVEPPGMX]HMZMWMSRW (VEJXWVIZMI[WERHETTVSZIWEPPGMX]SVHMRERGIWERHVIWSPYXMSRW 'SSVHMREXIWVIWTSRWIWXSTYFPMGVIGSVHWVIUYIWXW •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’W3JJMGI *=%',-):)1)287 • • • • *=3&.)'8-:)7 • • • • 7YTTSVXXLI'MX]'SYRGMP'LEVXIV3JJMGIVWERHEPPGMX]WXEJJ[LMPIPMQMXMRKXLIGMX]’WPMEFMPMX]I\TSWYVI[MXLTVSQTXTVSEGXMZI PIKEPEHZMGI (IJIRHEWQYGLPMXMKEXMSRMRLSYWIEWVIWSYVGIWEPPS[EWIJJMGMIRXP]EWTVEGXMGEP 3RFSEVHERHXVEMRX[SGMZMPPE[]IVWXSJMPPI\MWXMRKZEGERGMIW8LIWIEXXSVRI]WEVIRIGIWWEV]MRSVHIVXSTVSZMHIMRLSYWI PIKEPEHZMGIVIKEVHMRKIRZMVSRQIRXEP7YTIVJYRHERHREXYVEPVIWSYVGIQEXXIVWEW[IPPEWMRVIEPIWXEXITPERRMRKERH ^SRMRKQEXXIVW 7YTTSVXXLIGMX]’WTYFPMGWEJIX]IJJSVXWXLVSYKLXVEMRMRKERHEJXIVLSYVWPIKEPWYTTSVX 55 Table of Contents CITY ATTORNEY | Civil 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W     79&838%034)6%8-2+&9(+)8             3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWHYIXSERMRGVIEWIMRTVSTIVX]ERHGEWYEPX]MRWYVERGIEWEVIWYPXSJQEVOIX LEVHIRMRKTVSTIVX]GSZIVEKIQEVOIXHIGVIEWMRKERHERYT[EVHXVENIGXSV]MRXLIG]FIVPMEFMPMX]QEVOIX%HHMXMSREPP]HYIXS ERMRGVIEWIMRKIRIVEPPMEFMPMX]GPEMQWQEMRP]HYIXS[EXIVQEMRFVIEOW 7IPJ-RWYVERGI*YRHW  56 Table of Contents CITY ATTORNEY | Civil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able of Contents CITY ATTORNEY | Prosecution 786%8)+-'+3%0 7 ()7'6-48-32 8LI4VSWIGYXMSR(ITEVXQIRXSJXLI'MX]%XXSVRI](MZMWMSRTVSWIGYXIWQMWHIQIERSVERHSXLIVSJJIRWIWMRXLI'MX]SJ 7GSXXWHEPIERHVITVIWIRXWXLIGMX]MREPPGSYVXTVSGIIHMRKWVIUYMVIHXSTVSWIGYXISJJIRHIVWERHXSWYTTSVXXLIQMWWMSRERH KSEPWSJXLI'MX]'SYRGMP 7)6:-')7463:-()( • • 4VSWIGYXIWQMWHIQIERSVTIXX]ERHGMZMPSJJIRWIWMRXLIGMX]MRGPYHMRKFYXRSXPMQMXIHXSHVMZMRKYRHIVXLIMRJPYIRGI (9-  HSQIWXMGZMSPIRGI (: XLIJXNYZIRMPIWXEXYWSJJIRWIWERHGVMQMREPXVEJJMGSJJIRWIW 7YTTSVXWXLI4YFPMG7EJIX]4SPMGIERH*MVI(MZMWMSRW'SHI)RJSVGIQIRXERHSXLIV4YFPMG7EJIX]JYRGXMSRWXLVSYKL XVEMRMRKERHSXLIVMRMXMEXMZIW *=%',-):)1)287 • • • • • 4VSWIGYXIHGLEVKIW MRGPYHIWPSRKJSVQGLEVKIWERHQSVIWXVEMKLXJSV[EVHGLEVKIWJVSQEVVIWXW  4VSWIGYXIHGEWIW MRGPYHIW(9-GEWIWERH(SQIWXMG:MSPIRGIGEWIW  6IGIMZIHERHEREP]^IH7GSXXWHEPI4SPMGI(ITEVXQIRXERHSXLIVVIUYIWXWJSVPSRKJSVQGSQTPEMRXWJSVGLEVKMRK HIGMWMSRW MRGPYHIWGSQTPEMRXWJMPIHXYVRHS[RWERHTIRHMRK  8VMIHXVMEPW QSWXGEWIWVIWSPZI[MXLSYXEXVMEP  MRHMZMHYEPWWYGGIWWJYPP]GSQTPIXIHXLI(MZIVWMSR4VSKVEQ *=3&.)'8-:)7 • • • )JJMGMIRXP]ERHNYWXP]QEREKIERHTVSWIGYXIXLILMKLRYQFIVSJGEWIWERHGLEVKIW4VSWIGYXMSRI\TIGXWXSVIGIMZIHYVMRK XLIYTGSQMRKJMWGEP]IEV 7YTTSVXWYGGIWWJYPTVSWIGYXMSRSJWLSVXXIVQZEGEXMSRERHVIRXEPSVHMRERGIZMSPEXMSRWEPSRK[MXLRYMWERGITEVX]ERH YRVYP]KEXLIVMRKSVHMRERGIZMSPEXMSRW 3RFSEVHERHXVEMRX[S4VSWIGYXSVWXSJMPPI\MWXMRKZEGERGMIW 58 Table of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) CITY ATTORNEY | Prosecution %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     +VERX*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 59 Table of Contents CITY ATTORNEY | Prosecution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able of Contents CITY ATTORNEY | Risk Management 786%8)+-'+3%0 7 ()7'6-48-32 8LI6MWO1EREKIQIRX(ITEVXQIRXQEREKIWXLIGMX]’W7IPJ-RWYVERGI-RXIVREP7IVZMGI*YRHERHEHQMRMWXIVWXLIGMX]’WWEJIX] PSWWTVIZIRXMSRMRWYVERGIGSRXVEGXYEPVMWOXVERWJIVERHGPEMQWTVSKVEQW8LI6MWO1EREKIQIRX7IPJ-RWYVERGI*YRHVIGIMZIW MXWVIZIRYIWXLVSYKLGLEVKIW VMWOVEXIW XSXLIMRWYVIHGMX]HMZMWMSRWMREQSYRXWGSRWMWXIRX[MXLXLIMVI\TSWYVIERHPSWW LMWXSV] 7)6:-')7463:-()( • 1EREKIWERHEHQMRMWXIVWXLIGMX] WWEJIX]PSWWTVIZIRXMSRMRWYVERGIGSRXVEGXYEPVMWOXVERWJIVERHGPEMQWTVSKVEQW%PWS TVSZMHIWPSWWGSRXVSPGSRWYPXMRKJSVEPPHMZMWMSRWERHIZIRXW *=%',-):)1)287 • • • -RZIWXMKEXIHJSVQEPGPEMQW[LMGLMRGPYHIXLIJSPPS[MRK RSXMGIWSJGPEMQWHIQERHMRKEXSXEPSJQMPPMSR [MXLPIWWXLERSRITIVGIRXSJXLIEQSYRXHIQERHIHTEMH [SVOIV’WGSQTIRWEXMSRMRNYV]GPEMQW MRXIVREPEYXS ERHTVSTIVX]HEQEKIGPEMQWERH SJXLIJSVQEPGPEMQWMRZSPZIHSJJWMXIJMIPHMRZIWXMKEXMSRW 7IGYVIHMRWYFVSKEXMSRVIGSZIVMIWERHSRP]MRPMEFMPMX]GPEMQWIXXPIQIRXWTEMHHYVMRKXLIJMWGEP]IEV 'SQTPIXIH%VM^SRE(MZMWMSRSJ3GGYTEXMSREP7EJIX]ERH,IEPXL %(37, ERHSV9RMXIH7XEXIW&YVIEYSJ6IGPEQEXMSR 97&6 GSQTPMERX7EJIX]ERH,IEPXL-RWTIGXMSRWJSVXLIFYMPHMRKWERHXLISTIVEXMSRWERHWIVZMGIWTVSZMHIH[LMGLVIWYPXIH MRMHIRXMJ]MRKQSVIXLER[SVOTPEGILE^EVHW[LMGLLEZIFIIRSVEVIMRXLITVSGIWWSJFIMRKGSVVIGXIH *=3&.)'8-:)7 • • • 'SRXMRYIXSVIJSGYWXLISVKERM^EXMSRSRWEJIX]ERHPSWWTVIZIRXMSRMRERIJJSVXXSPS[IVEGGMHIRXVEXIW ;SVOGPSWIP][MXLXLIGMX]QEREKIVERHI\IGYXMZIXIEQXSEHHVIWWQENSVWEJIX]ERHVMWOI\TSWYVIGSRGIVRW 'SRXMRYIFYMPHMRKERHTVSQSXMRKWEJIX]“&PYI;EPPW” XLVSYKLSYXGMX]FYMPHMRKWEWVIWSYVGIWEPPS[ 61 Table of Contents CITY ATTORNEY | Risk Management 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  %'89%0  %(348)(  %(348)(  ',%2+)  83 7IPJ-RWYVERGI*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 )<4)2(-896)7&=*92( 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWHYIXSERMRGVIEWIMRTVSTIVX]ERHGEWYEPX]MRWYVERGIEWEVIWYPXSJQEVOIX LEVHIRMRKTVSTIVX]GSZIVEKIQEVOIXHIGVIEWMRKERHERYT[EVHXVENIGXSV]MRXLIG]FIVPMEFMPMX]QEVOIX%HHMXMSREPP]HYIXS ERMRGVIEWIMRKIRIVEPPMEFMPMX]GPEMQWQEMRP]HYIXS[EXIVQEMRFVIEOW 7IPJ-RWYVERGI*YRHW  62 Table of Contents CITY ATTORNEY | Risk Management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able of Contents CITY ATTORNEY | Victim Services 786%8)+-'+3%0 7 ()7'6-48-32 8LI:MGXMQ7IVZMGIW(ITEVXQIRXTVSZMHIWPIKEPP]QERHEXIHZMGXMQRSXMJMGEXMSRWIVZMGIWEW[IPPEWTVSJIWWMSREPPIZIPZMGXMQ EHZSGEG]XSQMWHIQIERSVGVMQIZMGXMQWMR7GSXXWHEPI 7)6:-')7463:-()( • • • • • •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’ MRTYX[MXLMRXLI4VSWIGYXSV’WSJJMGIIRWYVMRKIEGLZMGXMQ’WZSMGIERHTSWMXMSRMWLIEVHVIKEVHMRK FSRHVIPIEWIGSRHMXMSRWERHTPIESJJIVXIVQW 'SPPIGXWSVKERM^IWERHVIHEGXWEPPVIWXMXYXMSRMRJSVQEXMSRERHHSGYQIRXWJVSQZMGXMQWTVSZMHMRKXLMWMRJSVQEXMSRXS 4VSWIGYXSVWERHIRWYVIWZMGXMQW’ VMKLXWXSSFXEMRVIWXMXYXMSRJVSQXLISJJIRHIVMWTVSTIVP]I\IVGMWIH[LIRETTPMGEFPI *=%',-):)1)287 • • %WWMWXIHZMGXMQWHYVMRKTVSWIGYXMSRW 4IVJSVQIHZMGXMQWIVZMGIWRSXMJMGEXMSRWERHZMGXMQEHZSGEG]EGXMSRW • )JJMGMIRXP]ERHGSQTEWWMSREXIP]WYTTSVXXLILMKLZSPYQISJZMGXMQWI\TIGXIHHYVMRKXLIYTGSQMRKJMWGEP]IEV *=3&.)'8-:)7 64 Table of Contents CITY ATTORNEY | Victim Services 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 •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able of Contents FY 2023/24 Adopted Budget 66 Table of Contents DIVISION SUMMARY | City Auditor '-8=%9(-836 *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 '-8=%9(-836     838%0&9(+)8     67 Table of Contents DIVISION SUMMARY | City Auditor .3&8-80) 838%0 *8) %9(-8367)2-36  '-8=%9(-836  )<)'%77883',%68)63**-')6  838%0  68 Table of Contents DIVISION SUMMARY | City Auditor 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 69 Table of Contents DIVISION SUMMARY | City Auditor 786%8)+-'+3%0 7 ()7'6-48-32 8LI'MX]%YHMXSVGSRHYGXWEYHMXWXSMRHITIRHIRXP]IZEPYEXIXLISTIVEXMSREPIJJMGMIRG]ERHIJJIGXMZIRIWWGSQTPMERGIERH EGGSYRXEFMPMX]SJGMX]HMZMWMSRWSJJMGIWFSEVHWEGXMZMXMIWERHEKIRGMIW8LISJJMGITIVJSVQWMXWEYHMXWMREGGSVHERGI[MXL KIRIVEPP]EGGITXIHKSZIVRQIRXEYHMXMRKWXERHEVHW[LMGLTVSZMHIEJVEQI[SVOJSVGSRHYGXMRKLMKLUYEPMX]EYHMXW[MXL GSQTIXIRGIMRXIKVMX]SFNIGXMZMX]ERHMRHITIRHIRGI 7)6:-')7463:-()( • • • 4VSZMHIWTYFPMGEYHMXVITSVXWIZEPYEXMRKXLIIJJMGMIRG]IJJIGXMZIRIWWGSQTPMERGIERHEGGSYRXEFMPMX]SJGMX]STIVEXMSRW 7YTTSVXWXLI%YHMX'SQQMXXII WWYRWIXVIZMI[WSJXLIGMX] WFSEVHWERHGSQQMWWMSRW 1EMRXEMRW-RXIKVMX]0MRIXSEPPS[VITSVXWSJTSXIRXMEPJVEYHSV[EWXI • • • 'SQTPIXIHVITSVXW[MXLVIGSQQIRHEXMSRWJSVMQTVSZIHGSRXVSPWIJJIGXMZIRIWWERHSVIJJMGMIRGMIW 1EMRXEMRIH-RXIKVMX]0MRIJSVIQTPS]IIWERHXLITYFPMGXSVITSVXTSXIRXMEPJVEYHSV[EWXIMRGMX]TVSKVEQW 1EMRXEMRIHEYHMXJSPPS[YTTVSKVEQXSIRGSYVEKIMQTPIQIRXEXMSRERHTVSZMHIUYEVXIVP]VITSVXWSRXLIWXEXYWSJXLIEYHMX VIGSQQIRHEXMSRWMWWYIHHYVMRKXLITEWXXLVII]IEVW 'SQTPIXIHEREYHMXJSVXLI7GSXXWHEPI9RMJMIH7GLSSP(MWXVMGXXLVSYKLXLIEYHMXWIVZMGIWMRXIVKSZIVRQIRXEPEKVIIQIRX *=%',-):)1)287 • *=3&.)'8-:)7 • • • •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able of Contents DIVISION SUMMARY | City Auditor 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWXSGSZIVXLIERRYEPJIIJSVEYHMX[SVOTETIVWSJX[EVIXLEX[EWTYVGLEWIHMR*= [MXLFYHKIXWEZMRKW 71 Table of Contents 4)6*361%2')1)%796)7 %'89%0  %'89%0  463.)'8)(        )**-'-)2'= 4IVGIRXSJWGLIHYPIHWYRWIXVIZMI[WGSQTPIXIH )**)'8-:)2)77 8LVII]IEVEYHMXVIGSQQIRHEXMSRMQTPIQIRXEXMSRVEXI 2SXI8LIMQTPIQIRXEXMSRVEXIVIJPIGXWXLIXLVIIQSWXVIGIRX]IEVWJSVXLIEYHMXJSPPS[YT TVSKVEQ 72 Table of Contents DIVISION SUMMARY | City Clerk '-8='0)6/ *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 '-8='0)6/     838%0&9(+)8     73 Table of Contents DIVISION SUMMARY | City Clerk .3&8-80) 838%0 *8) %(1-2-786%8-:)%77-78%2876  '-8='0)6/  '-8='0)6/()498=  '-8='0)6/794)6:-736  1%2%+)1)28%77-78%28  8)',2303+=74)'-%0-78  838%0  74 Table of Contents DIVISION SUMMARY | City Clerk 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 75 Table of Contents DIVISION SUMMARY | City Clerk 786%8)+-'+3%0 7 ()7'6-48-32 8LI'MX]'PIVOGSRHYGXWEPPPSGEPIPIGXMSRWKMZIWRSXMGISJEPP'MX]'SYRGMPQIIXMRKWOIITWXLISJJMGMEPVIGSVHWSJ'SYRGMP TVSGIIHMRKWEHQMRMWXIVWXLIGMX] WVIGSVHWQEREKIQIRXTVSKVEQEYXLIRXMGEXIWSVHMRERGIWERHVIWSPYXMSRWGSSVHMREXIWXLI GMX]’WFSEVHWGSQQMWWMSRWERHXEWOJSVGIWERHTVSZMHIWEHQMRMWXVEXMZIWYTTSVXXSXLI'SYRGMP8LI'PIVO W3JJMGITVITEVIW ERHHMWXVMFYXIW'SYRGMPQIIXMRKEKIRHEWTVSHYGIW'SYRGMPQIIXMRKQMRYXIWTVIWIVZIWXLITIVQERIRXVIGSVHWSJXLIGMX] IRWYVIWXLEXPIKEPVIUYMVIQIRXWJSVXLITYFPMGEXMSRSJSVHMRERGIWERHVIWSPYXMSRWEVIQIXERHEGGITXWPIKEPJMPMRKWSRFILEPJ SJXLI'MX]SJ7GSXXWHEPI 7)6:-')7463:-()( • • • • • • • • • • • • • 4VSZMHIWXMQIP]RSXMGISJTYFPMGQIIXMRKWMRGSQTPMERGI[MXLXLIVIUYMVIQIRXWSJWXEXIPE[ERHGMX]TSPMG] 4VITEVIWHMWXVMFYXIWERHTSWXW'SYRGMPQIIXMRKEKIRHEW 1EMRXEMRWXLISJJMGMEPVIGSVHWSJEPP'SYRGMPTVSGIIHMRKW 4SWXWPIKEPRSXMGIWMRGSQTPMERGI[MXLWXEXIPE[ERHGMX]TSPMG] 3ZIVWIIWXLI'SYRGMPQIIXMRKEKIRHETPERRIVERHMWWYIWXLIERRYEP'SYRGMPQIIXMRKGEPIRHEV 3ZIVWIIWXLIGMX] WVIGSVHWQEREKIQIRXTVSKVEQ %GGYQYPEXIWEYXLIRXMGEXIWERHTVIWIVZIWXLIGMX] WSJJMGMEPHSGYQIRXWERHQEOIWXLIQEZEMPEFPIXSXLITYFPMG 'SSVHMREXIWXLIGMX]’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’W)5YEPW]WXIQJSVXLI'SYRGMP)PIGXMSRW)5YEPEPPS[W GERHMHEXIWXSKEXLIVRSQMREXMSRWMKREXYVIWIPIGXVSRMGEPP]MRWXIEHSJSRTETIV • 6IHIWMKRIHXLIGERHMHEXITEQTLPIXWXSMRGPYHIEXEFPISJGSRXIRXWGPIEVIVWIGXMSRLIEHMRKWMQTVSZIHKVETLMGW JSSXIVW[MXLIPIGXMSRGSRXEGXMRJSVQEXMSRSRIEGLTEKIERHEHHMXMSREPMRJSVQEXMSRVIPEXIHXSOI]IPIGXMSRHEXIW • ;SVOIH[MXL+VETLMGWWXEJJXSHIZIPSTE“7GSXXWHEPI:SXIW” WXMGOIVXSHMWXVMFYXIXSZSXIVW[LIRXLI]HVSTTIHSJJIEVP] FEPPSXWEX'MX],EPP • ;SVOIH[MXL1E]SV'MX]'SYRGMPERH'MX]%XXSVRI]XSYTHEXIXLI6YPIWSJ'SYRGMP4VSGIHYVI • ;SVOIH[MXL-RJSVQEXMSR8IGLRSPSK]WXEJJXSMQTPIQIRXEWSPYXMSREPPS[MRKVIWMHIRXWXSWMKRYTJSVIQEMPRSXMJMGEXMSRW [LIR'SYRGMP1IIXMRKEKIRHEW ERHEQIRHIHEKIRHEW EVITSWXIHSRXLIGMX]’W[IFWMXI • ;SVOIH[MXL-RJSVQEXMSR8IGLRSPSK]WXEJJXSHIZIPSTVIUYMVIQIRXWJSVEREKIRHEQEREKIQIRXWSJX[EVITVSGYVIQIRX WSPMGMXEXMSR • 9THEXIHXLIFSEVHWERHGSQQMWWMSRWSRPMRIETTPMGEXMSRXSMRGPYHIE“'SRHMXMSRWSJ%TTSMRXQIRX” WIGXMSR • -QTPIQIRXIHMQTVSZIQIRXWXSXLIGMX]’W6IGSVHW1EREKIQIRX4VSKVEQMRGPYHMRKHIZIPSTQIRXSJERSRPMRIVIGSVHW TSVXEPVIZMI[MRKERHYTHEXMRKEPPGMX]VIGSVHWMRZIRXSV]PMWXWVIMRWXMXYXMRKVIGSVHMRWTIGXMSRWSJHITEVXQIRXEPVIGSVHWERH HIZIPSTMRKERHTVIWIRXMRKMRHITXLXVEMRMRKWIWWMSRWGSZIVMRKVIGSVHWQEREKIQIRXTVEGXMGIW • ;SVOIH[MXL-RJSVQEXMSR8IGLRSPSK]WXEJJXSGSQTPIXIXLIQMKVEXMSRSJ'MX]'PIVOIPIGXVSRMGVIGSVHWXSXLIGMX]’WRI[ HSGYQIRXQEREKIQIRXW]WXIQ0EWIVJMGLIERHIRWYVIHXLIRI[W]WXIQ[SYPHQIIXTVIZMSYWWGERRMRKERHSTXMGEP GLEVEGXIVVIGSKRMXMSRWXERHEVHW • 1IXEPPWXEXYXSV]VIUYMVIQIRXWJSVTSWXMRKERHTVSZMHMRKQIIXMRKRSXMGIWERHQMRYXIW 76 • • Table of Contents DIVISION SUMMARY | City Clerk *=3&.)'8-:)7 • • •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’WKSEPWERHXLIGMX]’WZEPYIW ',%68)(4)6*361%2')1)%796)7 2YQFIVSJPIKEPHSGYQIRXWEGGITXIHJMPIHERH TSWXIH 2YQFIVSJ'MX]'SYRGMPVITSVXWGSPPIGXIH VIZMI[IHHMWXVMFYXIHERHTSWXIHXSXLI[IF 2YQFIVSJHSGYQIRXWWGERRIHMRXSXLIGMX] W VIGSVHWQEREKIQIRXW]WXIQ ;SVOPSEH ;SVOPSEH ;SVOPSEH 77 Table of Contents DIVISION SUMMARY | City Clerk 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW%HHMXMSREPP]XLIMRGVIEWIMWHYIXSEHHMRKESRIXMQI FYHKIXJSVGSRXVEGX[SVOIVWIVZMGIWWSXLITVIZMSYW(ITYX]'MX]'PIVOGERTVSZMHIXVEMRMRKXSGYVVIRXWXEJJSRVIGSVHW QEREKIQIRX'SYRGMPQIIXMRKTVSGIHYVIWQMRYXIWIXG 8LIHIGVIEWIMR'SRXVEGXYEP7IVZMGIWMWHYIXSXLIVIQSZEPSJJYRHMRKJSVXLI2SZIQFIVKIRIVEPIPIGXMSR 78 Table of Contents DIVISION SUMMARY | City Clerk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able of Contents FY 2023/24 Adopted Budget 80 Table of Contents DIVISION SUMMARY | City Court '-8='3968 *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 '3968     838%0&9(+)8     81 Table of Contents DIVISION SUMMARY | City Court .3&8-80) 838%0 *8) '-8=.9(+)%773'-%8)  '3968%(1-2-786%836  '3968%(1-2-786%836()498=  '3968'0)6/-  '3968'0)6/--  '3968'0)6/---  '3968-28)646)8)6  '39687)'96-8=1%2%+)6  '39687)'96-8=3**-')6  '39687)'96-8=7'6))2)6  '39687)6:-')7794)6:-736  )<)'98-:)7)'6)8%6=  ,)%6-2+3**-')6  1%2%+)1)28%2%0=78  1%2%+)1)28%2%0=787)2-36  46)7-(-2+'-8=.9(+)  4638)1.9(+)  73*8;%6))2+-2))6  7=78)17-28)+6%8-32794)6:-736  7=78)17-28)+6%836  838%0  82 Table of Contents DIVISION SUMMARY | City Court 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 83 Table of Contents DIVISION SUMMARY | City Court 786%8)+-'+3%0 7 ()7'6-48-32 8LI7GSXXWHEPI'MX]'SYVXMWTEVXSJXLI%VM^SREMRXIKVEXIHNYHMGMEPW]WXIQERHMWXLINYHMGMEPFVERGLJSVXLI'MX]SJ7GSXXWHEPI -XWIVZIWXLIGSQQYRMX]F]TVSZMHMRKEHMKRMJMIHTVSJIWWMSREPJSVYQJSVXLIIJJMGMIRXVIWSPYXMSRSJGEWIW8LIGSYVXLIEVWGMZMP XVEJJMGERHQMWHIQIERSVZMSPEXMSRWTIXX]SJJIRWIWGMX]SVHMRERGIERHGSHIZMSPEXMSRWERHMWWYIWTVSXIGXMZISVHIVW 7)6:-')7463:-()( • • • 4VSZMHIWGYWXSQIVWGSRXMRYEPEGGIWW SRWMXIXIPITLSRMG[IFERHLIEVMRKW XSVIWSPZIGEWIWERHWIVZMGISZIV  PSFF]TLSRI GYWXSQIVWERRYEPP] )RJSVGIWGSYVXSVHIVIHJMRERGMEPWERGXMSRWXLVSYKLXLIGSPPIGXMSRSJQMPPMSRMRJMRIWJIIWERHWXEXIWYVGLEVKIW ERRYEPP] 1EREKIWRSRJMRERGMEPWERGXMSRWJSVGEWIW[MXLRYQIVSYWTVSKVEQWMRGPYHMRKLSQIHIXIRXMSRIPIGXVSRMG QSRMXSVMRKMRGEVGIVEXMSRXVIEXQIRXHMZIVWMSRHIJIRWMZIHVMZMRKWGLSSPTVSFEXMSRERHGSQQYRMX]VIWXMXYXMSR *=%',-):)1)287 • • • • • • • •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able of Contents DIVISION SUMMARY | City Court *=3&.)'8-:)7 • • • • • %HHVIWWXLIPEGOSJVIXIRXMSRJSV'SYVX'PIVOTSWMXMSRWXLEXEVIRSXGSQTIXMXMZI[MXLSXLIV'MX]SJ7GSXXWHEPIHITEVXQIRXW [MXLSYXWMHIKSZIVRQIRXEKIRGMIWERHMRXLITVMZEXIWIGXSVMRETSWXTERHIQMG[SVOJSVGI *YPP]MQTPIQIRX'SYVX'EPPXSMRGVIEWIEGGIWWXSNYWXMGIF]PIZIVEKMRKE[IFFEWIHETTPMGEXMSRWTIGMJMGXSGSYVXWXLEXEPPS[W TVSWIGYXSVWEXXSVRI]WPMXMKERXWERHZMGXMQWXSETTIEVZMEZMHISQEMRXEMRMRKEXXSVRI]GPMIRXGSRJMHIRXMEPMX]ERHIRWYVMRK GEWIWEVIGSQTPIXIHMREXMQIP]QERRIV )WXEFPMWLYTHEXIH]IEVP]GSRXVEGXW[MXL4YFPMG(IJIRHIVWXSFIXXIVQIIXXLI'SYVX’WRIIHWIWTIGMEPP]VIPEXIHXSXLI'SYVX’W RI[HSGOIXMRKW]WXIQERHXSWXVIEQPMRIXLIEXXSVRI]EWWMKRQIRXERHFMPPMRKTVSGIWWIW )RLERGI'SYVX7IGYVMX]F]TYVGLEWMRKRI[<VE]WGVIIRMRKWSPYXMSRXLEX[MPPEPPS[WIGYVMX]WXEJJXSQSVIIJJIGXMZIP]MHIRXMJ] TSXIRXMEP[IETSRWTVSLMFMXIHMXIQWERHTVSZMHIMRGVIEWIHWEJIX]XSWXEJJERHXLITYFPMG[IWIVZI %PPSGEXIETSVXMSRSJ'SYVX’WETTVSZIHKVERXJYRHMRKXSXLI,YQER7IVZMGIW(ITEVXQIRXJSVMRGVIEWIHEWWMWXERGIXS HIJIRHERXWMRGPYHMRKXLSWIEWWMKRIHXSXLI'SQQYRMX]-RXIVZIRXMSR'SYVX ',%68)(4)6*361%2')1)%796)7 8SXEPRYQFIVSJGEWIJMPMRKWTIVNYHMGMEPSJJMGIV 8SXEPVIZIRYIGSPPIGXIHF]XLIGSYVX 8SXEPRYQFIVSJGEWIJMPMRKWTIVRSRNYHMGMEP GSYVXWXEJJ )JJMGMIRG] ;SVOPSEH )JJMGMIRG] 85 Table of Contents DIVISION SUMMARY | City Court 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     7TIGMEP4VSKVEQW*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • •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able of Contents DIVISION SUMMARY | City Court 4)6*361%2')1)%796)7 %'89%0  %'89%0  463.)'8)(                     2%     )**)'8-:)2)77 'PIEVERGIVEXIWJSVEPPGEWIW 2SXI8LMWQIEWYVIMRHMGEXIWXLIRYQFIVSJSYXKSMRKGEWIWEWETIVGIRXEKISJXLI RYQFIVSJMRGSQMRKGEWIW8LIVEXIQE]I\GIIHTIVGIRXHYIXSXLIXMQMRKSJJMPMRK ERHHMWTSWMXMSR 8MQIXSHMWTSWMXMSRJSVEPPGEWIW 2SXI8LMWQIEWYVIMRHMGEXIWXLITIVGIRXEKISJGEWIWHMWTSWIHSVSXLIV[MWIVIWSPZIH [MXLMRIWXEFPMWLIHXMQIJVEQIW8LIKSEPMWTIVGIRXJSVEPPGVMQMREPERHGMZMPGEWIWXSFI TVSGIWWIH[MXLMRHE]WJVSQHEXISJJMPMRK %KISJEGXMZITIRHMRKGEWIPSEH 2SXI8LMWQIEWYVIMRHMGEXIWXLIEKISJEGXMZIGEWIWTIRHMRK7XERHEVHMWTIVGIRXSJ GEWIWPIWWXLERHE]W 8VMEPHEXIGIVXEMRX] 2SXI8LMWQIEWYVIMRHMGEXIWXLITIVGIRXSJXMQIWGEWIWHMWTSWIHF]XVMEPEVIWGLIHYPIH JSVXVMEP8LIHIGVIEWIMR*=MWHYIXSEWMKRMJMGERXRYQFIVSJXVMEPGSRXMRYERGIW FEWIHSRVIUYMVIQIRXWWIXF]XLI%VM^SRE7YTVIQI'SYVXJSVTERHIQMGVIPEXIHWEJIX] TVSXSGSPW 'SPPIGXMSRQSRIXEV]TIREPXMIW 2SXI8LMWQIEWYVIMRHMGEXIWTIVGIRXEKISJTE]QIRXWGSPPIGXIHZIVWYWXLIXSXEPQSRIXEV] TIREPXMIWSVHIVIHMRGEWIW )JJIGXMZIYWISJNYVSVW 2SXI8LMWQIEWYVIMRHMGEXIWXLITIVGIRXEKISJUYEPMJMIHNYVSVWWYQQSRIHEZEMPEFPIJSV WIVZMGI 'SYVXIQTPS]IIWEXMWJEGXMSR 2SXI8LMWQIEWYVIMRHMGEXIWXLIVEXMRKWSJGSYVXWXEJJEWWIWWMRKXLIMVWEXMWJEGXMSRSR XLIUYEPMX]SJXLI[SVOIRZMVSRQIRX No survey took place in FY 2022/23. )**-'-)2'= 'SWXTIVGEWI 2SXI8LMWQIEWYVIMWGEPGYPEXIHF]XEOMRKI\TIRHMXYVIW PIWWGSPPIGXMSRWI\TIRWIW ERH HMZMHMRKF]GEWIWJMPIH These performance measures are from the National Center for State Courts CourTools ©. 3* :30928))67 3* ,3967 :%09)3* :30928))6 ,3967 *9008-1) )59-:%0)28 8LI'MX]'SYVXLSWXWEGSPPEFSVEXMZITVSKVEQ[MXLEPSGEPLMKL WGLSSPXSTVSZMHIVIEPPMJII\TIVMIRGISJMRXIVTVIXEXMSRMRXLIGSYVX WIXXMRKERHTVITEVIJSVXLIJYXYVIHIQERHSJ'SYVX-RXIVTVIXIVW 7XYHIRXZSPYRXIIVWWLEHS[XLI'SYVX-RXIVTVIXIVERHEWWMWXMR KIRIVEPXVERWPEXMSRRIIHW     838%0     :30928))6,3967 :30928))67 8LIZEPYISJZSPYRXIIVLSYVWGEPGYPEXIHEXERLSYVP]VEXISJ 7SYVGI-RHITIRHIRX7IGXSVSVKEWSJ.YRI  87 Table of Contents FY 2023/24 Adopted Budget 88 Table of Contents DIVISION SUMMARY | City Manager '-8=1%2%+)6 *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 '-8=1%2%+)6     838%0&9(+)8     89 Table of Contents DIVISION SUMMARY | City Manager .3&8-80) 838%0 *8) %77-78%28'-8=1%2%+)6  %77-78%28838,)'-8=1%2%+)6  '-8=1%2%+)6  )<)'%77883%778'-8=1%2%+)6  )<)'98-:)%77-78%28  -28)62  1%2%+)1)28%773'-%8)  1%2%+)1)28%773'-%8)7)2-36  838%0  90 Table of Contents DIVISION SUMMARY | City Manager 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 91 Table of Contents DIVISION SUMMARY | City Manager 786%8)+-'+3%0 7 ()7'6-48-32 8LI'MX]1EREKIV’W3JJMGITVSZMHIWXLISVKERM^EXMSREPPIEHIVWLMTRIGIWWEV]XSWYGGIWWJYPP]MQTPIQIRXXLITSPMG]HMVIGXMSRSJ XLI'MX]'SYRGMPERHIRWYVIXLIIJJMGMIRXIJJIGXMZIERHIGSRSQMGEPHIPMZIV]SJGMX]WIVZMGIWXS7GSXXWHEPI WGMXM^IRW 7)6:-')7463:-()( • 8LI'MX]1EREKIV’W3JJMGITVSZMHIWI\IGYXMZIPIEHIVWLMTERHWYTIVZMWMSRXSHMZMWMSRERHHITEVXQIRXHMVIGXSVWERH GSSVHMREXIWSVKERM^EXMSR[MHIWXVEXIKMGTPERRMRKLMKLTIVJSVQERGIERHMRRSZEXMSRIJJSVXW *=%',-):)1)287 • • • • • •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able of Contents DIVISION SUMMARY | City Manager *=3&.)'8-:)7 • • • • • • •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able of Contents DIVISION SUMMARY | City Manager 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     +VERX*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • • •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ing in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able of Contents DIVISION SUMMARY | City Manager 3* :30928))67 3* ,3967 :%09)3* :30928))6 ,3967 *9008-1) )59-:%0)28 8LIZSPYRXIIVGSRWYPXERXVIWIEVGLIWEREP]^IWERHGSRWYPXWSR TIVJSVQERGIQIEWYVIWERHTVSGIWWMQTVSZIQIRXQIXLSHSPSKMIW ERHMRMXMEXMZIW8LIQEREKIQIRXJIPPS[ERHMRXIVREWWMWXIHSR WTIGMEPTVSNIGXWERHEWWMKRQIRXW[MXLMRXLI'MX]1EREKIV(MZMWMSR     838%0     :30928))6,3967 :30928))67 8LIZEPYISJZSPYRXIIVLSYVWGEPGYPEXIHEXERLSYVP]VEXISJ 7SYVGI-RHITIRHIRX7IGXSVSVKEWSJ.YRI  95 Table of Contents FY 2023/24 Adopted Budget 96 Table of Contents DIVISION SUMMARY | City Treasurer '-8=86)%796)6 *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 '-8=86)%796)6%2(*-2%2')     %''3928-2+     &9(+)8     &97-2)777)6:-')7     496',%7-2+     838%0&9(+)8     97 Table of Contents DIVISION SUMMARY | City Treasurer .3&8-80) 838%0 *8) .3&8-80) 838%0 *8) %''392874)'-%0-78--  783'/'0)6/  %''392874)'-%0-78---  7=78)17-28)+6%8-32794)6:-736  %''3928%28-  7=78)17-28)+6%836  %''3928%28--  8%< 0-')27)74)'-%0-78-  %''3928%287)2-36  8%< 0-')27)74)'-%0-78--  %''3928-2+(-6)'836  8%< 0-')27-2+1%2%+)6  %''3928-2+1%2%+)6  8%<%9(-8794)6:-736  %(1-2-786%8-:)%77-78%2876  8%<%9(-836  %(1-2-786%8-:)7)'6)8%6=  8%<%9(-8367)2-36  &-( '3286%'8%2%0=78  8)',2303+='336(-2%836  &9(+)8%(1-2-786%836  8)',2303+=74)'-%0-78  &9(+)8%2%0=787)2-36  86)%796=8)',2303+=1%2%+)6  &9(+)8(-6)'836  ;%6),397)794)6:-736  &97-2)777)6:-')7(-6)'836  ;%6),397)1%-08)',2-'-%2  &97-2)777)6:-')71%2%+)6  838%0 &97-2)777)6:-')7794)6:-736  &9=)6  &9=)6%-()  '-8=86)%796)6  '97831)67)6:-')6)4  '97831)67)6:-')6)476  *-2%2')(-6)'836  *-2%2')1%2%+)6  0-')27)-274)'836  1%-07)6:-')7'396-)6  1%-07:'76)463+6%4,-'7794:  4%=630074)'-%0-78  4%=630074)'-%0-787)2-36  46-2'-4%0*-2%2'-%0%2%0=78  46-287,34%77-78%28  496',%7-2+(-6)'836  496',%7-2+794)6:-736  496',%7-2+;%6),397)1%2%+)6  6):)29)'300)'836  6):)29)'300)'8367)2-36  7)6:-')7944368;36/)6  98  Table of Contents DIVISION SUMMARY | City Treasurer 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 99 Table of Contents DIVISION SUMMARY | City Treasurer 786%8)+-'+3%0 7 ()7'6-48-32 8LI'MX]8VIEWYVIVXLIGMX] WGLMIJJMRERGMEPSJJMGIVMWVIWTSRWMFPIJSVTVSZMHMRK'MX]'SYRGMPERHGMX]QEREKIQIRX[MXLXMQIP] JMRERGMEPVITSVXWERHEREP]WMWEW[IPPEWGYVVIRXMRJSVQEXMSREFSYXIGSRSQMGGSRHMXMSRWERHXLIMVTSXIRXMEPJMWGEPMQTEGXSR XLIGMX] 7)6:-')7463:-()( • • • • • • 1EMRXEMRWXLIGMX] WEGGSYRXMRKERHJMRERGMEPVITSVXMRKW]WXIQWMRGSRJSVQERGI[MXLWXEXIERHJIHIVEPPE[W+IRIVEPP] %GGITXIH%GGSYRXMRK4VMRGMTPIW +%%4 ERHWXERHEVHWSJXLI+SZIVRQIRXEP%GGSYRXMRK7XERHEVHW&SEVH +%7& ERHXLI +SZIVRQIRX*MRERGI3JJMGIVW%WWSGMEXMSR +*3%  4VSJIWWMSREPP]WIVZIWGMXM^IRWFYWMRIWWIWERHKYIWXWMRXLIGSPPIGXMSRSJXE\IWSVJIIWHYIJSVGMX]SJJIVIHIRXIVTVMWI ERHSVKIRIVEPJYRHIHWIVZMGIW 4VSZMHIWJMRERGMEPEHZMGIERHEREP]WMWSJOI]GMX]MRMXMEXMZIW ;SVOWGSPPEFSVEXMZIP][MXLXLI'MX]1EREKIVXSTVSZMHIEJMWGEPP]WSYRHFYHKIXXLEXTVIWIVZIWXLIGMX] WPSRKXIVQJMWGEP WXEFMPMX] 4VITEVIWERHEHQMRMWXIVWEPPUYSXIWWSPMGMXEXMSRWFMHWTVSTSWEPWERHWGSTIWSJ[SVOGSRXVEGXWERHTYVGLEWIWEPPKSSHW ERHWIVZMGIW MRGPYHMRKGSRWXVYGXMSR ERHXVEMRWXLIGMX] WGSRXVEGXEHQMRMWXVEXSVW 4VSZMHIWJMRERGMEPMRJSVQEXMSRXSWXEOILSPHIVWERHWIVZIWEWEGSRWYPXERXXSHMZMWMSRGYWXSQIVWERHXLI'MX]'SYRGMP *=%',-):)1)287 • • • • • • • • -QTPIQIRXIHRI[ERHMQTVSZIHXIGLRSPSK]ERHHIZIPSTQIRXMRMXMEXMZIWTVSZMHIHERHI\TERHIHTVSJIWWMSREPIQTPS]II MQTVSZIQIRXMRMXMEXMZIWLMKLPMKLXIHGYWXSQIVWIVZMGIIJJSVXWERHIQTLEWM^IHWYWXEMREFMPMX] )RWYVIHXLEXQEREKIQIRXSJHIFXERHMRZIWXQIRXW[IVIMRGSQTPMERGI[MXL*IHIVEPERH7XEXIPE[WERHGMX]TSPMGMIW 6IGIMZIHERYRQSHMJMIHSTMRMSRJVSQERMRHITIRHIRXEYHMXJMVQSRXLIGMX]’W*=%RRYEP'SQTVILIRWMZI*MRERGMEP 6ITSVX 4EVXRIVIH[MXLXLIGMX]QEREKIVXSHIZIPSTERHEHSTXIH*=FEPERGIHFYHKIXXLEXEHHVIWWIHXLI'MX]'SYRGMP W FVSEHKSEPWVIJPIGXIHGMXM^IRW TVMSVMXMIWIRWYVIHJMWGEPVIWTSRWMFMPMX]ERHGSQTPMIH[MXLEPPPIKEPERH+SZIVRQIRX *MRERGI3JJMGIV W%WWSGMEXMSR +*3% VIUYMVIQIRXW )PMQMREXIHXLIYWISJEXLMVHTEVX]JEGMPMX]JSVWXSVEKI%PPHSGYQIRXW[IVIZIVMJMIHERHHIWXVS]IHVIWYPXMRKMRTETIVPIWW HSGYQIRXWXSVEKI %WWIWWIHSZIVQMPPMSRJVSQWEPIWXE\EYHMXW 8VERWMXMSRIHTVSGYVIQIRXVIGSVHWXSXLIRI[GMX][MHIHEXEQEREKIQIRXTPEXJSVQWYGGIWWJYPP] )WXEFPMWLIHJSVQEPWSPMGMXEXMSRWTVSGIHYVIWYXMPM^MRKXLIRI[TVSGYVIQIRXW]WXIQ 100 Table of Contents DIVISION SUMMARY | City Treasurer *=3&.)'8-:)7 • • • • • • • • • • 4VSZMHIWSYRHQEREKIQIRXSJHIFXERHMRZIWXQIRXWSTXMQM^MRKHIFXERHMRZIWXQIRXSTTSVXYRMXMIW[LMPIIRWYVMRK GSQTPMERGI[MXLETTPMGEFPIPE[WERHGMX]TSPMGMIW 7YTTSVXXLI4VSXIGXERH4VIWIVZI7GSXXWHEPI8EWO*SVGIE'SYRGMPETTSMRXIHGMXM^IRKVSYTMRHIZIPSTMRKE VIGSQQIRHEXMSRJSVJYRHMRKXLITVSXIGXMSRTVIWIVZEXMSRERHTIVTIXYEPQEMRXIRERGISJXLIGMX]’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able of Contents DIVISION SUMMARY | City Treasurer 78%**7911%6= %'89%0  %(348)(  %(348)(  ',%2+)  83 *YPPXMQI)UYMZEPIRXW *8)     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     7I[IV*YRHW     7SPMH;EWXI*YRH     8VERWTSVXEXMSR*YRH     ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • •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able of Contents DIVISION SUMMARY | City Treasurer 3* :30928))67 3* ,3967 :%09)3* :30928))6 ,3967 Boards/Commissions*     838%0     :30928))6,39677911%6= *9008-1) )59-:%0)28 8LIZEPYISJZSPYRXIIVLSYVWGEPGYPEXIHEXERLSYVP]VEXISJ 7SYVGI-RHITIRHIRX7IGXSVSVKEWSJ.YRI  8LIRYQFIVSJZSPYRXIIVWSR&SEVHW'SQQMWWMSRWVIJPIGXWETTSMRXIHWIEXWFYXQSVIGMXM^IRWQE]LEZIEGXYEPP]WIVZIHEW ETTSMRXIIWHYIXSXIVQWSJWIVZMGI 103 Table of Contents CITY TREASURER | City Treasurer and Finance 786%8)+-'+3%0 7 ()7'6-48-32 