Department
Operating
Budget
V O L U M E T W O | FY 2025/26 Budget

CLERK’S

OFFICE

LIBRARY AND

HUMAN SERVICES

WESTWORLD

WATER

FIRE

ATTORNEY’S OFFICE

TRANSPORTATION AND

STADIUM

INFRASTRUCTURE

PARKS AND
RECREATION

AND PRESERVE

AUDITOR’S

OFFICE

CIT Y
COUNCIL

CONSTITUENT

SERVICES

AVIATION

RAILROAD PARK

SERVICES

PLANNING AND
DEVELOPMENT

RELATIONS

GOVERNMENT

EMERGENCY

MANAGEMENT

COURT

FACILITIES

POLICE

AND EVENTS

TOURISM

COMMUNICATIONS
INFORMATION
TECHNOLOGY

SOLID

WASTE

ECONOMIC

HUMAN

RESOURCES

DEVELOPMENT

TREASURER’S OFFICE

MANAGER’S OFFICE

FLEET

Table of Content

Adopted FY 2025/26 Budget
City of Scottsdale, Arizona

Volume Two
Division Operating Budget
City Council
Lisa Borowsky, Mayor
Jan Dubauskas, Vice Mayor
Barry Graham
Adam Kwasman
Kathy Littlefield
Maryann McAllen
Solange Whitehead

Administrative Staff
Greg Caton, City Manager

Samantha Jordan, Sr. Budget Analyst

Sonia Andrews, City Treasurer/CFO

Trey Nilles, Sr. Budget Analyst

Jeff Walther, Assistant City Manager

Linna Zhou, Sr. Budget Analyst

Scott Selin, Budget Director

Jordan Fraser, Budget Analyst

Ana Lía Johnson, Assistant Budget Director

JunJun Rose, Budget Analyst

Savita Swaroop, Dept. Systems Analyst/Prog. III

Maya Kwiedacz, Budget Intern

Table of Content

Table of Content

TABLE OF CONTENTS

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TABLE OF CONTENTS
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Table of Content

TABLE OF CONTENTS
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Table of Content

FY 2025/26 Adopted Budget

Table of Content

DEPARTMENTS | Authorized Personnel

					
			
1

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department
AC TUAL
FY 2 0 2 3 / 2 4

ADOPTED
F Y 2 0 24 / 2 5

ADOPTED
FY 2 0 2 5 / 2 6

CH A N G E

MAYOR AND CITY COUNCIL
Full Time
Part Time
Total FTE

10.00
0.00
10.00

10.00
0.00
10.00

9.00
0.00
9.00

-1.00
0.00
-1.00

CITY ATTORNEY
Full Time
Part Time
Total FTE

63.00
0.50
63.50

63.00
0.50
63.50

65.00
1.13
66.13

2.00
0.63
2.63

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

8.00
8.00

1.00
1.00

CITY COURT
Full Time
Part Time
Total FTE

59.00
1.54
60.54

59.00
1.59
60.59

60.00
1.59
61.59

1.00
0.00
1.00

CITY MANAGER
Full Time
Part Time
Total FTE

13.00
0.65
13.65

13.00
0.65
13.65

16.00
0.65
16.65

3.00
0.00
3.00

CITY TREASURER
Full Time
Part Time
Total FTE

105.00
1.50
106.50

104.00
1.50
105.50

106.00
2.00
108.00

2.00
0.50
2.50

COMMUNICATIONS
Full Time
Part Time
Total FTE

19.00
1.00
20.00

19.00
1.00
20.00

25.00
1.63
26.63

6.00
0.63
6.63

ECONOMIC DEVELOPMENT
Full Time
Total FTE

6.00
6.00

6.00
6.00

6.00
6.00

0.00
0.00

2		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department
AC TUAL
FY 2 0 2 3 / 2 4

ADOPTED
F Y 2 0 24 / 2 5

ADOPTED
FY 2 0 2 5 / 2 6

CH A N G E

ENTERPRISE OPERATIONS
Full Time
Part Time
Total FTE

86.00
16.47
102.47

85.00
16.70
101.70

87.00
22.66
109.66

2.00
5.96
7.96

FACILITIES MANAGEMENT
Full Time
Part Time
Total FTE

59.00
0.00
59.00

59.00
0.00
59.00

60.00
0.00
60.00

1.00
0.00
1.00

FLEET MANAGEMENT
Full Time
Total FTE

53.00
53.00

54.00
54.00

55.00
55.00

1.00
1.00

H UMAN RES OURC ES
Full Time
Part Time
Total FTE

25.00
0.50
25.50

27.00
0.50
27.50

32.00
0.00
32.00

5.00
-0.50
4.50

INFORMATION TECHNOLOGY
Full Time
Part Time
Total FTE

94.00
0.50
94.50

94.00
0.50
94.50

94.00
0.50
94.50

0.00
0.00
0.00

LIBRARY AND HUMAN SERVICES
Full Time
Part Time
Grant
Total FTE

113.00
51.19
16.00
180.19

116.00
51.49
16.00
183.49

103.00
49.91
14.50
167.41

-13.00
-1.58
-1.50
-16.08

PARKS AND RECREATION AND PRESERVE
Full Time
Part Time
Total FTE

139.00
98.27
237.27

137.00
101.12
238.12

146.00
103.18
249.18

9.00
2.06
11.06

PLANNING AND DEVELOPMENT SERVICES
Full Time
Part Time
Total FTE

124.00
0.75
124.75

124.00
0.75
124.75

123.00
0.75
123.75

-1.00
0.00
-1.00

					
			
3

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department
AC TUAL
FY 2 0 2 3 / 2 4

ADOPTED
FY 2024/25

ADOPTED
FY 2 0 2 5 / 2 6

CH A N G E

FIRE DEPARTMENT
Full Time
Full Time (Sworn)
Total FTE

27.00
292.00
319.00

37.00
338.00
375.00

42.00
377.00
419.00

5.00
39.00
44.00

POLICE DEPARTMENT
Full Time
Full Time (Sworn)
Part Time
Grant
Total FTE

273.00
400.00
5.73
1.00
679.73

273.00
400.00
5.88
2.00
680.88

286.00
409.00
5.88
2.00
702.88

13.00
9.00
0.00
0.00
22.00

SOLID WASTE MANAGEMENT
Full Time
Part Time
Total FTE

104.00
2.40
106.40

104.00
2.40
106.40

104.00
2.40
106.40

0.00
0.00
0.00

TRANSPORTATION AND INFRASTRUCTURE
Full Time
Part Time
Total FTE

136.00
1.73
137.73

136.00
1.73
137.73

143.00
0.98
143.98

7.00
-0.75
6.25

WATER RESOURCES
Full Time
Part Time
Total FTE

220.00
3.38
223.38

220.00
4.39
224.39

220.00
4.39
224.39

0.00
0.00
0.00

1,741.00
692.00
186.86
17.00
2,636.86

1 ,7 5 3 . 0 0
738.00
191.45
18.00
2,700.45

1,796.00
786.00
198.40
16.50
2,796.90

43.00
48.00
6.95
-1.50
96.45

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

4		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department and Fund
GENERAL
F UN D

T R A N S PO R T A T I O N

SPECIAL
REVENUE

ENTERPRISE

INTERNAL
S E R VI C E

ADOPTED
F Y 2 0 2 5/ 2 6

MAYOR AND CITY COUNCIL
Full Time
Total FTE

9.00
9.00

0.00
0.00

0.00
0.00

0.00
0.00

0.00
0.00

9.00
9.00

CITY ATTORNEY
Full Time
Part Time
Total FTE

52.00
1.13
53.13

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

13.00
0.00
13.00

65.00
1.13
66.13

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

8.00
8.00

0.00
0.00

0.00
0.00

0.00
0.00

0.00
0.00

8.00
8.00

CITY COURT
Full Time
Part Time
Total FTE

48.00
0.65
48.65

0.00
0.00
0.00

12.00
0.94
12.94

0.00
0.00
0.00

0.00
0.00
0.00

60.00
1.59
61.59

CITY MANAGER
Full Time
Part Time
Total FTE

16.00
0.65
16.65

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

16.00
0.65
16.65

CITY TREASURER
Full Time
Part Time
Total FTE

95.00
1.25
96.25

0.00
0.00
0.00

0.00
0.00
0.00

11.00
0.75
11.75

0.00
0.00
0.00

106.00
2.00
108.00

C O M M U N IC A T IO N S
Full Time
Part Time
Total FTE

25.00
1.63
26.63

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

25.00
1.63
26.63

ECONOMIC DEVELOPMENT
Full Time
Total FTE
ENTERPRISE OPERATIONS
Full Time
Part Time
Total FTE
FACILITIES MANAGEMENT
Full Time
Total FTE

6.00

0.00

0.00

0.00

0.00

6.00

6.00

0.00

0.00

0.00

0.00

6.00

44.00
1.00

0.00
0.00

28.00
21.18

15.00
0.48

0.00
0.00

87.00
22.66

45.00

0.00

49.18

15.48

0.00

109.66

60.00
60.00

0.00
0.00

0.00
0.00

0.00
0.00

0.00
0.00

60.00
60.00

					
			
5

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department and Fund
GENERAL
F UN D

T R A N S PO R T A T I O N

SPECIAL
REVENUE

ENTERPRISE

INTERNAL
S E R V I CE

ADOPTED
FY 2025/26

FLEET MANAGEMENT
Full Time
Total FTE

0.00
0.00

0.00
0.00

0.00
0.00

0.00
0.00

55.00
55.00

55.00
55.00

HUMAN RESOURCES
Full Time
Total FTE

32.00
32.00

0.00
0.00

0.00
0.00

0.00
0.00

0.00
0.00

32.00
32.00

INFORMATION TECHNOLOGY
Full Time
Part Time
Total FTE

90.00
0.50
90.50

0.00
0.00
0.00

0.00
0.00
0.00

4.00
0.00
4.00

0.00
0.00
0.00

94.00
0.50
94.50

LIBRARY AND HUMAN SERVICES
Full Time
Part Time
Grant
Total FTE

103.00
49.91
0.00
152.91

0.00
0.00
0.00
0.00

0.00
0.00
14.50
14.50

0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00

103.00
49.91
14.50
167.41

PARKS AND RECREATION AND PRESERVE
Full Time
Part Time
Total FTE

132.00
101.47
233.47

2.00
0.00
2.00

12.00
1.71
13.71

0.00
0.00
0.00

0.00
0.00
0.00

146.00
103.18
249.18

PLANNING AND DEVELOPMENT SERVICES
Full Time
Part Time
Total FTE

123.00
0.75
123.75

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

123.00
0.75
123.75

FIRE DEPARTMENT
Full Time
Full Time (Sworn)
Total FTE

41.00
365.00
406.00

0.00
0.00
0.00

1.00
12.00
13.00

0.00
0.00
0.00

0.00
0.00
0.00

42.00
377.00
419.00

POLICE DEPARTMENT
Full Time
Full Time (Sworn)
Part Time
Grant
Total FTE

283.00
394.00
5.38
0.00
682.38

0.00
0.00
0.00
0.00
0.00

3.00
15.00
0.50
2.00
20.50

0.00
0.00
0.00
0.00
0.00

0.00
0.00
0.00
0.00
0.00

286.00
409.00
5.88
2.00
702.88

SOLID WASTE MANAGEMENT
Full Time
Part Time
Total FTE

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

104.00
2.40
106.40

0.00
0.00
0.00

104.00
2.40
106.40

TRANSPORTATION AND INFRASTRUCTURE
Full Time
Part Time

31.00
0.00

101.00
0.98

0.00
0.00

11.00
0.00

0.00
0.00

143.00
0.98

31.00

101.98

0.00

11.00

0.00

143.98

Total FTE

6		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department and Fund
GENERAL
F UN D

T R A N S PO R T A T I O N

SPECIAL
REVENUE

ENTERPRISE

INTERNAL
S E R V I CE

ADOPTED
FY 2025/26

0.00
0.00
0.00

0.00
0.00
0.00

0.00
0.00
0.00

220.00
4.39
224.39

0.00
0.00
0.00

220.00
4.39
224.39

TOTAL FULL-TIME POSITION FTE
TOTAL FULL-TIME (SWORN) POSITION FTE
TOTAL PART-TIME POSITION FTE
TOTAL GRANT FUNDED POSITION FTE*

1 , 2 0 4 .0 0
759.00
165.07
0.00

103.00
0.00
0.98
0.00

56.00
2 7 .0 0
24.33
16.50

365.00
0.00
8.02
0.00

68.00
0.00
0.00
0.00

1,796.00
786.00
198.40
16.50

TOTAL CITYWIDE POSITION FTE

2,128.07

103.98

123.83

373.02

68.00

2,796.90

WATER RESOURCES
Full Time
Part Time
Total FTE

* A portion of the grant positions are paid by the General Fund.