8LI'MX]8VIEWYVIVERH*MRERGI(ITEVXQIRXQEREKIWXLIGMX] WHIFXERHMRZIWXQIRXTSVXJSPMSWGSSVHMREXIWXLIPSRKXIVQ JMRERGMRKSJGMX]TVSNIGXWTVSZMHIWGYVVIRXMRJSVQEXMSRGSRGIVRMRKIGSRSQMGGSRHMXMSRWERHXLIMVTSXIRXMEPJMWGEPMQTEGXXS 7GSXXWHEPIERHSZIVWIIWXLIIRXIVTVMWIEGGSYRXMRKJYRGXMSR 7)6:-')7463:-()( • • • • 4VSZMHIWJMRERGMEPMRJSVQEXMSRXSWXEOILSPHIVWERHWIVZIWEWEGSRWYPXERXXSHMZMWMSRGYWXSQIVWERHXLI'MX]'SYRGMP -WWYIWERHQEREKIWRI[HIFXXSJMRERGIGETMXEPMQTVSZIQIRXTVSNIGXW 3ZIVWIIWXLIGMX] WMRZIWXQIRXTSVXJSPMS 'SSVHMREXIWEGGSYRXMRKJYRGXMSRWJSVXLIIRXIVTVMWIHMZMWMSRWXLI1YRMGMTEP4VSTIVX]'SVTSVEXMSRXLI7GSXXWHEPI4VIWIVZI %YXLSVMX]ERHXLI'SQQYRMX]*EGMPMX](MWXVMGXW *=%',-):)1)287 • • • • • •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’WHIFXTSVXJSPMS *EGMPMXEXIHXLIJSVQEXMSRSJXLI4VSXIGXERH4VIWIVZI7GSXXWHEPI8EWO*SVGIXLEX[MPPHIZIPSTEVIGSQQIRHEXMSRXSXLI'MX] 'SYRGMPSREJMRERGMEPWXVEXIK]XSTVSXIGXERHTVIWIVZI7GSXXWHEPI’WSTIRWTEGIWERHUYEPMX]SJPMJIXLVSYKLMHIRXMJ]MRKERH UYERXMJ]MRKXLIYRJYRHIHRIIHWJSVXLITVSXIGXMSRTVIWIVZEXMSRERHTIVTIXYEPQEMRXIRERGISJXLIGMX]’WSTIRWTEGIW IK -RHMER&IRH;EWL+VIIRFIPXERH1G(S[IPP7SRSVER4VIWIVZI TYFPMGWEJIX]ERHSXLIVRIIHW *=3&.)'8-:)7 • • • • • • •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’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able of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) CITY TREASURER | City Treasurer and Finance %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     7I[IV*YRHW     ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXTPERW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWHYIXS GSRXVEGXYEPWSJX[EVIGSWXMRGVIEWIWERH SRIXMQIJYRHMRKEHHIHXS GSRHYGXEGMXM^IRWYVZI]ERHJSVSXLIVTVSJIWWMSREPWIVZMGIWJSVXLIRI[P]GVIEXIH4VSXIGXERH4VIWIVZI7GSXXWHEPI8EWO *SVGI 105 Table of Contents CITY TREASURER | City Treasurer and Finance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able of Contents CITY TREASURER | Accounting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• • • %GGSYRXMRKHIZIPSTWERHEHQMRMWXIVWZEVMSYWJMRERGMEPSTIVEXMRKERHMRXIVREPGSRXVSPW]WXIQWTVSZMHIWJMRERGMEP MRJSVQEXMSRXSWXEOILSPHIVWERHWIVZIWEWEGSRWYPXERXXSHMZMWMSRGYWXSQIVWERH'MX]'SYRGMP 4E]VSPPTVSZMHIWTVSGIWWMRKTVSHYGXMSRERHHMWXVMFYXMSRSJIQTPS]IITE]WXEXIQIRXWERHIRWYVIWXLEXIQTPS]IIWEVITEMH EGGYVEXIP]ERHSRXMQI %GGSYRXW4E]EFPITVSGIWWIWTE]QIRXXVERWEGXMSRWXSZIRHSVWTVSQTXP]ERHEGGYVEXIP] *=%',-):)1)287 • • • • • 6IGIMZIHERYRQSHMJMIHSTMRMSRJVSQERMRHITIRHIRXEYHMXJMVQSRXLIGMX]’W*=%RRYEP'SQTVILIRWMZI*MRERGMEP 6ITSVX 6IGIMZIHXLI+SZIVRQIRX*MRERGI3JJMGIVW%WWSGMEXMSR +*3% 'IVXMJMGEXISJ%GLMIZIQIRXJSV)\GIPPIRGIMR*MRERGMEP 6ITSVXMRK GSRWIGYXMZI]IEVW  4VSGIWWIHIQTPS]IIERHZIRHSVTE]QIRXWEGGYVEXIP]ERHXMQIP] (IZIPSTIHVIUYIWXJSVTVSTSWEPERHGSRHYGXIHIZEPYEXMSRWJSVERI[JMRERGMEPW]WXIQ )RWYVIHGSQTPMERGIERHVITSVXMRKVIUYMVIQIRXW[IVIQIXJSVXLI%QIVMGER6IGSZIV]ERH-RZIWXQIRX%GXKVERXTVSGIIHW *=3&.)'8-:)7 • • • • 4VSZMHIEGGYVEXIERHXMQIP]JMRERGMEPVITSVXMRKMRGSRJSVQERGI[MXLKSZIVRQIRXEGGSYRXMRKWXERHEVHWERHSXLIV ETTPMGEFPIPE[W )RWYVIXLIGMX]VIGIMZIWXLIQE\MQYQ]MIPHSRMRZIWXQIRXW[LMPITVSXIGXMRKMXWTVMRGMTEP )RWYVIEGGYVEXIERHXMQIP]TE]QIRXSJXLIGMX] WIQTPS]IIERHZIRHSVTE]EFPIW -QTPIQIRXRI[)RXIVTVMWI6IWSYVGI4PERRMRKW]WXIQXSQSHIVRM^IZEVMSYWJMRERGMEPW]WXIQWERHIRLERGIIJJMGMIRGMIW ERHEYXSQEXMSREGVSWWXVIEWYV]JYRGXMSRW 107 Table of Contents CITY TREASURER | Accounting 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWHYIXSGVIEXMRKETEVXRIVWLMT[MXL4EVEHMWI:EPPI]'SQQYRMX]'SPPIKIJSVER ERRYEPMRXIVRMRXLI%GGSYRXMRK(ITEVXQIRX 108 Table of Contents CITY TREASURER | Accounting 4)6*361%2')1)%796)7 %'89%0  %'89%0  463.)'8)(           )**)'8-:)2)77 2YQFIVSJGSRWIGYXMZI]IEVWE[EVHIH'IVXMJMGEXISJ%GLMIZIQIRXJSV )\GIPPIRGIMR*MRERGMEP6ITSVXMRK 2SXI8LMWGIVXMJMGEXIMWTVIWIRXIHF]XLI+SZIVRQIRX*MRERGI3JJMGIVW%WWSGMEXMSR +*3%  XSKSZIVRQIRXW[LSWIERRYEPGSQTVILIRWMZIJMRERGMEPVITSVXWEGLMIZIXLILMKLIWX WXERHEVHWMRKSZIVRQIRXEGGSYRXMRKERHJMRERGMEPVITSVXMRK 2YQFIVSJ%GGSYRXW4E]EFPIMRZSMGIWTVSGIWWIH 2SXI'MX]TE]QIRXXIVQWEVIHE]WJVSQHEXISJMRZSMGI 2YQFIVSJEGGYVEXIERHXMQIP]TE]VSPPHMWFYVWIQIRXW 109 Table of Contents CITY TREASURER | Budget 786%8)+-'+3%0 7 ()7'6-48-32 8LI&YHKIX(ITEVXQIRXGSSVHMREXIWXLIGMX][MHIHIZIPSTQIRXERHSRKSMRKQSRMXSVMRKSJXLISTIVEXMRKERHGETMXEP MQTVSZIQIRXTPER '-4 FYHKIXW[MXLXLI'MX]1EREKIV8LI&YHKIX(ITEVXQIRXMWVIWTSRWMFPIJSVXLITVITEVEXMSRERH TVIWIRXEXMSRSJXLIGMX] WERRYEPFYHKIXTIVXLIXIVQWERHHYIHEXIWQERHEXIHMRXLI%VM^SRE6IZMWIH7XEXYXIWERH'MX]'SHI 8LIHITEVXQIRXEWWMWXWXLI'MX]'SYRGMP[MXLXLIVIZMI[ERHETTVSZEPSJXLIGMX] WFYHKIXWSPMGMXWERHGSRWMHIVWTYFPMGMRTYX TVITEVIWERHQSRMXSVWXLIJMZI]IEVJMRERGMEPTPERWJSVEPPJYRHWERHVIWTSRHWXSXLIVIUYIWXWSJXLI'MX]'SYRGMPGMXM^IRW QIHMEERHSXLIVWXEOILSPHIVWVIKEVHMRKXLIFYHKIX8LI&YHKIX(ITEVXQIRXMWEPWSVIWTSRWMFPIJSVMWWYMRKQSRXLP]TYFPMG FYHKIXXSEGXYEPJMRERGMEPWXEXIQIRXWXSXLI'MX]'SYRGMP 7)6:-')7463:-()( • • • • • • 6IPMEFPIEGGYVEXIMRJSVQEXMSRMRXLITVITEVEXMSRERHQSRMXSVMRKSJXLIERRYEPSTIVEXMRKERHGETMXEPFYHKIXW 3TIVEXMRKERH'ETMXEPFYHKIXWQSRMXSVMRKXSGSQTP][MXLJMRERGMEPTSPMGMIWERHEHSTXIHETTVSTVMEXMSRW 'SQTVILIRWMZIJMRERGMEPTPERRMRKMRGPYHMRKPSRKVERKIJMRERGMEPJSVIGEWXMRK 1SRXLP]JMRERGMEPVITSVXMRKSRWSYVGIWERHYWIW 'MX][MHIFYHKIXWYTTSVXXSEPPHMZMWMSRW 8MQIP]VIWTSRWIWXSMRUYMVMIWJVSQ'MX]'SYRGMPFSEVHWERHGSQQMWWMSRWGMXM^IRWQIHMEGMX]WXEJJIXG • 4EVXRIVIH[MXLXLIGMX]QEREKIVXSHIZIPSTERHEHSTXIH*=FEPERGIHFYHKIXXLEXEHHVIWWIHXLI'MX]'SYRGMP W FVSEHKSEPWVIJPIGXIHGMXM^IRW TVMSVMXMIWIRWYVIHJMWGEPVIWTSRWMFMPMX]ERHGSQTPMIH[MXLEPPPIKEPERH+SZIVRQIRX*MRERGI 3JJMGIV W%WWSGMEXMSR +*3% VIUYMVIQIRXW 6IGIMZIHXLI+*3%(MWXMRKYMWLIH&YHKIX4VIWIRXEXMSR%[EVHJSVXLIGMX] W*=FYHKIX8LMWMWXLIVHGSRWIGYXMZI ]IEVXLEXXLIGMX]LEWVIGIMZIHXLMWE[EVH ;SVOIH[MXLSXLIV'MX]8VIEWYVIVHITEVXQIRXWXSYTHEXIERHIRLERGI7GSXXWHEPI WGSQTVILIRWMZIJMRERGMEPTSPMGMIW8LMW IJJSVX[EWHSRIXSMRGSVTSVEXIERHJSVQEPM^IFIWXTVEGXMGIWSVKERM^IERHVIJSVQEX[SVHMRK[LIVIRIGIWWEV]ERHXSGPEVMJ] PERKYEKI[LIVIETTVSTVMEXI 'SPPEFSVEXIH[MXLXLI4YFPMGWEJIX]*MVI(MZMWMSRXSHIZIPSTEJIEWMFPIJMRERGMEPTPERJSVEQFYPERGISTIVEXMSRW 'SPPEFSVEXIH[MXLXLI&SRH3ZIVWMKLX'SQQMXXIIERHXLI'ETMXEP4VSNIGX1EREKIQIRX(ITEVXQIRXERHMHIRXMJMIHJYRHMRK WXVEXIKMIWERHVIGSQQIRHEXMSRWXSEHHVIWW&SRHTVSNIGXGSWXMRJPEXMSR *=%',-):)1)287 • • • • *=3&.)'8-:)7 • • • • • •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able of Contents CITY TREASURER | Budget 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     8VERWTSVXEXMSR*YRH     ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • •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able of Contents 4)6*361%2')1)%796)7 CITY TREASURER | Budget %'89%0  %'89%0  463.)'8)(  Yes Yes Yes =IW Yes Yes    -R'SQTPMERGI -R'SQTPMERGI -R'SQTPMERGI )**-'-)2'= 6IGIMZIH(MWXMRKYMWLIH&YHKIX4VIWIRXEXMSR%[EVH 2SXI&YHKIXQIIXWSVI\GIIHWEPP+SZIVRQIRX*MRERGI3JJMGIVW%WWSGMEXMSR +*3%  VIUYMVIQIRXWERHVITSVXMRKI\GIPPIRGIFIRGLQEVOW &YHKIXQIIXWSVI\GIIHWEPP+SZIVRQIRX*MRERGI3JJMGIVW%WWSGMEXMSR +*3% VIUYMVIQIRXWERHVITSVXMRKI\GIPPIRGIFIRGLQEVOW 2SXI8LI+*3%IWXEFPMWLIHXLI(MWXMRKYMWLIH&YHKIX4VIWIRXEXMSR%[EVHW4VSKVEQXS IRGSYVEKIERHEWWMWXWXEXIERHPSGEPKSZIVRQIRXWXSTVITEVIFYHKIXHSGYQIRXWSJXLI ZIV]LMKLIWXUYEPMX]XLEXVIJPIGXFSXLXLIKYMHIPMRIWIWXEFPMWLIHF]XLI2EXMSREP%HZMWSV] 'SYRGMPSR7XEXIERH0SGEP&YHKIXMRKERHXLI+*3% WFIWXTVEGXMGIWSRFYHKIXMRKERHXLIR XSVIGSKRM^IMRHMZMHYEPKSZIVRQIRXWXLEXWYGGIIHMREGLMIZMRKXLEXKSEP %ZIVEKIRYQFIVSJFYWMRIWWHE]WXSGSQTPIXIXLI1SRXLP]*MRERGMEP 9THEXIERHTSWXXSXLIGMX] W[IFWMXI 2SXI8LI7GSXXWHEPI'MX]'LEVXIVVIUYMVIWJMRERGMEPVIWYPXWFITVSZMHIHF]XLIXL FYWMRIWWHE] 4VSHYGIEFEPERGIHJMZI]IEVJMRERGMEPTPERSJWSYVGIWERHYWIWXLEX GSQTPMIW[MXLXLIGMX] WEHSTXIHJMRERGMEPTSPMGMIW 2SXI8LIFYHKIXWLEPPFIGSRWMHIVIHFEPERGIHMJEPPWSYVGIWSJJYRHMRK MRGPYHMRKXLI YRHIWMKREXIHYRVIWIVZIHJYRHFEPERGI EWIWXMQEXIHEVIIUYEPXSSVI\GIIHXLIXSXEP EQSYRXTVSTSWIHXSFIYWIHMRXLISTIVEXMRKFYHKIXJSVXLIGYVVIRXJMWGEP]IEVF]JYRH 112 Table of Contents CITY TREASURER | Business Services 786%8)+-'+3%0 7 ()7'6-48-32 8LI&YWMRIWW7IVZMGIW(ITEVXQIRXTVSZMHIWXMQIP]ERHEGGYVEXIYXMPMX]FMPPMRKFYWMRIWWPMGIRWMRKVIZIRYIVIGSZIV]VIQMXXERGI TVSGIWWMRKERHXE\EYHMXMRKWIVZMGIWGVMXMGEPXS[EVHVIGIMZMRKJIIWHYIXSXLIGMX]MRGSRJSVQERGI[MXLJIHIVEPWXEXIERH QYRMGMTEPGSHIW8LIHITEVXQIRXEPWSWIVZIWEWE'IVXMJMIH4EWWTSVX%GGITXERGIJEGMPMX] 7)6:-')7463:-()( • • • • • 9XMPMX]&MPPMRKTVSZMHIWXMQIP]ERHEGGYVEXIFMPPMRKWIXYTERHVIPEXIHTVSGIWWMRKSJ[EXIV[EXIVVIGPEQEXMSRERHWSPMH[EWXI WIVZMGIW &YWMRIWW0MGIRWMRKSZIVWIIWXLIFMPPMRKVIGSVHQEMRXIRERGIWIXYTERHVIPEXIHTVSGIWWMRKJSVVIKYPEXSV]EPEVQERH FYWMRIWWPMGIRWMRK-REHHMXMSR&YWMRIWW0MGIRWMRKTVSZMHIWTEWWTSVXETTPMGEXMSRTVSGIWWMRKWIVZMGIW 6IZIRYI6IGSZIV]GSPPIGXWHIPMRUYIRXVIZIRYIS[IHXSXLIGMX]JSVYXMPMX]FMPPWWEPIWXE\ERHPMGIRWMRKJIIWXE\EYHMX EWWIWWQIRXWERHEPPSXLIVGMX]HMZMWMSRWHITEVXQIRXWI\GPYHMRKXLI'MX]'SYVX 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able of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) CITY TREASURER | Business Services %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     7I[IV*YRHW     7SPMH;EWXI*YRH     ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • 8LIMRGVIEWISJ*8)MWHYIXS XLIEHHMXMSRSJE8E\ 0MGIRWMRK7TIGMEPMWX- *8) TSWMXMSRERHE8E\ 0MGIRWMRK7TIGMEPMWX-- *8) TSWMXMSRHYIXSXLIMRGVIEWIH[SVOPSEHSJWLSVXXIVQVIRXEPPMGIRWMRKERHGSRXMRYIH TEWWTSVXHIQERHERH XLIEHHMXMSRSJE8E\%YHMXSV *8) TSWMXMSRXSEHHVIWWXLIRSRGSQTPMERXXE\TE]IVWERH LIPTEWWIWWXLIVIZIRYIJVSQWTIGYPEXMZIWEPIWERHVIWMHIRXMEPVIRXEPW 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXS XLIEHHMXMSRSJ*8)ERH E*=TE]JSVTIVJSVQERGIERH QEVOIXEHNYWXQIRXJSVIPMKMFPIIQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWHYIXSSRIXMQIJYRHMRKXSMRXIKVEXIXLIGYVVIRXYXMPMX]FMPPMRKW]WXIQERHXLI[SVO SVHIVW]WXIQXLEXQEREKIW[EXIVQIXIVVITPEGIQIRXW ;EXIV*YRHW  114 Table of Contents CITY TREASURER | Business Services %'89%0  %'89%0  463.)'8)(  2YQFIVSJ0MGIRWIXVERWEGXMSRWTIVJYPPXMQIIUYMZEPIRXIQTPS]II    8SXEPRYQFIVSJVIQMXXERGITE]QIRXWTVSGIWWIHTIVJYPPXMQIIUYMZEPIRX IQTPS]II          4)6*361%2')1)%796)7 ;36/03%( 8SXEPRYQFIVSJGYWXSQIVW )**)'8-:)2)77 ;VMXISJJWEWETIVGIRXSJXSXEPVIZIRYIGSPPIGXIH 2SXI%RRYEP[VMXISJJWTIVYTHEXIH%6RS[SRP]MRGPYHI9XMPMXMIW0MGIRWMRKERH 4EVOMRKGMXEXMSRWEPPSXLIVEVIEWQSZIHXSEWRIIHIHXLVSYKLSYXXLIJMWGEP]IEVSRGI 6IZIRYI6IGSZIV]LEWEXXIQTXIHXSGSPPIGXSRHITEVXQIRXWFILEPJ 115 Table of Contents CITY TREASURER | Purchasing 786%8)+-'+3%0 7 ()7'6-48-32 8LI4YVGLEWMRK(ITEVXQIRXLEWJSYVEVIEWSJSTIVEXMSR4YVGLEWMRK7IVZMGIW;EVILSYWI+VETLMGW4VMRXMRKERH1EMP 7IVZMGIW4YVGLEWMRK7IVZMGIWWYTTSVXWGMX][MHITVSNIGXWERHTVSKVEQWF]TVSGYVMRKKSSHWERHWIVZMGIWXLVSYKL EHQMRMWXVEXMZIIJJSVXWGIRXIVIHEVSYRHGYWXSQIVWIVZMGIGSWXEZSMHERGIERHGSQTPMERGI8LI;EVILSYWIQEMRXEMRWER MRZIRXSV]SJGSQQSRP]YWIHKSSHWQEREKIWWYVTPYWTVSTIVX]ERHMWXLIGIRXVEPM^IHVIGIMZMRKPSGEXMSR+VETLMGW4VMRXMRK 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*=%',-):)1)287 • • • 8VERWMXMSRIHTVSGYVIQIRXVIGSVHWXSXLIRI[GMX][MHIHEXEQEREKIQIRXTPEXJSVQWYGGIWWJYPP] )WXEFPMWLIHJSVQEPWSPMGMXEXMSRWTVSGIHYVIWYXMPM^MRKXLIRI[TVSGYVIQIRXW]WXIQ 9THEXIHXLITVSGYVIQIRXGSHIXSMRGVIEWIXLIJSVQEPWSPMGMXEXMSRXLVIWLSPHXSTVSZMHIQSVIEGGIWWMFMPMX]JSVZIRHSVWERH STXMQM^IGMX][MHITYVGLEWMRKIJJMGMIRGMIW *=3&.)'8-:)7 • • • • 'SRHYGXEREWWIWWQIRXSJXLIGYVVIRXGSRXVEGXEHQMRMWXVEXSVKYMHIPMRIWXSIRWYVIVIPIZERGIXSXLIRI[P]MQTPIQIRXIH W]WXIQWERHETTPMGEXMSRW 4VSZMHIGSQQYRMGEXMSRWSYXVIEGLERHIHYGEXMSREPSTTSVXYRMXMIWJSVXLIZIRHSVGSQQYRMX][MXLXLIMRXIRXXSMRGVIEWI ZIRHSVVIKMWXVEXMSRERHWSPMGMXEXMSRTEVXMGMTEXMSR -QTPIQIRXXLIGIRXVEPM^IHMRZIRXSV]XVEGOMRKW]WXIQGMX][MHIJSVXLIQEREKIQIRXSJHITEVXQIRXS[RIHMRZIRXSV]MXIQW LSYWIHMRXLI[EVILSYWI 4VSZMHIWSYRHQEREKIQIRXSJXLIGMX] WTVSGYVIQIRXXSIRWYVIGSQTIXMXMZIERHGSQTPMERXTVSGYVIQIRXTVEGXMGIW 116 Table of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) CITY TREASURER | Purchasing %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWHYIXSMRGVIEWIHI\TIRWIWMRTSWXEKIERHWLMTTMRKGSWX 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXS E*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW SRIXMQIJYRHMRKJSVEXIQTSVEV]GSRXVEGX[SVOIVMRXLI [EVILSYWIXSIEWIPEFSVWLSVXEKIMWWYI 117 Table of Contents CITY TREASURER | Purchasing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able of Contents DIVISION SUMMARY | Administrative Services %(1-2-786%8-:)7)6:-')7 *=%(348)(&9(+)8 EXPENDITURES BY DEPARTMENT ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 COMMUNICATIONS 2,039,301 2,498,045 3,611,077 1,113,032 GOVERNMENT RELATIONS 578,247 716,377 826,711 110,334 HUMAN RESOURCES 38,562,097 42,044,554 43,624,110 1,579,556 INFORMATION TECHNOLOGY 14,995,088 17,182,875 18,689,812 1,506,937 TOTAL BUDGET 56,174,733 62,441,851 66,751,710 4,309,859 119 Table of Contents JOB TITLE DIVISION SUMMARY | Administrative Services TOTAL FTE JOB TITLE TOTAL FTE ACCOUNTING OPERATIONS TECH 0.50 HUMAN RESOURCES DIRECTOR 1.00 ADA / TITLE VI COORDINATOR 1.00 HUMAN RESOURCES MANAGER 2.00 ADMINISTRATIVE ASSISTANT 2.00 HUMAN RESOURCES SUPERVISOR 1.00 APPLICATION DEVELOPMENT MGR 1.00 INFORMATION TECHNOLOGY DIR 1.00 BUSINESS INTELLIGENCE MANAGER 1.00 INTERN 0.50 CHIEF INFO SECURITY OFFICER 1.00 IT CLOUD ENGINEER/ARCHITECT 1.00 CHIEF INFORMATION OFFICER 1.00 IT COMMUNICATIONS MANAGER 1.00 CITIZEN ADVISOR 2.00 IT COMPUTER SYSTEMS ENGINEER 3.00 CITIZEN LIAISON 1.00 IT DIRECTOR APPLICATIONS/GIS 1.00 CITIZEN SERVICE SUPERVISOR 1.00 IT FINANCE MANAGER 1.00 CITIZEN SERVICES REP 2.00 IT NETWORK TECHNICIAN 1.00 COMMUNICATNS & PUB AFFAIRS DIR 1.00 IT PROJECT MANAGER 2.00 COMMUNITY INVOLVEMENT MANAGER 1.00 IT SUPPORT MANAGER 1.00 CUSTOMER SERVICE REP 1.00 IT TECHNICIAN 5.00 CUSTOMER SERVICE REP SR 1.00 IT TECHNICIAN SENIOR 3.00 DATA SCIENTIST 1.00 MANAGEMENT ANALYST 2.00 DATABASE ADMINISTRATOR 2.00 PUBLIC AFFAIRS SPECIALIST 2.00 DIGITAL MEDIA DESIGNER 1.00 PUBLIC AFFAIRS SUPERVISOR 1.00 DIVERSITY PROGRAM DIRECTOR 1.00 PUBLIC INFORMATION OFFICER 1.00 ENTERPRISE COMMUNICATIONS ENGR 5.00 RADIO ENGINEERING MANAGER 1.00 ENTERPRISE COMMUNICATIONS SPEC 3.00 RADIO SYSTMS NETWRK INTEGRATOR 3.00 ENTERPRISE PORTFOLIO MANAGER 1.00 SOFTWARE DEVELOPER/ARCHITECT 2.00 ENTERPRISE SECURITY ANALYST 1.00 SOFTWARE ENGINEER 4.00 ENTERPRISE SECURITY ENGINEER 4.00 SOFTWARE ENGINEER SENIOR 4.00 ENTERPRISE SYS ENGINEERING MGR 1.00 SYSTEMS INTEGRATOR 1.00 ENTERPRISE SYSTEMS ENGINEER 6.00 TECHNOLOGY COORDINATOR 1.00 ENTERPRISE SYSTEMS INTEG SUPV 1.00 VIDEO PRODUCTION ASSISTANT 1.00 ENTERPRISE SYSTEMS INTEGRATOR 6.00 VIDEO PRODUCTION SPECIALIST 2.00 ENTERPRISE WIRELESS ENGINEER 1.00 VIDEO PRODUCTION SUPERVISOR 1.00 GIS ANALYST 3.00 WEB & DESIGN SERVICES MANAGER 1.00 GIS MANAGER 1.00 WEB SERVICES ENGINEER 3.00 GIS TECHNICIAN 4.00 TOTAL GOVERNMENT RELATIONS COORD 1.00 GOVERNMENT RELATIONS DIRECTOR 1.00 HUMAN RESOURCES ANALYST 6.00 HUMAN RESOURCES ANALYST SR 11.00 120 133.00 Table of Contents DIVISION SUMMARY | Administrative Services STAFF SUMMARY EXPENDITURES BY FUND Percents represent FY 2023/24 Adopted EXPENDITURES BY TYPE Percents represent FY 2023/24 Adopted 121 Table of Contents DIVISION SUMMARY | Administrative Services STRATEGIC GOAL(S) DESCRIPTION The Administrative Services Division is comprised of four departments that support the city's overall mission. Communications and Citizen Service provides timely, accurate and relevant information to the public, businesses, employees and other audiences, works to foster a diverse and inclusive organization and community through employee engagement and community outreach, and coordinates public inquiries and involvement. Government Relations provides support for the city’s positions at the local, regional, State and Federal levels as well as develops and maintains relationships with other government entities. Human Resources (HR) provides recruiting, hiring, training, classification/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 Office of Communications and Citizen Services creates and coordinates communication, media relations, involvement, awareness and recognition programs; equity, diversity and inclusion initiatives; customer service and issue resolution; and video production and public meeting access and support. Government Relations provides advocacy for the city’s positions at the local, regional, State and Federal levels and supports regional efforts through membership and participation in the League of Arizona Cities and Towns, Maricopa Association of Governments, Arizona Municipal Water Users Association, and Valley Metro; and develops and maintains relationships with state and federal elected officials, neighboring cities and towns, counties, and tribal communities. HR provides recruiting, hiring, training, compensation, benefits, and other employee services. IT provides technical design, support and maintenance for a variety of systems and services needed to support city business functions and communications. FY 2022/23 ACHIEVEMENTS • • • • • • • • Launched the Hello Scottsdale and Speak Up Scottsdale mobile/online engagement tools to expand the ways in which the city connects with residents and gathers their feedback. Conducted the National Community Survey, the city’s biennial resident survey that allows residents to rate their quality of life, provide feedback on city programs and services and help Scottsdale set service priorities. Secured $3,232,000 in new federal funding for various projects within the city. Processed $1,226,744 in tribal gaming grant awards, with $315,000 awarded directly to the city. Received local and national recognition for the city's Live Life Well Program: Phoenix Business Journal's 2023 Valley's Healthiest Employer (Large Employer category - First Place), American Heart Association Workplace Health Achievement Gold Level recipient, Healthiest Arizona Worksite Program Platinum Award Recipient, Cigna's Healthy Workplace Designation - Gold Level, Healthiest 100 Workplace in America, Move-It Maricopa - Second Place Recipient. Enhanced FY 2022/23 wellness incentive program to include financial rewards to enhance employee retirement readiness. Installed fiber optic and network infrastructure for various city locations as approved by the Bond 2019 program. Onboarded a data scientist and deployed data cataloging systems to further enhance our data management programs. 122 Table of Contents DIVISION SUMMARY | Administrative Services FY 2023/24 OBJECTIVES • • • • • • • • Communications will partner with Human Resources to develop and launch a creative campaign to present Scottsdale as an employer of choice and showcase city and careers. Launch an updated public participation guidebook and train city staff to improve the effectiveness and resident experience with citywide participation and outreach programs. Develop and implement a legislative agenda that reflects the policies of the City Council, and which is designed to protect and further the interests of Scottsdale residents. Initiate workforce planning measures by conducting a thorough analysis of available workforce statistics including vacancy, turnover, recruitment challenges, and retirement eligibility data. Research and implement employee benefits and wellness programs that are cost-effective, competitive, and support attraction and retention of the city's workforce. Partner with city divisions to provide guidance and assistance in the selection and deployment of new information technology platforms to support critical city business operations. Continue to install fiber optic and network infrastructure for various city locations as approved by the Bond 2019. Sustain and enhance the growth of the mayor's city’s Data Culture vision that supports a culture of trust and communication across the organization, identifies the tools and training staff need to manage and use data, and empowers data-informed decision making and continuous improvement by creating a Citywide Data Strategy that includes formalizing data governance, creating data standards and deploying new data management tools and data literacy programs. CHARTED PERFORMANCE MEASURES Employee Retention Rate Number of web visitors per day on ScottsdaleAZ.gov Effectiveness Workload 123 Table of Contents DIVISION SUMMARY | Administrative Services STAFF SUMMARY ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 119.10 123.50 133.00 9.50 % of city's FTEs 5.04 % ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 19,540,259 22,828,349 25,956,820 3,128,471 PC Replacement Fund 1,037,589 730,342 768,170 37,828 Self Insurance Funds 35,156,575 38,366,829 39,270,582 903,753 Solid Waste Fund 8,000 8,000 8,000 0 Transportation Fund 18,800 18,800 18,800 0 Water Funds 413,510 489,531 729,338 239,807 TOTAL BUDGET 56,174,733 62,441,851 66,751,710 4,309,859 ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 15,188,180 17,372,619 19,406,346 2,033,727 Contractual Services 39,440,556 43,834,189 45,788,553 1,954,364 Commodities 327,675 285,326 298,721 13,395 Capital Outlays 1,108,203 743,717 1,052,090 308,373 79&838%034)6%8-2+&9(+)8 56,064,614 62,235,851 66,545,710 4,309,859 Operating Projects 110,119 206,000 206,000 0 TOTAL BUDGET 56,174,733 62,441,851 66,751,710 4,309,859 EXPENDITURES BY FUND EXPENDITURES BY TYPE BUDGET NOTES AND SIGNIFICANT CHANGES • See Administrative Services' Division Budget Notes and Changes on the following pages for explanations related to the changes in FY 2023/24 compared to FY 2022/23. 124 Table of Contents DIVISION SUMMARY | Administrative Services # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT 28 195 $5,863 0.10 Volunteers 2,063 7,783 $234,502 3.75 TOTAL 2,091 7,978 $240,365 3.85 VOLUNTEER HOURS SUMMARY Boards/Commissions* The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. 125 Table of Contents ADMINISTRATIVE SERVICES | Communications STRATEGIC GOAL(S) DESCRIPTION The Office of Communications and Citizen Service creates and distributes timely, accurate and relevant information to the public, businesses, employees and other audiences, works to foster a diverse and inclusive organization and community through employee engagement and community outreach, and coordinates public inquiries and involvement. SERVICES PROVIDED • The Office of Communications and Citizen Service creates and coordinates communication, media relations, involvement, awareness and recognition programs; equity, diversity and inclusion initiatives; customer service and issue resolution; and video production and public meeting access and support. FY 2022/23 ACHIEVEMENTS • • • • • • • • • Launched the Hello Scottsdale and Speak Up Scottsdale mobile/online engagement tools to expand the ways in which the city connects with residents and gathers their feedback. Conducted the National Community Survey, the city’s biennial resident survey that allows residents to rate their quality of life, provide feedback on city programs and services and help Scottsdale set service priorities. Returned the Old Town Ambassador and Scottsdale 101 programs back to in-person activity, connecting hundreds of volunteer residents and engaged citizens with the community. Completed an online reporting form for the city’s Anti-Discrimination Ordinance and continued working with the Human Relations Commission and city departments on further refinements and awareness to this important community tool. Conducted major community and employee events to celebrate and build awareness of the importance of equity, diversity and inclusion, including the Juneteenth Community Celebration and a Jazz Salute to Dr. Martin Luther King, Jr. Coordinated citywide communications, media relations and marketing in support of Scottsdale Super Season including the WM Phoenix Open at TPC Scottsdale and 40 hours of live ESPN telecasts from the Historic Old Town ESPN Main Street Tailgate. Continued connecting the community through the Scottsdale Video Network with city government, televising 122 public meetings and producing 66 original videos and 13 special events; Scottsdale’s YouTube channel earned 750 new subscribers, part of an audience that viewed city videos more than 450,000 times during the fiscal year. Made Scottsdale Video Network now available on Roku, Fire, Apple TV, Google TV, mobile phones and laptops through the free LocalBTV app. Built community awareness of veterans in Scottsdale through the Scottsdale Salutes banner recognition program, dedicating the Scottsdale Memorial for the Fallen and hosting the Scottsdale Thanks Vietnam Veterans event. FY 2023/24 OBJECTIVES • • • • Partner with the Human Resources Department to develop and launch a creative campaign to present Scottsdale as an employer of choice and showcase city and careers. Launch an updated public participation guidebook and train city staff to improve the effectiveness and resident experience with citywide participation and outreach programs. Complete a roadmap to update Scottsdale’s ADA transition plan. Oversee the capital project to upgrade the Kiva at City Hall to bring the technology up to modern capabilities, improve reliability, increase flexibility of the space, improve usability for staff and the overall experience for the public participating in meetings held in the Kiva. 126 Table of Contents STAFF SUMMARY Full-time Equivalents (FTE) ADMINISTRATIVE SERVICES | Communications ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 17.10 17.50 20.00 2.50 % of city's FTEs 0.76 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 2,039,301 2,498,045 3,611,077 1,113,032 TOTAL BUDGET 2,039,301 2,498,045 3,611,077 1,113,032 EXPENDITURES BY TYPE ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 1,776,240 1,993,276 2,690,120 696,844 Contractual Services 170,236 370,503 775,271 404,768 Commodities 91,258 134,266 141,266 7,000 Capital Outlays 1,567 0 4,420 4,420 2,039,301 2,498,045 3,611,077 1,113,032 0 0 0 0 2,039,301 2,498,045 3,611,077 1,113,032 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • The increase of 2.50 FTE is due to: 1) the addition of an ADA/Title VI Coordinator (1.00 FTE) position to focus on Americans with Disabilities compliance and reporting; 2) the addition of a Technology Coordinator (1.00 FTE) position to support the function-specific technology needs of public meetings and video programming; 3) the addition of a part-time Public Information Officer (0.50 FTE) position to assist with coordinating communication to a variety of media, print and internal and external sources on department calls, activities and events. The increase in Personnel Services is due to: 1) the addition of 2.50 FTE; 2) a FY 2023/24 pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates; and 3) one-time funding added for contract worker services to reach compliance with the Department of Justice’s requirement to develop and implement an ADA Transition Plan. The increase in Contractual Services is primarily due to: 1) the transferring of the funding for the citywide citizen engagement platform from the City Manager Division to the Communications Department in the Administrative Services Division; and 2) additional funding to enhance community engagement/partnerships. 127 Table of Contents ADMINISTRATIVE SERVICES | Communications ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 54,387 24,745 23,500 53,661 54,849 56,000 # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT The Human Relations Commission serves as an advisory body to the Mayor and City Council. The Commission supports the Office of Diversity by promoting diversity, equity, and inclusion in the community. Their primary focus is to recommend ways to encourage mutual respect and understanding among people, discourage bias and discrimination, increase cultural awareness and unity through education, and collaborate with community partners to advance diversity initiatives. 7 80 $2,422 0.04 The Veterans Advisory Commission advises the City Council on veteran programs, policies and practices and serve as a community connection point for veterans and the community where they live. 7 60 $1,814 0.03 LGBTQ (lesbian, gay, bisexual, transgender, queer/questioning) Liaison assists the city manager and the diversity and inclusion program manager on city issues, programs, and services impacting to the LGBTQ community. 1 81 $2,441 0.04 The Adopt-a-Road program is coordinated through the Citizen Service Office and provides volunteers that cleanup many miles of Scottsdale roadways. These volunteer efforts help to beautify the city while providing a money-saving service. 1,672 3,341 $100,664 1.61 The Mediation Program provides a neutral and confidential setting in which citizens of Scottsdale experiencing conflict with a neighbor can feel safe and work toward a mutual problem-solving resolution without involving civil action and the uncertainty of a judicial outcome. This service is free to citizens and facilitated by experienced volunteer mediators. 10 20 $603 0.01 PERFORMANCE MEASURES EFFICIENCY Total time viewers spent watching original videos produced by Scottsdale Video Network and distributed via YouTube. Note: This number grows as the city employs short- and long-form video as a primary means to inform and engage the public. For FY 2021/22, this number spiked due to an unusual amount of interest in an HOA education video produced in 2016, which alone accounted for nearly 20,000 additional watch hours. Major drivers of watch hours in FY 22/23 included two water videos that were pushed with paid advertising. The FY 23/24 projection indicates more predictable/expected viewership growth. (Connect the Community) WORKLOAD Number of calls received annually by the city's call center. Note: 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 how to enter work orders. While it is difficult to predict customer demand for calls from year-to-year, the increase in calls from the previous year is likely related in part to the influx of visitors to Scottsdale during Super Season 2023. (Connect the Community). VOLUNTEER HOURS BOARDS/COMMISSIONS* VOLUNTEERS 128 Table of Contents ADMINISTRATIVE SERVICES | Communications # OF VOLUNTEERS # OF HOURS VOLUNTEER HOURS FULL-TIME EQUIVALENT 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. 266 115 $3,465 0.06 The Old Town 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 Old Town area and offer guided tours of our historical Old Town. 114 4,226 $127,329 2.03 TOTAL 2,077 7,924 $238,738 3.82 VOLUNTEER HOURS BOARDS/COMMISSIONS* The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. 129 Table of Contents ADMINISTRATIVE SERVICES | Government Relations STRATEGIC GOAL(S) DESCRIPTION The Government Relations Department advocates the city’s positions at the local, regional, State and Federal levels and supports regional efforts through membership and participation in the League of Arizona Cities and Towns, Maricopa Association of Governments, Arizona Municipal Water Users Association, and Valley Metro; and develops and maintains relationships with state and federal elected officials, neighboring cities and towns, counties, and tribal communities. SERVICES PROVIDED • • • Advocates the city’s positions at the local, regional, state and federal levels. Supports regional efforts through membership and participation in the League of Arizona Cities and Towns, Maricopa Association of Governments, Arizona Municipal Water Users Association, and Valley Metro. Develops and maintains relationships with state and federal elected officials, neighboring cities and towns, counties, and tribal communities. FY 2022/23 ACHIEVEMENTS • • • Secured $3,232,000 in new federal funding for various projects within the city. Processed $1,226,744 in tribal gaming grant awards, with $315,000 awarded directly to the city. Successfully advocated for the defeat and/or neutralization of numerous bills harmful to Scottsdale’s unique character and culture, revenue sources and local decision-making authority. FY 2023/24 OBJECTIVES • Develop and implement a legislative agenda that reflects the policies of the City Council, and which is designed to protect and further the interests of Scottsdale residents. 130 Table of Contents STAFF SUMMARY Full-time Equivalents (FTE) ADMINISTRATIVE SERVICES | Government Relations ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 2.00 2.00 2.00 0.00 % of city's FTEs 0.08 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 578,247 716,377 826,711 110,334 TOTAL BUDGET 578,247 716,377 826,711 110,334 EXPENDITURES BY TYPE ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 264,929 298,322 309,162 10,840 Contractual Services 307,153 408,153 501,287 93,134 Commodities 6,165 9,902 13,902 4,000 Capital Outlays 0 0 2,360 2,360 578,247 716,377 826,711 110,334 0 0 0 0 578,247 716,377 826,711 110,334 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • The increase in Personnel Services is due to a FY 2023/24 pay for performance and market adjustment for eligible employees and an increase in healthcare rates. The increase in Contractual Services is due to funding for grant coordination and grant management services, which will include high-level professional work related to grant seeking, grant administration, and coordinating grant management activities on a citywide basis (General Fund, Enterprise Funds). 131 Table of Contents ADMINISTRATIVE SERVICES | Government Relations PERFORMANCE MEASURES ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 NA NA 150 NA NA 75% WORKLOAD Number of Bills Tracked Note: Counts the number of bills introduced at the Arizona Legislature that were tracked weekly by Government Relations. This is a new performance measure for FY 2023/24. EFFECTIVENESS Favorable Outcomes of State Legislation Note: Percent of state legislative bills impacting Scottsdale, the resolution of which had a neutral or favorable outcome to Scottsdale according to the city’s legislative agenda. This is a new performance measure for FY 2023/24. 132 Table of Contents ADMINISTRATIVE SERVICES | Human Resources STRATEGIC GOAL(S) DESCRIPTION The Human Resources 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 insurance, and wellness incentive programs. Conducts employee and management consultations, and employee relations services. Creates, updates and interprets city personnel policies, rules and regulations. Responsible for responding to local, state, and federal regulatory agencies as applicable (Equal Employment Opportunity Commission, Department of Labor, Department of Justice, etc.). Manages the citywide employee compensation and job classification program. Creates, conducts, administers and manages citywide employee training related to human resources policies and programs. Serves as Board Secretary to: Public Safety Personnel Retirement System for the Police and Fire local boards; Judicial Appointments Advisory Board and the Personnel Board. FY 2022/23 ACHIEVEMENTS • • • • Received local and national recognition for the city's Live Life Well Program: Phoenix Business Journal's 2023 Valley's Healthiest Employer (Large Employer category - First Place), American Heart Association Workplace Health Achievement Gold Level recipient, Healthiest Arizona Worksite Program Platinum Award Recipient, Cigna's Healthy Workplace Designation - Gold Level, Healthiest 100 Workplace in America, Move-It Maricopa - Second Place Recipient. Enhanced FY 2022/23 wellness incentive program to include financial rewards to enhance employee retirement readiness. Continued development and engagement of the first of its kind Fire Fighter Cancer Prevention Program (Your Call by Cigna). Added Employee Assistance Program wellness check-in's for Fire staff with onsite provider option. Improved outreach with population in targeted clinical home mailings focused on colon screenings, cardiac health, hypertension, asthma, breast cancer, smoking cessation and diabetic gaps in care. FY 2023/24 OBJECTIVES • • • Initiate workforce planning measures by conducting a thorough analysis of available workforce statistics including vacancy, turnover, recruitment challenges, and retirement eligibility data. Research and implement employee benefits and wellness programs that are cost-effective, competitive, and support attraction and retention of the City's workforce. Develop and deliver educational programs and trainings designed to enhance professional development, communication, and leadership skills. 133 Table of Contents STAFF SUMMARY Full-time Equivalents (FTE) ADMINISTRATIVE SERVICES | Human Resources ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 22.50 23.50 25.50 2.00 % of city's FTEs 0.97 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 3,405,522 3,677,725 4,353,528 675,803 Self Insurance Funds 35,156,575 38,366,829 39,270,582 903,753 TOTAL BUDGET 38,562,097 42,044,554 43,624,110 1,579,556 EXPENDITURES BY TYPE ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 2,831,199 3,175,250 3,390,853 215,603 Contractual Services 35,699,643 38,843,429 40,008,257 1,164,828 Commodities 30,709 25,000 25,000 0 Capital Outlays 546 875 200,000 199,125 38,562,097 42,044,554 43,624,110 1,579,556 0 0 0 0 38,562,097 42,044,554 43,624,110 1,579,556 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • • The increase of 2.00 FTE is due to the addition of Human Resources Analyst (2.00 FTE) positions to aid in recruitment and retention. The increase in Personnel Services is due to: 1) the addition of 2.00 FTE; and 2) a FY 2023/24 pay for performance and market adjustment for eligible employees and an increase in retirement rates. The increase in Contractual Services is primarily due to: 1) the rising costs of providing health and dental benefits to City of Scottsdale employees and families (Self Insurance Funds); and 2) one-time funding being added for professional services for a comprehensive classification and compensation study. The increase in Capital Outlays is due to adding one-time funding to cover the reconfiguration of the Human Resources offices to accommodate staffing changes within the existing space. 134 Table of Contents ADMINISTRATIVE SERVICES | Human Resources ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 86.76% 86.67% 88.00% # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT 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 candidates to become city judges and to advise the City Council about retaining city judges. For FY 2022/23 there were no JAAB meetings or reappointments. 7 0 $0 0.00 The Personnel Board hears appeals submitted by eligible city employees relating to dismissal, demotion, or suspensions; and submits its recommendations to the City Manager. In FY 2022/23 the Personnel Board had one regular meeting. 3 12 $362 0.01 The Public Safety Personnel Retirement System (PSPRS) in accordance with statutory provisions, the Local Board-Fire has the responsibility for determining eligibility for membership, retirement, disability and survivor benefits; appoint medical providers; calculate member benefits; and ensure that all benefit packets are completed prior to submitting to the PSPRS Administrative Office. There were a total of nine meetings in FY 2022/23. 2 18 $542 0.01 The Public Safety Personnel Retirement System (PSPRS) in accordance with statutory provisions, the Local Board-Police has the responsibility for determining eligibility for membership, retirement, disability and survivor benefits; appoint medical providers; calculate member benefits; and ensure that all benefit packets are completed prior to submitting to the PSPRS Administrative Office. There were a total of six meetings in FY 2022/23. 2 24 $723 0.01 TOTAL 14 54 $1,627 0.03 PERFORMANCE MEASURES EFFECTIVENESS Employee Retention Rate Note: Number of full-time employees minus the number of vacancies and the number of separation throughout the year, divided by the number of full-time employees minus vacancies at the beginning of a fiscal year. Actuals for FY 2020/21 have been restated due to a percent methodology change to most accurately reflect the employee retention rate. Formula: FTE-Vac=A A-FT Sep=B B/A=Retention Rate VOLUNTEER HOURS BOARDS/COMMISSIONS* The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as appointees, due to terms of service. 135 Table of Contents ADMINISTRATIVE SERVICES | Information Technology STRATEGIC GOAL(S) DESCRIPTION The Information Technology (IT) Department provides a dynamic, proactive technology environment that meets the city's existing and future departmental service needs through reliable secure infrastructure and applications. The department consists of four areas: IT Administration, Technology Infrastructure, Application Development, Data and Business Intelligence (BI), Geographic Information System, and IT Security. SERVICES PROVIDED • • • • • • • • Develop, maintain and support 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, enterprise backups and service/application recovery, and the underlying wired and wireless networks. Integrate the power of the Internet and social media platforms with digital video, audio, text animation and graphics to transform the way the city communicates. Comprehensive technical support for all city desktop, laptop, and tablet computers; smart phones and related peripheral devices; hardware repairs/replacements of all servers; and a help desk service with timely response to calls for service. Software engineering and technical support services including the design and engineering of custom software solutions. Deployment and support of purchased enterprise data products, management and protection of the city's data and database infrastructure, business intelligence solutions and the provision of Information Technology (IT) software training. Data maintenance services that ensure the city's Geographic Information System (GIS) applications, databases and maps are accurate and up-to-date; and 3D modeling, spatial analysis and cartographic services to other city divisions. Protect 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. Follow the Project Management methodology for technology to assist departments with technology procurements. FY 2022/23 ACHIEVEMENTS • • • • Installed fiber optic and network infrastructure for various city locations as approved by the Bond 2019 program. Onboarded a data scientist and deployed data cataloging systems to further enhance our data management programs. Deployed a modern document management system enabling digitized business processes and safe, modern storage for over eight million documents. Replaced primary and secondary unit power supply units at the city's primary datacenter with no downtime to any critical IT Infrastructure. City infrastructure is now covered with redundant power to each rack in the datacenter. This project was part of the Bond 2019 program. FY 2023/24 OBJECTIVES • Partner with city divisions to provide guidance and assistance in the selection and deployment of new information technology platforms to support critical city business operations. • Continue to install fiber optic and network infrastructure for various city locations as approved by the Bond 2019. • Sustain and enhance the growth of the mayor's city’s Data Culture vision that supports a culture of trust and communication across the organization, identifies the tools and training staff need to manage and use data, and empowers data-informed decision making and continuous improvement by creating a Citywide Data Strategy that includes formalizing data governance, creating data standards and deploying new data management tools and data literacy programs. • Formalize the Enterprise Project Management Office to align IT governance and decision-making to provide direction and oversight on IT investments, prioritization, and portfolio/program/project management to achieve expected benefits. • Fortify the city’s cybersecurity posture and enhance threat detection and response. 136 Table of Contents STAFF SUMMARY Full-time Equivalents (FTE) ADMINISTRATIVE SERVICES | Information Technology ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 77.50 80.50 85.50 5.00 % of city's FTEs 3.24 % ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 13,517,189 15,936,202 17,165,504 1,229,302 PC Replacement Fund 1,037,589 730,342 768,170 37,828 Solid Waste Fund 8,000 8,000 8,000 0 Transportation Fund 18,800 18,800 18,800 0 Water Funds 413,510 489,531 729,338 239,807 TOTAL BUDGET 14,995,088 17,182,875 18,689,812 1,506,937 EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 10,315,812 11,905,771 13,016,211 1,110,440 Contractual Services 3,263,524 4,212,104 4,503,738 291,634 Commodities 199,543 116,158 118,553 2,395 Capital Outlays 1,106,090 742,842 845,310 102,468 79&838%034)6%8-2+&9(+)8 14,884,969 16,976,875 18,483,812 1,506,937 Operating Projects 110,119 206,000 206,000 0 TOTAL BUDGET 14,995,088 17,182,875 18,689,812 1,506,937 EXPENDITURES BY TYPE BUDGET NOTES AND SIGNIFICANT CHANGES • • • • The increase of 5.00 FTE is due to: 1) the addition of Enterprise Security Engineer (2.00 FTE) positions to improve the city’s cybersecurity posture; 2) the addition of a Software Developer/Architect (1.00 FTE) position to modernize business solutions; 3) the addition of an Enterprise Portfolio Manager (1.00 FTE) position to manage the city’s information technology portfolio; and 4) the addition of an Enterprise Communications Engineer (1.00 FTE) position to support and maintain Water Resources Supervisory Control and Data Acquisition (SCADA) systems (Water Funds). The increase in Personnel Services is due to: 1) the addition of 5.00 FTE; and 2) a FY 2023/24 pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates. The increase in Contractual Services is primarily related to increased software costs due to inflation and supply chain issues. The increase in Capital Outlays is one-time funding added to provide computer equipment for the 5.00 FTE positions and a pickup truck for the Enterprise Communications Engineer position. 137 Table of Contents ADMINISTRATIVE SERVICES | Information Technology ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 4.97 4.98 4.97 Average amount of data backed up monthly from centralized electronic data storage and servers in terabytes 114.00 159.00 183.00 Number of databases supported 1,424 1,272 1,300 7,800,000 7,700,000 7,000,000 40,242 37,735 38,000 229 254 260 Graphics design projects completed 265 268 270 Number of web visitors per day on ScottsdaleAZ.gov 8,645 9,022 7,800 PERFORMANCE MEASURES 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 2022/23, 1359 surveys were completed out of 37,735 surveys sent. Note: The database count decreased because of legacy system retirement and consolidation. WORKLOAD Number of custom reports executed Note: Decrease due to the number of dynamic data tools we've deployed reducing the need for traditional reports. Number of work orders completed 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. Note: A web visit occurs each time a user accesses the city’s website on a device. We expect a decline when we convert the site and bookmarks fail for a while. 