					
			
7

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

6.00
1.00
1.00
1.00
9. 00

6.00
1.00
1.00
1.00
9. 00

0.00
0.00
0.00
0.00
0. 00

M A YOR A N D C I T Y C OU N C I L T OT A L

9. 00

9. 00

0. 00

C I T Y A T T OR N E Y - C I V I L
ADMINISTRATIVE ASSISTANT SR
ASSISTANT CITY ATTORNEY I
ASSISTANT CITY ATTORNEY II
CITY ATTORNEY
DEPT TECHNOLOGY SUPERVISOR
DEPUTY CITY ATTORNEY

1.00
1.13
4.00
1.00
1.00
3.00

1.00
0.00
4.00
1.00
1.00
3.00

0.00
1.13
0.00
0.00
0.00
0.00

EXEC ASST TO CHARTER OFFICER
LEGAL ASSISTANT
LEGAL DEPARTMENT MANAGER
PARALEGAL SENIOR
SENIOR ASST CITY ATTORNEY
SUPERVISING ASST CITY ATTY
T OT A L

1.00
3.00
1.00
2.00
2.00
2.00
22. 13

1.00
3.00
1.00
2.00
2.00
2.00
21. 00

0.00
0.00
0.00
0.00
0.00
0.00
1. 13

C I T Y A T T OR N E Y - P R OS E C U T I ON
ASSISTANT CITY PROSECUTOR I
ASSISTANT CITY PROSECUTOR II

1.00
5.00

1.00
5.00

0.00
0.00

CHIEF ASST CITY PROSECUTOR
DEPT SYSTEMS ANALYST/PROG II
LEGAL SECRETARY
PARALEGAL
PROSECUTION ADMINISTRATIVE SUP
SENIOR ASST CITY PROSECUTOR
T OT A L

1.00
1.00
5.00
8.00
1.00
4.00
26. 00

1.00
1.00
5.00
8.00
1.00
4.00
26. 00

0.00
0.00
0.00
0.00
0.00
0.00
0. 00

C I T Y A T T OR N E Y - S A F E T Y & R I S K M A N A G E M E N T
ADMINISTRATIVE ASSISTANT SR
CITY SAFETY & TRAINING COORD
CITY SAFETY & TRAINING MANAGER
CITY SAFETY SPECIALIST
CONTRACTS COORDINATOR

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

2.00

2.00

0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
M A YOR A N D C I T Y C OU N C I L
CITY COUNCILMEMBER
MANAGEMENT ANALYST
MAYOR
MAYOR'S CHIEF OF STAFF
T OT A L

DEPT SAFETY & TRAINING COORD

* Positions shown as of the adopted budget; job titles may have changed thereafter.
8		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
1.00
1.00

1.00
1.00
1.00

0.00
0.00
0.00

2.00
1.00
13. 00

2.00
1.00
13. 00

0.00
0.00
0. 00

C I T Y A T T OR N E Y - V I C T I M S E R V I C E S
VICTIM ADVOCATE
VICTIM ADVOCATE SENIOR

4.00
1.00

4.00
1.00

0.00
0.00

T OT A L

5. 00

5. 00

0. 00

C I T Y A T T OR N E Y T OT A L

66. 13

65. 00

1. 13

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
2.00
1.00
1.00
8. 00

2.00
1.00
1.00
2.00
1.00
1.00
8. 00

0.00
0.00
0.00
0.00
0.00
0.00
0. 00

8. 00

8. 00

0. 00

3.00
1.00
1.00
27.00
4.00
4.00
1.00

3.00
1.00
1.00
27.00
4.00
4.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
C I T Y A T T OR N E Y - S A F E T Y & R I S K M A N A G E M E N T ( C o n t . )
DEPT SYSTEMS ANALYST/PROG II
RISK MGMT CLAIMS ADJUSTER
SAFETY & RISK MGMT DEPT DIR
WORKER'S COMP CLAIMS ADJ SR
WORKER'S COMP SPECIALIST
T OT A L

C I T Y A U D I T OR
AUDITOR SENIOR
CITY AUDITOR
EXEC ASST TO CHARTER OFFICER
T OT A L
C I T Y A U D I T OR T OT A L
C I TY C LE R K
ADMINISTRATIVE ASSISTANT SR
CITY CLERK
DEPT SYSTEMS ANALYST/PROG I
DEPUTY CITY CLERK
MANAGEMENT ANALYST
MANAGEMENT ASSOCIATE
T OT A L
C I T Y C L E R K T OT A L
C I T Y C OU R T
CITY JUDGE ASSOCIATE
COURT ADMINISTRATION COORD
COURT ADMINISTRATOR
COURT CLERK
COURT CLERK SENIOR
COURT CLERK SUPERVISOR
COURT INTERPRETER

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
9

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
2.94
2.00
3.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
0.65
2.00
1.00
61. 59

1.00
2.00
2.00
3.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
0.00
2.00
1.00
60. 00

0.00
0.94
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.65
0.00
0.00
1. 59

61. 59

60. 00

1. 59

ADMINISTRATIVE ASSISTANT
ASSISTANT CITY MANAGER
ASSISTANT TO THE CITY MANAGER
CITY MANAGER

1.00
2.00
2.00
1.00

1.00
2.00
2.00
1.00

0.00
0.00
0.00
0.00

COM SVCS BUSINESS OPS MANAGER
EMERGENCY MANAGEMENT COORD
EMERGENCY MANAGER
EXEC ASST TO CITY MANAGER
EXECUTIVE ASSISTANT
GOVERNMENT RELATIONS COORD
GOVERNMENT RELATIONS DIRECTOR
INTERN
MANAGEMENT ASSOCIATE
MANAGEMENT ASSOCIATE SENIOR
SR DIR ENTERPRISE OPERATIONS
T OT A L

1.00
1.50
1.00
1.00
1.00
1.00
1.00
0.15
1.00
1.00
1.00
16. 65

1.00
1.00
1.00
1.00
1.00
1.00
1.00
0.00
1.00
1.00
1.00
16. 00

0.00
0.50
0.00
0.00
0.00
0.00
0.00
0.15
0.00
0.00
0.00
0. 65

C I T Y M A N A G E R T OT A L

16. 65

16. 00

0. 65

C I T Y T R E A S U R E R - A C C OU N T I N G
ACCOUNT SPECIALIST II
ACCOUNT SPECIALIST III

2.00
1.00

2.00
1.00

0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
C I T Y C OU R T ( C o n t . )
COURT SECURITY MANAGER
COURT SECURITY OFFICER
COURT SECURITY SCREENER
COURT SERVICES MANAGER
DEPT SYSTEMS ANALYST/PROG III
DEPT TECHNOLOGY SUPERVISOR
DEPUTY COURT ADMINISTRATOR
HEARING OFFICER
MANAGEMENT ANALYST
MANAGEMENT ANALYST SENIOR
PRESIDING CITY JUDGE
PRO TEM JUDGE
SOFTWARE ENGINEER
SOFTWARE ENGINEER SENIOR
T OT A L
C I T Y C OU R T T OT A L
C I TY MA N A G E R

* Positions shown as of the adopted budget; job titles may have changed thereafter.
10		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

2.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
2.00
1.00
25. 00

2.00
3.00
3.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
1.00
2.00
1.00
25. 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

C I TY TR E A S U R E R - B U D G E T
ASSISTANT BUDGET DIRECTOR
BUDGET ANALYST SENIOR
BUDGET DEPARTMENT DIRECTOR
BUDGET/RESEARCH ANALYST PRINC
DEPT SYSTEMS ANALYST/PROG III
INTERN
T OT A L

2.00
5.00
1.00
1.00
0.75
0.50
10. 25

2.00
5.00
1.00
1.00
0.00
0.00
9. 00

0.00
0.00
0.00
0.00
0.75
0.50
1. 25

C I TY TR E A S U R E R - B U S I N E S S S E R V I C E S
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE CLERK
BUSINESS SERVICES DEPT DIR

1.00
0.75
1.00

1.00
0.00
1.00

0.00
0.75
0.00

BUSINESS SERVICES MANAGER
BUSINESS SERVICES SUPERVISOR
DEPT SYSTEM SUPPORT ANALYST II
DEPT SYSTEMS ANALYST/PROG III
DEPT TECHNOLOGY SUPERVISOR
LICENSE INSPECTOR

1.00
2.00
1.00
3.00
1.00
2.00

1.00
2.00
1.00
3.00
1.00
2.00

0.00
0.00
0.00
0.00
0.00
0.00

REMITTANCE PROCESSING SPEC
REMITTANCE PROCESSING SPEC SR
REVENUE COLLECTOR
REVENUE COLLECTOR SENIOR
TAX & LICENSE SPECIALIST I
TAX & LICENSE SPECIALIST II
TAX & LICENSING MANAGER

5.00
1.00
4.00
1.00
5.00
3.00
1.00

5.00
1.00
4.00
1.00
5.00
3.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
C I T Y T R E A S U R E R - A C C OU N T I N G ( C o n t . )
ACCOUNTANT I
ACCOUNTANT II
ACCOUNTANT SENIOR
ACCOUNTING DEPT DIRECTOR
ACCOUNTING MANAGER
ADMINISTRATIVE ASSISTANT SR
DEPT SYSTEMS ANALYST/PROG I
DEPT SYSTEMS ANALYST/PROG II
DEPT SYSTEMS ANALYST/PROG III
DEPT TECHNOLOGY SUPERVISOR
FINANCE PROGRAM DIRECTOR
PAYROLL SPECIALIST
PAYROLL SPECIALIST SENIOR
T OT A L

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
11

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
1.00
4.00
7.00
45. 75

1.00
1.00
4.00
7.00
45. 00

0.00
0.00
0.00
0.00
0. 75

C I TY TR E A S U R E R - C I TY TR E A S U R E R A N D F I N A N C E
ASSISTANT CITY TREASURER
CITY TREASURER
TREASURY TECHNOLOGY MANAGER
T OT A L

1.00
1.00
1.00
3. 00

1.00
1.00
1.00
3. 00

0.00
0.00
0.00
0. 00

CITY TREASURER - PURCHASING
BID & CONTRACT ANALYST
BUYER
BUYER AIDE
DEPT SYSTEM SUPPORT ANALYST I
MAIL SVCS/REPROGRAPHICS SUPV
PRINT SHOP ASSISTANT
PROCARD SPECIALIST
PURCHASING DEPARTMENT DIRECTOR
PURCHASING SUPERVISOR
PURCHASING/WAREHOUSE MANAGER
STOCK CLERK
WAREHOUSE SUPERVISOR
WAREHOUSE/MAIL TECHNICIAN
T OT A L

4.00
3.00
2.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
2.00
1.00
4.00
24. 00

4.00
3.00
2.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
2.00
1.00
4.00
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

C I T Y T R E A S U R E R T OT A L

108. 00

106. 00

2. 00

C OM M U N I C A T I ON S
ADA/TITLE VI COMPLIANCE COORD

1.00

1.00

0.00

1.00
1.00
2.00
1.00
1.00
1.63
1.00
1.00
1.00

1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00
0.63
0.00
0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
C I TY TR E A S U R E R - B U S I N E S S S E R V I C E S ( C o n t . )
TAX AUDIT SUPERVISOR
TAX AUDITOR
TAX AUDITOR SENIOR
UTILITY BILLING SPECIALIST
T OT A L

ADMINISTRATIVE AIDE
ADMINISTRATIVE ASSISTANT SR
CITIZEN ADVISOR
CITIZEN LIAISON
CITIZEN SERVICE SUPERVISOR
COMMUNICATIONS SPECIALIST
COMMUNICATIONS SUPERVISOR
COMMUNICATNS & PUB AFFAIRS DIR
COMMUNITY INVOLVEMENT MANAGER

* Positions shown as of the adopted budget; job titles may have changed thereafter.
12		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00

1.00

0.00

3.00
1.00
2.00
1.00
1.00
2.00
2.00
1.00
1.00
26. 63

3.00
1.00
2.00
1.00
0.00
2.00
2.00
1.00
1.00
25. 00

0.00
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0.00
1. 63

C OM M U N I C A T I ON S T OT A L

26. 63

25. 00

1. 63

E C ON OM I C D E V E L OP M E N T
ADMINISTRATIVE ASSISTANT SR
ECONOMIC DEVELOPMENT DIRECTOR
ECONOMIC DEVELOPMENT PROG MGR
ECONOMIC DEVELOPMENT SPEC
MARKETING PROGRAM MGR
T OT A L

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

E C ON OM I C D E V E L OP M E N T T OT A L

6. 00

6. 00

0. 00

E N T E R P R I S E OP E R A T I ON S - A V I A T I ON
ADMINISTRATIVE ASSISTANT SR
AIRPORT MAINTENANCE TECHNICIAN
AIRPORT OPERATIONS SUPERVISOR
AIRPORT OPERATIONS TECH
AIRPORT OPERATIONS TECH SENIOR
ASSISTANT AVIATION DIRECTOR
AVIATION DIRECTOR
AVIATION OPERATIONS DIRECTOR

1.00
1.00
1.00
4.00
4.00
1.00
1.00
1.00

1.00
1.00
1.00
4.00
4.00
1.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

AVIATION PLAN & OUTREACH COORD
INTERN
T OT A L

1.00
0.48
15. 48

1.00
0.00
15. 00

0.00
0.48
0. 48

ENTERPRISE OPERATIONS - MCCORMICK-STILLMAN RAILROAD PARK
COMMUNITY SVCS OPERATIONS SUPV
MAINTENANCE WORKER I
MAINTENANCE WORKER II

1.00
2.00
2.00

1.00
2.00
2.00

0.00
0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
C OM M U N I C A T I ON S ( C o n t . )
DEPT SYSTEM SUPPORT ANALYST II
DIGITAL MEDIA DESIGNER
EVENT COORDINATOR
PUBLIC AFFAIRS SPECIALIST
PUBLIC AFFAIRS SUPERVISOR
PUBLIC INFORMATION OFFICER
VIDEO PRODUCTION ASSISTANT
VIDEO PRODUCTION SPECIALIST
VIDEO PRODUCTION SUPERVISOR
VOLUNTEER COORDINATOR
T OT A L

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
13

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
1.00
3.00

1.00
1.00
3.00

0.00
0.00
0.00

RAILROAD ENG&CAROUSEL MECHANIC

1.00

1.00

0.00

RECREATION LEADER I
RECREATION LEADER II
RECREATION LEADER SENIOR
T OT A L
E N T E R P R I S E OP E R A T I ON S - S C OT T S D A L E S T A D I U M
COMMUNITY SVCS OPERATIONS SUPV
MAINTENANCE TECH SPORTS FIELDS
MAINTENANCE WORKER I
MAINTENANCE WORKER II
RECREATION LEADER II
STADIUM EVENTS COORDINATOR
STADIUM OPS & EVENTS SUPV
T OT A L

3.14
19.45
4.00
37. 59

0.00
3.00
4.00
18. 00

3.14
16.45
0.00
19. 59

2.00
2.00
2.00
6.00
3.90
1.00
1.00
17. 90

2.00
2.00
2.00
6.00
3.00
1.00
1.00
17. 00

0.00
0.00
0.00
0.00
0.90
0.00
0.00
0. 90

1.00

1.00

0.00

1.00
0.69
1.00
1.00
1.00
1.00
1.00
7. 69

1.00
0.00
1.00
1.00
1.00
1.00
1.00
7. 00

0.00
0.69
0.00
0.00
0.00
0.00
0.00
0. 69

1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
1.00
1.00
4.00

1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
1.00
0.00
4.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
ENTERPRISE OPERATIONS - MCCORMICK-STILLMAN RAILROAD PARK (Cont.)
PARKS & RECREATION MANAGER
PARKS MAINTENANCE FOREMAN
RAILROAD ENG&CAROUSEL CREW CHF

E N T E R P R I S E OP E R A T I ON S - T OU R I S M A N D E V E N T S
EVENT COORDINATOR
EVENTS MANAGER
INTERN
MANAGEMENT ANALYST
MARKETING PROGRAM MGR
OLD TOWN SPECIALIST
TOURISM AND EVENTS DIRECTOR
TOURISM DEVELOPMENT MANAGER
T OT A L
E N T E R P R I S E OP E R A T I ON S - W E S T W OR L D
ADMINISTRATIVE ASSISTANT SR
MANAGEMENT ANALYST
MANAGEMENT ANALYST SENIOR
WESTWORLD ASST GENERAL MANAGER
WESTWORLD BUSINESS & CONT MGR
WESTWORLD CUSTOMER SERVICE REP
WESTWORLD EVENTS DIRECTOR
WESTWORLD FACILITIES MANAGER
WESTWORLD GENERAL MANAGER
WESTWORLD INTERN
WESTWORLD MAINT FOREMAN - CDL

* Positions shown as of the adopted budget; job titles may have changed thereafter.
14		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

4.00

4.00

0.00

5.00
6.00
31. 00

5.00
6.00
30. 00

0.00
0.00
1. 00

E N T E R P R I S E OP E R A T I ON S T OT A L

109. 66

87. 00

22. 66

F A C I LI TI E S MA N A G E ME N T
ADMINISTRATIVE AIDE
DEPT SYSTEMS ANALYST/PROG II
ELECTRICIAN
ENERGY MANAGEMENT CONTROL SPEC
FACILITIES CONTRACT PROJ MGR
FACILITIES MAINT TECH - CDL
FACILITIES MAINTENANCE SUPV
FACILITIES MAINTENANCE TECH
FACILITIES SERVICE AREA MGR
FACILITY CONDITION ASSESS INSP
HVAC TECHNICIAN

1.00
1.00
9.00
2.00
6.00
6.00
3.00
9.00
2.00
1.00
6.00

1.00
1.00
9.00
2.00
6.00
6.00
3.00
9.00
2.00
1.00
6.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

2.00
1.00
2.00
5.00
2.00
1.00
1.00
60. 00

2.00
1.00
2.00
5.00
2.00
1.00
1.00
60. 00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0. 00

F A C I L I T I E S M A N A G E M E N T T OT A L

60. 00

60. 00

0. 00

F LE E T MA N A G E ME N T
ADMINISTRATIVE ASSISTANT
CONTRACTS COORDINATOR
DEPT SYSTEMS ANALYST/PROG II
FLEET EQUIPMENT PARTS SUPV
FLEET MECHANIC
FLEET MECHANIC CREW CHIEF
FLEET MECHANIC SENIOR
FLEET OPERATIONS MANAGER

1.00
1.00
1.00
1.00
11.00
3.00
18.00
1.00

1.00
1.00
1.00
1.00
11.00
3.00
18.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

7.00
2.00

7.00
2.00

0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
E N T E R P R I S E OP E R A T I ON S - W E S T W OR L D ( C o n t . )
WESTWORLD MAINT WRKR I - CDL
WESTWORLD MAINT WRKR II - CDL
WESTWORLD MAINT WRKR III - CDL
T OT A L

LOCKSMITH
MANAGEMENT ANALYST
PAINTER
PLUMBER
PROJECT MANAGEMENT ASSISTANT
PUBLIC WORKS DEPT DIRECTOR
SPACE PLANNING SPECIALIST
T OT A L

FLEET PARTS SPECIALIST
FLEET SERVICE WRITER

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
15

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

7.00
1.00
1.00
55. 00

7.00
1.00
1.00
55. 00

0.00
0.00
0.00
0. 00

F L E E T M A N A G E M E N T T OT A L

55. 00

55. 00

0. 00

HUMAN RESOURCES
ADMINISTRATIVE ASSISTANT SR
DEPT SYSTEMS ANALYST/PROG III
HUMAN RESOURCES ANALYST
HUMAN RESOURCES ANALYST SR
HUMAN RESOURCES ASSISTANT DIR
HUMAN RESOURCES DIRECTOR
HUMAN RESOURCES MANAGER
HUMAN RESOURCES SUPERVISOR
MANAGEMENT ANALYST
PERSONNEL SPECIALIST
T OT A L

2.00
1.00
7.00
12.00
1.00
1.00
3.00
3.00
1.00
1.00
32. 00

2.00
1.00
7.00
12.00
1.00
1.00
3.00
3.00
1.00
1.00
32. 00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0. 00

HUMAN RESOURCES TOTAL

32. 00

32. 00

0. 00

INFORMATION TECHNOLOGY
ACCOUNTING OPERATIONS TECH
ADMINISTRATIVE ASSISTANT SR
APPLICATION DEVELOPMENT MGR
BUSINESS INTELLIGENCE MANAGER
CHIEF INFO SECURITY OFFICER
CHIEF INFORMATION OFFICER
DATA SCIENTIST
DATABASE ADMINISTRATOR
DEPARTMENT FINANCE MANAGER
DEPT SYSTEMS ANALYST/PROG II
DEPT SYSTEMS ANALYST/PROG III
DEPT SYSTEMS SUPPORT ENGINEER
DEPT TECHNOLOGY SUPERVISOR
DIGITAL MEDIA DESIGNER
ENTERPRISE APP PORTFOLIO MGR
ENTERPRISE COMMUNICATIONS ENGR
ENTERPRISE COMMUNICATIONS SPEC

0.50
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
5.00
2.00
1.00
1.00
1.00
1.00
6.00
3.00

0.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
5.00
2.00
1.00
1.00
1.00
1.00
6.00
3.00

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

1.00

1.00

0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
F LE E T MA N A G E ME N T ( C o n t . )
FLEET TECHNICIAN
MANAGEMENT ANALYST
PUBLIC WORKS DEPT DIRECTOR
T OT A L

ENTERPRISE SECURITY ANALYST

* Positions shown as of the adopted budget; job titles may have changed thereafter.
16		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

4.00
1.00
6.00
1.00
6.00
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
1.00
4.00
4.00
1.00
3.00
94. 50

4.00
1.00
6.00
1.00
6.00
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
1.00
4.00
4.00
1.00
3.00
94. 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

INFORMATION TECHNOLOGY TOTAL

94. 50

94. 00

0. 50

LIBRARY AND HUMAN SERVICES - COMMUNITY ASSISTANCE OFFICE
COMMUNITY GRANTS SPEC
FAMILY SELF-SUFFICIENCY SPEC
GRANTS ACCOUNTANT
HOUSING REHAB SPECIALIST
HOUSING SPECIALIST I
HOUSING SPECIALIST II
HOUSING SUPERVISOR
OCCUPANCY SPECIALIST
T OT A L

1.00
1.00
2.00
1.00
2.00
2.00
1.00
1.00
11. 00

1.00
1.00
2.00
1.00
2.00
2.00
1.00
1.00
11. 00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0. 00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
INFORMATION TECHNOLOGY (Cont.)
ENTERPRISE SECURITY ENGINEER
ENTERPRISE SYS ENGINEERING MGR
ENTERPRISE SYSTEMS ENGINEER
ENTERPRISE SYSTEMS INTEG SUPV
ENTERPRISE SYSTEMS INTEGRATOR
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 ENTERPRISE ARCHITECT
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
T OT A L

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
17

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

2.00
1.00
1.00
2.00

2.00
1.00
1.00
2.00

0.00
1.00
0.00
0.00

1.50
1.00
1.00
1.00
14.64
6.00
4.00
12.14
8.00
3.00
1.00
0.01
1.00
1.00
61. 29

1.00
1.00
1.00
1.00
14.00
6.00
4.00
2.00
8.00
3.00
1.00
0.00
0.00
1.00
49. 00

0.50
0.00
0.00
0.00
0.64
0.00
0.00
10.14
0.00
0.00
0.00
0.01
1.00
0.00
12. 29

1.00
1.00
16.11
6.00
6.00
2.00
17.88
20.75

1.00
1.00
11.00
6.00
6.00
2.00
8.00
10.00

0.00
0.00
5.11
0.00
0.00
0.00
9.88
10.75

LIBRARY COURIER
LIBRARY DEPARTMENT DIRECTOR
LIBRARY MANAGER
LIBRARY MONITOR
LIBRARY PAGE

2.00
1.00
3.00
0.50
11.88

2.00
1.00
3.00
0.00
0.00

0.00
0.00
0.00
0.50
11.88

LIBRARY SUPERVISOR
T OT A L

6.00
95. 12

6.00
57. 00

0.00
38. 12

LIBRARY AND HUMAN SERVICES TOTAL

167. 41

117. 00

50. 41

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
LIBRARY AND HUMAN SERVICES - HUMAN SERVICES
ADMINISTRATIVE ASSISTANT
BUSINESS & ANALYTICS MANAGER
COMMUNITY ASSISTANCE MANAGER
COMMUNITY SVCS OPERATIONS SUPV
FRC EARLY LEARNING SPECIALIST
FRC SUPERVISOR
GRANTS ACCOUNTANT
HOUSING SUPERVISOR
HUMAN SERVICES CASE WORKER
HUMAN SERVICES MANAGER
HUMAN SERVICES OPS SUPV
HUMAN SERVICES REP I
HUMAN SERVICES REP II
HUMAN SERVICES REP SENIOR
HUMAN SERVICES SUPERVISOR
INTERN
RECREATION LEADER II
SR DIR LIBRARY & HUMAN SVCS
T OT A L
LIBRARY AND HUMAN SERVICES - LIBRARY SYSTEMS
ACCOUNT SPECIALIST III
ADMINISTRATIVE ASSISTANT
LIBRARIAN I
LIBRARIAN II
LIBRARIAN III
LIBRARIAN IV
LIBRARY AIDE
LIBRARY ASSISTANT

* Positions shown as of the adopted budget; job titles may have changed thereafter.
18		

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DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
0.01
1.00
1.00
3. 01

1.00
0.00
1.00
1.00
3. 00

0.00
0.01
0.00
0.00
0. 01

14.00
1.00
6.52
1.00
1.00
7.00
26.35
3.00

14.00
1.00
0.00
1.00
1.00
7.00
0.00
3.00

0.00
0.00
6.52
0.00
0.00
0.00
26.35
0.00

MAINTENANCE SUPV AQUATICS
MAINTENANCE TECH AQUATICS
MAINTENANCE TECH SPORTS FIELDS
MAINTENANCE TECHNICIAN
MAINTENANCE WORKER I
MAINTENANCE WORKER II
MAINTENANCE WORKER II - CDL

1.00
2.00
2.00
6.00
18.76
33.00
1.00

1.00
2.00
2.00
6.00
18.00
33.00
1.00

0.00
0.00
0.00
0.00
0.76
0.00
0.00

PARKS & RECREATION DEPT DIR
PARKS & RECREATION MANAGER
PARKS MAINTENANCE FOREMAN
PLANNER PRINCIPAL
POOL MANAGER
POOL MANAGER ASSISTANT
RECREATION LEADER I
RECREATION LEADER II
RECREATION LEADER SENIOR
URBAN FORESTER
TOTAL

1.00
5.00
8.00
1.00
5.00
12.81
6.56
57.46
15.00
1.00
236. 46

1.00
5.00
8.00
1.00
5.00
2.00
0.00
7.00
15.00
1.00
135. 00

0.00
0.00
0.00
0.00
0.00
10.81
6.56
50.46
0.00
0.00
101. 46

PARKS AND RECREATION AND PRESERVE - MCDOWELL SONORAN PRESERVE
MAINTENANCE WORKER II
1.00
NATURAL RESOURCES SUPERVISOR
4.00
PARKS & RECREATION MANAGER
1.00
PRESERVE DIRECTOR
1.00

1.00
4.00
1.00
1.00

0.00
0.00
0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
P A R K S A N D R E C R E A T I ON A N D P R E S E R V E - A D M I N I S T R A T I ON
EXECUTIVE ASSISTANT SENIOR
INTERN
MANAGEMENT ANALYST
SR DIR PARKS & REC & PRESERVE
T OT A L
P A R K S A N D R E C R E A T I ON A N D P R E S E R V E - P A R K S & R E C R E A T I ON
COMMUNITY SVCS OPERATIONS SUPV
CONTRACTS COORDINATOR
HEAD LIFEGUARD
IRRIGATION SYSTEMS SPECIALIST
IRRIGATION SYSTEMS SUPERVISOR
IRRIGATION TECHNICIAN
LIFEGUARD/INSTRUCTOR
MAINT TECH AQUATICS/FOUNTAINS

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
19

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE
D E P A R T M E N T / D I V I S I ON / J OB T I T L E
PARKS AND RECREATION AND PRESERVE - MCDOWELL SONORAN PRESERVE (Cont.)
PUBLIC WORKS PROJECT COORD
1.00
RECREATION LEADER II
1.71
T OT A L
9. 71

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
0.00
8. 00

0.00
1.71
1. 71

P A R K S A N D R E C R E A T I ON A N D P R E S E R V E T OT A L

249. 18

146. 00

103. 18

P L A N N I N G A N D D E V E L OP M E N T S E R V I C E S
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE SUPERVISOR
BUILDING INSPECTION SUPERVISOR

5.00
1.00
1.00

5.00
1.00
1.00

0.00
0.00
0.00

BUILDING INSPECTOR I
BUILDING INSPECTOR II
CIVIL ENGINEER
CIVIL ENGINEER SENIOR
CODE ENFORCEMENT MANAGER
CODE ENFORCEMENT SUPERVISOR
CODE INSPECTOR I
CODE INSPECTOR II

1.00
8.00
2.00
2.00
1.00
2.00
6.00
5.00

1.00
8.00
2.00
2.00
1.00
2.00
6.00
5.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

CODE INSPECTOR III

2.00

2.00

0.00

COMMUNICATION & OUTREACH COORD
DEPT SYSTEMS ANALYST/PROG I
DEPT SYSTEMS ANALYST/PROG II
DEPT TECHNOLOGY SUPERVISOR
DEVELOPMENT ENGINEERING MGR
DEVELOPMENT SERVICES MANAGER
DEVELOPMENT SERVICES REP
DEVELOPMENT SERVICES REP SR
DEVELOPMENT SVCS SUPERVISOR
DIGITAL MEDIA DESIGNER
DRAINAGE INSPECTOR
DRAINAGE/FLOOD CONTROL MGR
ENVIRONMENTAL POLICY MANAGER
ENVIRONMENTAL PROG COORD
FIELD ENGINEERING SUPERVISOR
FIELD INSPECTOR I
FIELD INSPECTOR II
FINANCE ANALYST SENIOR
PLAN REVIEW MANAGER
PLANNER
PLANNER ASSOCIATE
PLANNER PRINCIPAL