138 Table of Contents DIVISION SUMMARY | Community and Economic Development '31192-8=%2()'3231-'():)0341)28 *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 %:-%8-32     )'3231-'():)0341)28     40%22-2+%2(():)0341)287)6:-')7     8396-71%2():)287     838%0&9(+)8     139 Table of Contents .3&8-80) DIVISION SUMMARY | Community and Economic Development 838%0 *8) .3&8-80) 838%0 *8) %(1-2-786%8-:)%77-78%28  *-)0(-274)'836-  %(1-2-786%8-:)7)'6)8%6=  *-)0(-274)'836--  %-643681%-28)2%2')8)',2-'-%2  *-2%2')%2%0=787)2-36  %-6436834)6%8-327794)6:-736  +6%4,-'7()7-+2)6  %-6436834)6%8-3278)',-  +6))2&9-0(-2+463+6%11%2%+)6  %-6436834)6%8-3278)',--  -28)62  %:-%8-32(-6)'836  1%2%+)1)28%2%0=78  %:-%8-32(-6)'836%77-78%28  1%6/)8-2+():)0341)28463+1+6  %:-%8-32*-2%2') %(1-21+6  3**-')1%2%+)6  %:-%8-3240%2 3986)%','336(  30(83;21/846+1+6  &9-0(-2+-274)'8-32794)6:-736  40%2)'32():8396-71)<)'(-6  &9-0(-2+-274)'836-  40%22)6  &9-0(-2+-274)'836--  40%22)6%773'-%8)  '-:-0)2+-2))6  40%22)6)2:-6321)28%0  '-:-0)2+-2))67)2-36  40%22)646-2'-4%0  '3())2*36')1)28%77-78%28  40%22)67)2-36  '3())2*36')1)281%2%+)6  40%22-2+ ():%6)%(-6)'836  '3())2*36')1)28794)6:-736  40%22-2+ ():)034%6)%1+6  '3()-274)'836-  40%22-2+%(1-2-786%8-321+6  '3()-274)'836--  40%22-2+-274)'836  '3()-274)'836---  40%22-2+74)'-%0-78  '31192-'%8-32 3986)%','336(  40%27)<%1-2)6  ():)0341)28)2+-2))6-2+1+6  40%27)<%1-2)67)2-36  ():)0341)287)6:-')71%2%+)6  40%276):-);1%2%+)6  ():)0341)287)6:-')76)4-  78361;%8)6)2+-2))6  ():)0341)287)6:-')76)4--  78361;%8)6)2+-2))67)2-36  ():)0341)287:'7794)6:-736  78361;%8)6)2+-2))6-2+1%2%+)6  (6%-2%+)-274)'836  7869'896%0)2+-2))6  (6%-2%+)*033('3286301+6  7869'896%0)2+-2))67)2-36  )'3231-'():)0341)28(-6)'836  7978%-2%&-0-8=(-6)'836  )'3231-'():)0341)28463+1+6  7=78)17-28)+6%8-32794)6:-736  )'3231-'():)0341)2874)'  7=78)17-28)+6%836  )2:-6321)28%0430-'=1%2%+)6  8)',2303+='336(-2%836  ):)28'336(-2%836  8)0)'31430-'='336(-2%836  ):)2871%2%+)6  8396-71%2():)287(-6)'836  *-)0()2+-2))6-2+794)6:-736  8396-71():)0341)281%2%+)6  140 838%0  Table of Contents DIVISION SUMMARY | Community and Economic Development 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 141 Table of Contents DIVISION SUMMARY | Community and Economic Development 786%8)+-'+3%0 7 ()7'6-48-32 8LI'SQQYRMX]ERH)GSRSQMG(IZIPSTQIRX(MZMWMSR[SVOW[MXLGMXM^IRWXSFYMPHERHTVIWIVZI7GSXXWHEPIEWEKVIEX GSQQYRMX]F]WXMQYPEXMRKIGSRSQMGEGXMZMX]ERHF]SJJIVMRKEHMZIVWIVERKISJZEPYIEHHIHTVSKVEQWXSFYMPHVIZMXEPM^IERH WYWXEMRXLIGSQQYRMX] WYRMUYIPMJIWX]PIERHGLEVEGXIV8LIHMZMWMSRLEWJSYVHITEVXQIRXW%ZMEXMSR)GSRSQMG(IZIPSTQIRX 4PERRMRKERH(IZIPSTQIRX7IVZMGIWERH8SYVMWQERH)ZIRXW 7)6:-')7463:-()( • • • • • • • )RWYVIWXLIGSQQYRMX]ZMWMSRMWGSRWMHIVIHJSVEPPTVSTSWEPWXS'MX]'SYRGMP4PERRMRK'SQQMWWMSRERH(IZIPSTQIRX 6IZMI[&SEVH 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%HSTXIH-RXIVREXMSREP'SHI'SYRGMPJEQMP]SJFYMPHMRKGSHIWMRGPYHMRKXLIWXEXI’WJMVWXQERHEXSV]-RXIVREXMSREP+VIIR 'SRWXVYGXMSR'SHI -K''  *=3&.)'8-:)7 • • -QTPIQIRXXLI-RXIVREXMSREP'SHI'SYRGMP*EQMP]SJ&YMPHMRK'SHIWMRGPYHMRKXLIXVEMRMRKSJWXEJJSRXLIRI[ QERHEXSV]+VIIR'SRWXVYGXMSR'SHIVIUYMVIQIRXW 'SQTPIXIXLIGMX]’WJMVWX7YWXEMREFMPMX]4PERJSVFSXLXLIGSQQYRMX]ERHGMX]STIVEXMSRW 142 Table of Contents DIVISION SUMMARY | Community and Economic Development ',%68)(4)6*361%2')1)%796)7 %RRYEPEMVGVEJXSTIVEXMSRWTIVJSVQIHYRHIV -RWXVYQIRX*PMKLX6YPIW -*6 8SXEPRYQFIVSJFYWMRIWWVIXIRXMSRERH I\TERWMSR &6) SYXVIEGLIWGSRHYGXIH )RKMRIIVMRK&YMPHMRK7XSVQ[EXIV4PERRMRKERH *MVIGSRWXVYGXMSRTPERWGSQTPIXIH[MXLMR GEPIRHEVHE]W )JJIGXMZIRIWW ;SVOPSEH )JJMGMIRG] 8LVSYKLFIHXE\IZIRXJYRHMRKTVSKVEQ KIRIVEXIHMVIGXVIKMSREPREXMSREPSVMRXIVREXMSREP EHZIVXMWMRKQEVOIXMRKZEPYI MRQMPPMSRW )JJIGXMZIRIWW 143 Table of Contents DIVISION SUMMARY | Community and Economic Development STAFF SUMMARY ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 144.98 146.17 152.92 6.75 % of city's FTEs 5.79 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Aviation Fund 2,770,599 3,145,716 3,315,174 169,458 General Fund 26,263,084 26,080,389 26,455,848 375,459 97,493 2,982,000 719,220 -2,262,780 Tourism Development Fund 15,620,378 18,275,534 22,011,914 3,736,380 TOTAL BUDGET 44,751,554 50,483,639 52,502,156 2,018,517 ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 15,765,357 19,479,208 19,124,720 -354,488 Contractual Services 28,619,986 27,161,075 32,056,359 4,895,284 Commodities 227,425 353,517 182,902 -170,615 Capital Outlays 126,610 593,839 898,175 304,336 44,739,378 47,587,639 52,262,156 4,674,517 12,176 2,896,000 240,000 -2,656,000 44,751,554 50,483,639 52,502,156 2,018,517 Special Programs Fund EXPENDITURES BY TYPE SUBTOTAL OPERATING BUDGET Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • See Community and Economic Development's Division Budget Notes and Significant Changes on the following pages for explanations related to the changes in FY 2023/24 compared to FY 2022/23. # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS Boards/Commissions* 69 3,290 $99,144 1.59 Volunteers 1 150 $4,520 0.07 TOTAL 70 3,440 $103,664 1.66 VOLUNTEER HOURS SUMMARY FULL-TIME EQUIVALENT The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served a appointees, due to terms of service. 144 Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Aviation 786%8)+-'+3%0 7 ()7'6-48-32 8LI%ZMEXMSR(ITEVXQIRXMWGSQTVMWIHSJX[SQENSVTVSKVEQW%MVTSVX3TIVEXMSRWERH%HQMRMWXVEXMSR%MVTSVX3TIVEXMSRWMW VIWTSRWMFPIJSVXLIHE]XSHE]STIVEXMSRWWEJIX]WIGYVMX]ERHQEMRXIRERGISJXLI7GSXXWHEPI%MVTSVX8LI%HQMRMWXVEXMSR TVSKVEQGEVVMIWSYXXLIJMRERGMEPFYWMRIWWVIPEXMSRWEIVSREYXMGEPFYWMRIWWTIVQMXXMRKGETMXEPTVSNIGXTPERRMRKQEVOIXMRKERH GSQQYRMX]SYXVIEGLJYRGXMSRWJSVXLI%ZMEXMSR)RXIVTVMWI*YRH8LI%ZMEXMSR(ITEVXQIRXVIGIMZIWKVERXWJVSQXLI*IHIVEP %ZMEXMSR%HQMRMWXVEXMSR *%% %WQERHEXIHF]*%%KVERXEWWYVERGI2S %MVTSVX6IZIRYIW EPPVIZIRYIWKIRIVEXIHEXXLI EMVTSVXERHER]PSGEPXE\IWSREZMEXMSRJYIPGERSRP]FIYWIHJSVSTIVEXMRKSVGETMXEPGSWXWSJXLIEMVTSVX 7)6:-')7463:-()( • 8LI%ZMEXMSR(ITEVXQIRXTVSZMHIWEWEJIWIGYVIERHIJJMGMIRXSTIVEXMRKIRZMVSRQIRXJSVXLIEMVTSVXYWIVWERHXIRERXW *=%',-):)1)287 • • • •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• • •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able of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) COMMUNITY AND ECONOMIC DEVELOPMENT | Aviation %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 %ZMEXMSR*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • •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able of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Aviation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able of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Economic Development 786%8)+-'+3%0 7 ()7'6-48-32 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TVSNIGXWTVMQEVMP]MR3PH8S[R7GSXXWHEPIPIEHMRKYTXS7YTIV&S[P0:--ERH7GSXXWHEPI7YTIV7IEWSRJVSQVITEZMRKEPPI]W XSRI[%(%VEQTWXSQENSVMQTVSZIQIRXWMRXLI)RXIVXEMRQIRX(MWXVMGXXSETMPSXVIG]GPMRKTVSKVEQEQSRKEJI[TVSNIGXW %WWMWXIHMRXLIGVIEXMSRSJ“7GSXXWHEPI7YTIV7IEWSR” FVERHMRKXLVSYKLXLIGMX]’WHIWXMREXMSRQEVOIXMRKTEVXRIVXLEX VIWYPXIHMREREHZIVXMWMRKGEQTEMKRXEVKIXIHXSZMWMXSVWERHVIWMHIRXWWLS[GEWMRK7GSXXWHEPI’WQIKEIZIRXWLIPH.ERYEV] XLVSYKL1EVGL8LI,MWXSVMG3PH8S[R1EMR7XVIIX8EMPKEXIIZIRXPERHMRKTEKIKIRIVEXIHTEKIZMI[W8LVSYKL TEMHEHZIVXMWMRKIJJSVXW,MWXSVMG3PH8S[R1EMR7XVIIX8EMPKEXIEHWKIRIVEXIHMQTVIWWMSRW %TTPMIHJSVERH[EWKVERXIHQIQFIVWLMTXSXLI3VKERM^EXMSRSJ;SVPH,IVMXEKI'MXMIW7GSXXWHEPI’WQIQFIVWLMTMWEQSRK ERIPMXIKVSYTSJQSVIXLERGMXMIWJVSQEVSYRHXLI[SVPHXLEXEVILSQIXS92)7'3;SVPH,IVMXEKIWMXIW;MXLXLMW EGGITXERGIXLISVKERM^EXMSRVIGSKRM^IW7GSXXWHEPIEWXLIPSGEXMSRSJ*VERO0PS]H;VMKLX’WHIWIVXLSQIERHPEFSVEXSV] 8EPMIWMR;IWXERH[IPGSQIWXLIGMX]EWEREGXMZITEVXMGMTERXMRMRXIVREXMSREPIJJSVXWXSTVSXIGXERHTVIWIVZIXLILIVMXEKI SJQEROMRH 156 Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Tourism and Events *=3&.)'8-:)7 • • • • • &IKMRMQTPIQIRXMRKXLIRI[JMZI]IEV8SYVMWQERH)ZIRXW7XVEXIKMG4PERMRGSPPEFSVEXMSR[MXLGMX]HITEVXQIRXWERHXLI GMX] W(IWXMREXMSR1EVOIXMRK3VKERM^EXMSR )\TIVMIRGI7GSXXWHEPI  'SPPEFSVEXI[MXLXLI4LSIRM\0SGEP3VKERM^MRK'SQQMXXIIXSTVSZMHI7GSXXWHEPIFEWIHIZIRXPSGEXMSRWERHSTTSVXYRMXMIW JSVXLI2'%%1IR’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able of Contents COMMUNITY AND ECONOMIC DEVELOPMENT | Tourism and Events 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) 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Table of Contents FY 2023/24 Adopted Budget 160 Table of Contents DIVISION SUMMARY | Community Services '31192-8=7)6:-')7 *=%(348)(&9(+)8 %'89%0  %(348)(  %(348)(  ',%2+)  83 ,91%27)6:-')7     0-&6%6=7=78)17     4%6/7 6)'6)%8-32     40%22-2+%2(&97-2)7734)6%8-327     46)7)6:)1%2%+)1)28     ;)78;360(     838%0&9(+)8     )<4)2(-896)7&=()4%681)28 161 Table of Contents .3&8-80) DIVISION SUMMARY | Community Services 838%0 *8) .3&8-80) 838%0 *8) %''392874)'-%0-78-  0%2(036(0-%-732  %''392874)'-%0-78---  0-&6%6-%2-  %(1-2-786%8-:)%77-78%28794:  0-&6%6-%2--  %(1-2-786%8-:)7)'6)8%6=  0-&6%6-%2---  &97-2)77 %2%0=8-'71%2%+)6  0-&6%6-%2-:  '317:'7&97-2)773471%2%+)6  0-&6%6=%-()  '31192-'%8-32774)'-%0-78  0-&6%6=%77-78%28  '31192-'%8-327794)6:-736  0-&6%6='396-)6  '31192-8=%77-78%2')1%2%+)6  0-&6%6=1%2%+)6  '31192-8=+6%28774)'-%0-78  0-&6%6=132-836  '31192-8=7)6:-')71%2%+)6  0-&6%6=4%+)  '31192-8=7)6:-')7794)6:-736  0-&6%6=794)6:-736  '31192-8=7:'7%(1-2-786%836  0-*)+9%6(,)%(%59%8-'7  '31192-8=7:'734)6%8-327794:  0-*)+9%6(-27869'836  '3286%'87'336(-2%836  1%-288)',%59%8-'7*3928%-27  '97831)67)6:-')6)4  1%-28)2%2')*36)1%2'(0  '97831)67)6:-')6)476  1%-28)2%2')794:%59%8-'7  *%1-0=7)0*79**-'-)2'=74)'  1%-28)2%2')8)',%59%8-'7  *6')%60=0)%62-2+74)'-%0-78  1%-28)2%2')8)',6%-063%(347  *6',917:'774)'-%0-78  1%-28)2%2')8)',743687*-)0(7  *6'794)6:-736  1%-28)2%2')8)',2-'-%2  +6%287%''3928%28  1%-28)2%2');36/)6-  +6%4,-'7()7-+2)6  1%-28)2%2');36/)6--  ,397-2+6),%&74)'-%0-78  1%-28)2%2');36/)6--'(0  ,397-2+74)'-%0-78-  1%-28)2%2');36/)6---'(0  ,397-2+74)'-%0-78--  1%2%+)1)28%2%0=78  ,397-2+794)6:-736  2%896%06)7396')7794)6:-736  ,91%27)6:-')7'%7);36/)6  3''94%2'=74)'-%0-78  ,91%27)6:-')7')28)6794:  3**-')1%2%+)6  ,91%27)6:-')7()48(-6)'836  4%6/7 6)'6)%8-32()48(-6  ,91%27)6:-')71%2%+)6  4%6/7 6)'6)%8-321%2%+)6  ,91%27)6:-')76)46)7)28%8-:)  4%6/71%-28)2%2')*36)1%2  -28)62  4)67322)074)'-%0-78  -66-+%8-327=78)1774)'-%0-78  43301%2%+)6  -66-+%8-327=78)17794)6:-736  43301%2%+)6%77-78%28  -66-+%8-328)',2-'-%2  6%-063%('6);',-)*  162 Table of Contents .3&8-80) DIVISION SUMMARY | Community Services 838%0 *8) 6)'6)%8-320)%()6-  6)'6)%8-320)%()6--  6)'6)%8-320)%()67)2-36  7%*)8= 86%-2-2+'336(-2%836  78%(-91347 ):)287794:  7=78)17-28)+6%8-32794)6:-736  7=78)17-28)+6%836  7=78)17-28)+6%8367)2-36  8)',2303+='336(-2%836  :-()3463(9'8-32%77-78%28  :30928))6'336(-2%836  ;)78;360(%778+)2)6%01%2%+)6  ;)78;360(&97-2)771%2%+)6  ;)78;360('97831)67)6:-')6)4  ;)78;360((-6)'836  ;)78;360():)287'336(-2%836  ;)78;360(*%'-0-8-)71%2%+)6  ;)78;360(+)2)6%01%2%+)6  ;)78;360(-28)62  ;)78;360(1%-28;6/6-'(0  ;)78;360(1%-28;6/6--'(0  ;)78;360(1%-28)2%2');36/)6  838%0  163 Table of Contents DIVISION SUMMARY | Community Services 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 164 Table of Contents DIVISION SUMMARY | Community Services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• • • • • •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able of Contents DIVISION SUMMARY | Community Services *=%',-):)1)287 • ,SWXIHRYQIVSYWTSTYPEVIZIRXWEX1G'SVQMGO7XMPPQER6EMPVSEH4EVOMRGPYHMRKXLVII[IIOWSJ7TSSOXVEGOYPEJMZI [IIOWSJ,SPMHE]0MKLXW7PMHIXLI6EMPW6EMP*EMV:IXIVER’W(E])\GPYWMZIP]0MXXPI8IRXWF]XLI8VEGOWRMRI[IIOWSJJVII WYQQIVGSRGIVXWERHERI[*SYVXLSJ.YP]IZIRX6IH;LMXIERH'LSS'LSS • 'SPPEFSVEXIH[MXLMRXIVREPERHI\XIVREPGMX]GYWXSQIVWXSMQTPIQIRXPERHPSVHHMVIGXHITSWMXJSVXLI'SQQYRMX]%WWMWXERGI 3JJMGITVSZMHMRKXLIQ[MXLXLIEFMPMX]XSHMVIGXHITSWMXQSRXLP]VIRXGLIGOWMRXSPERHPSVHEGGSYRXWEWSTTSWIHXSQEMPMRK TETIVGLIGOW • ;SVOIH[MXLSXLIVHITEVXQIRXWERHPSGEPQIHMEJSVSYXVIEGLERHQIHMETMXGLIWVIWYPXMRKMRSZIVWXSVMIWLMKLPMKLXMRK 7GSXXWHEPIERH'SQQYRMX]7IVZMGIWTVSKVEQWWIVZMGIWERHIZIRXW • 'SPPEFSVEXIH[MXLXLI-RJSVQEXMSR8IGLRSPSK]ERH*EGMPMXMIWHITEVXQIRXWXSMRWXEPPPMFVEV],SPH-80SGOIVWEX+VERMXI6IIJ 7IRMSV'IRXIVXLEXSJJIVTEXVSRWXLIGSRZIRMIRGISJVIWIVZMRKXLIMVPMFVEV]FSSOWVIQSXIP]ERHTMGOMRKXLIQYTEJXIVLSYVW WEZMRKXLIQWIPZIWEXVMTXSXLI0MFVEV] • ,IPTIHXLI4EMYXI2IMKLFSVLSSH'IRXIVFIGSQIERSJJMGMEPP]VIGSKRM^IHWEXIPPMXIJSSHTERXV]MRGSPPEFSVEXMSR[MXL:MWXEHIP 'EQMRSERHXLVSYKLXLITEVXRIVWLMT[MXL7X1EV]’W*SSH&ERO8LMWMRXYVRHSYFPIHSYVJSSHHMWXVMFYXMSRMR*= • 'SQTPIXIHXLVII+VIIR,SYWMRKVILEFMPMXEXMSRWVSSJVITEMVERHVITPEGIQIRXWERHIQIVKIRG]VITEMVW • 7IVZIHETTVS\MQEXIP]MRHMZMHYEPWERHJEQMPMIWXLVSYKL7GSXXWHEPI'EVIW7641-'ERH'SQQYRMX](IZIPSTQIRX &PSGO+VERX • (MWXVMFYXIHSZIVQMPPMSRMRVIRXEPEWWMWXERGIXSLSYWILSPHWERHSZIV/MRYXMPMX]EWWMWXERGIXSLSYWILSPHW XLVSYKLZEVMSYWJYRHMRKWSYVGIWSJXLI:MWXEHIP'EQMRS W'SQQYRMX]%WWMWXERGI4VSKVEQ • 4VSZMHIHWLIPXIVJSVMRHMZMHYEPWI\TIVMIRGMRKLSQIPIWWRIWWXLVSYKLXLI*=&VMHKI,SYWMRK4VSKVEQ4VSZMHIH HE]PEFSVXSTEVXMGMTERXWI\TIVMIRGMRKLSQIPIWWRIWW[MXLETTVS\MQEXIP]TEVXMGMTERXWLEZMRKJSYRHWXEFPILSYWMRK XLVSYKLXLI7GSXXWHEPI;SVOW4VSKVEQ%WWMWXIHMRHMZMHYEPWI\TIVMIRGMRKLSQIPIWWRIWW[MXLLEZMRKJSYRHWXEFPI LSYWMRKXLVSYKLXLI(E]6IPMIJ'IRXIV • *SPPS[IHKYMHIPMRIWJVSQXLI7GSXXWHEPI’W(VSYKLX1EREKIQIRX4PERGSRZIVXIHWUYEVIJIIXSJTEWWMZIRSR VIGVIEXMSREPXYVJXS\IVMWGETIEXX[STEVOPSGEXMSRW[LMGL[MPPWEZIQSVIXLERKEPPSRWSJ[EXIVERRYEPP] • 1SZIHJSV[EVHZSXIVETTVSZIH&SRHTVSNIGXWMRGPYHMRKXLIGSQTPIXMSRSJVIRSZEXMSRWEX7GSXXWHEPI'MZMG'IRXIVERH GSRWXVYGXMSRSRXLIRI[6IEXE7TSVXW'SQTPI\ERH-RHMER&IRH;EWL0EOIWERHMVVMKEXMSRTVSNIGXW • ,SWXIHTVIQMIVWTSVXMRKIZIRXWEX7GSXXWHEPI7XEHMYQMRGPYHMRK7ER*VERGMWGS+MERXW7TVMRK8VEMRMRKXLI4EG 'SRJIVIRGI&EWIFEPP8SYVREQIRXERHXLI7EZERREL&EREREW;SVPH8SYV3ZIVIZIRXW[IVIEPWSLIPHEXXLIZIRYI W IZIRXWTEGIWMRGPYHMRKFERUYIXWXVEHIWLS[WERHGSRJIVIRGIW • ']GPIHSYXEKMRKVIGVIEXMSRMRJVEWXVYGXYVIF]VITPEGMRKXLVIITEVOTPE]KVSYRHW MRGPYHMRKERI[JYPP]MRGPYWMZITPE]KVSYRHEX 8LSQTWSR4IEO4EVO VIWYVJEGMRKXIRWTSVXGSYVXWERHVITPIRMWLMRKIRKMRIIVIH[SSHJMFIVTPE]WYVJEGIWEXRMRIWMXIW • 'SRXMRYIHXSVIHYGIMRZEWMZIKVEWWIW[MXLMRXLI4VIWIVZIF]XVIEXMRKSZIVEGVIWSJFYJJIPKVEWWERHJSYRXEMRKVEWW[MXL XLIEWWMWXERGISJEKVERXJVSQXLI%>(ITEVXQIRXSJ*SVIWXV]ERH*MVI1EREKIQIRX • 'SRHYGXIHZIKIXEXMSRJYIPVIHYGXMSRTVSNIGXWSRETTVS\MQEXIP]EGVIWSJPERHWXVEXIKMGEPP]PSGEXIHEVSYRHXLIIHKIWSJ XLI4VIWIVZIXSVIHYGIXLIVMWOSJ[MPHPERHJMVI • -QTPIQIRXIHEWXEJJIUYMRIEVIREGIVXMJMGEXMSRTVSKVEQXSWYTTSVXIUYIWXVMERIZIRXWXLIJMVWXXVEMRMRK[EWLIPHMR%YKYWX  *=3&.)'8-:)7 • • • • • • • • • • 'VIEXIERI[IZIRX“2SSR=IEV’W)ZI”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“0IEVRXS7[MQ” TVSKVEQQMRKXLVSYKLSYXXLI]IEV 'SRWIVZI[EXIVXLVSYKLMVVMKEXMSRXIGLRSPSK]IRLERGIQIRXWERHSRIXYVJXS\IVMWGETIGSRZIVWMSR 'SQTPIXI-RHMER7GLSSP4EVOQEWXIVTPER )WXEFPMWLEXLVII]IEVWXVEXIKMGTPERJSV;IWX;SVPH 166 Table of Contents DIVISION SUMMARY | Community Services ',%68)(4)6*361%2')1)%796)7 )QEXIVMEPGMVGYPEXMSR 4VSZMHIEGGIWWXSXLI4VIWIVZI RYQFIVSJ ERRYEPRI[ERHVITIEXZMWMXW 2YQFIVSJWTIGMEPIZIRXYWIHE]WEX;IWX;SVPH ;SVOPSEH ;SVOPSEH ;SVOPSEH 78%**7911%6= %'89%0  %(348)(  %(348)(  ',%2+)  83 *YPPXMQI)UYMZEPIRXW *8)     SJGMX] W*8)W  %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     +VERX*YRHW     7TIGMEP4VSKVEQW*YRH     7XEHMYQ*EGMPMX]*YRH     8VERWTSVXEXMSR*YRH     838%0&9(+)8     %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 )<4)2(-896)7&=*92( )<4)2(-896)7&=8=4) 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 167 Table of Contents DIVISION SUMMARY | Community Services &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • • •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’WTYFPMG JVSRXHIWO XLIEHHMXMSRSJE6IGVIEXMSR0IEHIV-- *8) TSWMXMSRXSWYTTSVXSTIVEXMSRWEXEPPPIZIPWEX7GSXXWHEPI 7XEHMYQERH-RHMER7GLSSP4EVO XLIEHHMXMSRSJE:MHIS4VSHYGXMSR%WWMWXERX *8) XSWYTTSVXXLIHMZMWMSR’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able of Contents DIVISION SUMMARY | Community Services :30928))6,39677911%6= 3* :30928))67 3* ,3967 :%09)3* :30928))6 ,3967 *9008-1) )59-:%0)28     Volunteers     838%0     Boards/Commissions* 8LIZEPYISJZSPYRXIIVLSYVWGEPGYPEXIHEXERLSYVP]VEXISJ 7SYVGI-RHITIRHIRX7IGXSVSVKEWSJ.YRI  8LIRYQFIVSJZSPYRXIIVWSR&SEVHW'SQQMWWMSRWVIJPIGXWETTSMRXIHWIEXWFYXQSVIGMXM^IRWQE]LEZIEGXYEPP]WIVZIHEW ETTSMRXIIWHYIXSXIVQWSJWIVZMGI 169 Table of Contents COMMUNITY SERVICES | Community Services Planning and Business Operations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• • • • • • *=%',-):)1)287 ,SWXIHRYQIVSYWTSTYPEVIZIRXWEX1G'SVQMGO7XMPPQER6EMPVSEH4EVOMRGPYHMRKXLVII[IIOWSJ7TSSOXVEGOYPEJMZI [IIOWSJ,SPMHE]0MKLXW7PMHIXLI6EMPW6EMP*EMV:IXIVER’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’WVIWIVZEFPIVEQEHEWXSXIR • • • • • • *=3&.)'8-:)7 • • 'VIEXIERI[IZIRX“2SSR=IEV’W)ZI” EX1G'SVQMGO7XMPPQER6EMPVSEH4EVOSR(IGIQFIVXSJIEXYVIEFEPPHVSTEX RSSR ERHWRS[TPE] 3JJIVERMRHITXLLMWXSV]PIWWSRSJ1G'SVQMGO7XMPPQER6EMPVSEH4EVOERH1IVGM8VEMR'EVXSJYVXLIVZMWMXSVW ORS[PIHKI EFSYXVEMPVSEHWERHXVEMRWXLVSYKLLMWXSVMGEPI\TIVMIRGI 170 Table of Contents COMMUNITY SERVICES | Community Services Planning and Business Operations *=3&.)'8-:)7 • • • Upgrade ACTIVENet credit card terminals to provide touchless processing capabilities. Create a video production strategy to improve storytelling across Community Services division. Optimize Scottsdale Life magazine to improve engagement and cost effectiveness. 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     7TIGMEP4VSKVEQW*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • 8LIRIXHIGVIEWISJ*8)MWHYIXS XLIEHHMXMSRSJETEVXXMQI'SQQYRMGEXMSRW7TIGMEPMWX *8) XSEWWMWX[MXL MQTVSZMRKQEVOIXMRKERHGSQQYRMGEXMSREFSYXTVSKVEQWWIVZMGIWTVMSVMXMIWGMX]TVSNIGXWERHTEVOTSPMGMIW XLI EHHMXMSRSJE:MHIS4VSHYGXMSR%WWMWXERX *8) XSWYTTSVXXLIHMZMWMSR WQEVOIXMRKGSQQYRMGEXMSRGEQTEMKR XVERWJIVVMRKEZEGERX4VIWIVZI4VSKVEQ(MVIGXSVJSV7TIGMEP4VSNIGXW *8) TSWMXMSRXSXLI'MX]1EREKIV(MZMWMSRXSFI VIGPEWWMJMIHXSER%WWMWXERX'MX]1EREKIVTSWMXMSR[LMGL[MPPTVSZMHIJSVWYGGIWWMSRTPERRMRK4 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• • • • • • +VERMXI6IIJERH:ME0MRHE7IRMSV'IRXIVWTVSZMHIWIRMSVW[MXLWSGMEPM^EXMSRSTTSVXYRMXMIWZMVXYEPERHMRTIVWSR VIGVIEXMSRJSSHMRWIGYVMX]ERHRYXVMXMSRTVSKVEQWIQIVKIRG]JMRERGMEPEWWMWXERGIWIRMSVERHHMWEFMPMX]IPMKMFMPMX] EWWMWXERGIERHLIEPXLERH[IPPRIWWWIVZMGIW 4EMYXI2IMKLFSVLSSH'IRXIVERH:MWXEHIP'EQMRSWYTTSVXXLIcMX] WPS[IVMRGSQIERHGYPXYVEPP]HMZIVWIRIMKLFSVLSSHW 4EMYXISJJIVWIEVP]GLMPHLSSHHIZIPSTQIRXTVSKVEQWEPSRK[MXLWYTTSVXMZIWSGMEPWIVZMGIW:MWXESJJIVWIQTPS]QIRX 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able of Contents COMMUNITY SERVICES | Human Services *=%',-):)1)287 • 4VSZMHIHWLIPXIVJSVMRHMZMHYEPWI\TIVMIRGMRKLSQIPIWWRIWWXLVSYKLXLI*=&VMHKI,SYWMRK4VSKVEQ 4VSZMHIHHE]PEFSVXSTEVXMGMTERXWI\TIVMIRGMRKLSQIPIWWRIWW[MXLETTVS\MQEXIP]TEVXMGMTERXWLEZMRKJSYRHWXEFPI LSYWMRKXLVSYKLXLI7GSXXWHEPI;SVOW4VSKVEQ%WWMWXIHMRHMZMHYEPWI\TIVMIRGMRKLSQIPIWWRIWW[MXLLEZMRK JSYRHWXEFPILSYWMRKXLVSYKLXLI(E]6IPMIJ'IRXIV *=3&.)'8-:)7 • • • • • • •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percentSVQSVIGSWXFYVHIRIHXLVSYKL XLI 'SQQYRMX]%WWMWXERGI3JJMGI 173 Table of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) COMMUNITY SERVICES | Human Services %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     +VERX*YRHW     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-QTPIQIRXIHEWXEJJIUYMRIEVIREGIVXMJMGEXMSRTVSKVEQXSWYTTSVXIUYIWXVMERIZIRXWXLIJMVWXXVEMRMRK[EWLIPHMR%YKYWX  ,MVIHGSRWYPXERXXSMRGSVTSVEXIERI[;IWX;SVPH1EWXIV4PER 7XEVXIHERIKSXMEXMSR[MXLXLI2EXMSREP6IMRIH'S[,SVWI%WWSGMEXMSRJSVERI[EKVIIQIRX • • • • )WXEFPMWLEXLVII]IEVWXVEXIKMGTPERJSV;IWX;SVPH 'SQTPIXIGSRWXVYGXMSRSJJSYVTIVQERIRXLSVWIFEVRWEX;IWX;SVPH )WXEFPMWLEWTSRWSVWLMTTVSKVEQEX;IWX;SVPH 2IKSXMEXIEGSRXVEGX[MXL2EXMSREP6IMRIH'S[,SVWI%WWSGMEXMSR • *=3&.)'8-:)7 188 Table of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) COMMUNITY SERVICES | WestWorld %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH         838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 7TIGMEP4VSKVEQW*YRH 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • • •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able of Contents COMMUNITY SERVICES | WestWorld %'89%0  %'89%0  463.)'8)(  2YQFIVSJIUYIWXVMERYWIHE]WEX;IWX;SVPH    2YQFIVSJHE]W[MXLX[SSVQSVIIZIRXWEX;IWX;SVPH       4)6*361%2')1)%796)7 )**)'8-:)2)77 ;36/03%( 2YQFIVSJWTIGMEPIZIRXYWIHE]WEX;IWX;SVPH 190 Table of Contents DIVISION SUMMARY | Public Safety - Fire 49&0-'7%*)8=*-6) *=%(348)(&9(+)8 EXPENDITURES BY DEPARTMENT ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 OFFICE OF THE FIRE CHIEF 2,354,110 2,295,873 2,925,248 629,375 EMERGENCY SERVICES 50,431,984 52,221,895 54,636,425 2,414,530 PROFESSIONAL SERVICES 5,859,376 5,954,957 6,347,596 392,639 PREVENTION SERVICES 1,915,642 2,166,485 2,176,179 9,694 TOTAL BUDGET 60,561,112 62,639,210 66,085,448 3,446,238 191 Table of Contents JOB TITLE TOTAL FTE ADMINISTRATIVE SECRETARY 4.00 EMERGENCY MANAGEMENT COORD 1.50 EMERGENCY MANAGER 1.00 EMS PERFORM IMPROVEMENT COORD 1.00 EQUIPMENT COORD/RADIO TECH 3.00 FACILITIES MANAGEMENT COORD 1.00 FIRE BATTALION CHIEF (56) - (SWORN) 6.00 FIRE CAPTAIN (56) - (SWORN) 76.00 FIRE CAPTAIN DAY ASSIGNMENT - (SWORN) 3.00 FIRE CHIEF - (SWORN) 1.00 FIRE CHIEF ASSISTANT - (SWORN) 3.00 FIRE CHIEF DEPUTY (40) - (SWORN) 5.00 FIRE CHIEF DEPUTY (56) - (SWORN) 3.00 FIRE ENGINEER (56) - (SWORN) 72.00 FIRE FINANCE MANAGER 1.00 FIRE INSPECTOR 5.00 FIRE MARSHAL 1.00 FIRE MARSHAL DEPUTY (56) - (SWORN) 1.00 FIRE SAFETY FIT & WELL COORD 1.00 FIRE SYSTEMS ANALYST 1.00 FIREFIGHTER (56) - (SWORN) 122.00 MANAGEMENT ANALYST 1.00 OFFICE MANAGER 1.00 PERSONNEL SPECIALIST 1.00 PLANS EXAMINER SENIOR 3.00 PUBLIC INFORMATION OFFICER 1.00 SYSTEMS INTEGRATOR 2.00 TOTAL 192 321.50 DIVISION SUMMARY | Public Safety - Fire Table of Contents DIVISION SUMMARY | Public Safety - Fire STAFF SUMMARY EXPENDITURES BY FUND Percents represent FY 2023/24 Adopted EXPENDITURES BY TYPE Percents represent FY 2023/24 Adopted 193 Table of Contents DIVISION SUMMARY | Public Safety - Fire STRATEGIC GOAL(S) DESCRIPTION The Scottsdale Public Safety - Fire Division reduces the incidence and severity of emergencies through timely, skilled and compassionate service. The division responds to all hazards including fire, emergency medical, chemical, biological, nuclear and radiologic, wildland and technical rescue incidents. The division 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 division 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 • • • • Provides advanced life support medical care, structural fire suppression, wildland fire pre-planning and suppression, fire prevention and inspection, wildland fire pre-planning and suppression, hazardous materials mitigation, airport protection/rescue, and technical search and rescue operations directly to Scottsdale residents and visitors. Trains residents and businesses in emergency preparedness through the "Firewise" program. Provides the required training to maintain medical certifications and firefighting skills, maintains the resource management inventory, and delivers outreach programs and overall community safety messages to residents of Scottsdale. Conducts new construction plan reviews and inspections, fire safety occupancy inspections and cause of fire investigations. FY 2022/23 ACHIEVEMENTS • • • • Cleared 14 miles of roadway right of way, treated 100 acres with mechanical chainsaw and chipping, administered 155 acres outside the Preserve and 418 acres of land inside the Preserve with pre-emergent chemical treatment. This was conducted via a $370,000 grant for reduction of high risk wildland fuels. Oversaw the safety of two major events, the Super Bowl and the WM Phoenix Open with an estimated 1.5 million visitors. Both events occurred without incident. Planned, managed, and responded to record setting crowds at some of Scottsdale’s premier events including the Barrett Jackson Automobile Auction and the WM Phoenix Open. As a public safety partner Scottsdale Fire teamed with city and regional partners to provide a safe enjoyable experience to the attendees during a valley sponsored Super Bowl year. Recorded the highest number of fire plans reviewed since 2008, due in part to unprecedented construction activity. FY 2023/24 OBJECTIVES • • • • Plan and prepare for the attrition of senior personnel with a focus on attribute replacement (Hazardous Materials, Technical Rescue Team, Aircraft Rescue Fire Fighter, and Paramedics). Further the professional development of ranked personnel (Engineer, Captain, and Chief Officer). All while assuming minimal use of overtime by daily staff field personnel. Continue to assure Capital and Bond project progress to meet citizen needs. Implement new programs and practices aimed at reducing carcinogenic exposures and decreasing employee injuries. Improve responsiveness to meet the changes in landscape and population within the city to ensure challenges are met from an all-hazards approach. Create Threat Vulnerability Assessment priority list of critical city infrastructure and provide comprehensive assessments from that list. Continue representation to the ACTIC, East Valley Fusion Center and city vulnerability teams. 