1.00
1.00
2.00
1.00
1.00
1.00
4.00
6.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
4.00
1.00
1.00
6.00
4.00
3.00

1.00
1.00
2.00
1.00
1.00
1.00
4.00
6.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
4.00
1.00
1.00
6.00
4.00
3.00

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

* Positions shown as of the adopted budget; job titles may have changed thereafter.
20		

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DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
D E P A R T M E N T / D I V I S I ON / J OB T I T L E
P L A N N I N G A N D D E V E L OP M E N T S E R V I C E S ( C o n t . )
PLANNER SENIOR
PLANNING & DEVELOP AREA DIR
PLANNING & DEVELOP AREA MGR
PLANNING & DEVELOP SVCS DIR
PLANNING ADMINISTRATION MGR
PLANNING INSPECTOR
PLANNING TECHNICIAN
PLANS EXAMINER
PLANS EXAMINER SENIOR
PROGRAM DIRECTOR
PROGRAM MANAGER
STORMWATER ENGINEER
STORMWATER ENGINEER SENIOR
STRUCTURAL ENGINEER
STRUCTURAL ENGINEER SENIOR
TELECOM POLICY COORDINATOR
TOTAL

T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

5.00
3.00
3.00
1.00
1.00
1.00
5.75
4.00
6.00
1.00
1.00
1.00
5.00
2.00
1.00
1.00
123. 75

5.00
3.00
3.00
1.00
1.00
1.00
5.00
4.00
6.00
1.00
1.00
1.00
5.00
2.00
1.00
1.00
123. 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

PLANNING AND DEVELOPMENT SERVICES TOTAL

123. 75

123. 00

0. 75

FIRE DEPARTMENT - AMBULANCE SERVICES
ADMINISTRATIVE ASSISTANT SR
AMBULANCE BILLING SPECIALIST

1.00
3.00

1.00
3.00

0.00
0.00

AMBULANCE TRANSPORTATION MGR

1.00

1.00

0.00

DEPT SYSTEMS ANALYST/PROG II
EMS TRAINING AND CERTIFICATION
EQUIPMENT COORD/RADIO TECH
FIRE CAPTAIN (40) - (SWORN)
FIRE CAPTAIN (56) - (SWORN)
FIREFIGHTER (56) - (SWORN)
FIREFIGHTER PIPELINE (40)

1.00
1.00
1.00
1.00
2.00
41.00
1.00

1.00
1.00
1.00
1.00
2.00
41.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00

T OT A L

53. 00

53. 00

0. 00

2.00
1.00
9.00
87.00
1.00
2.00
3.00

2.00
1.00
9.00
87.00
1.00
2.00
3.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00

FIRE DEPARTMENT - EMERGENCY SERVICES
ADMINISTRATIVE ASSISTANT
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)

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
21

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DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
D E P A R T M E N T / D I V I S I ON / J OB T I T L E
FIRE DEPARTMENT - EMERGENCY SERVICES (Cont.)
FIRE ENGINEER (56) - (SWORN)
FIRE SAFETY FIT & WELL COORD
FIREFIGHTER (56) - (SWORN)
T OT A L
FIRE DEPARTMENT - OFFICE OF THE FIRE CHIEF
BUSINESS SERVICES MANAGER
DIVISION FINANCE MANAGER
FIRE CAPTAIN (56) - (SWORN)
FIRE CHIEF - (SWORN)
FIRE CHIEF ASSISTANT - (SWORN)
MANAGEMENT ANALYST
PERSONNEL SPECIALIST
WILDLAND URBAN INTERFACE RISK
TOTAL
FIRE DEPARTMENT - PREVENTION SERVICES
ADMINISTRATIVE ASSISTANT
FIRE CAPTAIN (56) - (SWORN)
FIRE DATA ANALYST
FIRE INSPECTOR
FIRE INSPECTOR SUPERVISOR
FIRE DEPARTMENT - PREVENTION SERVICES (Cont.)
FIRE MARSHAL
FIRE PROTECTION ENGINEER SR
PLANS EXAMINER SENIOR
T OT A L
FIRE DEPARTMENT - PROFESSIONAL SERVICES
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE ASSISTANT SR
DEPT SYSTEMS ANALYST/PROG II
DEPT TECHNOLOGY SUPERVISOR
EQUIPMENT COORD/RADIO TECH
FACILITIES MANAGEMENT COORD
FIRE CAPTAIN (40) - (SWORN)
FIRE CAPTAIN DAY ASSIGNMENT - (SWORN)
FIRE CHIEF DEPUTY (40) - (SWORN)
FIRE SAFETY & TRAINING COORD
WAREHOUSE SUPERVISOR
TOTAL
FIRE DEPARTMENT TOTAL

T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

79.00
1.00

79.00
1.00

0.00
0.00

137.00
322. 00

137.00
322. 00

0.00
0. 00

1.00
1.00
3.00
1.00
3.00
2.00
1.00
1.00
13. 00

1.00
1.00
3.00
1.00
3.00
2.00
1.00
1.00
13. 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
5.00
1.00

1.00
1.00
1.00
5.00
1.00

0.00
0.00
0.00
0.00
0.00

1.00
1.00
2.00
13. 00

1.00
1.00
2.00
13. 00

0.00
0.00
0.00
0. 00

1.00
1.00
1.00
1.00
4.00
1.00
2.00
2.00
3.00

1.00
1.00
1.00
1.00
4.00
1.00
2.00
2.00
3.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

1.00
1.00
18. 00

1.00
1.00
18. 00

0.00
0.00
0. 00

419. 00

419. 00

0. 00

* Positions shown as of the adopted budget; job titles may have changed thereafter.
22		

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DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
D E P A R T M E N T / D I V I S I ON / J OB T I T L E

T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

POLICE DEPARTMENT - OFFICE OF THE POLICE CHIEF
ADMINISTRATIVE ASSISTANT SR
EXECUTIVE ASSISTANT
POLICE CHIEF - (SWORN)
POLICE CHIEF ASST (CIVILIAN)
POLICE CHIEF ASST - (SWORN)
T OT A L

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

POLICE DEPARTMENT - PERATIONAL SERVICES
DEPT SYSTEMS ANALYST/PROG II
DEPT SYSTEMS ANALYST/PROG III
DEPT TECHNOLOGY SUPERVISOR
DIVISION FINANCE MANAGER
FACILITIES MANAGEMENT COORD
MANAGEMENT ANALYST
MANAGEMENT ANALYST SENIOR
MUNICIPAL SECURITY MANAGER
MUNICIPAL SECURITY OFFICER
PERSONNEL SPECIALIST
POLICE ACCES CONT & SEC COORD
POLICE COMMUNICATIONS ASST MGR
POLICE COMMUNICATIONS DISPATCH
POLICE COMMUNICATIONS MANAGER
POLICE COMMUNICATIONS SUPV
POLICE COMMUNICATIONS TECH
POLICE LOGISTICS TECHNICIAN
POLICE OFFICER - (SWORN)
POLICE OPS SUPPORT AREA MGR
POLICE OPS SUPPORT DIRECTOR
POLICE PERSONNEL MANAGER

1.00
6.00
2.00
1.00
1.00
8.00
3.00
1.00
4.00
3.00
1.00
1.00
41.50
1.00
7.00
2.00
4.00
1.00
1.00
4.00
1.00

1.00
6.00
2.00
1.00
1.00
8.00
3.00
1.00
4.00
3.00
1.00
1.00
41.00
1.00
7.00
2.00
4.00
1.00
1.00
4.00
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
0.50
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

1.00
1.00
1.00
20.00
5.00
6.00
1.00
2.00
6.00
137. 50

1.00
1.00
1.00
19.00
5.00
6.00
1.00
2.00
6.00
136. 00

0.00
0.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
1. 50

POLICE PLAN & RESEARCH MGR
POLICE POLYGRAPH EXAMINER
POLICE RECORDS MANAGER
POLICE RECORDS SPECIALIST
POLICE RECORDS SPECIALIST SR
POLICE RECORDS SUPERVISOR
POLICE RESOURCES MANAGER
POLICE RTCC SUPERVISOR
POLICE RTCC TECHNICIAN
T OT A L

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
23

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
D E P A R T M E N T / D I V I S I ON / J OB T I T L E
POLICE DEPARTMENT - POLICE UNIFORMED SERVICES
ADMINISTRATIVE ASSISTANT SR
POLICE AIDE
POLICE COMMANDER - (SWORN)
POLICE DETENTION MANAGER
POLICE DETENTION OFFICER
POLICE DETENTION SUPERVISOR
POLICE LIEUTENANT - (SWORN)
POLICE OFFICER - (SWORN)
POLICE OFFICER - PARK RANGER - (SWORN)
POLICE OFFICER PIPELINE
POLICE PARKING ENFORCE SPEC
POLICE RTCC TECHNICIAN
POLICE SERGEANT - (SWORN)
POLICE TRAFFIC PROGRAM SUPV
POLICE WRANGLER
VEHICLE IMPOUND SPECIALIST
TOTAL
POLICE DEPARTMENT - PROF STAND & INV SERV
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE ASSISTANT SR
COMMUNITY & OUTREACH SPEC
DIGITAL MEDIA DESIGNER
MANAGEMENT ANALYST
MANAGEMENT ANALYST SENIOR
POLICE AIDE
POLICE CIVILIAN INVESTIGATOR
POLICE COMMANDER - (SWORN)
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

T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
31.00
4.00
1.00
27.00
6.00

1.00
31.00
4.00
1.00
27.00
6.00

0.00
0.00
0.00
0.00
0.00
0.00

12.00
233.00
6.00
1.78
2.00
1.00
38.00
1.00
2.10
2.00
368. 88

12.00
233.00
6.00
0.00
2.00
1.00
38.00
1.00
0.00
2.00
365. 00

0.00
0.00
0.00
1.78
0.00
0.00
0.00
0.00
2.10
0.00
3. 88

2.00
2.00
1.00
1.00
1.00
4.00
5.00
7.00
3.00
8.00
2.00
6.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00

2.00
2.00
1.00
1.00
1.00
4.00
5.00
7.00
3.00
8.00
2.00
6.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
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
0.00
0.00
0.00
0.00
0.00
0.00
0.00

* Positions shown as of the adopted budget; job titles may have changed thereafter.
24		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
D E P A R T M E N T / D I V I S I ON / J OB T I T L E
POLICE DEPARTMENT - PROF STAND & INV SERV (Cont.)
POLICE FORENSIC SCIENTIST III
POLICE FORENSIC SCIENTIST SUPV
POLICE FORENSIC SERVICES DIR
POLICE LIEUTENANT - (SWORN)
POLICE OFFICER - (SWORN)
POLICE PAWN SPECIALIST
POLICE PROPERTY/EVIDENCE SUPV
POLICE PROPERTY/EVIDENCE TECH
POLICE QUALITY ASSURANCE COORD
POLICE RANGEMASTER
POLICE RECORDS SPECIALIST
POLICE SERGEANT - (SWORN)
TOTAL

T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

10.00
3.00
1.00
7.00
80.00
0.50
2.00
6.00
1.00
1.00
1.00
22.00
190. 50

10.00
3.00
1.00
7.00
80.00
0.00
2.00
6.00
1.00
1.00
1.00
22.00
190. 00

0.00
0.00
0.00
0.00
0.00
0.50
0.00
0.00
0.00
0.00
0.00
0.00
0. 50

POLICE DEPARTMENT TOTAL

702. 88

697. 00

5. 88

SOLID WASTE MANAGEMENT
ADMINISTRATIVE AIDE
CONTAINER REPAIRER
DEPT SYSTEMS ANALYST/PROG II
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

3.00
4.00
1.00
1.00
1.00
1.00
21.40
58.00
6.00
1.00

3.00
4.00
1.00
1.00
1.00
1.00
19.00
58.00
6.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
2.40
0.00
0.00
0.00

SOLID WASTE PROGRAM REP
SOLID WASTE PROGRAM REP SENIOR
SOLID WASTE ROUTING SPECIALIST
SOLID WASTE SAFETY/TRAIN SPEC
SOLID WASTE SERVICES SUPV
T OT A L

3.00
1.00
1.00
1.00
3.00
106. 40

3.00
1.00
1.00
1.00
3.00
104. 00

0.00
0.00
0.00
0.00
0.00
2. 40

S OL I D W A S T E M A N A G E M E N T T OT A L

106. 40

104. 00

2. 40

T R A N S P OR T A T I ON A N D I N F R A S T R U C T U R E
ADMINISTRATIVE AIDE
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE SUPERVISOR
ASST TRAFFIC OPERATIONS MGR
CIP PROJECT ESTIMATOR

2.00
1.00
1.00
1.00
1.00

2.00
1.00
1.00
1.00
1.00

0.00
0.00
0.00
0.00
0.00

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
25

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
3.00
1.00
3.00
3.00
2.00
1.00
1.00
0.48
1.00

1.00
3.00
1.00
3.00
3.00
2.00
1.00
1.00
0.00
1.00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.48
0.00

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
MAINTENANCE WORKER II - CDL
MANAGEMENT ANALYST
MANAGEMENT ANALYST SENIOR

1.00
2.00
1.00
4.00
5.00
3.00
3.00
1.00
2.00
2.00
1.00
1.00

1.00
2.00
1.00
4.00
5.00
3.00
3.00
1.00
2.00
2.00
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

PARATRANSIT & TRIP REDUCT SPEC
PLANNING TECHNICIAN
PROJECT MANAGEMENT ASSISTANT
PROJECT MANAGER PRINCIPAL
PROJECT MANAGER SENIOR
PUBLIC INFORMATION OFFICER
PUBLIC WORKS EXEC DIRECTOR
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
SIGN FABRICATOR
SIGN TECHNICIAN

1.00
1.00
3.00
3.00
6.00
0.50
1.00
1.00
3.00
1.00
2.00
3.00
8.00
1.00
1.00
3.00
1.00
1.00
4.00

1.00
1.00
3.00
3.00
6.00
0.00
1.00
1.00
3.00
1.00
2.00
3.00
8.00
1.00
1.00
3.00
1.00
1.00
4.00