194 Table of Contents DIVISION SUMMARY | Public Safety - Fire CHARTED PERFORMANCE MEASURES Average travel time to emergency calls that include engines, ladders and ladder tenders (in minutes) Effectiveness Total incidents reflecting the total number of emergency calls responded to within the City of Scottsdale Percent of patients experiencing cardiac arrest that were treated, transported and delivered to the hospital with a pulse. Workload Effectiveness 195 Table of Contents DIVISION SUMMARY | Public Safety - Fire ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 25.00 27.50 29.50 2.00 Full-time Sworn Equivalents (FTE) 283.00 293.00 292.00 -1.00 TOTAL FTE 308.00 320.50 321.50 1.00 STAFF SUMMARY % of city's FTEs 12.18 % ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 53,586,556 55,619,254 64,767,849 9,148,595 Grant Funds 6,626,198 6,289,101 560,505 -5,728,596 Special Programs Fund 348,358 730,855 757,094 26,239 60,561,112 62,639,210 66,085,448 3,446,238 ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 48,092,116 47,673,578 48,675,189 1,001,611 Contractual Services 10,325,195 12,747,902 15,644,330 2,896,428 Commodities 1,426,967 1,640,549 1,473,356 -167,193 Capital Outlays 716,834 577,181 292,573 -284,608 60,561,112 62,639,210 66,085,448 3,446,238 0 0 0 0 60,561,112 62,639,210 66,085,448 3,446,238 EXPENDITURES BY FUND TOTAL BUDGET EXPENDITURES BY TYPE 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • The increase of 1.00 FTE is due to adding a Fire Systems Analyst (1.00 Non-Sworn FTE) position to increase the overall fire inspection compliance rate. The position would generate enough additional funding through fire inspection fees to cover the cost of the position. Note: During FY 2022/23 a sworn Fire Marshal Deputy position was reclassified to a non-sworn Fire Marshal position. The decrease of Grant Funds is mainly related to the conclusion of the American Rescue Plan Act funding that was used to assist with Fire personnel costs associated with the COVID-19 pandemic. The net increase in Personnel Services is due to: 1) the additional 1.00 FTE; 2) a FY 2023/24 pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates; 3) additional funding for overtime for special events which will be reimbursed by the vendors; 4) reclassifying seven Firefighter positions to two Fire Captains and five Fire Engineers to properly align the needs within the division and decrease the impacts of mandatory hold overs on the workforce; 5) additional funding for overtime to provide backfill of 21 Firefighters while they attend paramedic training/certification; 6) additional one-time funding for overtime to provide backfill while sworn staff attend specialty teams training; and 7) the elimination of a one-time $2.0 million payment to the Public Safety Personnel Retirement System (PSPRS) to paydown the unfunded liability that was included in FY 2022/23. 196 Table of Contents DIVISION SUMMARY | Public Safety - Fire BUDGET NOTES AND SIGNIFICANT CHANGES • • • The increase in Contractual Services is due to: 1) higher property and casualty insurance due to an annual evaluation by the Risk Management Department to determine the appropriate self-insurance Internal Service Rates by division; 2) higher fleet maintenance, repair, and replacement costs as a result of inflation and supply chain challenges; 3) higher than anticipated fuel costs; 4) various contract increases; 5) one-time funding for paramedic school for 21 Firefighters; 5) onetime funding to contract for landscaping for fuel mitigation; and 6) one-time funding to contract for cancer screenings (Grant Funds). The decrease in Commodities is due to one-time funding in FY 2022/23 for the replacement of 156 Self-Contained Breathing Apparatus (SCBA), technical rescue sensors, HazMat sensors and HazMat software for instruments that have reached the end of their life cycle that is not needed in FY 2023/24. The decrease would have been greater but is being offset by additional funding added for increases to the uniform contract. The decrease in Capital Outlays is due to one-time funding included in FY 2022/23 for the replacement of a pumper truck that is not needed in FY 2023/24. The decrease would have been greater but is being offset by the one-time purchase of hazardous material equipment and ladder extrication equipment. # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Volunteers 70 1,258 $37,904 0.60 TOTAL 70 1,258 $37,904 0.60 VOLUNTEER HOURS SUMMARY The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). 197 Table of Contents PUBLIC SAFETY - FIRE | Office of the Fire Chief STRATEGIC GOAL(S) DESCRIPTION The Office of the Fire Chief Department 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 department has direct influence on the overall community risk reduction and public safety mission for the division. In addition, the department works collaboratively with all public safety stakeholders 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 related support through the Office of the Emergency Management for major events. • Cleared 14 miles of roadway right of way, treated 100 acres with mechanical chainsaw and chipping, administered 155 acres outside the Preserve and 418 acres of land inside the Preserve with pre-emergent chemical treatment. This was conducted via a $370,000 grant for reduction of high risk wildland fuels. Oversaw the safety of two major events, the Super Bowl and the WM Phoenix Open with an estimated 1.5 million visitors. Both events occurred without incident. FY 2022/23 ACHIEVEMENTS • FY 2023/24 OBJECTIVES • • • Plan and prepare for the attrition of senior personnel with a focus on attribute replacement (Hazardous Materials, Technical Rescue Team, Aircraft Rescue Fire Fighter, and Paramedics). Further the professional development of ranked personnel (Engineer, Captain, and Chief Officer). All while assuming minimal use of overtime by daily staff field personnel. Continue to assure Capital and Bond project progress to meet citizen needs. Emergency Management will continue all hazards mitigation, preparedness, response and recovery as well as special event management capabilities through the office of Emergency Management to ensure the safety of citizens and visitors of Scottsdale. Emergency Management continues compliance processes for the city to remain federally compliant to receive grant funding and emergency funding. 198 Table of Contents PUBLIC SAFETY - FIRE | Office of the Fire Chief ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 4.00 7.50 6.50 -1.00 Full-time Sworn Equivalents (FTE) 9.00 3.00 4.00 1.00 TOTAL FTE 13.00 10.50 10.50 0.00 STAFF SUMMARY % of city's FTEs 0.40 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 1,821,102 2,090,207 2,352,243 262,036 Grant Funds 530,263 193,166 560,505 367,339 2,745 12,500 12,500 0 TOTAL BUDGET 2,354,110 2,295,873 2,925,248 629,375 EXPENDITURES BY TYPE ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 1,582,656 1,688,395 1,794,048 105,653 Contractual Services 461,840 579,483 1,107,030 527,547 Commodities 308,010 24,170 24,170 0 Capital Outlays 1,604 3,825 0 -3,825 2,354,110 2,295,873 2,925,248 629,375 0 0 0 0 2,354,110 2,295,873 2,925,248 629,375 Special Programs Fund 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • The net change of 0.00 FTE is the result of: 1) transferring a Systems Integrator (-1.00 Non-Sworn FTE) position to the Professional Services Department; and 2) transferring a Fire Chief Deputy (1.00 FTE Sworn) position from the Prevention Services Department, and reclassifying it to a Fire Chief Assistant position. The increase in Personnel Services is due to a FY 2023/24 pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates. The increase in Contractual Services is due to: 1) one-time funding to contract for cancer screenings (Grant Funds); and 2) one-time funding to contract for landscaping for fuel mitigation. PERFORMANCE MEASURES ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 $447,323 $414,596 $500,000 EFFICIENCY The total grant funding received for emergency preparedness 199 Table of Contents PUBLIC SAFETY - FIRE | Emergency Services STRATEGIC GOAL(S) DESCRIPTION The Emergency Services Department is responsible for the division’s operational public information and safety initiatives. It has two main branches: Operations and Emergency Medical Services (EMS). Operations is responsible for the actual delivery of the 9-1-1 emergency response to include regional collaboration, special operations, and special event protection. EMS is responsible for the maintenance of employee medical certifications, medical training, and quality assurance for patient documentation. 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. Ensures Arizona Department of Health Services compliance with medical certification and continuing education. Provides support for internal departmental safety programs that address injury and wellness issues. Delivers educational outreach programs through volunteers and division resources in an effort to address the safety and health issues of the citizens. FY 2022/23 ACHIEVEMENTS • • • • Enrolled and graduated 27 professional firefighters in a paramedic program partnering with the Chandler Fire Department and Phoenix College. The program provided over a thousand hours of education specializing in pharmacology, stroke, cardiology, trauma, pediatrics, anatomy/physiology, and special patient populations. Each student received hundreds of patient contacts and treatments rendered under the direct supervision of a senior, trained, vetted, and experienced Scottsdale Fire Department (SFD) Paramedic. 16 students graduated in January, and 11 students will graduate in August 2023. Continued the work towards acquiring a Certificate of Necessity (CON) with the State of Arizona. This state process was started in FY 2022/23 and will continue into FY 2023/24. The CON, when awarded, will allow the SFD to provide ambulance services within the City of Scottsdale boundaries. This new service will continue the SFD’s policy of continuity of care by paramedics, an extremely high level of emergency medical service (EMS) with direct oversight from the Emergency Services Department and medical directors, ambulance operational readiness, and availability and consistency by SFD. Provided over 9,500 total hours of EMS training and education and maintained over 300 state and national emergency medical technicians (EMT) and paramedic certifications, while ensuring appropriate levels of education in various disciplines. Planned, managed, and responded to record setting crowds at some of Scottsdale’s premier events including the Barrett Jackson Automobile Auction and the WM Phoenix Open. As a public safety partner Scottsdale Fire teamed with city and regional partners to provide a safe enjoyable experience to the attendees during a valley sponsored Super Bowl year. FY 2023/24 OBJECTIVES • • • Implement new programs and practices aimed at reducing carcinogenic exposures and decreasing employee injuries. Provide for the safety and wellbeing of residents and visitors participating in special events. Improve responsiveness to meet the changes in landscape and population within the city to ensure challenges are met from an all-hazards approach. 200 Table of Contents PUBLIC SAFETY - FIRE | Emergency Services STAFF SUMMARY ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 5.00 4.00 4.00 0.00 Full-time Sworn Equivalents (FTE) 264.00 279.00 279.00 0.00 TOTAL FTE 269.00 283.00 283.00 0.00 Full-time Equivalents (FTE) % of city's FTEs 10.72 % ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 43,990,436 45,407,605 53,891,831 8,484,226 Grant Funds 6,095,935 6,095,935 0 -6,095,935 Special Programs Fund 345,613 718,355 744,594 26,239 50,431,984 52,221,895 54,636,425 2,414,530 EXPENDITURES BY FUND TOTAL BUDGET ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 42,575,925 42,166,325 42,728,984 562,659 Contractual Services 7,133,149 9,407,656 11,691,122 2,283,466 Commodities 114,951 75,833 91,605 15,772 Capital Outlays 607,959 572,081 124,714 -447,367 50,431,984 52,221,895 54,636,425 2,414,530 0 0 0 0 50,431,984 52,221,895 54,636,425 2,414,530 EXPENDITURES BY TYPE 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • •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able of Contents PUBLIC SAFETY - FIRE | Emergency Services PERFORMANCE MEASURES ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 05:21 05:51 05:55 25% 25% 25% 91% 92% 96% 75% 74% 75% 41,353 40,675 41,200 EFFECTIVENESS Average travel time to emergency calls that include engines, ladders and ladder tenders (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 fire situations begins within four to six minutes. The increase in time is largely due to the volume and location of incidents. Percent of patients experiencing cardiac arrest that were treated, transported and delivered to the hospital with a pulse. 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 cardiac arrests treated in FY 2022/23 was 222 with 50 successful ROSC. The Arizona average is 18 percent. 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. 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 an 80 percent availability rate. WORKLOAD Total incidents reflecting the total number of emergency calls responded to within the City of Scottsdale Note: This is the number of incidents (calls) responded to by Scottsdale Public Safety - Fire Division. 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. 202 Table of Contents PUBLIC SAFETY - FIRE | Professional Services STRATEGIC GOAL(S) DESCRIPTION The Professional Services Department is responsible for the division’s budget and strategic planning. It has five main branches: Resource Management, Training, and Administrative Services. Resource Management is the logistical supply chain to the department. Training is responsible for ensuring the ongoing professional and skill development of the workforce. Administrative Services is responsible for organizational quality assurance. SERVICES PROVIDED • • • Coordinates and conducts training to meet the requirements established by the nationally recognized Insurance Service Organization (ISO). Recruits and trains new Firefighter recruits to deploy into the Emergency Services Department. Provides an effective and efficient distribution of supplies and equipment. FY 2022/23 ACHIEVEMENTS • • • Offered classes that provided an in-depth look at behavioral health for Emergency Responders with a focus on resiliency training, as well as providing options for professional counseling. This quarterly training was given by speaker Mike Carleton, a former Tempe Police Officer. Improved the “Your Call” benefit which provides a more in-depth look at firefighter sleep patterns. The effort provides modalities to improve sleep, which is crucial to a firefighter’s well-being. Received and utilized a FEMA assistance grant that funds cancer screenings through Vincere Cancer Center located in Scottsdale. The screenings offer priority to the city’s highest risk members with the intent of providing the earliest detection and treatment possible. FY 2023/24 OBJECTIVES • • • • • Continue the administrative oversite and processing of new hires through the 5 regional academies over a 17 week time span, to stay up with our attrition and provide the foundational skill set requisite of professional firefighter’s valley wide. Ensure firefighters are equipped and receive the annual required continuing education training hours in all disciplines. The Training Division will assist in the developed, facilitation, and evaluation of the promotional processes for the rank of Battalion Chief, Captain, and Engineer. Implement hiring programs and practices aimed at creating a diverse and inclusive workforce. Create a mentoring and training program to provide for greater participation in promotional processes of all ranks that compliments the needs of the SFD attrition rate. 203 Table of Contents PUBLIC SAFETY - FIRE | Professional Services ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 6.00 7.00 8.00 1.00 Full-time Sworn Equivalents (FTE) 5.00 5.00 5.00 0.00 TOTAL FTE 11.00 12.00 13.00 1.00 STAFF SUMMARY % of city's FTEs 0.49 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 5,859,376 5,954,957 6,347,596 392,639 TOTAL BUDGET 5,859,376 5,954,957 6,347,596 392,639 EXPENDITURES BY TYPE ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 2,153,602 1,836,912 2,162,792 325,880 Contractual Services 2,604,803 2,590,522 2,673,824 83,302 Commodities 995,576 1,526,248 1,344,521 -181,727 Capital Outlays 105,395 1,275 166,459 165,184 79&838%034)6%8-2+&9(+)8 5,859,376 5,954,957 6,347,596 392,639 0 0 0 0 5,859,376 5,954,957 6,347,596 392,639 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • • • 8LIMRGVIEWISJ*8)YWHYIXSEHHMRKE*MVI7]WXIQW%REP]WX *8) TSWMXMSRXSMRGVIEWIXLISZIVEPPJMVIMRWTIGXMSR GSQTPMERGIVEXI8LITSWMXMSR[SYPHKIRIVEXIIRSYKLEHHMXMSREPJYRHMRKXLVSYKLJMVIMRWTIGXMSRJIIWXSGSZIVXLIGSWXSJ XLITSWMXMSR 8LIRIXMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXS XLIEHHMXMSREP*MVI7]WXIQW%REP]WX*8) E*=TE]JSV TIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPIIQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWHYIXSLMKLIVGSWXWJSVXLI(MWTEXGL'SRXVEGX[MXLXLI'MX]SJ4LSIRM\EWTEVXSJXLI %YXSQEXMG%MH'SRWSVXMYQSJKSZIVRQIRXEPJMVIHITEVXQIRXW 8LIHIGVIEWIMR'SQQSHMXMIWMWHYIXSSRIXMQIJYRHMRKMR*=JSVXLIVITPEGIQIRXSJ7IPJ'SRXEMRIH &VIEXLMRK%TTEVEXYW 7'&% XIGLRMGEPVIWGYIWIRWSVW,E^1EXWIRWSVWERH,E^1EXWSJX[EVIJSVMRWXVYQIRXWXLEXLEZI VIEGLIHXLIIRHSJXLIMVPMJIG]GPIXLEXMWRSXRIIHIHMR*=8LIHIGVIEWIMR'SQQSHMXMIWMWSJJWIXF]MRGVIEWIH GSWXSJYRMJSVQW 8LIMRGVIEWIMR'ETMXEP3YXPE]WMWHYIXSSRIXMQIJYRHMRKJSVXLITYVGLEWISJPEHHIVI\XVMGEXMSRIUYMTQIRX 204 Table of Contents PUBLIC SAFETY - FIRE | Professional Services PERFORMANCE MEASURES ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 206 220 240 42 77 61 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. The 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. EFFICIENCY Work related injuries Note: Reportable injuries to Public Safety - Fire Division employees including all types of injuries sustained on duty. The increase in injuries is largely due to the average employee age within the division. # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Public Safety - Fire Division volunteers provide administrative and community outreach support. Administrative duties include mail and equipment deliveries and clerical duties to 15 locations. Volunteers provide community education to adults through "HandsOnly 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 Public Safety - Fire at community and city special events. 70 1,258 $37,904 0.60 TOTAL 70 1,258 $37,904 0.60 VOLUNTEER HOURS VOLUNTEERS The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). 205 Table of Contents PUBLIC SAFETY - FIRE | Prevention Services STRATEGIC GOAL(S) DESCRIPTION Prevention Services is a large piece of the total Community Risk Reduction effort. The primary responsibility is preventing and mitigating efforts prior to hazardous situations developing. The Prevention and Suppression divisions work together on creating a holistic approach to fire safety at all risk levels. Prevention Services achieves this through new construction fire safety plan review, inspections, public education and outreach and code enforcement through the Fire Marshal. When an incident does occur, the cause and origin is investigated by certified fire/arson investigators. Which ultimately allows us to focus our prevention efforts in the direction of re-occurring and related hazards. SERVICES PROVIDED • • • • Fire Marshal’s office provides fire plan review of all new construction (including single family residential) and inspection of all new construction as well as existing “medium to high risk” occupancies. Fire inspectors that are Arson Investigation certified, double as Fire Investigators during an incident. Our Community Outreach division coordinates and delivers public education classes and materials to all demographics. A Community Risk Reduction team was created to provide efficient solutions to just in time and chronic safety risks within Scottsdale. A newly created position of Community Risk Reduction Captains (CRR) provides 24/7 service to fire responses and drives our FireWise efforts in and around the Preserve wildland urban interface (WUI) areas. Capital Projects are managed through Prevention Services . FY 2022/23 ACHIEVEMENTS • • • • Increased the number of communities recognized as “Firewise”, bringing the total number of Scottsdale Firewise communities from 14 in FY 2021/22 to 20 in FY 2022/23. Recorded the highest number of fire plans reviewed since 2008, due in part to unprecedented construction activity. Continued to utilize “The Compliance Engine” to ensure existing life safety systems in Scottsdale are fully functioning. Currently 12,444 systems are tracked with an 88% compliance rating. Amended and adopted the 2021 Fire Code to continue the progressive efforts of fire code enforcement and safety in the City of Scottsdale. FY 2023/24 OBJECTIVES • • • • Coordinate building and public safety of new construction projects from initial concept, plan review and inspection through to Certificate of Occupancy. Develop succession planning strategies for all positions within the Fire Prevention division. Provide Community Risk Reduction 24/7 Response in coordination with the Preserve. This includes assessing vegetation levels surrounding the Preserve, engaging in face to face connection with contractors operating near the Preserve, and offering assistance to the 911 responders and "Firewise" coordinators to Wildland Interface Communities. Assess existing community outreach program deliveries to assure relevance of subject matter, audience and outcomes. Continue maintenance and submissions to/from social media platforms highlighting news surrounding SFD. Continue recruitment, training, and development of volunteers and interns to assist in program delivery. Create Threat Vulnerability Assessment priority list of critical city infrastructure and provide comprehensive assessments from that list. Continue representation to the ACTIC, East Valley Fusion Center and city vulnerability teams. 206 Table of Contents PUBLIC SAFETY - FIRE | Prevention Services STAFF SUMMARY ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 10.00 9.00 11.00 2.00 Full-time Sworn Equivalents (FTE) 5.00 6.00 4.00 -2.00 TOTAL FTE 15.00 15.00 15.00 0.00 % of city's FTEs 0.57 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 1,915,642 2,166,485 2,176,179 9,694 TOTAL BUDGET 1,915,642 2,166,485 2,176,179 9,694 EXPENDITURES BY TYPE ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 1,779,933 1,981,946 1,989,365 7,419 Contractual Services 125,403 170,241 172,354 2,113 Commodities 8,430 14,298 13,060 -1,238 Capital Outlays 1,876 0 1,400 1,400 1,915,642 2,166,485 2,176,179 9,694 0 0 0 0 1,915,642 2,166,485 2,176,179 9,694 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • 8LIRIXGLERKISJ*8)MWHYIXS XLIEHHMXMSRSJERI[*MVI7]WXIQW%REP]WX 2SR7[SVR*8) TSWMXMSRXS MRGVIEWIXLISZIVEPPJMVIMRWTIGXMSRGSQTPMERGIVEXIERH VIGPEWWMJMGEXMSRWXLEXSGGYVVIHHYVMRK*=XSEPMKR TSWMXMSRWXSXLIRIIHWSJXLIHITEVXQIRXXLEXVIWYPXIHMRXLIEHHMXMSRSJE*MVI1EVWLEP 2SR7[SVR*8) TSWMXMSRERH XLIIPMQMREXMSRSJX[S*MVI'LMIJHITYX] 7[SVR*8) TSWMXMSRW 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXS XLIRIXIJJIGXSJVIGPEWWMJ]MRKW[SVRTSWMXMSRWXSRSRW[SVRTSWMXMSRWERH  E*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPIIQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIE VIXMVIQIRXVEXIW 207 Table of Contents PUBLIC SAFETY - FIRE | Prevention Services PERFORMANCE MEASURES ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 0:0 1:2 0:0 10,590 11,346 11,000 32,704 58,810 32,700 $110.0 $123.5 $170.0 $5.9 $7.9 $5.0 WORKLOAD Fire caused deaths and injuries (death numbers : injury numbers) Note: Total number of deaths and injuries to citizens and firefighters due to a fire, or related to extinguishing a fire. Total number of building inspections and fire plans reviewed Note: Industry standard is to inspect every target hazard once a year and every business once every three years. A "target hazard" is defined as occupancies that if an incident should occur; pose specific risks to the occupants, involve atypical hazards, may overload the Public Safety - Fire Division equipment and personnel resources, or may produce a significant negative impact on the community. Number of public education and outreach contacts Note: This is the total number of contacts made in a classroom or one-on-one setting, as well as educational opportunities with the public. An important element of fire and injury prevention is education, training and/or awareness of services. The projected decrease for FY 2023/24 is due to a possible reduction of special event outreach opportunities. EFFECTIVENESS Property saved in response to a fire ($ 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. 208 Table of Contents DIVISION SUMMARY | Public Safety - Police 49&0-'7%*)8=430-') *=%(348)(&9(+)8 EXPENDITURES BY DEPARTMENT ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 OFFICE OF THE POLICE CHIEF 1,652,696 1,640,020 1,819,768 179,748 POLICE UNIFORMED SERVICES 101,547,699 83,914,145 86,533,443 2,619,298 PROF STAND & INV SERV 31,302,772 36,081,114 40,483,483 4,402,369 OPERATIONAL SERVICES 14,753,105 18,672,497 20,462,600 1,790,103 TOTAL BUDGET 149,256,272 140,307,776 149,299,294 8,991,518 209 Table of Contents JOB TITLE DIVISION SUMMARY | Public Safety - Police TOTAL FTE JOB TITLE TOTAL FTE ADMINISTRATIVE ASSISTANT 3.00 POLICE FORENSIC COMPUTER EXAM 1.00 ADMINISTRATIVE ASSISTANT SR 1.00 POLICE FORENSIC LABORATORY MGR 1.00 ADMINISTRATIVE SECRETARY 2.00 POLICE FORENSIC OPERATIONS MGR 1.00 COMMUNITY ENGAGEMENT SPEC 1.00 POLICE FORENSIC SCIENTIST I 1.00 DIGITAL MEDIA DESIGNER 1.00 POLICE FORENSIC SCIENTIST II 1.00 EXEC ASST TO POLICE CHIEF 1.00 POLICE FORENSIC SCIENTIST III 9.00 MUNICIPAL SECURITY GUARD 4.00 POLICE FORENSIC SCIENTIST SUPV 3.00 MUNICIPAL SECURITY MANAGER 1.00 POLICE FORENSIC SERVICES DIR 1.00 PERSONNEL SPECIALIST 3.00 POLICE LIEUTENANT - (SWORN) 17.00 POLICE AIDE 36.00 POLICE LOGISTICS TECHNICIAN 4.00 POLICE ANALYST 10.00 POLICE OFFICER - (SWORN) 310.00 POLICE ANALYST SENIOR 5.00 POLICE OFFICER PIPELINE 1.78 POLICE CHIEF - (SWORN) 1.00 POLICE OFFICER-PARK RANGER - (SWORN) 3.00 POLICE CHIEF ASST (CIVILIAN) 1.00 POLICE OPS SUPPORT AREA MGR 1.00 POLICE CHIEF ASST - (SWORN) 2.00 POLICE OPS SUPPORT DIRECTOR 4.00 POLICE CIVILIAN INVESTIGATOR 6.00 POLICE PARKING CONTROL CHECKER 2.00 POLICE COMMANDER - (SWORN) 7.00 POLICE PERSONNEL MANAGER 1.00 POLICE COMMUNICATIONS ASST MGR 1.00 POLICE PLAN & RESEARCH MGR 1.00 POLICE COMMUNICATIONS DISPATCH 39.00 POLICE POLYGRAPH EXAMINER 1.00 POLICE COMMUNICATIONS MANAGER 1.00 POLICE PROJECT COORDINATOR 1.00 POLICE COMMUNICATIONS SUPV 7.00 POLICE PROPERTY/EVIDENCE SUPV 2.00 POLICE COMMUNICATIONS TECH 2.00 POLICE PROPERTY/EVIDENCE TECH 5.00 POLICE CRIME ANALYSIS SUPV 1.00 POLICE QUALITY ASSURANCE COORD 1.00 POLICE CRIME SCENE SPECIALIST 8.00 POLICE RANGEMASTER 1.00 POLICE CRIME SCENE SUPERVISOR 2.00 POLICE RECORDS MANAGER 1.00 POLICE CRISIS INTERVEN SPEC 6.00 POLICE RECORDS SPECIALIST 20.00 POLICE CRISIS INTERVEN SUPV 1.00 POLICE RECORDS SPECIALIST SR 6.00 POLICE DETENTION MANAGER 1.00 POLICE RECORDS SUPERVISOR 4.00 POLICE DETENTION OFFICER 27.00 POLICE RESOURCE MANAGER 1.00 POLICE DETENTION SUPERVISOR 6.00 POLICE RTCC SUPERVISOR 1.00 POLICE DIGITAL FORENSIC TECH 2.00 POLICE RTCC TECHNICIAN 3.00 POLICE FINANCE MANAGER 1.00 POLICE SERGEANT - (SWORN) 60.00 POLICE FINGERPRINT TECH SENIOR 1.00 POLICE TRAFFIC PROGRAM SUPV 1.00 POLICE FINGERPRINT TECHNICIAN 3.00 POLICE WRANGLER 2.10 POLICE FORENSIC ACCOUNTANT 1.00 SYSTEMS INTEGRATION SUPERVISOR 2.00 POLICE FORENSIC COMPUT EXAM SR 1.00 SYSTEMS INTEGRATOR 7.00 210 Table of Contents JOB TITLE VEHICLE IMPOUND SPECIALIST TOTAL DIVISION SUMMARY | Public Safety - Police TOTAL F TE 2.00 679.88 211 Table of Contents DIVISION SUMMARY | Public Safety - Police STAFF SUMMARY EXPENDITURES BY FUND Percents represent FY 2023/24 Adopted EXPENDITURES BY TYPE Percents represent FY 2023/24 Adopted 212 Table of Contents DIVISION SUMMARY | Public Safety - Police STRATEGIC GOAL(S) DESCRIPTION The Public Safety - Police Division responds to emergency and non-emergency calls, investigates crimes, identifies crime trends, and provides essential operational functions. The division provides police and special operations delivery through four geographically based patrol districts under the Uniformed Services Department. Investigations, training, and forensic analysis is provided by the Professional Standards and Investigative Services Department. Administrative, logistical, and operational support is provided by the Operational Services Department. The Public Safety - Police Division, under the leadership of the Office of the Police Chief and in collaboration with the community, provides safety, security, and law enforcement for the citizens of Scottsdale and all those that visit the city. SERVICES PROVIDED • • • • • • • • Responds promptly to all emergency and non-emergency calls for police service throughout the city. Reduces crimes and enhances citizen involvement through neighborhood partnerships, education and community outreach. Collaborates with federal, state and local law enforcement agencies in multi-disciplinary approaches to reduce crime through intelligence, crime analysis, investigation and crime prevention. Reviews and disseminates public information at the request of media outlets and citizens. Enhances citizen involvement in crime reduction efforts through neighborhood partnerships and community outreach. Utilizes accredited forensic services to assist in the timely investigation of criminal activities and the identification for successful prosecution of criminal suspects. Provides equipment, technology, and administrative support to promote effective and efficient police operations. Recruits and conducts thorough background investigations to hire qualified sworn and civilian personnel and support all personnel actions of the division. FY 2022/23 ACHIEVEMENTS • • • • Maintained multiple holiday enforcement details, DUI Taskforce events, and Know Your Limits details for impaired driving awareness throughout the city and at Scottsdale signature events to address distracted driving and speeding. Partnered with several local and national law enforcement agencies in joint operations focused on human trafficking during the Super Bowl LVII and WM Phoenix Open golf tournament. Finalized implementation of the new Record Management System (RMS) to improve workflow efficiency and data analytics. Implemented new public building security measures in city facilities enhancing safety for both employees and visitors. FY 2023/24 OBJECTIVES • • • • • Engage in community outreach and education efforts using multiple methods to increase public safety. Enhance traffic safety through directed enforcement, investigation, and education. Use best practices to effectively investigate crimes and respond to emergency calls for service. Continue extensive outreach and recruitment efforts to achieve full staffing levels that ensure quality customer service. Provide proactive and timely information during active calls for service to patrol and specialty units using various technologies. 213 Table of Contents DIVISION SUMMARY | Public Safety - Police CHARTED PERFORMANCE MEASURES Average response time to emergency calls for service (in minutes) Percentage of Public Records Requests made by citizens for On Body Camera Video, completed within 30 days Percent of 911 calls received that were answered within ten seconds Workload Effectiveness Workload STAFF SUMMARY ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 263.88 264.88 279.88 15.00 Full-time Sworn Equivalents (FTE) 400.00 408.00 400.00 -8.00 TOTAL FTE 663.88 672.88 679.88 7.00 % of city's FTEs 25.76 % ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 137,676,999 127,854,029 144,301,971 16,447,942 Grant Funds 9,508,534 8,839,030 1,055,111 -7,783,919 Special Programs Fund 2,070,739 3,614,717 3,942,212 327,495 149,256,272 140,307,776 149,299,294 8,991,518 ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 130,349,586 115,970,009 123,974,617 8,004,608 Contractual Services 15,917,507 19,759,184 21,627,681 1,868,497 Commodities 2,346,948 3,141,308 3,107,048 -34,260 Capital Outlays 642,231 1,437,275 589,948 -847,327 149,256,272 140,307,776 149,299,294 8,991,518 0 0 0 0 149,256,272 140,307,776 149,299,294 8,991,518 EXPENDITURES BY FUND TOTAL BUDGET EXPENDITURES BY TYPE 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET 214 Table of Contents DIVISION SUMMARY | Public Safety - Police BUDGET NOTES AND SIGNIFICANT CHANGES • • • • • • The increase of 7.00 FTE is due to: 1) the addition of a Police Officer (1.00 FTE Sworn) position for the Crisis Response Team (CRT) to enhance coverage, increase collaboration and support with other Police operational units, and increase the quantity and frequency of calls CRT can respond to; 2) the addition of Police Officer (2.00 FTE Sworn) positions for the Traffic Enforcement Unit to increase response to Council and public safety complaints, monitor high-collision and school safety zones, and to assist general traffic patrol and investigations; 3) the addition of Police Civilian Investigator (2.00 FTE Non-Sworn) positions to provide crime control prevention data, analysis, intelligence, and other significant case support; and 4) the addition of Municipal Security Guard (2.00 FTE Non-Sworn) positions and the Community Services Division eliminated a vacant Library Monitor (0.70 FTE) position and a Recreation Leader I (0.01 FTE) position to aid the Public Safety - Police Division with the Municipal Security Guard positions that will provide security guard presence at One Civic Center and the Civic Center/Mustang libraries. Note: During FY 2022/23 after the budget was adopted, Public Safety -Police reclassified 11.00 FTE sworn police officer positions to civilian investigative positions. The decrease of Grant Funds is mainly related to the conclusion of the American Rescue Act funding that was used to assist with Police Uniformed Services personnel costs associated with the COVID-19 pandemic. The increase in Personnel Services is due to: 1) the addition of 7.00 FTE; 2) a FY 2023/24 Step Program for sworn personnel and a pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates; and 3) additional funding for overtime for special events which will be reimbursed by the vendors. Note: similar to FY 2022/23, there is a $10 million payment to the Public Safety Personnel Retirement System (PSPRS) to pay down the unfunded liability budgeted in FY 2023/24. The increase in Contractual Services is primarily related to: 1) contract increases for photo enforcement, leased vehicles, Maricopa County Jail services, and municipal security; 2) continuing a grant funded initiative for electronic citation (ecitation) and electronic collision (e-collision) platforms to increase efficiency in enforcing traffic-related violations and vehicular safety; and 3) transitioning from Maricopa Regional 9-1-1 to an Arizona Department of Administration/AT&T partnership, which is fully reimbursed by a grant (Grant Funds). The decrease in Commodities is due to one-time funding that was added in FY 2022/23 for new clothing, equipment and furniture related to the staffing of the Short-Term Rental and Park and Preserve Units that is not needed in FY 2023/24. Also contributing is one-time funding that was added in FY 2022/23 for the purchase of horses and electric bicycles for the Park and Preserve Unit that is not needed in FY 2023/24. The decrease would have been greater but is being offset by one-time uniform and equipment funding added for new positions. The decrease in Capital Outlays is primarily due to an accounting change that was implemented in FY 2022/23 on how the city recognizes leased vehicles. The accounting change was further refined in FY 2023/24 and now the accounting entry no longer impacts budget but remains compliant with the Governmental Accounting Standards Board (GASB) Statement No. 87. # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Volunteers 17 2,906 $87,558 1.39 TOTAL 17 2,906 $87,558 1.39 VOLUNTEER HOURS SUMMARY The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). 215 Table of Contents PUBLIC SAFETY - POLICE | Office of the Police Chief STRATEGIC GOAL(S) DESCRIPTION The Office of the Police Chief team supports the men and women of the Scottsdale Public Safety - Police Division in partnership with the community to ensure the most effective Police services throughout the City of Scottsdale. SERVICES PROVIDED • • • • • Conducts outreach and engagement with the Scottsdale community using multiple communication portals including social media, television, and print media. Provides oversight and sets leadership direction and policy. Conducts fair, impartial, and timely internal affairs investigations and fosters fair and equal discipline. Reviews and disseminates public information at the request of media outlets and citizens. Promotes safe neighborhoods through community education, partnerships, and participation. FY 2022/23 ACHIEVEMENTS • • • Conducted a series of seminars to develop the division’s mission and foundational behaviors. Instituted a new internship program that successfully onboarded five interns in FY 2022/23, focusing on community outreach and engagement strategies utilizing social media. Expanded the department’s social media footprint through several platforms and continued to publish Shop Talk podcast episodes. FY 2023/24 OBJECTIVES • • • • Engage in community outreach and education efforts using multiple methods to increase public safety. Implement the department’s Strategic Plan. Implement a comprehensive professional development and leadership plan to better prepare employees. Expand employee wellness initiatives throughout the division. 216 Table of Contents PUBLIC SAFETY - POLICE | Office of the Police Chief ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 3.00 3.00 3.00 0.00 Full-time Sworn Equivalents (FTE) 3.00 3.00 3.00 0.00 TOTAL FTE 6.00 6.00 6.00 0.00 STAFF SUMMARY % of city's FTEs 0.23 % EXPENDITURES BY FUND ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 1,651,192 1,632,220 1,791,968 159,748 Grant Funds 35 0 0 0 1,469 7,800 27,800 20,000 TOTAL BUDGET 1,652,696 1,640,020 1,819,768 179,748 EXPENDITURES BY TYPE ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 1,384,231 1,122,881 1,326,821 203,940 Contractual Services 256,407 501,939 456,247 -45,692 Commodities 11,680 15,200 36,700 21,500 Capital Outlays 378 0 0 0 1,652,696 1,640,020 1,819,768 179,748 0 0 0 0 1,652,696 1,640,020 1,819,768 179,748 Special Programs Fund 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • The increase in Personnel Services is due to a FY 2023/24 Step Program for sworn personnel and a pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates. 217 Table of Contents PUBLIC SAFETY - POLICE | Office of the Police Chief ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 87% 82% 92% 246.4 220.7 230.0 1.2% 1.0% 0.3% 11.9% 12.9% 5.1% # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Assist with community engagement, museum, and administrative duties for Citizens' Police Academy Alumni of Scottsdale (CiPAAS). 1 20 $603 0.01 TOTAL 1 20 $603 0.01 PERFORMANCE MEASURES WORKLOAD Percentage of participants that completed Citizens Academy Note: 36 people registered for the 2023 Spring Citizens academy with 29 graduating. 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. Tracking mechanisms are reported in hours for the calendar year. EFFECTIVENESS Percentage of Public Safety - Police employees investigated as a result of an external complaint Note: In FY 2022/23 seven Public Safety - Police employees (out of 672.88 FTE) were investigated as a result of an external complaint. Measures are reported on a calendar year basis. EFFICIENCY Percentage of Public Safety - Police employees investigated as a result of an internal complaint Note: In FY 2022/23 87 Public Safety - Police employees (out of 672.88 FTE) were investigated as a result of an internal complaint. Increase is due to additional criteria for investigations and tracking. Measures are reported on a calendar year basis. VOLUNTEER HOURS VOLUNTEERS The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). 218 Table of Contents PUBLIC SAFETY - POLICE | Uniformed Services STRATEGIC GOAL(S) DESCRIPTION The Police Uniformed Services Department provides front-line law enforcement services around the clock out of three districts, McKellips, Via Linda, Foothills, and includes Patrol Services and Special Operations. Patrol responds to calls for service and critical incidents, initial criminal and traffic collision investigations, traffic enforcement and education, and community policing and outreach. The Special Operations Division provides additional services to the department, including traffic enforcement, bicycle patrol, mounted patrol, canine support, street-based priority patrol, school safety with crisis canine support, special events management and staffing, prisoner detention, and specialized crisis response. SERVICES PROVIDED • • • • • Prevents crime and disorder through innovative and proactive measures. Promptly responds to all emergency and non-emergency calls for police service throughout the city. Enhances citizen involvement in crime reduction efforts through neighborhood partnerships and community outreach. Maintains the integrity, quality and effectiveness of policing services. Enhances traffic safety through enforcement, investigation and education. • Responded promptly to over 229,060 calls for service throughout the city and developed a new deployment schedule for optimal service. Maintained multiple holiday enforcement details, DUI Taskforce events, and Know Your Limits details for impaired driving awareness throughout the city and at Scottsdale signature events to address distracted driving and speeding. Established the Park Rangers Unit focused on responding to calls for service in parks and the Preserve. FY 2022/23 ACHIEVEMENTS • • FY 2023/24 OBJECTIVES • • • • • Enhance citizen involvement in crime reduction efforts through neighborhood partnerships and community outreach. Enhance traffic safety through directed enforcement, investigation, and education. Continuously evaluate patrol deployment and workload to ensure prompt response, maximum efficiencies, and sufficient coverage. Prevent crime and disorder through innovative and proactive measures using enhanced technology. Provide specialized approaches in service delivery across the city, including parks and preserve, homelessness, and short term rentals. 219 Table of Contents PUBLIC SAFETY - POLICE | Uniformed Services ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 70.88 69.88 75.88 6.00 Full-time Sworn Equivalents (FTE) 281.00 289.00 288.00 -1.00 TOTAL FTE 351.88 358.88 363.88 5.00 STAFF SUMMARY % of city's FTEs 13.79 % ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 92,415,916 74,639,087 85,067,821 10,428,734 Grant Funds 9,039,607 8,526,418 0 -8,526,418 92,176 748,640 1,465,622 716,982 101,547,699 83,914,145 86,533,443 2,619,298 ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 93,359,553 73,221,199 76,073,570 2,852,371 Contractual Services 7,782,947 9,724,655 9,843,387 118,732 Commodities 394,799 594,841 470,986 -123,855 Capital Outlays 10,400 373,450 145,500 -227,950 101,547,699 83,914,145 86,533,443 2,619,298 0 0 0 0 101,547,699 83,914,145 86,533,443 2,619,298 EXPENDITURES BY FUND Special Programs Fund TOTAL BUDGET EXPENDITURES BY TYPE 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • • The net increase of 5.00 FTE is due to 1) the addition of two Police Officer (2.00 FTE Sworn) positions for the Traffic Enforcement Unit to increase response to Council and public safety complaints, monitor high-collision and school safety zones, and to assist general traffic patrol and investigations; 2) the addition of a Police Officer (1.00 FTE Sworn) position for the Crisis Response Team (CRT) to enhance coverage, increase collaboration and support with other Police operational units, and increase the quantity and frequency of calls CRT can respond to; and 3) the reclassification of two Police Officer (-2.00 FTE Sworn) positions, one Police Commander (-1.00 FTE Sworn) position and one Police Sergeant (-1.00 FTE Sworn) position to six Police Aide (6.00 FTE) positions to better align with department needs. The decrease of Grant Funds is mainly related to the conclusion of the American Rescue Act funding that was used to assist with Police Uniformed Services personnel costs associated with the COVID-19 pandemic. The increase in Personnel Services is due to: 1) the addition of 5.00 FTE; 2) a FY 2023/24 Step Program for sworn personnel and a pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates; and 3) additional funding for overtime for special events which will be reimbursed by the vendors. The increase in Contractual Services is primarily related to: 1) increases for the Maricopa County Jail Services and photo enforcement contracts; 2) higher property and casualty insurance due to an annual evaluation by the Risk Management Department to determine the appropriate self-insurance Internal Service Rates by department; and 3) increased cost of fuel. 220 Table of Contents PUBLIC SAFETY - POLICE | Uniformed Services BUDGET NOTES AND SIGNIFICANT CHANGES • • The decrease in Commodities is due to one-time funding that was added in FY 2022/23 for new clothing, equipment and furniture related to the staffing of the Short-Term Rental and Park and Preserve Units that is not needed in FY 2023/24. Also contributing is one-time funding that was added in FY 2022/23 for the purchase of horses and electric bicycles for the Park and Preserve Unit that is not needed in FY 2023/24. The decrease would have been greater but is being offset by one-time uniform and equipment funding added for new positions. The decrease in Capital Outlays is primarily due to an accounting change that was implemented in FY 2022/23 on how the city recognizes leased vehicles. The accounting change was further refined in FY 2023/24 and now the accounting entry no longer impacts budget but remains compliant with the Governmental Accounting Standards Board (GASB) Statement No. 87. ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 255,691 229,060 184,296 3,956 3,950 3,648 05:36 06:04 06:21 349 372 256 11 14 18 74,338 66,325 46,572 # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Assist with Special Event staffing 1 100 $3,013 0.05 TOTAL 1 100 $3,013 0.05 PERFORMANCE MEASURES WORKLOAD Number of calls for service Note: Measures are reported on a calendar year basis. Total traffic collisions Note: Measures are reported on a calendar year basis. Average response time to emergency calls for service (in minutes) Note: Measures are reported on a calendar year basis. Number of detention bookings per detention officer Note: 25 Detention Officers conducted 9,289 bookings. Measures are reported on a calendar year basis. Number of fatal accidents, including those involving alcohol/drugs Note: Of the 14 fatal accidents, four fatal accidents occurred where alcohol/drugs may be a factor. Measures are reported on a calendar year basis. EFFECTIVENESS Calls for service generated by officers while on patrol Note: Measures are reported on a calendar year basis. VOLUNTEER HOURS VOLUNTEERS The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). 221 Table of Contents PUBLIC SAFETY - POLICE | Professional Standards and Investigative Services STRATEGIC GOAL(S) DESCRIPTION The Professional Standards and Investigative Services Department provides investigative support and oversees the training of department staff, and includes Investigations, Professional Standards, and Forensic Services. Investigations is comprised of specialized detectives and analysts responsible for completing thorough and complex investigations, including persons and property crimes, as well as drug enforcement and tactical response. Professional Standards includes the Community Engagement Section, Internal Affairs, and Training. This department has oversight of the incident review boards, the Honor Guard program, and department Chaplains. Forensic Services is an accredited laboratory and crime scene service that ensures all investigations' successful disposition through the identification, documentation, collection, analysis, and preservation of physical evidence. Crisis Intervention is composed of credentialed behavioral health specialists that provide crisis counseling and referral services for victim-related, accident-related, and behavioral health emergencies. SERVICES PROVIDED • • • • • • Conducts thorough investigations to positively affect Scottsdale's neighborhoods, schools, and communities. Collaborates with federal, state and local law enforcement agencies in a multi-disciplinary approach to reduce crime through intelligence, crime analysis, investigation and crime prevention. Targets crime trends through investigative action, resulting in the identification, arrest, and prosecution of repeat offenders. Utilizes accredited forensic services to assist in the timely investigation of criminal activities and the identification for successful prosecution of criminal suspects. Conducts systematic data and intelligence analysis to identify crime patterns and trends that assist in the apprehension of those committing the crimes. Maintains compliance of the Arizona Automated Fingerprint Identification System (AZAFIS) FY 2022/23 ACHIEVEMENTS • • • Responded promptly to media requests involving Scottsdale Police Department investigations and events. Continued use of innovative technologies to expand our investigative capabilities to identify offenders and identify crime trends. Partnered with several local and national law enforcement agencies in joint operations focused on human trafficking during the Super Bowl LVII and WM Phoenix Open golf tournament. FY 2023/24 OBJECTIVES • • • • • Use best practices to effectively investigate crimes and respond to emergency calls for service. 