0.00
0.00
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

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
T R A N S P OR T A T I ON A N D I N F R A S T R U C T U R E ( C o n t . )
CIVIL ENGINEER PRINCIPAL
CIVIL ENGINEER SENIOR
COMMUNICATIONS SUPERVISOR
CONSTRUCTION ADMIN SUPERVISOR
CPM PROJECT MANAGER
DEPT SYSTEMS ANALYST/PROG II
DEPT TECHNOLOGY SUPERVISOR
DIVISION FINANCE MANAGER
INTERN
ITS ANALYST

* Positions shown as of the adopted budget; job titles may have changed thereafter.
26		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00

1.00

0.00

1.00
2.00
10.00
2.00
7.00
8.00
2.00
2.00
1.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
143. 98

1.00
2.00
10.00
2.00
7.00
8.00
2.00
2.00
1.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
143. 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

T R A N S P OR T A T I ON A N D I N F R A S T R U C T U R E T OT A L

143. 98

143. 00

0. 98

W A T E R R E S OU R C E S - P I P E L I N E & T R E A T M E N T A G R E E M E N T S
INTERN
W/WW OPERATIONS SUPERVISOR
W/WW TREATMENT PLANT OP II
T OT A L

0.20
2.00
4.00
6. 20

0.00
2.00
4.00
6. 00

0.20
0.00
0.00
0. 20

W A T E R R E S OU R C E S - W A T E R P L A N N I N G A N D E N G I N E E R I N G
ADMINISTRATIVE AIDE
DIVISION FINANCE MANAGER
ENGINEERING ASSOCIATE
FINANCE ANALYST
INTERN
MANAGEMENT ANALYST
MANAGEMENT ANALYST SENIOR
PUBLIC INFORMATION OFFICER
SR DIRECTOR WATER RESOURCES

0.50
1.00
1.00
2.00
0.42
1.00
1.00
1.00
1.00

0.00
1.00
1.00
2.00
0.00
1.00
1.00
1.00
1.00

0.50
0.00
0.00
0.00
0.42
0.00
0.00
0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
T R A N S P OR T A T I ON A N D I N F R A S T R U C T U R E ( C o n t . )
SIGNING & MARKINGS SUPERVISOR
SR DIRECTOR CITY ENGINEER
STREET MAINTENANCE SUPERVISOR
STREET MAINTENANCE WORKER
STREET OPERATIONS MANAGER
STREETS EQUIPMENT OPERATOR SR
STREETS SWEEPER OPERATOR
TRAFFIC ENGINEER
TRAFFIC ENGINEER PRINCIPAL
TRAFFIC ENGINEER SENIOR
TRAFFIC ENGINEERING & OPS MGR
TRAFFIC ENGINEERING TECH SR
TRAFFIC ENGINEERING TECH SUPV
TRAFFIC ENGINEERING TECHNICIAN
TRANSIT MANAGER
TRANSIT OPERATIONS ANALYST
TRANSIT OPERATIONS COORDINATOR
TRANSIT PLANNER SENIOR
TRANSPORTATION & STREETS DIR
TRANSPORTATION PLANNER SENIOR
TRANSPORTATION PLANNING MGR
T OT A L

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
27

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
4.00
1.00
1.00
1.00
4.00
2.00
1.00
1.00
24. 92

1.00
4.00
1.00
1.00
1.00
4.00
2.00
1.00
1.00
24. 00

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0. 92

W A T E R R E S OU R C E S - W A T E R QU A L I T Y
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
T OT A L

0.48
1.00
2.00
3.00
1.00
1.00
1.00
1.00
6.00
2.00
3.00
3.00
24. 48

0.00
1.00
2.00
3.00
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

W A T E R R E S OU R C E S - W A T E R R E C L A M A T I ON S E R V I C E S
ENGINEERING ASSOCIATE
HVAC TECHNICIAN
INSTRUMENT & CONTROLS TECH II
W/WW ELECTRICIAN I
W/WW ELECTRICIAN II
W/WW ELECTRICIAN 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
WASTEWATER COLLECTION OPER III
WASTEWATER COLLECTIONS MANAGER
WASTEWATER COLLECTIONS OPER II

1.00
1.00
2.00
1.00
3.00
1.00
3.00
1.00
5.00
8.00
2.00
1.00
1.00
6.00

1.00
1.00
2.00
1.00
3.00
1.00
3.00
1.00
5.00
8.00
2.00
1.00
1.00
6.00

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

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
W A T E R R E S OU R C E S - W A T E R P L A N N I N G A N D E N G I N E E R I N G ( C o n t . )
WATER CONSERVATION PROG SUPV
WATER CONSERVATION SPECIALIST
WATER POLICY MANAGER
WATER PROG & POLICY ANALYST
WATER RES ENGINEER
WATER RES ENGINEER PRINCIPAL
WATER RES ENGINEER SENIOR
WATER RES PLNG & ENG DIRECTOR
WATER RESOURCES ASSET PROG MGR
T OT A L

* Positions shown as of the adopted budget; job titles may have changed thereafter.
28		

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
1.00
1.00
1.00
40. 00

1.00
1.00
1.00
1.00
40. 00

0.00
0.00
0.00
0.00
0. 00

W A T E R R E S OU R C E S - W A T E R S E R V I C E S
INSTRUMENT & CONTROLS TECH II
PROCESS CONTROL PROGRAM MGR
SCADA SPECIALIST SENIOR
W/WW ELECTRICIAN II
W/WW ELECTRICIAN 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
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
T OT A L

2.00
1.00
1.00
4.00
1.00
12.00
3.00
7.00
16.00
3.00
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
4.00
1.00
12.00
3.00
7.00
16.00
3.00
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

WATER RESOURCES - WATER TECHNOLOGY & ADMIN
ADMINISTRATIVE AIDE
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE SUPERVISOR
DEPT SYSTEMS ANALYST/PROG I
DEPT SYSTEMS ANALYST/PROG II
DEPT SYSTEMS ANALYST/PROG III
DEPT TECHNOLOGY SUPERVISOR

4.50
2.00
2.00
1.00
1.00
2.00
1.00

4.00
2.00
2.00
1.00
1.00
2.00
1.00

0.50
0.00
0.00
0.00
0.00
0.00
0.00

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
W A T E R R E S OU R C E S - W A T E R R E C L A M A T I ON S E R V I C E S ( C o n t . )
WASTEWATER TREATMENT MANAGER
WATER RECLAMATION SVC DIRECTOR
WATER RES HVAC CONTRACTS COORD
WATER RESOURCES PIPELINE
T OT A L

* Positions shown as of the adopted budget; job titles may have changed thereafter.
					
			
29

Table of Content

DEPARTMENTS | Authorized Personnel Positions - By Department, Division and Title
T OT A L
F TE

F U LL- TI ME
F TE

P A R T- TI ME
F TE

1.00
5.00
1.00
1.00
1.00
3.29
2.00
5.00
1.00
33. 79

1.00
5.00
1.00
1.00
1.00
1.00
2.00
5.00
1.00
31. 00

0.00
0.00
0.00
0.00
0.00
2.29
0.00
0.00
0.00
2. 79

W A T E R R E S OU R C E S T OT A L

224. 39

220. 00

4. 39

G R A N D T OT A L

2, 796. 90

2, 598. 00

198. 90

D E P A R T M E N T / D I V I S I ON / J OB T I T L E
WATER RESOURCES - WATER TECHNOLOGY & ADMIN (Cont.)
SCADA MANAGER
SCADA SPECIALIST
SCADA SPECIALIST SENIOR
W/WW OPERATIONS SUPERVISOR
WATER RESOURCES ASST EXEC DIR
WATER RESOURCES PIPELINE
WATER SEC & SAFETY PROG COORD
WATER SYSTEMS ANALYST
WATER SYSTEMS TECHNOLOGY SUPV
T OT A L

T o t a l S w o r n F T E ( i n cl u de d i n a b o v e t o t a l ) : 7 8 6 . 0 0

* Positions shown as of the adopted budget; job titles may have changed thereafter.
30		

Table of Content

DEPARTMENTS | Classification/Compensation Schedule
Job Co de Job Title
0509
0510
0508
0715
2272
2271
2195
2055
0425
2004
0792
0700
0721
0793
0808
0675
2078
0460
0459
0786
2558
2035
2568
2598
1014
2273
1994
2293
2294
2570
2292
2151
1083
1581
2198
2569
2220
1343
2363
1934
1881
2552
1513
0591
0592
2424
2236
2592
2297
2304
2430
1022
0014
2377
2310
1620
2361
1929
1025
1391
1398
2577
2397
2398
1933
1397
2573
2093
0616
2142
1308
1469
0437
2414
2254
0608
0609
0546
2332
2447
0757
2371
2274

ACCOUNT SPECIALIST I
ACCOUNT SPECIALIST II
ACCOUNT SPECIALIST III
ACCOUNTANT I
ACCOUNTANT II
ACCOUNTANT SENIOR
ACCOUNTING DEPT DIRECTOR
ACCOUNTING MANAGER
ACCOUNTING OPERATIONS TECH
ADA/TITLE VI COMPLIANCE COORD
ADMINISTRATIVE AIDE
ADMINISTRATIVE ASSISTANT
ADMINISTRATIVE ASSISTANT SR
ADMINISTRATIVE CLERK
ADMINISTRATIVE SUPERVISOR
AIRPORT MAINTENANCE TECHNICIAN
AIRPORT OPERATIONS SUPERVISOR
AIRPORT OPERATIONS TECH
AIRPORT OPERATIONS TECH SENIOR
AMBULANCE BILLING SPECIALIST
AMBULANCE TRANSPORTATION MGR
APPLICATION DEVELOPMENT MGR
ASSISTANT AVIATION DIRECTOR
ASSISTANT BUDGET DIRECTOR
ASSISTANT CITY ATTORNEY I
ASSISTANT CITY ATTORNEY II
ASSISTANT CITY MANAGER
ASSISTANT CITY PROSECUTOR I
ASSISTANT CITY PROSECUTOR II
ASSISTANT CITY TREASURER
ASSISTANT TO THE CITY MANAGER
ASST TRAFFIC OPERATIONS MGR
AUDITOR
AUDITOR SENIOR
AVIATION DIRECTOR
AVIATION OPERATIONS DIRECTOR
AVIATION PLAN & OUTREACH COORD
BID & CONTRACT ANALYST
BUDGET ANALYST
BUDGET ANALYST SENIOR
BUDGET DEPARTMENT DIRECTOR
BUDGET/RESEARCH ANALYST PRINC
BUILDING INSPECTION SUPERVISOR
BUILDING INSPECTOR I
BUILDING INSPECTOR II
BUSINESS & ANALYTICS MANAGER
BUSINESS INTELLIGENCE MANAGER
BUSINESS OPERATIONS MANAGER
BUSINESS SERVICES DEPT DIR
BUSINESS SERVICES MANAGER
BUSINESS SERVICES SUPERVISOR
BUYER
BUYER AIDE
CHIEF ASST CITY PROSECUTOR
CHIEF INFO SECURITY OFFICER
CHIEF INFORMATION OFFICER
CIP PROJECT ESTIMATOR
CITIZEN/CONSTITUENT ADVISOR
CITY ATTORNEY
CITY AUDITOR
CITY CLERK
CITY COUNCILMAN
CITY COUNCILMEMBER
CITY COUNCILWOMAN
CITY JUDGE ASSOCIATE
CITY MANAGER
CITY SAFETY & TRAINING COORD
CITY SAFETY & TRAINING MANAGER
CITY SAFETY SPECIALIST
CITY TREASURER
CIVIL ENGINEER
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

Hourly Min

Hourly Max

Annua l Min

Annual Max

$21.51
$23.73
$27.46
$31.79
$36.80
$42.21
$59.95
$51.79
$27.46
$35.05
$22.59
$24.91
$27.46
$16.05
$31.79
$30.27
$36.80
$23.73
$27.46
$27.46
$44.73
$57.09
$66.09
$54.37
$54.37
$57.09
$118.69
$51.79
$54.37
$69.39
$51.79
$46.97
$38.64
$44.73
$76.50
$57.09
$42.21
$35.05
$36.80
$42.21
$62.94
$49.32
$42.21
$30.27
$33.37
$42.21
$57.09
$51.79
$57.09
$42.21
$36.80
$30.27
$23.73
$66.09
$62.94
$80.33
$42.21
$35.05
$118.69
$84.34
$84.34
$28.72
$28.72
$28.72
$84.34
$144.26
$38.64
$49.32
$26.15
$97.64
$44.73
$49.32
$22.59
$44.73
$40.58
$28.84
$31.79
$35.05
$51.79
$42.21
$27.46
$42.21
$76.50

$29.07
$32.05
$37.09
$42.94
$49.73
$57.54
$80.97
$69.96
$37.09
$47.34
$30.52
$33.65
$37.09
$21.68
$42.94
$40.89
$49.73
$32.05
$37.09
$37.09
$60.41
$77.12
$89.29
$73.44
$73.44
$77.12
$160.86
$69.96
$73.44
$93.74
$69.96
$63.43
$52.19
$60.41
$103.34
$77.12
$57.54
$47.34
$49.73
$57.54
$85.02
$66.62
$57.54
$40.89
$45.09
$57.54
$77.12
$69.96
$77.12
$57.54
$49.73
$40.89
$32.05
$89.29
$85.02
$108.51
$57.54
$47.34
$160.86
$113.93
$113.93
$28.72
$28.72
$28.72
$113.93
$194.86
$52.19
$66.62
$35.33
$131.90
$60.41
$66.62
$30.52
$60.41
$54.81
$38.95
$42.94
$47.34
$69.96
$57.54
$37.09
$57.54
$103.34