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. Maintain Forensic Laboratory Accreditation by successfully completing annual onsite laboratory assessments. Promote transparency and accountability through effective training, timely internal investigations, and dissemination of media and public records. Complete the redesign and buildout of the Joint Public Safety Training Facility. 222 Table of Contents PUBLIC SAFETY - POLICE | Professional Standards and Investigative Services ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 69.00 70.00 75.00 5.00 Full-time Sworn Equivalents (FTE) 116.00 116.00 109.00 -7.00 TOTAL FTE 185.00 186.00 184.00 -2.00 STAFF SUMMARY % of city's FTEs 6.97 % ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 28,856,786 32,910,225 36,979,582 4,069,357 Grant Funds 468,892 312,612 1,055,111 742,499 Special Programs Fund 1,977,094 2,858,277 2,448,790 -409,487 TOTAL BUDGET 31,302,772 36,081,114 40,483,483 4,402,369 ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 25,512,777 29,185,114 33,102,117 3,917,003 Contractual Services 3,986,515 4,737,846 5,424,107 686,261 Commodities 1,281,396 1,490,616 1,513,111 22,495 Capital Outlays 522,084 667,538 444,148 -223,390 31,302,772 36,081,114 40,483,483 4,402,369 0 0 0 0 31,302,772 36,081,114 40,483,483 4,402,369 EXPENDITURES BY FUND EXPENDITURES BY TYPE 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • • The net decrease of 2.00 FTE is due to: 1) the addition of two Police Civilian Investigator (2.00 FTE) positions to provide crime control prevention data, analysis, intelligence, and other significant case support; and 2) the reclassification of nine Police Officer (-9.00 FTE Sworn) positions and one Police Forensic Scientist II (-1.00 FTE) position to four Police Civilian Investigator (4.00 FTE) positions, one Police Commander (1.00 FTE Sworn) position, one Police Sergeant (-1.00 FTE Sworn) position, and one Police Quality Assurance Coordinator (1.00 FTE) position to better align with department needs. The increase in Personnel Services is due to: 1) a FY 2023/24 Step Program for sworn personnel and a pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates; and 2) additional funding for overtime for special events which will be reimbursed by the vendors. The increase in Contractual Services is primarily related to transitioning from Maricopa Regional 9-1-1 to an Arizona Department of Administration/AT&T partnership, which is fully reimbursed by a grant (Grant Funds). The decrease in Capital Outlays is primarily due to one-time funding for computer equipment in FY 2022/23 that is not needed in FY 2023/24. 223 Table of Contents PUBLIC SAFETY - POLICE | Professional Standards and Investigative Services ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 10.2% 11.6% 7.7% 27,742 23,899 21,135 204.0% 196.0% 121.0% # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Assist Crime Analysis with intelligence gathering 8 1,003 $30,220 0.48 Chaplain and Honor Guard Support 1 25 $753 0.01 Clerical support for Investigative Units 3 681 $20,519 0.33 TOTAL 12 1,709 $51,492 0.82 PERFORMANCE MEASURES WORKLOAD Percent of DNA requests completed within 30 days Note: 14 cases completed within 30 days/120 cases completed for 2023. Measures are reported on a calendar year basis. The projected decrease is due to an anticipated increase in the total number of requests completed, but not necessarily within 30 days. Total number of items impounded Note: Items stored in our warehouse for investigative or safekeeping purposes by department personnel. Measures are reported on a calendar year basis. Percentage of items disposed versus items impounded Note: Focus on reducing current inventory of impounded items has resulted in a higher rate of disposal than impounding. Measures are reported on a calendar year basis. VOLUNTEER HOURS VOLUNTEERS The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). 224 Table of Contents PUBLIC SAFETY - POLICE | Operational Services STRATEGIC GOAL(S) DESCRIPTION The Operational Services Department provides operational, technical, and administrative support to the division, and includes Technical Services, Strategic Initiatives, Personnel Services, and Support Services. The department works in collaboration with other city departments providing administrative support in areas of information technology, citywide municipal security, logistics, budgeting, strategic planning, research and accreditation, policy development, police records, recruitment and background investigations, employee wellness, 9-1-1 communications, and real time crime center operations. SERVICES PROVIDED • • • • • • • • • Manages Public Safety - Police assets including equipment, supplies, vehicles, facilities and communication equipment. Leads accreditation compliance and manages division strategic plan, special projects and policy development. Recruits and conducts thorough background investigations to hire qualified sworn and civilian personnel and support all personnel actions of the division. Manages citywide municipal security initiatives including facility monitoring, and access control. Manages and maintains central police records and criminal history and responds to public record, media and subpoena requests. Supports all divisional technologies including applications, hardware/software and other specialized solutions. Serves as the Public Safety answer point for all emergency and non-emergency calls for the City of Scottsdale. Ensures accurate reporting of crime statistics for local, state, and federal comparison. Maintains compliance of the Arizona Automated Fingerprint Identification System (AZAFIS) FY 2022/23 ACHIEVEMENTS • • • • Finalized implementation of the new Record Management System (RMS) to improve workflow efficiency and data analytics. Processed 488 potential candidates through background investigations to pursue full staffing. Continued to build the Real Time Crime Center to provide intelligence sharing and investigative program assistance for patrol and specialty units on major events. Implemented new public building security measures in city facilities enhancing safety for both employees and visitors. FY 2023/24 OBJECTIVES • • • • • • Implement the next phase of our web-based Computer-Aided Dispatch/Record Management Systems (CAD/RMS) to include citation management to improve workflow efficiency, data analytics, and all reporting requirements across the organization. Continue extensive outreach and recruitment efforts to achieve full staffing levels that ensure quality customer service. Improve the safety of employees and citizens while strengthening the security of city facilities through advanced security enhancements. Answer and dispatch all emergency and non-emergency calls for service expeditiously. Expand the reporting of financial information on grant management and special revenues. Provide proactive and timely information during active calls for service to patrol and specialty units using various technologies. 225 Table of Contents PUBLIC SAFETY - POLICE | Operational Services STAFF SUMMARY ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Full-time Equivalents (FTE) 121.00 122.00 126.00 4.00 % of city's FTEs 4.77 % ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 General Fund 14,753,105 18,672,497 20,462,600 1,790,103 TOTAL BUDGET 14,753,105 18,672,497 20,462,600 1,790,103 ACTUAL 2021/22 ADOPTED 2022/23 ADOPTED 2023/24 CHANGE 2022/23 TO 2023/24 Personnel Services 10,093,025 12,440,815 13,472,109 1,031,294 Contractual Services 3,891,638 4,794,744 5,903,940 1,109,196 Commodities 659,073 1,040,651 1,086,251 45,600 Capital Outlays 109,369 396,287 300 -395,987 14,753,105 18,672,497 20,462,600 1,790,103 0 0 0 0 14,753,105 18,672,497 20,462,600 1,790,103 EXPENDITURES BY FUND EXPENDITURES BY TYPE 79&838%034)6%8-2+&9(+)8 Operating Projects TOTAL BUDGET BUDGET NOTES AND SIGNIFICANT CHANGES • • • • The net increase of 4.00 FTE is due to the addition of two Municipal Security Guards (2.00 FTE) that will provide security guard presence at One Civic Center and the Civic Center/Mustang libraries; and the reclassification of a total of two Police Officer positions in the Professional Standards and Investigative Services and in the Uniformed Services departments to one Police Analyst (1.00 FTE) position, and one Police RTCC Technician (1.00 FTE) position. The increase in Personnel Services is due to: 1) the addition of 4.00 FTE; and 2) a FY 2023/24 pay for performance and market adjustment for eligible employees and an increase in healthcare and retirement rates. The increase in Contractual Services is primarily related to: 1) municipal security and leased vehicles contract increases; 2) continuing a grant funded initiative for electronic citation (e-citation) and electronic collision (e-collision) platforms to increase efficiency in enforcing traffic-related violations and vehicular safety; and 3) uniform and equipment cost increases. The decrease in Capital Outlays is primarily due to an accounting change that was implemented in FY 2022/23 on how the city recognizes leased vehicles. The accounting change was further refined in FY 2023/24 and now the accounting entry no longer impacts budget but remains compliant with the Governmental Accounting Standards Board (GASB) Statement No. 87. 226 Table of Contents PUBLIC SAFETY - POLICE | Operational Services ACTUAL 2021/22 ACTUAL 2022/23 PROJECTED 2023/24 14.6% 6.8% 9.0% 49.9% 25.6% 28.7% 92.0% 93.8% 95.0% 91.8% 84.6% 90.0% 13,447 14,921 15,500 # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Badge and access assistance for Municipal Security 1 404 $12,173 0.19 Operations support (logistics and transportation) 2 673 $20,277 0.32 TOTAL 3 1,077 $32,450 0.51 PERFORMANCE MEASURES EFFECTIVENESS Percentage of Public Records Requests made by citizens for On Body Camera Video, completed within 30 days Note: Measures are reported on a calendar year basis. Percentage of public requests for pre-employment background checks processed (responded to) within two business days Note: Records requests for pre-employment background checks from outside agencies/businesses completed by the Records Unit. Decrease in FY 2022/23 is related to vacancies and training of new staff. Measures are reported on a calendar year basis. 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. Measures are reported on a calendar year basis. WORKLOAD Percent of 911 calls received that were answered within ten seconds Note: Of the 121,264 calls for service received by the 911 Center, 102,606 were answered within ten seconds. Measures are reported on a calendar year basis. Number of requests facilitated through the Resource Management Unit Note: Requests included but not limited to uniforms, radar equipment, vehicle equipment and repair, and communication devices and supplies. Measures are reported on a calendar year basis. VOLUNTEER HOURS VOLUNTEERS The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). 227 Table of Contents FY 2023/24 Adopted Budget 228 Table of Contents DIVISION SUMMARY | Public Works 49&0-';36/7 *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 '%4-8%0463.)'81%2%+)1)28     *%'-0-8-)71%2%+)1)28     *0))81%2%+)1)28     730-(;%78)1%2%+)1)28     86%274368%8-32%2(786))87     838%0&9(+)8     229 Table of Contents .3&8-80) DIVISION SUMMARY | Public Works 838%0 *8) .3&8-80) 838%0 *8) %(1-2-786%8-:)7)'6)8%6=  03'/71-8,  '-4463.)'8)78-1%836  1%-28)2%2')8)','(0  '-8->)27)6:-')76)4  1%-28)2%2')8)',2-'-%2  '-8=)2+-2))6  1%-28)2%2');36/)6-  '-:-0)2+-2))646-2'-4%0  1%-28)2%2');36/)6--'(0  '-:-0)2+-2))67)2-36  1%2%+)1)28%2%0=78  '31192-'%8-327794)6:-736  3**-')1%2%+)6  '327869'8-32%(146-2'-4%0794  4%-28)6  '327869'8-32%(1-2794)6:-736  40%22-2+74)'-%0-78  '328%-2)66)4%-6)6  4091&)6  '3286%'87'336(-2%836  463.)'81%2%+)1)28%77-78%28  )0)'86-'-%2  463.)'81%2%+)6  )2)6+=1%2%+)1)28'32863074)'  463.)'81%2%+)646-2'-4%0  )59-41)284%687794)6:-736  463.)'81%2%+)67)2-36  )59-41)287)6:-');6-8)6  49&0-'-2*361%8-323**-')6  *%'-0-8-)71%-288)','(0  49&0-';36/7()48(-6)'836  *%'-0-8-)71%-28)2%2')8)',  49&0-';36/7)<)'(-6)'836  *%'-0-8-)77)6:-')%6)%1+6  49&0-';36/7*-2%2')1%2%+)6  *%'-0-8-)7794)6:-736  49&0-';36/740%22)6  *%'-0-8-)78)',2303+=794:  49&0-';36/7463.)'8'336(  *%'-0-8='32(-8-32%77)77-274  4;&9-0(-2+-274)'836-  *0))834)6%8-3271%2%+)6  4;&9-0(-2+-274)'836--  *0))84%68774)'-%0-78  4;-2*6%7869'896)-274)'836-  *0))88)',2-'-%2'6);',-)*  4;-2*6%7869'896)-274)'836--  *0))88)',2-'-%2-  6)%0)78%8)%77)81%2%+)6  *0))88)',2-'-%2--  6)%0)78%8)%77)8794)6:-736  *0))88)',2-'-%2---  6)%0)78%8)1+1874)'-%0-78  ,:%'8)',2-'-%2  6-+,83*;%=%+)287)2-36  -28)62  6-+,83*;%=1%2%+)6  -87%2%0=78  7%*)8= 86%-2-2+'336(-2%836  -87)2+-2))6  7-+2*%&6-'%836  -8734)6%836  7-+28)',2-'-%2  -877-+2%07794)6:-736  7-+2-2+ 1%6/-2+7794)6:-736  -877-+2%078)',-  730-(;%78)'7 3986)%',1+6  -877-+2%078)',--  730-(;%78))59-434)6%836--  -877-+2%078)',---  730-(;%78))59-434)6%836---  230 Table of Contents .3&8-80) 838%0 *8) 730-(;%78))59-434)6%836-:  730-(;%78)34)6%8-3271%2%+)6  730-(;%78)463+6%16)4  730-(;%78)463+6%16)47)2-36  730-(;%78)6398-2+74)'-%0-78  730-(;%78)7%*)8=86%-2'336(  730-(;%78)7)6:-')7794:  786))81%-28)2%2')794)6:-736  786))81%-28)2%2');36/)6  786))834)6%8-3271%2%+)6  786))87)59-41)2834)6%83676  7=78)17-28)+6%8-32794)6:-736  7=78)17-28)+6%836  8)',2303+='336(-2%836  8)',2303+=74)'-%0-78  86%**-')2+-2))6  86%**-')2+-2))646-2'-4%0  86%**-')2+-2))67)2-36  86%**-')2+-2))6-2+ 3471+6  86%**-')2+-2))6-2+794)6:-736  86%**-')2+-2))6-2+8)',76  86%**-')2+-2))6-2+8)',2-'-%2  86%27-81%2%+)6  86%27-834)6%8-327%2%0=78  86%27-834)6%8-327'336(-2%836  86%27-840%22)67)2-36  86%274368%8-32 786))87(-6  86%274368%8-3240%22)67)2-36  86%274368%8-3240%22-2+1+6  86%274368%8-326)46)7)28%8-:)  838%0 DIVISION SUMMARY | Public Works  231 Table of Contents DIVISION SUMMARY | Public Works 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 232 Table of Contents DIVISION SUMMARY | Public Works 786%8)+-'+3%0 7 ()7'6-48-32 8LI4YFPMG;SVOW(MZMWMSRMWGSQTVMWIHSJJMZIHITEVXQIRXW'ETMXEP4VSNIGX1EREKIQIRX*EGMPMXMIW1EREKIQIRX*PIIX 1EREKIQIRX7SPMH;EWXI1EREKIQIRXERH8VERWTSVXEXMSRERH7XVIIXW 7)6:-')7463:-()( • • • • •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• • • • • 'SRXMRYIHHIPMZIVMRKGVMXMGEPXVERWTSVXEXMSRRIIHWXLVSYKLLMKLTVMSVMX]EVXIVMEPTVSNIGXWMRGPYHMRKGSRWXVYGXMSR MQTVSZIQIRXWSR4MQE6SEHJVSQ4MRREGPI4IEO6SEHXS,ETT]:EPPI]6SEH,ETT]:EPPI]6SEHJVSQ4MQE6SEHXS%PQE 7GLSSP6SEHERHGSQTPIXMSRSJXLI3WFSVR6SEH'SQTPIXI7XVIIX,E]HIR6SEHXS7GSXXWHEPI6SEHTVSNIGX -RWXEPPIHGSSPMRKXS[IVGSRXVSPQSHYPIWJSVIRLERGMRK[EXIVGSRWIVZEXMSREX'MZMG'IRXIV0MFVEV]4SPMGIERH*MVI (ITEVXQIRX,IEHUYEVXIVW7GSXXWHEPI1YWIYQSJXLI;IWX4SPMGI(MWXVMGX'MX],EPP4SPMGI(MWXVMGXERH7GSXXWHEPI 'IRXIVJSVXLI4IVJSVQMRK%VXW'SQTPIXIHVIXVSJMXERHVITPEGIQIRXSJTSPIPMKLXMRKJVSQLMKLIRIVK]YWIXIGLRSPSK]XS QSVIWYWXEMREFPIPMKLXIQMXXMRKHMSHI 0)( XIGLRSPSK]JSV4LEWISJ'VSWWGYX'EREP4EXL[E]ERH4LEWISJ7GSXXWHEPI 7TSVXW'SQTPI\%PWSGSQTPIXIHVITEMVERHQEMRXIRERGISJWSPEVIUYMTQIRXEXPSGEXMSRWMQTVSZMRKIRIVK] KIRIVEXMSR (IZIPSTIHMRJVEWXVYGXYVIEXXLI2SVXL'SVT=EVHKEVEKIJSVIPIGXVMGZILMGPI ): GLEVKMRK%XSXEPSJPIZIPGLEVKMRK TSMRXW[IVIMRWXEPPIHERHGSRHYMX[EWVYRJSVJYXYVILIEZ]HYX]PIZIPGLEVKMRK 1EMRXEMRIHXLIWGLIHYPISJXLIFVYWLERHFYPOGSPPIGXMSRTVSKVEQXLVSYKLSYXIRXMVIJMWGEP]IEVMRGPYHMRKHYVMRKWYQQIV WIEWSR[MXLMRGVIEWIHQEXIVMEPXSRREKI 'SRXMRYIHXSTPERERHMQTPIQIRXXLIGYVVIRX*MZI=IEV4EZIQIRXTVSKVEQXSVEMWIXLIGMX]’W4EZIQIRX'SRHMXMSR-RHI\ 4'- XS“ZIV]KSSH” VEXMRK 4'- %4EZIQIRX4VMSVMXM^EXMSR4PER[MPPMRGPYHIEPPWXVIIXW[MXLMRXLIGMX]ERHTVMSVMXMIW ERHETTVSTVMEXIVILEFMPMXEXMSRQIXLSHWFEWIHSRWIPIGXIHWXVIIX4'-ERH[MPPFITPEGIHSRXLIHITEVXQIRX[IFWMXIMR IEVP]*= 233 Table of Contents DIVISION SUMMARY | Public Works *=3&.)'8-:)7 • • • • •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“ZIV]KSSH” 4EZIQIRX'SRHMXMSR-RHI\ 4'- VEXMRKJSVXLIGMX] WEWTLEPXWXVIIX W]WXIQ )JJIGXMZIRIWW )JJMGMIRG] )JJIGXMZIRIWW 234 Table of Contents DIVISION SUMMARY | Public Works 78%**7911%6= %'89%0  %(348)(  %(348)(  ',%2+)  83 *YPPXMQI)UYMZEPIRXW *8)     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 *PIIX1EREKIQIRX*YRH     +IRIVEP*YRH     +VERX*YRHW     7SPMH;EWXI*YRH     7TIGMEP4VSKVEQW*YRH     8VERWTSVXEXMSR*YRH     838%0&9(+)8     %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W     79&838%034)6%8-2+&9(+)8     3TIVEXMRK4VSNIGXW     838%0&9(+)8     )<4)2(-896)7&=8=4) 235 Table of Contents DIVISION SUMMARY | Public Works &9(+)8238)7%2(7-+2-*-'%28',%2+)7 8LIMRGVIEWISJ*8)MWHYIXS XLIEHHMXMSRSJE4YFPMG;SVOW&YMPHMRK-RWTIGXSV- *8) TSWMXMSRXSVIZMI[ HEMP]TVSKVIWWSJGETMXEPTVSNIGXWXSIRWYVIXLEXXLIWSSRXSFIEWWIXWSJXLIGMX]EVIGSRWXVYGXIHMRGSRJSVQERGI[MXLXLI ETTVSZIHTPERWERHWTIGMJMGEXMSRWXLEXXLIWMXIMWQEREKIHMRE[E]XSOIITXLIXVEZIPMRKTYFPMGWEJIHYVMRKGSRWXVYGXMSR ERHXSIRWYVIXLIIRHTVSHYGXMWSJEUYEPMX]EGGITXEFPIXSXLIGMX] XLIEHHMXMSRSJE7EJIX] 8VEMRMRK'SSVHMREXSV  *8) TSWMXMSRXSTVIZIRXERHQMXMKEXI[SVOTPEGIMRGMHIRXW XLIEHHMXMSRSJE1EMRXIRERGI;SVOIV- *8) TSWMXMSR ERHE7XVIIXW)UYMTQIRX3TIVEXSV7IRMSV *8) TSWMXMSRHIHMGEXIHXSTEXLWERHXVEMPWQEMRXIRERGI XLIEHHMXMSRSJ E7XVIIXW)UYMTQIRX3TIVEXSV7IRMSV *8) TSWMXMSRXSEHHVIWWXLIEHHMXMSREPQEMRXIRERGIVIWTSRWMFMPMXMIWSJXLI 'VSWW6SEHW)EWXTVSNIGXTLEWI-XLI4MQE6SEHERH(VEMREKIMQTVSZIQIRXERH6E[LMHI;EWL XLIEHHMXMSRSJE 7XVIIX1EMRXIRERGI;SVOIV *8) TSWMXMSRXSJEGMPMXEXIQEMRXIRERGIERHVITEMVSJXLIGMX]’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’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‘8LI4EXL1SWX 8VEZIPIH’ SRXLI%VM^SRE7XEXI0SST +IRIVEP*YRHJYRHIH[MXL8SYVMWQ(IZIPSTQIRX*YRHWZMEXVERWJIV ERH EHHMRKJYRHMRKXSTEMRXXLII\XIVMSVSJWIPIGXIHGMX]JEGMPMXMIW • • • • • • # OF VOLUNTEERS # OF HOURS VALUE OF VOLUNTEER HOURS FULL-TIME EQUIVALENT Boards/Commissions* 19 237 $7,141 0.12 Volunteers 6 141 $4,249 0.07 TOTAL 25 378 $11,390 0.19 VOLUNTEER HOURS SUMMARY The value of volunteer hours calculated at an hourly rate of $30.13 (Source: IndependentSector.org as of June 2023). *The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served a appointees, due to terms of service. 236 Table of Contents PUBLIC WORKS | Capital Project Management 786%8)+-'+3%0 7 ()7'6-48-32 8LI'ETMXEP4VSNIGX1EREKIQIRX(ITEVXQIRXMWGSQTVMWIHSJX[STVSKVEQW'ETMXEP4VSNIGXW[LMGLSZIVWIIWHIWMKRTVSNIGX 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able of Contents PUBLIC WORKS | Capital Project Management *=3&.)'8-:)7 • 'SRXMRYIHIPMZIVMRKLMKLTVMSVMX]&SRHTVSNIGXW8LMWMRGPYHIWFIKMRRMRKGSRWXVYGXMSRSJXLI*MVI7XEXMSRRIEV,E]HIR 6SEHERH%VM^SRE7XEXI6SYXIERH%WLPIV,MPP2IMKLFSVLSSH4EVO8LMWEPWSMRGPYHIWGSQTPIXMRKGSRWXVYGXMSRSJXLI &IPP6SEHEVIEQYPXMYWIWTSVXWJMIPHWERHGSRXMRYMRKGSRWXVYGXMSRJSV-RHMER&IRH;EWLMQTVSZIQIRXWERHTVSNIGXWEXXLI 4SPMGI*MVIXVEMRMRKJEGMPMX] • 'VIEXITVITEVIERHTVIWIRXTVSNIGXYTHEXIWXSXLI'MXM^IRW&SRH3ZIVWMKLX'SQQMXXII '&3' SREUYEVXIVP]FEWMWJSVXLI &SRHTVSKVEQ • 'SRXMRYIHIPMZIVMRKGVMXMGEPXVERWTSVXEXMSRRIIHWXLVSYKLLMKLTVMSVMX]EVXIVMEPTVSNIGXWMRGPYHMRKGSRWXVYGXMSRSJ MQTVSZIQIRXWSR4MQE6SEHJVSQ4MRREGPI4IEO6SEHXS,ETT]:EPPI]6SEH,ETT]:EPPI]6SEHJVSQ4MQE6SEHXS%PQE 7GLSSP6SEH1MPPIV6SEH,E]HIR6SEHSZIVXLI6E[LMHI;EWL7GSXXWHEPI6SEHJVSQ.SQE\6SEHXS(M\MPIXE(VMZIERH 6EMRXVII(VMZIXLVSYKLXLI%MVTEVOJVSQ7GSXXWHEPI6SEHXS,E]HIR6SEH • 'VIEXITVSTSWIERHSFXEMRGSQQIRXWSRETVSGIWWF][LMGLEGSRWXMXYIRXSVERMRXIVREPGMX]ETTPMGERXGERI\TVIWW MRXIVIWXMRHMWTSWMRKSJSVTYVGLEWMRKETVSTIVX]HIGPEVIHI\GIWWXSXLIGMX]’WRIIHW • 'SRXMRYIXSWYTTSVXGPMIRXHITEVXQIRXWMRXLIHIZIPSTQIRXERHVIJMRIQIRXSJGETMXEPTVSNIGXTVSTSWEPWXLVSYKLWYTTSVX JVSQXLIMRLSYWIHIWMKRXIEQERHIWXMQEXSV • 'VIEXITVSTSWIERHSFXEMRGSQQIRXWSRETVSGIWWXSHIGPEVITEVGIPWSJPERHXLEXEVIRSPSRKIVRIIHIHJSVETYFPMG TYVTSWIEWI\GIWWXSXLIGMX]’WRIIHWERHIPMKMFPIJSVHMWTSWEP • 'SRXMRYIXSWYTTSVXGMX]ERHGSRWXMXYIRXRIIHWERHGPMIRXHMZMWMSRWHITEVXQIRXWF]QEREKMRKGMX]PERHPERHVMKLXWERH GMX]PIEWMRKERHPMGIRWMRKTVSKVEQW • 'SRXMRYIXSWYTTSVXGETMXEPMQTVSZIQIRXTVSNIGXWF]TVSZMHMRKPERHXMXPIMRXIVTVIXEXMSREWWMWXERGITVSNIGXVMKLXSJ[E] EGUYMWMXMSRTLEWIQEREKIQIRXETTVEMWEPETTVEMWEPVIZMI[RIKSXMEXMSRERHEGUYMWMXMSRWIVZMGIW 238 Table of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) PUBLIC WORKS | Capital Project Management %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +IRIVEP*YRH     7TIGMEP4VSKVEQW*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W     79&838%034)6%8-2+&9(+)8             3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • •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able of Contents PUBLIC WORKS | Capital Project Management %'89%0  %'89%0  463.)'8)(  'ETMXEP4VSNIGX1EREKIQIRXI\TIRWIWEWETIVGIRXEKISJTVSNIGXGSWXW    8SXEPQEREKIHVIZIRYIKIRIVEXIHF]PIEWIWPMGIRWIWTIV*8)JSV6IEP )WXEXIKVSYT       3* :30928))67 3* ,3967 :%09)3* :30928))6 ,3967 *9008-1) )59-:%0)28     :SPYRXIIVWEVIXVEMRIHXSEWWMWXXLIZEVMSYWHITEVXQIRXWMR'ETMXEP 4VSNIGX1EREKIQIRXXSEWWYVIEPPHSGYQIRXEXMSRMWJSPPS[MRKSYV GYVVIRXWXEXIVIGSVHWVIXIRXMSR:SPYRXIIVWEVIGYVVIRXP][SVOMRK [MXL6IEP)WXEXI-RWTIGXMSR7IVZMGIWERH4VSNIGX1EREKIQIRX %WWMWXERXWXEJJXSKSXLVSYKLSPHLEVHGST]VIGSVHWERHHMWOWERH QEOIWYVIXLIMRJSVQEXMSRMWWXSVIHMRXLIETTVSTVMEXISRPMRI PSGEXMSR8LIZSPYRXIIVWEVIXVEMRIHMR0EWIVJMGLI HSGYQIRX QEREKIQIRXW]WXIQ ERHXLIGMX]’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able of Contents PUBLIC WORKS | Facilities Management 786%8)+-'+3%0 7 ()7'6-48-32 8LI*EGMPMXMIW1EREKIQIRX(ITEVXQIRXTVSZMHIWSRHIQERHERHTVIZIRXMZIQEMRXIRERGIWIVZMGIWEPSRK[MXLWGLIHYPIHPMJI 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QSHMJMGEXMSRW'SRXVEGX%HQMRMWXVEXMSREPWSIRGSQTEWWIWERRYEPWIVZMGIGSRXVEGXWJSVJMVIPMJIWEJIX]W]WXIQW IQIVKIRG]KIRIVEXSVW]WXIQWJMVII\XMRKYMWLIVMRWTIGXMSRERHQEMRXIRERGIIPIZEXSVQEMRXIRERGIEYXSQEXIHKEXIERH EYXSQEXMGSZIVLIEHKEVEKIHSSVQEMRXIRERGIMGIHIPMZIV]ERHTIWXQEREKIQIRX-XEPWSSZIVWIIWQEREKIQIRXSJ GYWXSHMEPWIVZMGIWXLEXTVSZMHIVSYXMRIERHWTIGMEPNERMXSVMEPWIVZMGIWJSVRIEVP]SRIQMPPMSRWUYEVIJIIXSJJEGMPMX]WTEGI 7XI[EVHEJEGMPMX]GSRHMXMSREWWIWWQIRXTVSKVEQXLEXGSRXMRYEPP]MHIRXMJMIWGYVVIRXERHJYXYVIJEGMPMX]HIJMGMIRGMIWERH EWWIXVIRI[EPRIIHWJSVHIZIPSTQIRXSJE'ETMXEP-QTVSZIQIRX4PER 241 Table of Contents PUBLIC WORKS | Facilities Management *=%',-):)1)287 • • • • • • • 6IHMVIGXIHXLITVSGIWWXSMQTPIQIRXQSHMJMGEXMSRWHIVMZIHJVSQMRZIWXQIRXKVEHIIRIVK]EYHMXWVIPEXIHXSIRIVK]WIVZMGI TIVJSVQERGIGSRXVEGXW )74' 'ERGIPIHGYVVIRX)74'GSRXVEGXHYIXSGSWXWEWWSGMEXIH[MXLQIEWYVIQIRXZIVMJMGEXMSRSJ QSHMJMGEXMSRWERHKYEVERXIIHWEZMRKWGPEYWIW-RMXMEXMRK.SF3VHIV'SRXVEGXWVIPEXMRKXSIRIVK]IJJMGMIRG]QSHMJMGEXMSRW 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‘8LI4EXL1SWX8VEZIPIH’ SRXLI%VM^SRE7XEXI0SST +IRIVEP*YRHJYRHIH[MXL8SYVMWQ(IZIPSTQIRX*YRHWZMEXVERWJIV ERH EHHMRKJYRHMRK XSTEMRXXLII\XIVMSVSJWIPIGXIHGMX]JEGMPMXMIW 243 Table of Contents PUBLIC WORKS | Facilities Management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’WEKMRKMRJVEWXVYGXYVIXLIEHHMXMSRSJRI[JEGMPMXMIWXSQEMRXEMRERHLEZMRKQSVI EGXMZMXMIWGSQTPIXIHMRLSYWIWYGLEWXIRERX-QTVSZIQIRXWERHXLITVIZIRXMZI QEMRXIRERGISJVSPPMRKKEXIWF]XLIGMX]’WIPIGXVMGMERWERHGSRWXVYGXMSRGVI[ ;36/03%( 2YQFIVSJ%VM^SRE&PYI7XEOIVIUYIWXWXSPSGEXIYRHIVKVSYRHIPIGXVMGEP ERHTPYQFMRKW]WXIQW 244 Table of Contents PUBLIC WORKS | Fleet Management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’WJPIIX 7)6:-')7463:-()( • • • • • %HQMRMWXVEXMSRTVSZMHIWEHQMRMWXVEXMZIERHQEREKIVMEPWYTTSVXERHVITSVXMRKJSVJPIIXSTIVEXMSRWXSIRWYVIWEJIIJJMGMIRX ERHGSWXIJJIGXMZIQEMRXIRERGIVITEMVJYIPMRKERHVITPEGIQIRXSJGMX]S[RIHZILMGPIWERHIUYMTQIRX 3TIVEXMSRWWYTTSVXWGMX]HMZMWMSRWF]QEMRXEMRMRKERHVITEMVMRKZILMGPIWERHTMIGIWSJJMIPHIUYMTQIRXGSRWMWXMRKSJ QEOIWERHQSHIPW%HHMXMSREPP]PIEWIHTSPMGIYRHIVGSZIVZILMGPIWVIGIMZIQMRSVQEMRXIRERGIF]JPIIX STIVEXMSRW 4EVXW7YTTP]TYVGLEWIWWYTTPMIWTEVXWERHEGGIWWSVMIWVIUYMVIHXSQEMRXEMRERHVITEMVZILMGPIWERHIUYMTQIRXERH HIZIPSTWERHQEMRXEMRWVIPEXIHGSRXVEGXW *YIPQEREKIWJYIPMRZIRXSVMIWEXWIZIRJYIPWMXIWXLVSYKLSYXXLIGMX]TVSZMHMRKXLVIIJYIPX]TIW'2+HMIWIPERHYRPIEHIH JYIPWERHQEMRXEMRWVIKYPEXSV]GSQTPMERGI[MXLGMX]GSYRX]WXEXIERHJIHIVEPVIKYPEXMSRW :ILMGPI%GUYMWMXMSRWTVSGYVIWERHIUYMTWRI[ZILMGPIWHMWTSWIWSJWYVTPYWZILMGPIWERHIUYMTQIRXERH HIZIPSTWQEMRXEMRWJPIIXWIVZMGIGSRXVEGXW:ILMGPI%GUYMWMXMSRWEPWSGSSVHMREXIWXLIKIXVIEH]TVSGIWW[MXLXLI ETTPMGEFPIHMZMWMSRERHZIRHSVW *=%',-):)1)287 • • • •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• • • • %REP]^IERHIZEPYEXIEPPEWTIGXWSJXLIGYVVIRXJPIIXEWWIXVIRXEPVITPEGIQIRXVEXIERHWMQTPMJ][LIVITSWWMFPI -HIRXMJ]STTSVXYRMXMIWJSVMQTVSZIQIRXWYXMPM^MRKE7;%8EREP]WMWKMZIRXLIVIGIRXQEREKIQIRXXIEQVIXMVIQIRXWERHRI[ MRGSQMRKQEREKIQIRXXIEQ 6IWIEVGLERHMHIRXMJ]IPIGXVMGZILMGPIW ): WTIGMJMGEPP][SVOXVYGOZSGEXMSREPXVYGOWXLEXGERWYTTSVXEJYPP[SVOHE] QMWWMSRJSVXLIZEVMSYWXVEHIW -QTVSZIEZEMPEFMPMX]SJJPIIXZILMGPIWERHIUYMTQIRXF]GSRWGMSYWTPERRMRKERHXMQMRKSJVITEMVWERHQEMRXIRERGI 245 Table of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) PUBLIC WORKS | Fleet Management %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 *PIIX1EREKIQIRX*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W     79&838%034)6%8-2+&9(+)8             3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIHIGVIEWIMR'ETMXEP3YXPE]WMWTVMQEVMP]HYIXSQSZMRKZILMGPIEGUYMWMXMSRWERHIUYMTQIRX[MXLI\XIRHIHTVSHYGXMSR PIEHXMQIWERHLMKLGSWXWXSXLI'ETMXEP-QTVSZIQIRX4PER 246 Table of Contents 4)6*361%2')1)%796)7 PUBLIC WORKS | Fleet Management %'89%0  %'89%0  463.)'8)(           LVW LVW LVW )**)'8-:)2)77 6IJSGYWSRXLIFEWMGWSJTVIZIRXEXMZIQEMRXIRERGI-QTVSZI4VIZIRXMZI 1EMRXIRERGI'SQTPMERGIXSEJPIIX[MHIEZIVEKISJEXPIEWXTIVGIRX FEWIHSRXLIVITSVX“4VIZIRXMZI1EMRXIRERGI'SQTPMERGIF]+EPPSRW”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able of Contents PUBLIC WORKS | Solid Waste Management 786%8)+-'+3%0 7 ()7'6-48-32 7SPMH;EWXI1EREKIQIRXQEMRXEMRWGPIERRIMKLFSVLSSHWERHTVSXIGXWTYFPMGLIEPXLF]TVSZMHMRKWSPMH[EWXIGSPPIGXMSR XVERWTSVXEXMSRHMWTSWEPGSQTPMERGIERHIHYGEXMSRWIVZMGIWEXXLIPS[IWXTVEGXMGEPVEXIERH[MXLXLILMKLIWXTSWWMFPI GYWXSQIVWEXMWJEGXMSR 7)6:-')7463:-()( • • • • • • 6IWMHIRXMEP'SPPIGXMSR7IVZMGIWTVSZMHIW[IIOP]VIJYWIERHVIG]GPMRKGSPPIGXMSRERHQSRXLP]FVYWLERHFYPOGSPPIGXMSRXS QSVIXLERWMRKPIJEQMP]VIWMHIRXMEPGYWXSQIVW 'SQQIVGMEP'SPPIGXMSR7IVZMGIWTVSZMHIWGSQQIVGMEPVIJYWIERHVIG]GPMRKGSPPIGXMSRWM\HE]WE[IIOXSFYWMRIWWIW QYPXMJEQMP]LSYWMRKHIZIPSTQIRXWEPPGMX]JEGMPMXMIWERHTEVOW 'SRXEMRIV6ITEMV7IVZMGIWTVSZMHIWGYWXSQIVWIVZMGIXSQSVIXLERWMRKPIJEQMP]LSQIWWIVZMGIHF]VIWMHIRXMEP GSPPIGXMSRWIVZMGIWERHTVSZMHIWHMVIGXWIVZMGIWXS7GSXXWHEPIFYWMRIWWIWWIVZMGIHF]GSQQIVGMEPJVSRXPSEHIV GSPPIGXMSRWIVZMGIWERHFYWMRIWWIWERHSVVIWMHIRXWWIVZMGIHF]XLIGSQQIVGMEPVSPPSJJGSPPIGXMSRTVSKVEQ ,SYWILSPH,E^EVHSYW;EWXITVSZMHIWEWEJIPIKEPERHGSRZIRMIRX[E]JSVVIWMHIRXWXSHMWTSWIYR[ERXIHSVYRRIIHIH MXIQW 8VERWJIV7XEXMSR3TIVEXMSRWTVSZMHIWEGIRXVEPPSGEXMSRJSVWSPMH[EWXIVIWMHIRXMEPFVYWLERHGSQQIVGMEPGSPPIGXMSR ZILMGPIW[SVOMRKMRXLIRSVXLIVRTEVXSJXLIGMX]XSHVSTSJJPSEHWSJVIJYWIFVYWLERHVIG]GPEFPIWVEXLIVXLERLEYPMRK XLIQHMVIGXP]XSXLIPERHJMPPSVVIG]GPMRKJEGMPMX] 3XLIVGSPPIGXMSRERHPERHJMPPHMZIVWMSRTVSKVEQWWYGLEWIPIGXVSRMGWVIG]GPMRKQSZMRKFS\ERH[LMXIKSSHWGSPPIGXMSRW ERHGEVHFSEVHFEPMRK *=%',-):)1)287 • • • • • • • •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able of Contents PUBLIC WORKS | Solid Waste Management *=3&.)'8-:)7 • • • • • • • •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able of Contents PUBLIC WORKS | Solid Waste Management 78%**7911%6= %'89%0  %(348)(  %(348)(  ',%2+)  83     *YPPXMQI)UYMZEPIRXW *8) SJGMX] W*8)W  %'89%0  %(348)(  %(348)(  ',%2+)  83 7SPMH;EWXI*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 )<4)2(-896)7&=*92( 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • • 8LIMRGVIEWISJ*8)MWHYIXS XLIEHHMXMSRSJ7SPMH;EWXI)UYMTQIRX3TIVEXSV-: *8) TSWMXMSRWXSEPPS[JSV JEWXIVVIWTSRWIXMQIWXSGSPPIGXMSRMWWYIWERHXSEMHMRTVSQSXMRKWEJISTIVEXMRKTVEGXMGIWERH XLIEHHMXMSRSJ7SPMH ;EWXI)UYMTQIRX3TIVEXSV--- *8) TSWMXMSRWXSGSRXMRYIXSTVSZMHI[IIOP]VIJYWIERHVIG]GPIWIVZMGIXSXLIKVS[MRK RYQFIVSJVIWMHIRXWEGVSWWXLIGMX] 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXS XLIEHHMXMSRSJ*8)ERH E*=TE]JSVTIVJSVQERGIERH QEVOIXEHNYWXQIRXJSVIPMKMFPIIQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SRXVEGXYEP7IVZMGIWMWTVMQEVMP]HYIXS MRGVIEWIWXSWSPMH[EWXIPERHJMPPGSWXWERH MRGVIEWIWXSWSPMH [EWXIVIG]GPMRKTVSGIWWMRKJIIW 8LIHIGVIEWIMR'ETMXEP3YXPE]WMWHYIXSXLIIPMQMREXMSRSJESRIXMQIJYRHMRKJSVWM\XVEGXSVWERHXVEMPIVWRSXRIIHIHMR*=  250 Table of Contents PUBLIC WORKS | Solid Waste Management 4)6*361%2')1)%796)7 %'89%0  %'89%0  463.)'8)(        ;36/03%( %ZIVEKITSYRHWSJVIG]GPEFPIQEXIVMEPGSPPIGXIHTIVVIWMHIRXMEPEGGSYRXTIV ]IEV 2SXI-R*=XLIVI[IVIQSVIXLERVIWMHIRXMEPEGGSYRXW )**)'8-:)2)77 (MZIVWMSRVEXIJSVQEXIVMEPGSPPIGXIHF]7SPMH;EWXIVIWMHIRXMEPGSPPIGXMSR TVSKVEQ 2SXI1IEWYVIFEWIHSRPIZIPSJVIG]GPMRKIJJSVXWYWIHXSHMZIVXQEXIVMEPJVSQPERHJMPP 7SYVGISJ[EWXIMWLSYWILSPHVIJYWISRP]RSXFVYWLERHFYPO 251 Table of Contents PUBLIC WORKS | Transportation and Streets 786%8)+-'+3%0 7 ()7'6-48-32 8VERWTSVXEXMSRERH7XVIIXWMWGSQTVMWIHSJX[SGSQTSRIRXW8VERWTSVXEXMSRTVSZMHIWWEJIIJJMGMIRXERHGSRZIRMIRX QSZIQIRXSJTISTPIERHKSSHW8VERWTSVXEXMSRTVSKVEQWMRGPYHIWXVIIXWTEXLWXVEMPWERHFYWQEWXIVTPERRMRKTVSNIGX 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*=%',-):)1)287 • 'SQTPIXIHWTIIHPMQMXWXYHMIWJSVIZIV]QENSVWXVIIXMR7GSXXWHEPIXLEXHMHRSXLEZIEGYVVIRXWXYH]SRJMPIWMRGIXLI]IEV  • 'SQTPIXIHXIRWEJIX]EWWIWWQIRXWJSVMRXIVWIGXMSRWERHWXVIIXWIKQIRXW[MXLLMKLGSPPMWMSRVEXIW-R*=WXEJJ [MPPFIGSQTPIXMRKEREHHMXMSREPXIREWWIWWQIRXW • 'SRXMRYIHXSMRWXEPPMRXIVREPP]MPPYQMREXIHWXVIIXREQIWMKRWEPSRK7GSXXWHEPI6SEH-R*=SJXLIMRXIVWIGXMSRW SR7GSXXWHEPI6SEHJVSQ6SSWIZIPX7XVIIXXS8LSQTWSR4IEO4EVO[E]MRWXEPPEXMSRWEVIGSQTPIXIEVITEVXMEPP] GSQTPIXIERHEVIVIQEMRMRKXSFIGSQTPIXIHMR*= • -RWTIGXIHTIVGIRXSJXLIXSXEPHVEMREKIEWWIXWMR*=1EMRXEMRIHGSQTPMERGI[MXLXLI174IVQMX • 'SQTPIXIHX[SERRYEPG]GPIWSJXLI%PPI]1EMRXIRERGI4VSKVEQGSQTPIXMRKTIVGIRXSJXLIXSXEPEPPI]W7XEJJLEWEPWS GSQTPIXIHX[SG]GPIWSJXLI%PPI];IIH%FEXIQIRX4VSKVEQERHLEWWTVE]IHTIVGIRXSJXLIXSXEPEPPI]WX[MGI • 'SQTPIXIHTIVGIRXSJXLI%(38VIGSQQIRHIHFVMHKIVITEMVWMR*= • 'SQTPIXIHTIVGIRXSJ4EVOMRK0SX4EZIQIRX'SRHMXMSRWYVZI]7XEJJLEWMQTPIQIRXIHE4EVOMRK0SX4EZIQIRX 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’W2SMWI%FEXIQIRX4SPMG]XSVIJPIGXXLIGVMXIVMEETTVSZIHMRXLI8VERWTSVXEXMSR%GXMSR4PERERHSFXEMRGMX] GSYRGMPETTVSZEP 254 Table of Contents PUBLIC WORKS | Transportation and Streets 78%**7911%6= %'89%0  %(348)(  %(348)(  ',%2+)  83     *YPPXMQI)UYMZEPIRXW *8) SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 +VERX*YRHW     8VERWTSVXEXMSR*YRH     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W     79&838%034)6%8-2+&9(+)8     3TIVEXMRK4VSNIGXW     838%0&9(+)8     &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • • • 8LIMRGVIEWISJ*8)MWHYIXS XLIEHHMXMSRSJE1EMRXIRERGI;SVOIV- *8) TSWMXMSRERHE7XVIIXW)UYMTQIRX 3TIVEXSV7IRMSV *8) TSWMXMSRHIHMGEXIHXSTEXLWERHXVEMPWQEMRXIRERGI XLIEHHMXMSRSJE7XVIIXW)UYMTQIRX 3TIVEXSV7IRMSV *8) TSWMXMSRXSEHHVIWWXLIEHHMXMSREPQEMRXIRERGIVIWTSRWMFMPMXMIWSJXLI'VSWW6SEHW)EWX TVSNIGXTLEWI-XLI4MQE6SEHERH(VEMREKIMQTVSZIQIRXERH6E[LMHI;EWL XLIEHHMXMSRSJE7XVIIX1EMRXIRERGI ;SVOIV *8) ETSWMXMSRXSJEGMPMXEXIQEMRXIRERGIERHVITEMVSJXLIGMX]’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able of Contents PUBLIC WORKS | Transportation and Streets %'89%0  %'89%0  463.)'8)(           2YQFIVSJWMKREPM^IHMRXIVWIGXMSRWVIXMQIHXSMQTVSZIXVEJJMGWMKREP GSSVHMREXMSRERHIJJMGMIRG]    4IVGIRXSJWXVIIXPMKLXVITEMVWGSQTPIXIH[MXLMRXIRHE]WSJSYXEKIVITSVXIH                2YQFIVSJXVEJJMGWMKREPTVIZIRXMZIERHVIWTSRWMZIQEMRXIRERGIEGXMZMXMIW    2YQFIVSJ%VM^SRE %> &PYI7XEOIVIWTSRWIWXSPSGEXI YRHIVKVSYRHXVEJJMGWMKREPERHJMFIVGSRHYMXW]WXIQW       4)6*361%2')1)%796)7 )**-'-)2'= 3RXMQITIVJSVQERGISJXLIXVSPPI]WLSYPHQIIXSVI\GIIHTIVGIRX 2SXI3RXMQIMWHIJMRIHEWPIWWXLERSRIQMRYXIIEVP]ERHRSQSVIXLERJMZIQMRYXIWPEXI 7[IITTIVGIRXSJWXVIIXWEXXLIJSPPS[MRKJVIUYIRG]FEWIHSRWXVIIX GPEWWMJMGEXMSRQENSVWXVIIXWX[MGITIVQSRXLHS[RXS[RWXVIIXWJMZIXMQIW TIV[IIOERHVIWMHIRXMEPWXVIIXWSRGITIVQSRXL 2SXI'YVVIRXW]WXIQERHHEXEVITSVXMRKSREGXYEPQMPIWW[ITX[EWMRGSRWMWXIRXMR*=  6IWTSRHXSTIVGIRXSJIQIVKIRG]GEPPWSRWXVIIXVIPEXIHMWWYIW[MXLMR SRILSYV 2SXI8LI)QIVKIRG]6IWTSRWI8IEQVIWTSRHWXSEPPEJXIVLSYVWWXVIIXVIPEXIH IQIVKIRGMIW[MXLMRSRILSYV )**)'8-:)2)77 2SXI%GXYEPTIVGIRXEGLMIZIHERHI\TIGXIHMWPS[IVXLERXLI KSEPHYIXSWXEJJMRK WLSVXEKIW %GLMIZIE“ZIV]KSSH”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able of Contents PUBLIC WORKS | Transportation and Streets 3* :30928))67 3* ,3967 :%09)3* :30928))6 ,3967 4EXLW 8VEMPW7YFGSQQMXXIISJXLI8VERWTSVXEXMSR'SQQMWWMSR TVSZMHIWETYFPMGJSVYQJSVMWWYIWWYVVSYRHMRKTEXLWERHXVEMPW     8LI8VERWTSVXEXMSR'SQQMWWMSREHZMWIWXLI'MX]'SYRGMPSR QEXXIVWVIPEXMRKXSXLIWEJIERHIJJMGMIRXQSZIQIRXSJZILMGPIW XVERWMXTIHIWXVMERWERHFMG]GPMWXW8LI'SQQMWWMSRTVSZMHIWE TYFPMGJSVYQXSLIEVGMXM^IRGSQTPEMRXWERHVIUYIWXWVIKEVHMRK XVERWTSVXEXMSRQEXXIVW     7XYHIRXZSPYRXIIVTVSZMHIHWYTTSVXXSXLIXVERWTSVXEXMSRTPERRMRK HMZMWMSR8EWOWMRGPYHIH+ISKVETLMG-RJSVQEXMSR7]WXIQQET GVIEXMSRERHKISHEXEFEWIHIZIPSTQIRXERHYTHEXIWJMIPHHEXE GSPPIGXMSRERHEWWIXQEREKIQIRXVIPEXIHXSXLIRSRQSXSVM^IH XVERWTSVXEXMSRW]WXIQEWWMWXIHMRVIWIEVGLMRKXVERWTSVXEXMSR TPERRMRKFIWXTVEGXMGIWERHEWWMWXIH[MXLXLITYFPMGSYXVIEGL TVSKVEQ     838%0     :30928))6,3967 *9008-1) )59-:%0)28 &3%6(7'311-77-327 :30928))67 8LIZEPYISJZSPYRXIIVLSYVWGEPGYPEXIHEXERLSYVP]VEXISJ 7SYVGI-RHITIRHIRX7IGXSVSVKEWSJ.YRI  8LIRYQFIVSJZSPYRXIIVWSR&SEVHW'SQQMWWMSRWVIJPIGXWETTSMRXIHWIEXWFYXQSVIGMXM^IRWQE]LEZIEGXYEPP]WIVZIHEW ETTSMRXIIWHYIXSXIVQWSJWIVZMGI 257 Table of Contents FY 2023/24 Adopted Budget 258 Table of Contents DIVISION SUMMARY | Water Resources ;%8)66)7396')7 *=%(348)(&9(+)8 )<4)2(-896)7&=()4%681)28 %'89%0  %(348)(  %(348)(  ',%2+)  83 ;%8)659%0-8=     ;%8)66)'0%1%8-327)6:-')7     ;%8)640%22-2+%2()2+-2))6-2+     ;%8)68)',2303+= %(1-2     ;%8)67)6:-')7     4-4)0-2) 86)%81)28%+6))1)287     838%0&9(+)8     259 Table of Contents .3&8-80) DIVISION SUMMARY | Water Resources 838%0 *8) .3&8-80) 838%0 *8) %(1-2-786%8-:)%77-78%28794:  ;%8)6'327)6:%8-32463+794:  %(1-2-786%8-:)7)'6)8%6=  ;%8)6'327)6:%8-3274)'-%0-78  '-8->)27)6:-')76)4  ;%8)6(-786-&98-321%2%+)6  )2+-2))6-2+%773'-%8)  ;%8)61%-28)2%2')1%2%+)6  *-2%2')%2%0=78  ;%8)61)8)6'336(-2%836  ,:%'8)',2-'-%2  ;%8)61)8)68)',2-'-%2-  -278691)28 '32863078)',--  ;%8)61)8)68)',2-'-%2--  -28)62  ;%8)61)8)68)',2-'-%2---  1%2%+)1)28%2%0=78  ;%8)640%22 430-'=%2%0=78  1%2%+)1)28%2%0=787)2-36  ;%8)6430-'=1%2%+)6  463')77'328630463+6%11+6  ;%8)6463(9'8-321%2%+)6  49&0-'-2*361%8-323**-')6  ;%8)659%0-8=%7796%2')'336(  7'%(%1%2%+)6  ;%8)659%0-8=(-6)'836  7'%(%74)'-%0-78-  ;%8)659%0-8=0%&36%836=1+6  7'%(%74)'-%0-78--  ;%8)659%0-8=6)+90%836=1+6  7'%(%74)'-%0-78---  ;%8)659%0-8=74)'-%0-78  7'-)28-78  ;%8)659%0-8=74)'-%0-7876  7'-)28-7846-2'-4%0  ;%8)659%0-8=794)6:-736  7'-)28-787)2-36  ;%8)659%0-8=8)',2-'-%2  7=78)17-28)+6%8-32794)6:-736  ;%8)66)'0%1%8-327:'(-6)'836  7=78)17-28)+6%836  ;%8)66)7)2+-2))6  8)',2303+='336(-2%836  ;%8)66)7)2+-2))646-2'-4%0  ;;;1%-28)2%2')8)',--  ;%8)66)7)2+-2))67)2-36  ;;;1%-28)2%2')8)',---  ;%8)66)7,:%''3286%'87'336(  ;;;34)6%8-327794)6:-736  ;%8)66)7402+ )2+(-6)'836  ;;;86)%81)2840%2834--  ;%8)66)7396')7%(1-2-786%836  ;;;86)%81)2840%2834---  ;%8)66)7396')7%77)8463+1+6  ;;;98-0-8=)0)'86-'-%2-  ;%8)66)7396')7)<)'(-6)'836  ;;;98-0-8=)0)'86-'-%2--  ;%8)66)7396')74-4)0-2)  ;;;98-0-8=)0)'86-'-%2---  ;%8)67)'7%*)8= 86%-2'336(  ;%78);%8)6'300)'8-3234)6---  ;%8)67)6:-')7(-6)'836  ;%78);%8)6'300)'8-3271%2%+)6  ;%8)67)6:-')7;36/)6--  ;%78);%8)6'300)'8-32734)6--  ;%8)67)6:-')7;36/)6---  ;%78);%8)686)%81)281%2%+)6  ;%8)67)6:-')7;36/)6-:  ;%8)6%77)81%2%+)1)288)',  ;%8)67)6:-')7;36/)6:  ;%8)6%9(-88)',2-'-%2  ;%8)67=78)17 8)',2303+=1+6  260 838%0  Table of Contents .3&8-80) DIVISION SUMMARY | Water Resources 838%0 *8) ;%8)67=78)17%2%0=78  ;%8)67=78)17794)6:-736  838%0  261 Table of Contents DIVISION SUMMARY | Water Resources 78%**7911%6= )<4)2(-896)7&=*92( 4IVGIRXWVITVIWIRX*=%HSTXIH )<4)2(-896)7&=8=4) 4IVGIRXWVITVIWIRX*=%HSTXIH 262 Table of Contents DIVISION SUMMARY | Water Resources 786%8)+-'+3%0 7 ()7'6-48-32 8LI;EXIV6IWSYVGIW(MZMWMSRMWGSQQMXXIHXSTVSZMHMRKIJJMGMIRXLMKLUYEPMX]VIPMEFPI[EXIVERHWI[IVWIVZMGIXS7GSXXWHEPI VIWMHIRXWERHFYWMRIWWIW8LIHMZMWMSRGSQTVMWIWWM\EVIEW;EXIV5YEPMX];EXIV6IGPEQEXMSR7IVZMGIW;EXIV4PERRMRKERH )RKMRIIVMRK;EXIV8IGLRSPSK]ERH%HQMRMWXVEXMSR;EXIV7IVZMGIWERH4MTIPMRI 8VIEXQIRX%KVIIQIRXW;EXIV5YEPMX] IRWYVIWGSQTPMERGI[MXLJIHIVEPWXEXIERHPSGEPVIKYPEXMSRWJSVHVMROMRK[EXIVVIGPEMQIH[EXIVMRHYWXVMEPTVIXVIEXQIRX WYTIVJYRHGVSWWGSRRIGXMSRGSRXVSPWXSVQ[EXIVUYEPMX]EMVUYEPMX]ERHEUYMJIVTVSXIGXMSRJSVEPP;EXIV6IWSYVGIWTVSKVEQW ERHJEGMPMXMIW;EXIV6IGPEQEXMSR7IVZMGIWQEREKIWXLIWI[IVGSPPIGXMSRW]WXIQWI[EKIXVIEXQIRXJEGMPMXMIWERHVI YWIVIGLEVKIJEGMPMXMIWTVSZMHMRKWIVZMGIXSQSVIXLEREGGSYRXW;EXIV4PERRMRKERH)RKMRIIVMRKTVSZMHIWIWWIRXMEP WYTTSVXMRIRKMRIIVMRKXIGLRSPSK]JMRERGIERHTPERRMRKJSVXLIHMZMWMSRERHQEREKIWXLI[EXIVGSRWIVZEXMSRTVSKVEQ;EXIV 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(in million gallons) 4IVGIRXEKISJTEVXMGMTERXW[LSEXXIRHIHXLI ;EXIV'MXM^IR%GEHIQ]ERHVEXIHXLISZIVEPP TVSKVEQEW)\GIPPIRXSV+SSHMR JIIHFEGOWYVZI] ;SVOPSEH )JJMGMIRG] )JJIGXMZIRIWW 0SWXERHYREGGSYRXIHJSV[EXIV %ZIVEKIHE]HVMROMRK[EXIVTVSHYGXMSR TIVGEPIRHEV]IEV MRQMPPMSRKEPPSRW )JJMGMIRG] ;SVOPSEH 264 Table of Contents DIVISION SUMMARY | Water Resources 78%**7911%6= %'89%0  %(348)(  %(348)(  ',%2+)  83 *YPPXMQI)UYMZEPIRXW *8)     SJGMX] W*8)W  %'89%0  %(348)(  %(348)(  ',%2+)  83 7I[IV*YRHW     ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 )<4)2(-896)7&=8=4) 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • • • 8LIMRGVIEWISJ*8)MWHYIXS XLIEHHMXMSRSJE;EXIV4PERRMRK 4SPMG]%REP]WX *8) TSWMXMSRXSEMHMRXLI IZIVMRGVIEWMRK[SVOPSEHXLEXMWEWWSGMEXIH[MXL[EXIVWLSVXEKIERHHVSYKLX XLIEHHMXMSRSJE7IRMSV1EREKIQIRX %REP]WX *8) TSWMXMSR[LMGL[MPPEMHMRXLIHMZMWMSR’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able of Contents DIVISION SUMMARY | Water Resources 3* :30928))67 3* ,3967 :%09)3* :30928))6 ,3967 *9008-1) )59-:%0)28 Volunteers     838%0     :30928))6,39677911%6= 8LIZEPYISJZSPYRXIIVLSYVWGEPGYPEXIHEXERLSYVP]VEXISJ 7SYVGI-RHITIRHIRX7IGXSVSVKEWSJ.YRI  266 Table of Contents WATER RESOURCES | Water Quality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• • •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• • •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• • • • 'SQTPIXIXVIEXQIRXZEPMHEXMSRPEFSVEXSV]XIWXMRKVIUYMVIHXSSFXEMREJYPPWGEPI(MVIGX4SXEFPI6IYWITIVQMX -HIRXMJ]VIQEMRMRKKEPZERM^IHWIVZMGIWJSVVITPEGIQIRXMRGSQTPMERGI[MXLXLI0IEHERH'STTIV6YPI6IZMWMSRW 'SQTPIXIPIEHERHGSTTIVWIVZMGIPMRIMRZIRXSV]SJUYEPMJ]MRKVIWMHIRXMEPGYWXSQIVWEWVIUYMVIHF]XLI0IEHERH'STTIV 6YPI6IZMWMSRW 'SQTPIXIRI[WSYVGIETTVSZEPQSRMXSVMRKXSFVMRKRI[EUYMJIVWXSVEKIERHVIGSZIV]ERHTVIZMSYWP]YRYWIH[IPPWSRPMRI 267 Table of Contents WATER RESOURCES | Water Quality 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 7I[IV*YRHW     ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • •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able of Contents WATER RESOURCES | Water Quality %'89%0  %'89%0  463.)'8)(           3* :30928))67 3* ,3967 :%09)3* :30928))6 ,3967 *9008-1) )59-:%0)28 :SPYRXIIVWMRXLI;EXIV5YEPMX]0EFSVEXSV][MPPTIVJSVQFEWMG QMGVSFMSPSKMGEPQSPIGYPEVERHGLIQMGEPXIWXWSR[EXIVERH [EWXI[EXIVWEQTPIWYRHIVXLIKYMHERGISJE7GMIRXMWX4VMSVXS [SVOMRKMRXLIPEFSVEXSV]XLIZSPYRXIIV[MPPKSXLVSYKLI\XIRWMZI WEJIX]XVEMRMRK[MXLXLI0EFSVEXSV]'LIQMGEP,]KMIRI3JJMGIV8LI ZSPYRXIIV[MPPTIVJSVQFEWMGGLIQMGEPXIWXWI\XVEGXMSRWERH HMKIWXMSRWMRXLIQIXEPWERH[IXGLIQMWXV]PEFSVEXSV]8LI ZSPYRXIIV[MPPWTIRHXMQIMRXLIQMGVSFMSPSK]PEFSVEXSV]TIVJSVQMRK XIWXWJSVJIGEPERHXSXEPGSPMJSVQWLIXIVSXVSTLMGFEGXIVMEERH QSPIGYPEVHIXIGXMSRSJSVKERMWQWYWMRKTSP]QIVEWIGLEMRVIEGXMSR     838%0     4)6*361%2')1)%796)7 )**)'8-:)2)77 (VMROMRK[EXIVGSQTPMERGIVEXI 2SXI3ZIVXIWXWEVITIVJSVQIHERRYEPP]SRHVMROMRK[EXIVMRXLI;EXIV5YEPMX] 0EFSVEXSV]-REHHMXMSRGSRXMRYSYWSRPMRIEREP]^IVWQSRMXSVXLIHVMROMRK[EXIV XLVSYKLSYXXLIHMWXVMFYXMSRW]WXIQERH[EXIVXVIEXQIRXTPERXW 7YTIVJYRHGSQTPMERGIVEXI 2SXI%PPWEQTPIWXEOIREVITEVXSJXLI2SVXL-RHMER&IRH7YTIVJYRH7MXIERH[IVIMRJYPP GSQTPMERGI[MXLXLI%QIRHIH'SRWIRX(IGVII8LIHIGVIIMWXLIPIKEPHSGYQIRX MWWYIHF]XLI)4%XLEXKSZIVRWEPPEGXMZMXMIWERHVIUYMVIQIRXWSJXLI7YTIVJYRH7MXI -RHYWXVMEPYWIVGSQTPMERGIVEXI[MXLHMWGLEVKITIVQMXW :30928))6,3967 :30928))67 8LIZEPYISJZSPYRXIIVLSYVWGEPGYPEXIHEXERLSYVP]VEXISJ 7SYVGI-RHITIRHIRX7IGXSVSVKEWSJ.YRI  269 Table of Contents WATER RESOURCES | Water Reclamation Services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• • • 4VSZMHIWWI[IVWIVZMGIXSQSVIXLEREGGSYRXWF]QEMRXEMRMRKERHSTIVEXMRKQSVIXLERQMPIWSJWI[IVPMRIW ERHXLVII[EWXI[EXIVXVIEXQIRXTPERXW 'SPPIGXWERHXVIEXWETTVS\MQEXIP]QMPPMSRKEPPSRWSJ[EWXI[EXIVTIVHE] 4VSZMHIWEHZERGIHXVIEXQIRXSJVIG]GPIH[EXIVJSVRSRTSXEFPIYWIVWERHKVSYRH[EXIVVIGLEVKI *=%',-):)1)287 • • •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• • •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able of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) WATER RESOURCES | Water Reclamation Services %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  %'89%0  %(348)(  %(348)(  ',%2+)  83 7I[IV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 )<4)2(-896)7&=*92( 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXS XLIXVERWJIVSJER)RKMRIIVMRK%WWSGMEXI *8) TSWMXMSRJVSQXLI ;EXIV4PERRMRKERH)RKMRIIVMRK(ITEVXQIRXXSXLI;EXIV6IGPEQEXMSR7IVZMGIW(ITEVXQIRXERH E*=TE]JSV TIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPIIQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SQQSHMXMIWMWHYIXS MRGVIEWMRKGSWXSJGLIQMGEPWERH QEXIVMEPWXSQEMRXEMRERHVITEMV,:%' IPIGXVMGEPERHQIGLERMGEPW]WXIQW 271 Table of Contents WATER RESOURCES | Water Reclamation Services %'89%0  %'89%0  463.)'8)(  %ZIVEKIHE]WI[EKIGSPPIGXIHERHXVIEXIH MRQMPPMSRKEPPSRW    3TIVEXMSREPGSWXXSGSPPIGXERHXVIEXWI[EKITIVXLSYWERHKEPPSRW          4)6*361%2')1)%796)7 ;36/03%( 2SXI'SWXHSIWRSXMRGPYHIGETMXEPVITPEGIQIRXERHVILEFMPMXEXMSRHIFXWIVZMGIJVERGLMWI JIIW7YF6IKMSREP3TIVEXMRK+VSYT 763+ WIXXPIQIRXVIWYPXWSVHMVIGXGLEVKIWJVSQXLI KIRIVEPJYRHSVGETMXEPMQTVSZIQIRXTVSKVEQ8LIVEXIXSXVIEXERHHIPMZIVSRIXLSYWERH KEPPSRWMWIUYEPXSGSWXWHMZMHIHF]XLIXSXEPKEPPSRWEWGSWXERHSVXLIZSPYQIJPYGXYEXI 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%HQMRMWXVEXMSRWYTTSVXW;EXIV6IWSYVGIWHITEVXQIRXWF]LIPTMRKXSIRWYVIXLILMKLIWXHIKVIISJZEPYI UYEPMX]ERHWIVZMGIVIPMEFMPMX]JSVGYWXSQIVW8IGLRSPSK]SZIVWIIWGSQTVILIRWMZIHEXEQEREKIQIRXGSRXVSPW]WXIQ XIGLRSPSKMIWERHW]WXIQSTIVEXMRKWIVZMGIW8LMWEVIEEPWSQEMRXEMRWERHVITEMVW;EXIV6IWSYVGIWXIGLRSPSK]IUYMTQIRXERH MRJVEWXVYGXYVI%HQMRMWXVEXMSRMRGPYHIWEGYWXSQIVWIVZMGIGEPPGIRXIVIQTPS]IIWEJIX]ERHXVEMRMRKYXMPMX]W]WXIQWIGYVMX] EGGSYRXWTE]EFPITVSGIWWMRKERH[SVOJSVGIQEREKIQIRXWYTTSVXWIVZMGIW 7)6:-')7463:-()( • • • • • 1EMRXEMRWERHVITEMVW[EXIVERHWI[IVHMWXVMFYXMSRERHGSPPIGXMSRXIGLRSPSK]IUYMTQIRXERHMRJVEWXVYGXYVI 'SSVHMREXIWERHQEREKIWYXMPMX]STIVEXMSRWXIGLRSPSK]MRJVEWXVYGXYVIERH[EXIVVIWSYVGIW 3TIVEXIWGYWXSQIVWIVZMGIGEPPGIRXIV 1EREKIWXLIWEJIX]TVSKVEQWJSVEPP;EXIV6IWSYVGIWJEGMPMXMIWERHIQTPS]IIW 1EREKIWERHGSRHYGXWERRYEPXVEMRMRKTVSKVEQWJSVIQTPS]IIW • • 'SQTPIXIHTPERWJSVXLIGSRZIVWMSRSJKEWHMWMRJIGXMSRW]WXIQWXSFPIEGLW]WXIQWEX[EXIVWMXI 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Administration %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 7I[IV*YRHW     ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W     79&838%034)6%8-2+&9(+)8             3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SQQSHMXMIWMWTVMQEVMP]HYIXS XLIVITPEGIQIRXSJTSVXEFPIVEHMSWJSVJMIPHWXEJJSREJMZI]IEV G]GPI MRJPEXMSREV]MRGVIEWIWMR[EWXI[EXIVW]WXIQQEMRXIRERGIERH MRGVIEWIWJSVWEJIX]IUYMTQIRX 277 Table of Contents WATER RESOURCES | Water Technology and Administration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able of Contents WATER RESOURCES | Water Services 786%8)+-'+3%0 7 ()7'6-48-32 ;EXIV7IVZMGIWXVIEXWERHHMWXVMFYXIWWEJIUYEPMX]HVMROMRK[EXIVXLVSYKLSYXXLIWIVZMGIEVIE8LMWHITEVXQIRXQEREKIWXLVII WYVJEGI[EXIVXVIEXQIRXTPERXWVIWIVZSMVWKVSYRH[EXIV[IPPWERHXLSYWERHWSJJMVIL]HVERXWZEPZIWTYQTFSSWXIV 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4IVJSVQIHERHGSQTPIXIHTMTIPMRIMRWTIGXMSRERHGSRHMXMSREREP]WMWXLVSYKLXLIYWISJMRPMRIMRWTIGXMSRVIQSXIJMIPH XIGLRSPSK] *=3&.)'8-:)7 • • • 'SQTPIXIERIZEPYEXMSRSJRSVXLIVR7GSXXWHEPIXSMHIRXMJ]JM\IHRIX[SVOPSGEXMSRWJSVEHZERGIHQIXIVMRKMRJVEWXVYGXYVI %1-  (IZIPSTTPERERHEWWIWWXLIIRLERGIHXVIEXQIRXERHXSXEPSVKERMGVIQSZEPTVSGIWWEXXLI'%4;EXIV8VIEXQIRX4PERX 8LMWEWWIWWQIRX[MPPMRGPYHIETL]WMGEPEWWIWWQIRXTMPSXXIWXMRKVMWOEWWIWWQIRXERHGSWXEREP]WMW 'SQTPIXIERIZEPYEXMSRSJETSXIRXMEPSJ,]HVSKIR T, GSRXVSPW]WXIQEXXLI'LETEVVEP[EXIVXVIEXQIRXTPERX8LI IZEPYEXMSR[MPPMRGPYHITMPSXXIWXMRKERHEREP]WMWSJZEVMSYWT,GSRXVSPQIXLSHW 279 Table of Contents 78%**7911%6= *YPPXMQI)UYMZEPIRXW *8) WATER RESOURCES | Water Services %'89%0  %(348)(  %(348)(  ',%2+)  83     SJGMX] W*8)W  %'89%0  %(348)(  %(348)(  ',%2+)  83 ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 )<4)2(-896)7&=*92( 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • • • • 8LIMRGVIEWISJ*8)MWHYIXSXLIXVERWJIVERHVIGPEWWMJMGEXMSRSJE4VSGIWW'SRXVSP4VSKVEQ1EREKIV *8) TSWMXMSRJVSQXLI;EXIV4PERRMRKERH)RKMRIIVMRK(ITEVXQIRXXSXLI;EXIV7IVZMGIW(ITEVXQIRX 8LIMRGVIEWIMR4IVWSRRIP7IVZMGIWMWHYIXSE*=TE]JSVTIVJSVQERGIERHQEVOIXEHNYWXQIRXJSVIPMKMFPI IQTPS]IIWERHERMRGVIEWIMRLIEPXLGEVIERHVIXMVIQIRXVEXIW 8LIMRGVIEWIMR'SQQSHMXMIWMWTVMQEVMP]HYIXS LMKLIV'IRXVEP%VM^SRE4VSNIGX '%4 ERHSXLIVTYVGLEWIH[EXIVGSWXW  XLIMRGVIEWIHGSWXSJ[EXIVXVIEXQIRXERHGPIERMRKGLIQMGEPW LMKLIVXLERERXMGMTEXIHGSWXWSJERHRIIHJSVQEXIVMEP XSQEMRXEMRERHVITEMV[EXIVQIGLERMGEPW]WXIQWERH MRJPEXMSREV]MRGVIEWIWMR[EWXI[EXIVW]WXIQQEMRXIRERGI GLIQMGEPWERHIUYMTQIRX 8LIMRGVIEWIMR'ETMXEP3YXPE]WMWHYIXSSRIXMQIJYRHMRKXSTYVGLEWISJE2S(IW*PYWLMRK8VYGOXLEX[MPPEPPS[JSVXLI JPYWLMRKSJ[EXIVPMRIWERHXLIVIYWISJXLEX[EXIV 280 Table of Contents 4)6*361%2')1)%796)7 WATER RESOURCES | Water Services %'89%0  %'89%0  463.)'8)(                 ;36/03%( %ZIVEKIHE]HVMROMRK[EXIVTVSHYGXMSR MRQMPPMSRKEPPSRW 2SXI8LIEQSYRXSJ[EXIVTVSHYGIHHEMP]HITIRHWSRGYWXSQIVHIQERHWERHMWEJJIGXIH F]VEMRJEPPERH[IEXLIVGSRHMXMSRW 4IEOHE]HVMROMRK[EXIVTVSHYGXMSR MRQMPPMSRKEPPSRW 2SXI8LITIEOHE]SJ[EXIVTVSHYGXMSRSGGYVWMRPEXIWTVMRKSVIEVP]WYQQIVX]TMGEPP]PEXI .YRISVIEVP].YP] 2YQFIVSJ[EXIVQIXIVWVITPEGIHW]WXIQ[MHI 2SXI%REGXMZIQIXIVVITPEGIQIRXTVSKVEQIRWYVIWEGGYVEXIFMPPMRKERHQMRMQM^IW[EXIV PSWIGVIEXIHF]MREGGYVEXIFMPPMRK )**-'-)2'= 3TIVEXMSREPGSWXXSXVIEXERHHIPMZIV[EXIV TIVXLSYWERHKEPPSRW 2SXI'SWXHSIWRSXMRGPYHIGETMXEPVITPEGIQIRXERHVILEFMPMXEXMSRHIFXWIVZMGIJVERGLMWI JIIWSVHMVIGXGLEVKIWJVSQXLIKIRIVEPJYRHSVGETMXEPMQTVSZIQIRXTVSKVEQ8LIVEXIXS XVIEXERHHIPMZIVSRIXLSYWERHKEPPSRWMWIUYEPXSGSWXWHMZMHIHF]XLIXSXEPKEPPSRWEW GSWXERHSVXLIZSPYQIJPYGXYEXI]IEVSZIV]IEVXLIVEXI[MPPEPWSJPYGXYEXI 4IVGIRXEKISJGYWXSQIVW[MXLEYXSQEXIHQIXIVW 281 Table of Contents WATER RESOURCES | Pipeline and Treatment Agreements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• • • 4VSZMHIWMVVMKEXMSR[EXIV[LMGLQIIXWSVI\GIIHWEPPQMRMQYQUYEPMX]WXERHEVHWWIXJSVXLMREPP%VM^SRE(ITEVXQIRXSJ ,IEPXL7IVZMGIW %(,7 %VM^SRE(ITEVXQIRXSJ)RZMVSRQIRXEP5YEPMX] %()5 ERH)RZMVSRQIRXEP4VSXIGXMSR%KIRG] )4%  WXERHEVHWJSVVIG]GPIH[EXIV 6IQIHMEXIWGSRXEQMREXIHKVSYRH[EXIVXLEXTVSZMHIW7GSXXWHEPI[MXLETSXEFPI[EXIVWSYVGI (IPMZIVWETTVS\MQEXIP]SRIQMPPMSRKEPPSRWSJXVIEXIH[EWXI[EXIVXSXLI+EMRI]6ERGL+SPJ'SYVWIJSVMVVMKEXMSR *=%',-):)1)287 • • • 4IVJSVQIHERHGSQTPIXIHXLI7YF6IKMSREP3TIVEXMRK+VSYT 763+ QIXIVMRKWXEXMSRWI[IVJPS[MQTVSZIQIRXWZEPMHEXIH JPS[QIEWYVIQIRXWXSIRWYVIWEGGYVEG] -RMXMEXIHXLI-;(7GSRHMXMSREWWIWWQIRX 'SQTPIXIHXLIHIWMKRSJXLI,EVUYELEPE[IPPJMIPH *=3&.)'8-:)7 • • •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able of Contents WATER RESOURCES | Pipeline and Treatment Agreements 78%**7911%6= %'89%0  %(348)(  %(348)(  ',%2+)  83     *YPPXMQI)UYMZEPIRXW *8) SJGMX] W*8)W  )<4)2(-896)7&=*92( %'89%0  %(348)(  %(348)(  ',%2+)  83 7I[IV*YRHW     ;EXIV*YRHW     838%0&9(+)8     )<4)2(-896)7&=8=4) %'89%0  %(348)(  %(348)(  ',%2+)  83 4IVWSRRIP7IVZMGIW     'SRXVEGXYEP7IVZMGIW     'SQQSHMXMIW     'ETMXEP3YXPE]W                 79&838%034)6%8-2+&9(+)8 3TIVEXMRK4VSNIGXW 838%0&9(+)8 &9(+)8238)7%2(7-+2-*-'%28',%2+)7 • •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able of Contents FY 2023/24 Adopted Budget 284