$44,740.80
$49,358.40
$57,116.80
$66,123.20
$76,544.00
$87,796.80
$124,696.00
$107,723.20
$57,116.80
$72,904.00
$46,987.20
$51,812.80
$57,116.80
$33,384.00
$66,123.20
$62,961.60
$76,544.00
$49,358.40
$57,116.80
$57,116.80
$93,038.40
$118,747.20
$137,467.20
$113,089.60
$113,089.60
$118,747.20
$246,875.20
$107,723.20
$113,089.60
$144,331.20
$107,723.20
$97,697.60
$80,371.20
$93,038.40
$159,120.00
$118,747.20
$87,796.80
$72,904.00
$76,544.00
$87,796.80
$130,915.20
$102,585.60
$87,796.80
$62,961.60
$69,409.60
$87,796.80
$118,747.20
$107,723.20
$118,747.20
$87,796.80
$76,544.00
$62,961.60
$49,358.40
$137,467.20
$130,915.20
$167,086.40
$87,796.80
$72,904.00
$246,875.20
$175,427.20
$175,427.20
$37,336.00
$37,336.00
$37,336.00
$175,427.20
$300,060.80
$80,371.20
$102,585.60
$54,392.00
$203,091.20
$93,038.40
$102,585.60
$46,987.20
$93,038.40
$84,406.40
$59,987.20
$66,123.20
$72,904.00
$107,723.20
$87,796.80
$57,116.80
$87,796.80
$159,120.00

$60,465.60
$66,664.00
$77,147.20
$89,315.20
$103,438.40
$119,683.20
$168,417.60
$145,516.80
$77,147.20
$98,467.20
$63,481.60
$69,992.00
$77,147.20
$45,094.40
$89,315.20
$85,051.20
$103,438.40
$66,664.00
$77,147.20
$77,147.20
$125,652.80
$160,409.60
$185,723.20
$152,755.20
$152,755.20
$160,409.60
$334,588.80
$145,516.80
$152,755.20
$194,979.20
$145,516.80
$131,934.40
$108,555.20
$125,652.80
$214,947.20
$160,409.60
$119,683.20
$98,467.20
$103,438.40
$119,683.20
$176,841.60
$138,569.60
$119,683.20
$85,051.20
$93,787.20
$119,683.20
$160,409.60
$145,516.80
$160,409.60
$119,683.20
$103,438.40
$85,051.20
$66,664.00
$185,723.20
$176,841.60
$225,700.80
$119,683.20
$98,467.20
$334,588.80
$236,974.40
$236,974.40
$37,336.00
$37,336.00
$37,336.00
$236,974.40
$405,308.80
$108,555.20
$138,569.60
$73,486.40
$274,352.00
$125,652.80
$138,569.60
$63,481.60
$125,652.80
$114,004.80
$81,016.00
$89,315.20
$98,467.20
$145,516.80
$119,683.20
$77,147.20
$119,683.20
$214,947.20

Job Co de Job Title
2572
2329
2399
2256
1847
2147
2176
0023
1424
0787
1759
0794
0795
0796
0443
2366
0748
0750
2563
1432
2435
1704
2560
2571
0783
0784
2553
2554
2555
2556
2557
1363
1455
1777
2585
1924
1051
0797
0798
0716
2245
2561
0583
2335
2299
2301
2302
0684
2097
2331
2349
2599
0574
0489
2448
1711
2320
2409
1788
2084
2116
2124
1674
2446
2566
0535
0768
2358
0727
2334
0811
0807
0524
2567
0737
2174
0676
1646
1651
0746
0761
2079
0738

COMMUNITY & OUTREACH SPEC
COMMUNITY GRANTS SPEC
COMMUNITY INVOLVEMENT MANAGER
COMMUNITY SVCS OPERATIONS SUPV
CONSTITUENT LIAISON
CONSTITUENT SERVICES SUPV
CONSTRUCTION ADMIN SUPERVISOR
CONTAINER REPAIRER
CONTRACTS COORDINATOR
COURT ADMINISTRATION COORD
COURT ADMINISTRATOR
COURT CLERK
COURT CLERK SENIOR
COURT CLERK SUPERVISOR
COURT INTERPRETER
COURT SECURITY MANAGER
COURT SECURITY OFFICER
COURT SECURITY SCREENER
COURT SERVICES MANAGER
CPM PROJECT MANAGER
DATA SCIENTIST
DATABASE ADMINISTRATOR
DEPARTMENT FINANCE MANAGER
DEPT SAFETY & TRAINING COORD
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
DEPT TECHNOLOGY SUPERVISOR
DEPUTY CITY ATTORNEY
DEPUTY CITY CLERK
DEPUTY COURT ADMINISTRATOR
DEPUTY PARKS & REC DIRECTOR
DEVELOPMENT ENGINEERING MGR
DEVELOPMENT SERVICES MANAGER
DEVELOPMENT SERVICES REP
DEVELOPMENT SERVICES REP SR
DEVELOPMENT SVCS SUPERVISOR
DIGITAL MEDIA DESIGNER
DIVISION FINANCE MANAGER
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
EMS TRAINING AND CERTIFICATION
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
ENVIRONMENTAL POLICY MANAGER
ENVIRONMENTAL PROG COORD
EQUIPMENT COORD/RADIO TECH
EVENT COORDINATOR
EVENTS MANAGER
EXEC ASST TO CHARTER OFFICER
EXEC ASST TO CITY MANAGER
EXECUTIVE ASSISTANT
EXECUTIVE ASSISTANT SENIOR
EXECUTIVE ASSISTANT TO MAYOR
FACILITIES CONTRACT PROJ MGR
FACILITIES MAINT TECH - CDL
FACILITIES MAINTENANCE SUPV
FACILITIES MAINTENANCE TECH
FACILITIES MANAGEMENT COORD
FACILITIES SERVICE AREA MGR
FACILITY CONDITION ASSESS INSP
FAMILY SELF-SUFFICIENCY SPEC
FIELD ENGINEERING SUPERVISOR
FIELD INSPECTOR I

Hourly Min

Hourly Max

Annual Min

Annual Max

$35.05
$31.79
$51.79
$36.80
$40.58
$42.21
$40.58
$23.73
$33.37
$28.84
$57.09
$24.91
$27.46
$31.79
$26.15
$38.64
$26.15
$19.51
$38.64
$40.58
$49.32
$49.32
$46.97
$36.80
$30.27
$33.37
$36.80
$40.58
$44.73
$44.73
$49.32
$72.86
$46.97
$42.21
$51.79
$54.37
$54.37
$24.91
$28.84
$36.80
$36.80
$49.32
$28.84
$54.37
$66.09
$51.79
$38.64
$30.27
$44.73
$49.32
$40.58
$38.64
$35.05
$31.79
$49.32
$49.32
$40.58
$42.21
$49.32
$57.09
$51.79
$51.79
$44.73
$49.32
$42.21
$27.46
$31.79
$51.79
$36.80
$36.80
$31.79
$33.37
$35.05
$35.05
$30.27
$36.80
$28.84
$35.05
$42.21
$33.37
$26.15
$42.21
$31.79

$47.34
$42.94
$69.96
$49.73
$54.81
$57.54
$54.81
$32.05
$45.09
$38.95
$77.12
$33.65
$37.09
$42.94
$35.33
$52.19
$35.33
$26.36
$52.19
$54.81
$66.62
$66.62
$63.43
$49.73
$40.89
$45.09
$49.73
$54.81
$60.41
$60.41
$66.62
$98.42
$63.43
$57.54
$69.96
$73.44
$73.44
$33.65
$38.95
$49.73
$49.73
$66.62
$38.95
$73.44
$89.29
$69.96
$52.19
$40.89
$60.41
$66.62
$54.81
$52.19
$47.34
$42.94
$66.62
$66.62
$54.81
$57.54
$66.62
$77.12
$69.96
$69.96
$60.41
$66.62
$57.54
$37.09
$42.94
$69.96
$49.73
$49.73
$42.94
$45.09
$47.34
$47.34
$40.89
$49.73
$38.95
$47.34
$57.54
$45.09
$35.33
$57.54
$42.94

$72,904.00
$66,123.20
$107,723.20
$76,544.00
$84,406.40
$87,796.80
$84,406.40
$49,358.40
$69,409.60
$59,987.20
$118,747.20
$51,812.80
$57,116.80
$66,123.20
$54,392.00
$80,371.20
$54,392.00
$40,580.80
$80,371.20
$84,406.40
$102,585.60
$102,585.60
$97,697.60
$76,544.00
$62,961.60
$69,409.60
$76,544.00
$84,406.40
$93,038.40
$93,038.40
$102,585.60
$151,548.80
$97,697.60
$87,796.80
$107,723.20
$113,089.60
$113,089.60
$51,812.80
$59,987.20
$76,544.00
$76,544.00
$102,585.60
$59,987.20
$113,089.60
$137,467.20
$107,723.20
$80,371.20
$62,961.60
$93,038.40
$102,585.60
$84,406.40
$80,371.20
$72,904.00
$66,123.20
$102,585.60
$102,585.60
$84,406.40
$87,796.80
$102,585.60
$118,747.20
$107,723.20
$107,723.20
$93,038.40
$102,585.60
$87,796.80
$57,116.80
$66,123.20
$107,723.20
$76,544.00
$76,544.00
$66,123.20
$69,409.60
$72,904.00
$72,904.00
$62,961.60
$76,544.00
$59,987.20
$72,904.00
$87,796.80
$69,409.60
$54,392.00
$87,796.80
$66,123.20

$98,467.20
$89,315.20
$145,516.80
$103,438.40
$114,004.80
$119,683.20
$114,004.80
$66,664.00
$93,787.20
$81,016.00
$160,409.60
$69,992.00
$77,147.20
$89,315.20
$73,486.40
$108,555.20
$73,486.40
$54,828.80
$108,555.20
$114,004.80
$138,569.60
$138,569.60
$131,934.40
$103,438.40
$85,051.20
$93,787.20
$103,438.40
$114,004.80
$125,652.80
$125,652.80
$138,569.60
$204,713.60
$131,934.40
$119,683.20
$145,516.80
$152,755.20
$152,755.20
$69,992.00
$81,016.00
$103,438.40
$103,438.40
$138,569.60
$81,016.00
$152,755.20
$185,723.20
$145,516.80
$108,555.20
$85,051.20
$125,652.80
$138,569.60
$114,004.80
$108,555.20
$98,467.20
$89,315.20
$138,569.60
$138,569.60
$114,004.80
$119,683.20
$138,569.60
$160,409.60
$145,516.80
$145,516.80
$125,652.80
$138,569.60
$119,683.20
$77,147.20
$89,315.20
$145,516.80
$103,438.40
$103,438.40
$89,315.20
$93,787.20
$98,467.20
$98,467.20
$85,051.20
$103,438.40
$81,016.00
$98,467.20
$119,683.20
$93,787.20
$73,486.40
$119,683.20
$89,315.20

					
			
31

Table of Content

DEPARTMENTS | Classification/Compensation Schedule
Job Co de Job Title
0739
1867
2207
2346
2002
1976
0998
0995
0996
1947
1956
1967
2389
2550
0533
0530
0571
2596
2429
0997
0991
0573
0572
2597
2576
2238
0534
0531
0569
0730
0532
1916
0561
2033
0562
2368
0674
0517
0563
0722
2347
2348
2248
1485
0393
2411
1982
1349
0485
1654
1561
2328
0436
0718
1709
1905
1898
2595
1075
1925
1959
1079
1078
1569
0800
0801
0802
0809
0324
1958
0713
0714
0712
0386
0679
0614
0439
2440
2342
2373
2343
2559
0702
2101

FIELD INSPECTOR II
FINANCE ANALYST
FINANCE ANALYST SENIOR
FINANCE PROGRAM DIRECTOR
FIRE BATTALION CHIEF (40)
FIRE BATTALION CHIEF (56)
FIRE CAPTAIN (40)
FIRE CAPTAIN (56)
FIRE CAPTAIN DAY ASSIGNMENT
FIRE CHIEF
FIRE CHIEF ASSISTANT
FIRE CHIEF DEPUTY (40)
FIRE CHIEF DEPUTY (56)
FIRE DATA ANALYST
FIRE ENGINEER (40)
FIRE ENGINEER (56)
FIRE INSPECTOR
FIRE INSPECTOR SUPERVISOR
FIRE MARSHAL
FIRE MARSHAL DEPUTY (40)
FIRE MARSHAL DEPUTY (56)
FIRE MARSHAL SR DEPUTY (40)
FIRE MARSHAL SR DEPUTY (56)
FIRE PROTECTION ENGINEER SR
FIRE SAFETY & TRAINING COORD
FIRE SAFETY FIT & WELL COORD
FIREFIGHTER (40)
FIREFIGHTER (56)
FIREFIGHTER PIPELINE (40)
FIREFIGHTER PIPELINE (56)
FIREFIGHTER RECRUIT
FLEET EQUIPMENT PARTS SUPV
FLEET MECHANIC
FLEET MECHANIC CREW CHIEF
FLEET MECHANIC SENIOR
FLEET OPERATIONS MANAGER
FLEET PARTS SPECIALIST
FLEET SERVICE WRITER
FLEET TECHNICIAN
FRC EARLY LEARNING SPECIALIST
FRC HUM SVCS SPECIALIST
FRC SUPERVISOR
GIS ANALYST
GIS MANAGER
GIS TECHNICIAN
GOVERNMENT RELATIONS COORD
GOVERNMENT RELATIONS DIRECTOR
GRANTS ACCOUNTANT
HEAD LIFEGUARD
HEARING OFFICER
HOUSING & COMMUNITY ASSIST MGR
HOUSING REHAB SPECIALIST
HOUSING SPECIALIST I
HOUSING SPECIALIST II
HOUSING SUPERVISOR
HUMAN RESOURCES ANALYST
HUMAN RESOURCES ANALYST SR
HUMAN RESOURCES ASSISTANT DIR
HUMAN RESOURCES DIRECTOR
HUMAN RESOURCES MANAGER
HUMAN RESOURCES SUPERVISOR
HUMAN SERVICES CASE WORKER
HUMAN SERVICES MANAGER
HUMAN SERVICES OPS SUPV
HUMAN SERVICES REP I
HUMAN SERVICES REP II
HUMAN SERVICES REP SENIOR
HUMAN SERVICES SUPERVISOR
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 ENTERPRISE ARCHITECT
IT NETWORK TECHNICIAN
IT PROJECT MANAGER

32		

Hourly Min

Hourly Max

Annual Min

Annual Max

$35.05
$35.05
$42.21
$59.95
$69.94
$49.96
$54.80
$39.14
$54.80
$108.51
$93.73
$80.97
$57.84
$38.64
$42.94
$30.67
$38.64
$42.21
$54.37
$38.64
$27.60
$42.21
$30.15
$44.73
$38.64
$40.58
$30.48
$21.77
$0.00
$0.00
$30.27
$33.37
$27.46
$35.05
$31.79
$44.73
$24.91
$27.46
$22.59
$26.15
$31.79
$35.05
$42.21
$57.09
$33.37
$33.37
$62.94
$31.79
$19.51
$59.95
$46.97
$31.79
$23.73
$26.15
$36.80
$33.37
$38.64
$69.39
$80.33
$57.09
$42.21
$31.79
$46.97
$36.80
$19.51
$21.51
$24.91
$30.27
$30.27
$62.94
$30.27
$33.37
$22.59
$20.49
$28.84
$38.64
$23.73
$51.79
$57.09
$44.73
$62.94
$51.79
$35.05
$51.79

$47.34
$47.34
$57.54
$80.97
$77.11
$55.08
$60.42
$43.16
$60.42
$119.63
$103.34
$89.27
$63.76
$52.19
$52.19
$37.28
$52.19
$57.54
$73.44
$52.19
$37.28
$57.54
$41.10
$60.41
$52.19
$54.81
$40.89
$29.21
$0.00
$0.00
$30.27
$45.09
$37.09
$47.34
$42.94
$60.41
$33.65
$37.09
$30.52
$35.33
$42.94
$47.34
$57.54
$77.12
$45.09
$45.09
$85.02
$42.94
$26.36
$80.97
$63.43
$42.94
$32.05
$35.33
$49.73
$45.09
$52.19
$93.74
$108.51
$77.12
$57.54
$42.94
$63.43
$49.73
$26.36
$29.07
$33.65
$40.89
$40.89
$85.02
$40.89
$45.09
$30.52
$27.68
$38.95
$52.19
$32.05
$69.96
$77.12
$60.41
$85.02
$69.96
$47.34
$69.96

$72,904.00
$72,904.00
$87,796.80
$124,696.00
$145,475.20
$145,475.20
$113,984.00
$113,984.00
$113,984.00
$225,700.80
$194,958.40
$168,417.60
$168,417.60
$80,371.20
$89,315.20
$89,315.20
$80,371.20
$87,796.80
$113,089.60
$80,371.20
$80,371.20
$87,796.80
$87,796.80
$93,038.40
$80,371.20
$84,406.40
$63,398.40
$63,398.40
$0.00
$0.00
$62,961.60
$69,409.60
$57,116.80
$72,904.00
$66,123.20
$93,038.40
$51,812.80
$57,116.80
$46,987.20
$54,392.00
$66,123.20
$72,904.00
$87,796.80
$118,747.20
$69,409.60
$69,409.60
$130,915.20
$66,123.20
$40,580.80
$124,696.00
$97,697.60
$66,123.20
$49,358.40
$54,392.00
$76,544.00
$69,409.60
$80,371.20
$144,331.20
$167,086.40
$118,747.20
$87,796.80
$66,123.20
$97,697.60
$76,544.00
$40,580.80
$44,740.80
$51,812.80
$62,961.60
$62,961.60
$130,915.20
$62,961.60
$69,409.60
$46,987.20
$42,619.20
$59,987.20
$80,371.20
$49,358.40
$107,723.20
$118,747.20
$93,038.40
$130,915.20
$107,723.20
$72,904.00
$107,723.20

$98,467.20
$98,467.20
$119,683.20
$168,417.60
$160,388.80
$160,388.80
$125,673.60
$125,673.60
$125,673.60
$248,830.40
$214,947.20
$185,681.60
$185,681.60
$108,555.20
$108,555.20
$108,555.20
$108,555.20
$119,683.20
$152,755.20
$108,555.20
$108,555.20
$119,683.20
$119,683.20
$125,652.80
$108,555.20
$114,004.80
$85,051.20
$85,051.20
$0.00
$0.00
$62,961.60
$93,787.20
$77,147.20
$98,467.20
$89,315.20
$125,652.80
$69,992.00
$77,147.20
$63,481.60
$73,486.40
$89,315.20
$98,467.20
$119,683.20
$160,409.60
$93,787.20
$93,787.20
$176,841.60
$89,315.20
$54,828.80
$168,417.60
$131,934.40
$89,315.20
$66,664.00
$73,486.40
$103,438.40
$93,787.20
$108,555.20
$194,979.20
$225,700.80
$160,409.60
$119,683.20
$89,315.20
$131,934.40
$103,438.40
$54,828.80
$60,465.60
$69,992.00
$85,051.20
$85,051.20
$176,841.60
$85,051.20
$93,787.20
$63,481.60
$57,574.40
$81,016.00
$108,555.20
$66,664.00
$145,516.80
$160,409.60
$125,652.80
$176,841.60
$145,516.80
$98,467.20
$145,516.80

Job Co de Job Title
1680
0424
0423
1797
2417
0731
0755
0688
0689
0690
0400
2338
0064
0719
2193
2165
2164
0066
0607
0067
1089
2163
0495
0069
0720
0315
0072
0681
2406
0733
0615
0742
0322
0734
0325
0327
0328
0519
1918
2018
2384
2385
2574
2396
2233
2099
0319
2327
0318
2593
0680
0640
0644
0799
1942
1945
0732
0418
0539
0317
1984
1107
1321
1892
1142
2316
2205
2315
2075
0743
0803
0488
1806
0686
2564
0092
1109
2223
2058
0780
1932
2419
0415
2379

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
LEGAL ASSISTANT
LEGAL DEPARTMENT MANAGER
LEGAL SECRETARY
LIBRARIAN I
LIBRARIAN II
LIBRARIAN III
LIBRARIAN IV
LIBRARY AIDE
LIBRARY ASSISTANT
LIBRARY COURIER
LIBRARY DEPARTMENT DIRECTOR
LIBRARY MANAGER
LIBRARY MONITOR
LIBRARY PAGE
LIBRARY SUPERVISOR
LICENSE INSPECTOR
LIFEGUARD/INSTRUCTOR
LOCKSMITH
MAIL SVCS/REPROGRAPHICS SUPV
MAINT TECH AQUATICS/FOUNTAINS
MAINTENANCE SUPV AQUATICS
MAINTENANCE TECH - CDL
MAINTENANCE TECH AQUATICS
MAINTENANCE TECH SPORTS FIELDS
MAINTENANCE TECHNICIAN
MAINTENANCE WORKER I
MAINTENANCE WORKER II
MAINTENANCE WORKER II - CDL
MANAGEMENT ANALYST
MANAGEMENT ANALYST SENIOR
MANAGEMENT ASSOCIATE
MANAGEMENT ASSOCIATE SENIOR
MARKETING PROGRAM MGR
MAYOR
MAYOR'S CHIEF OF STAFF
MUNICIPAL SECURITY MANAGER
MUNICIPAL SECURITY OFFICER
NATURAL RESOURCES SUPERVISOR
OCCUPANCY SPECIALIST
OLD TOWN SPECIALIST
PAINTER
PARALEGAL
PARALEGAL SENIOR
PARATRANSIT & TRIP REDUCT SPEC
PARKS & RECREATION DEPT DIR
PARKS & RECREATION MANAGER
PARKS MAINTENANCE FOREMAN
PAYROLL SPECIALIST
PAYROLL SPECIALIST SENIOR
PERSONNEL SPECIALIST
PLAN REVIEW MANAGER
PLANNER
PLANNER ASSOCIATE
PLANNER PRINCIPAL
PLANNER SENIOR
PLANNING & DEVELOP AREA DIR
PLANNING & DEVELOP AREA MGR
PLANNING & DEVELOP SVCS DIR
PLANNING ADMINISTRATION MGR
PLANNING INSPECTOR
PLANNING TECHNICIAN
PLANS EXAMINER
PLANS EXAMINER SENIOR
PLUMBER
POLICE ACCES CONT & SEC COORD
POLICE AIDE
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

Hourly Min

Ho urly Max

Annual Min

Annual Max

$57.09
$31.79
$35.05
$40.58
$44.73
$30.27
$38.64
$24.91
$30.27
$31.79
$27.46
$38.64
$24.91
$30.27
$33.37
$36.80
$40.58
$18.58
$21.51
$18.58
$59.95
$46.97
$18.58
$16.86
$26.15
$26.15
$17.70
$28.84
$40.58
$23.73
$35.05
$24.91
$30.27
$23.73
$23.73
$18.58
$22.59
$23.73
$35.05
$42.21
$33.37
$36.80
$46.97
$47.21
$51.79
$38.64
$26.15
$33.37
$24.91
$38.64
$28.84
$28.84
$33.37
$27.46
$57.09
$46.97
$31.79
$26.15
$28.84
$27.46
$51.79
$36.80
$33.37
$49.32
$42.21
$62.94
$54.37
$80.33
$49.32
$35.05
$26.15
$33.37
$36.80
$30.27
$31.79
$26.15
$128.05
$76.50
$110.61
$30.27
$95.55
$42.21
$28.84
$49.32

$77.12
$42.94
$47.34
$54.81
$60.41
$40.89
$52.19
$33.65
$40.89
$42.94
$37.09
$52.19
$33.65
$40.89
$45.09
$49.73
$54.81
$25.11
$29.07
$25.11
$80.97
$63.43
$25.11
$22.78
$35.33
$35.33
$23.92
$38.95
$54.81
$32.05
$47.34
$33.65
$40.89
$32.05
$32.05
$25.11
$30.52
$32.05
$47.34
$57.54
$45.09
$49.73
$63.43
$47.21
$69.96
$52.19
$35.33
$45.09
$33.65
$52.19
$38.95
$38.95
$45.09
$37.09
$77.12
$63.43
$42.94
$35.33
$38.95
$37.09
$69.96
$49.73
$45.09
$66.62
$57.54
$85.02
$73.44
$108.51
$66.62
$47.34
$35.33
$45.09
$49.73
$40.89
$42.94
$35.33
$134.45
$103.34
$121.95
$40.89
$105.34
$57.54
$38.95
$66.62

$118,747.20
$66,123.20
$72,904.00
$84,406.40
$93,038.40
$62,961.60
$80,371.20
$51,812.80
$62,961.60
$66,123.20
$57,116.80
$80,371.20
$51,812.80
$62,961.60
$69,409.60
$76,544.00
$84,406.40
$38,646.40
$44,740.80
$38,646.40
$124,696.00
$97,697.60
$38,646.40
$35,068.80
$54,392.00
$54,392.00
$36,816.00
$59,987.20
$84,406.40
$49,358.40
$72,904.00
$51,812.80
$62,961.60
$49,358.40
$49,358.40
$38,646.40
$46,987.20
$49,358.40
$72,904.00
$87,796.80
$69,409.60
$76,544.00
$97,697.60
$61,373.00
$107,723.20
$80,371.20
$54,392.00
$69,409.60
$51,812.80
$80,371.20
$59,987.20
$59,987.20
$69,409.60
$57,116.80
$118,747.20
$97,697.60
$66,123.20
$54,392.00
$59,987.20
$57,116.80
$107,723.20
$76,544.00
$69,409.60
$102,585.60
$87,796.80
$130,915.20
$113,089.60
$167,086.40
$102,585.60
$72,904.00
$54,392.00
$69,409.60
$76,544.00
$62,961.60
$66,123.20
$54,392.00
$266,344.00
$159,120.00
$230,068.80
$62,961.60
$198,744.00
$87,796.80
$59,987.20
$102,585.60

$160,409.60
$89,315.20
$98,467.20
$114,004.80
$125,652.80
$85,051.20
$108,555.20
$69,992.00
$85,051.20
$89,315.20
$77,147.20
$108,555.20
$69,992.00
$85,051.20
$93,787.20
$103,438.40
$114,004.80
$52,228.80
$60,465.60
$52,228.80
$168,417.60
$131,934.40
$52,228.80
$47,382.40
$73,486.40
$73,486.40
$49,753.60
$81,016.00
$114,004.80
$66,664.00
$98,467.20
$69,992.00
$85,051.20
$66,664.00
$66,664.00
$52,228.80
$63,481.60
$66,664.00
$98,467.20
$119,683.20
$93,787.20
$103,438.40
$131,934.40
$61,373.00
$145,516.80
$108,555.20
$73,486.40
$93,787.20
$69,992.00
$108,555.20
$81,016.00
$81,016.00
$93,787.20
$77,147.20
$160,409.60
$131,934.40
$89,315.20
$73,486.40
$81,016.00
$77,147.20
$145,516.80
$103,438.40
$93,787.20
$138,569.60
$119,683.20
$176,841.60
$152,755.20
$225,700.80
$138,569.60
$98,467.20
$73,486.40
$93,787.20
$103,438.40
$85,051.20
$89,315.20
$73,486.40
$279,656.00
$214,947.20
$253,656.00
$85,051.20
$219,107.20
$119,683.20
$81,016.00
$138,569.60

Table of Content

DEPARTMENTS | Classification/Compensation Schedule
Job Co de Job Title
0416
0380
0461
0577
0094
0337
1494
0309
0412
0759
0763
0214
2339
2354
2378
2266
2216
2262
2263
2264
2265
2219
0999
0361
0096
0769
0456
0272
2394
2222
0079
0475
2341
2390
2307
0612
0518
2439
0597
1130
0588
0589
0599
2290
2588
0771
0770
0339
2098
2586
0189
0100
0009
2587
1026
0294
2140
0782
2432
2412
2060
0560
2436
1498
2575
2391
2370
1973
2306
2313
1562
1124
1125
2421
1487
0740
0741
0593
0594
2064
2109
2402
0710
2318

POLICE COMMUNICATIONS SUPV
POLICE COMMUNICATIONS TECH
POLICE CRIME SCENE SPECIALIST
POLICE CRIME SCENE SUPERVISOR
POLICE CRISIS INTERVEN SPEC
POLICE CRISIS INTERVEN SUPV
POLICE DETENTION MANAGER
POLICE DETENTION OFFICER
POLICE DETENTION SUPERVISOR
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
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 ENFORCE SPEC
POLICE PAWN SPECIALIST
POLICE PERSONNEL MANAGER
POLICE PLAN & RESEARCH MGR
POLICE POLYGRAPH EXAMINER
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 RESOURCES MANAGER
POLICE RTCC MANAGER
POLICE RTCC SUPERVISOR
POLICE RTCC TECHNICIAN
POLICE SERGEANT
POLICE TRAFFIC PROGRAM SUPV
POLICE WELLNESS SUPERVISOR
POLICE WRANGLER
POOL MANAGER
POOL MANAGER ASSISTANT
PRESERVE DIRECTOR
PRESIDING CITY JUDGE
PRINT SHOP ASSISTANT
PRO TEM JUDGE
PROCARD SPECIALIST
PROCESS CONTROL PROGRAM MGR
PROGRAM DIRECTOR
PROGRAM MANAGER
PROJECT MANAGEMENT ASSISTANT
PROJECT MANAGER PRINCIPAL
PROJECT MANAGER SENIOR
PROSECUTION ADMINISTRATIVE SUP
PUBLIC AFFAIRS SPECIALIST
PUBLIC AFFAIRS SUPERVISOR
PUBLIC INFORMATION OFFICER
PUBLIC WORKS DEPT DIRECTOR
PUBLIC WORKS EXEC DIRECTOR
PUBLIC WORKS PLANNER
PUBLIC WORKS PROJECT COORD
PURCHASING DEPARTMENT 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 ENG&CAROUSEL CREW CHF
RAILROAD ENG&CAROUSEL MECHANIC
REAL ESTATE ASSET MANAGER

Hourly Min

Hourly Max

Annual Min

Annual Max

$36.80
$30.27
$27.46
$35.05
$33.37
$38.64
$36.80
$27.46
$33.37
$28.84
$27.46
$24.91
$35.05
$36.80
$33.37
$51.79
$40.58
$33.37
$36.80
$42.21
$46.97
$57.09
$71.78
$26.15
$38.07
$38.07
$0.00
$36.25
$42.21
$57.09
$20.49
$23.73
$46.97
$42.21
$36.80
$27.46
$23.73
$36.80
$28.84
$38.64
$24.91
$27.46
$33.37
$38.64
$38.64
$35.05
$27.46
$53.57
$35.05
$38.64
$16.05
$24.91
$21.51
$57.09
$102.52
$26.15
$69.39
$26.15
$44.73
$54.37
$44.73
$28.84
$54.37
$44.73
$31.79
$28.84
$42.21
$40.58
$57.09
$80.33
$36.80
$35.05
$57.09
$42.21
$46.97
$31.79
$35.05
$31.79
$35.05
$57.09
$40.58
$36.80
$27.46
$49.32

$49.73
$40.89
$37.09
$47.34
$45.09
$52.19
$49.73
$37.09
$45.09
$38.95
$37.09
$33.65
$47.34
$49.73
$45.09
$69.96
$54.81
$45.09
$49.73
$57.54
$63.43
$77.12
$83.09
$35.33
$51.01
$51.01
$0.00
$36.25
$57.54
$77.12
$27.68
$32.05
$63.43
$57.54
$49.73
$37.09
$32.05
$49.73
$38.95
$52.19
$33.65
$37.09
$45.09
$52.19
$52.19
$47.34
$37.09
$68.36
$47.34
$52.19
$21.68
$33.65
$29.07
$77.12
$138.48
$35.33
$93.74
$35.33
$60.41
$73.44
$60.41
$38.95
$73.44
$60.41
$42.94
$38.95
$57.54
$54.81
$77.12
$108.51
$49.73
$47.34
$77.12
$57.54
$63.43
$42.94
$47.34
$42.94
$47.34
$77.12
$54.81
$49.73
$37.09
$66.62

$76,544.00
$62,961.60
$57,116.80
$72,904.00
$69,409.60
$80,371.20
$76,544.00
$57,116.80
$69,409.60
$59,987.20
$57,116.80
$51,812.80
$72,904.00
$76,544.00
$69,409.60
$107,723.20
$84,406.40
$69,409.60
$76,544.00
$87,796.80
$97,697.60
$118,747.20
$149,302.40
$54,392.00
$79,185.60
$79,185.60
$0.00
$75,400.00
$87,796.80
$118,747.20
$42,619.20
$49,358.40
$97,697.60
$87,796.80
$76,544.00
$57,116.80
$49,358.40
$76,544.00
$59,987.20
$80,371.20
$51,812.80
$57,116.80
$69,409.60
$80,371.20
$80,371.20
$72,904.00
$57,116.80
$111,425.60
$72,904.00
$80,371.20
$33,384.00
$51,812.80
$44,740.80
$118,747.20
$213,241.60
$54,392.00
$144,331.20
$54,392.00
$93,038.40
$113,089.60
$93,038.40
$59,987.20
$113,089.60
$93,038.40
$66,123.20
$59,987.20
$87,796.80
$84,406.40
$118,747.20
$167,086.40
$76,544.00
$72,904.00
$118,747.20
$87,796.80
$97,697.60
$66,123.20
$72,904.00
$66,123.20
$72,904.00
$118,747.20
$84,406.40
$76,544.00
$57,116.80
$102,585.60

$103,438.40
$85,051.20
$77,147.20
$98,467.20
$93,787.20
$108,555.20
$103,438.40
$77,147.20
$93,787.20
$81,016.00
$77,147.20
$69,992.00
$98,467.20
$103,438.40
$93,787.20
$145,516.80
$114,004.80
$93,787.20
$103,438.40
$119,683.20
$131,934.40
$160,409.60
$172,827.20
$73,486.40
$106,100.80
$106,100.80
$0.00
$75,400.00
$119,683.20
$160,409.60
$57,574.40
$66,664.00
$131,934.40
$119,683.20
$103,438.40
$77,147.20
$66,664.00
$103,438.40
$81,016.00
$108,555.20
$69,992.00
$77,147.20
$93,787.20
$108,555.20
$108,555.20
$98,467.20
$77,147.20
$142,188.80
$98,467.20
$108,555.20
$45,094.40
$69,992.00
$60,465.60
$160,409.60
$288,038.40
$73,486.40
$194,979.20
$73,486.40
$125,652.80
$152,755.20
$125,652.80
$81,016.00
$152,755.20
$125,652.80
$89,315.20
$81,016.00
$119,683.20
$114,004.80
$160,409.60
$225,700.80
$103,438.40
$98,467.20
$160,409.60
$119,683.20
$131,934.40
$89,315.20
$98,467.20
$89,315.20
$98,467.20
$160,409.60
$114,004.80
$103,438.40
$77,147.20
$138,569.60

Job Co de Job Title
1421
2127
0111
0112
0113
0788
0789
0115
0223
1314
1495
2404
1136
0709
2433
0804
0810
2041
2255
2042
2261
2260
0651
0590
0758
2415
2094
2095
2351
0043
0044
0045
0726
2352
0398
0725
0775
0723
2170
0785
2578
2580
2579
2581
2314
2590
2159
2589
2591
0751
2208
0063
2036
2037
0760
0682
0812
2184
0805
0806
0791
1808
1807
2443
0776
0777
2418
2426
1441
1442
1744
0138
2311
2360
1966
1964
1965
1504
0526
2153
0175
2386
2551
2325

REAL ESTATE ASSET SUPERVISOR
REAL ESTATE MGMT SPECIALIST
RECREATION LEADER I
RECREATION LEADER II
RECREATION LEADER SENIOR
REMITTANCE PROCESSING SPEC
REMITTANCE PROCESSING SPEC SR
REVENUE COLLECTOR
REVENUE COLLECTOR SENIOR
RIGHT-OF-WAY AGENT
RIGHT-OF-WAY AGENT SENIOR
RISK MGMT CLAIMS ADJUSTER
SAFETY & RISK MGMT DEPT DIR
SCADA APPRENTICE
SCADA MANAGER
SCADA SPECIALIST
SCADA SPECIALIST SENIOR
SCIENTIST
SCIENTIST PRINCIPAL
SCIENTIST SENIOR
SENIOR ASST CITY ATTORNEY
SENIOR ASST CITY PROSECUTOR
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
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 SPEC
SOLID WASTE SERVICES SUPV
SPACE PLANNING SPECIALIST
SR DIR ENTERPRISE OPERATIONS
SR DIR LIBRARY & HUMAN SVCS
SR DIR PARKS & REC & PRESERVE
SR DIRECTOR CITY ENGINEER
SR DIRECTOR WATER RESOURCES
SR MANAGER PROJECT ENGINEERING
SR MANAGER TRAFFIC ENGINEERING
SR MGR DESIGN ENG & REAL EST
SR MGR TRANSPORTATION PLANNING
STADIUM EVENTS COORDINATOR
STADIUM OPS & EVENTS SUPV
STOCK CLERK
STORMWATER ENGINEER
STORMWATER ENGINEER SENIOR
STREET MAINTENANCE SUPERVISOR
STREET MAINTENANCE WORKER
STREET OPERATIONS LEAD
STREET OPERATIONS MANAGER
STREETS EQUIPMENT OPERATOR
STREETS EQUIPMENT OPERATOR SR
STREETS SWEEPER OPERATOR
STRUCTURAL ENGINEER
STRUCTURAL ENGINEER SENIOR
SUPERVISING ASST CITY ATTY
TAX & LICENSE SPECIALIST I
TAX & LICENSE SPECIALIST II
TAX & LICENSING MANAGER
TAX AUDIT SUPERVISOR
TAX AUDITOR
TAX AUDITOR SENIOR
TELECOM POLICY COORDINATOR
TEMPORARY WORKER
TOURISM AND EVENTS DIRECTOR
TOURISM DEVELOPMENT MANAGER
TRAFFIC ENGINEER
TRAFFIC ENGINEER PRINCIPAL
TRAFFIC ENGINEER SENIOR
TRAFFIC ENGINEERING ANALYST
TRAFFIC ENGINEERING TECH SR
TRAFFIC ENGINEERING TECH SUPV
TRAFFIC ENGINEERING TECHNICIAN
TRANSIT MANAGER
TRANSIT OPERATIONS ANALYST
TRANSIT OPERATIONS COORDINATOR

Hourly Min

Ho urly Max

Annual Min

Annual Max

$44.73
$36.80
$19.51
$21.51
$24.91
$22.59
$27.46
$26.15
$28.84
$31.79
$36.80
$42.21
$59.95
$27.46
$51.79
$40.58
$44.73
$33.37
$44.73
$38.64
$62.94
$59.95
$27.46
$24.91
$35.05
$51.79
$42.21
$49.32
$38.64
$22.59
$24.91
$26.15
$27.46
$46.97
$27.46
$28.84
$30.27
$24.91
$36.80
$28.84
$76.50
$72.86
$72.86
$76.50
$80.33
$59.95
$59.95
$59.95
$57.09
$31.79
$38.64
$21.51
$44.73
$49.32
$36.80
$28.84
$30.27
$46.97
$23.73
$27.46
$26.15
$44.73
$49.32
$66.09
$23.73
$27.46
$44.73
$40.58
$31.79
$36.80
$44.73
$0.00
$62.94
$51.79
$44.73
$54.37
$49.32
$33.37
$31.79
$38.64
$27.46
$54.37
$31.79
$40.58

$60.41
$49.73
$26.36
$29.07
$33.65
$30.52
$37.09
$35.33
$38.95
$42.94
$49.73
$57.54
$80.97
$37.09
$69.96
$54.81
$60.41
$45.09
$60.41
$52.19
$85.02
$80.97
$37.09
$33.65
$47.34
$69.96
$57.54
$66.62
$52.19
$30.52
$33.65
$35.33
$37.09
$63.43
$37.09
$38.95
$40.89
$33.65
$49.73
$38.95
$103.34
$98.42
$98.42
$103.34
$108.51
$80.97
$80.97
$80.97
$77.12
$42.94
$52.19
$29.07
$60.41
$66.62
$49.73
$38.95
$40.89
$63.43
$32.05
$37.09
$35.33
$60.41
$66.62
$89.29
$32.05
$37.09
$60.41
$54.81
$42.94
$49.73
$60.41
$0.00
$85.02
$69.96
$60.41
$73.44
$66.62
$45.09
$42.94
$52.19
$37.09
$73.44
$42.94
$54.81

$93,038.40
$76,544.00
$40,580.80
$44,740.80
$51,812.80
$46,987.20
$57,116.80
$54,392.00
$59,987.20
$66,123.20
$76,544.00
$87,796.80
$124,696.00
$57,116.80
$107,723.20
$84,406.40
$93,038.40
$69,409.60
$93,038.40
$80,371.20
$130,915.20
$124,696.00
$57,116.80
$51,812.80
$72,904.00
$107,723.20
$87,796.80
$102,585.60
$80,371.20
$46,987.20
$51,812.80
$54,392.00
$57,116.80
$97,697.60
$57,116.80
$59,987.20
$62,961.60
$51,812.80
$76,544.00
$59,987.20
$159,120.00
$151,548.80
$151,548.80
$159,120.00
$167,086.40
$124,696.00
$124,696.00
$124,696.00
$118,747.20
$66,123.20
$80,371.20
$44,740.80
$93,038.40
$102,585.60
$76,544.00
$59,987.20
$62,961.60
$97,697.60
$49,358.40
$57,116.80
$54,392.00
$93,038.40
$102,585.60
$137,467.20
$49,358.40
$57,116.80
$93,038.40
$84,406.40
$66,123.20
$76,544.00
$93,038.40
$0.00
$130,915.20
$107,723.20
$93,038.40
$113,089.60
$102,585.60
$69,409.60
$66,123.20
$80,371.20
$57,116.80
$113,089.60
$66,123.20
$84,406.40

$125,652.80
$103,438.40
$54,828.80
$60,465.60
$69,992.00
$63,481.60
$77,147.20
$73,486.40
$81,016.00
$89,315.20
$103,438.40
$119,683.20
$168,417.60
$77,147.20
$145,516.80
$114,004.80
$125,652.80
$93,787.20
$125,652.80
$108,555.20
$176,841.60
$168,417.60
$77,147.20
$69,992.00
$98,467.20
$145,516.80
$119,683.20
$138,569.60
$108,555.20
$63,481.60
$69,992.00
$73,486.40
$77,147.20
$131,934.40
$77,147.20
$81,016.00
$85,051.20
$69,992.00
$103,438.40
$81,016.00
$214,947.20
$204,713.60
$204,713.60
$214,947.20
$225,700.80
$168,417.60
$168,417.60
$168,417.60
$160,409.60
$89,315.20
$108,555.20
$60,465.60
$125,652.80
$138,569.60
$103,438.40
$81,016.00
$85,051.20
$131,934.40
$66,664.00
$77,147.20
$73,486.40
$125,652.80
$138,569.60
$185,723.20
$66,664.00
$77,147.20
$125,652.80
$114,004.80
$89,315.20
$103,438.40
$125,652.80
$0.00
$176,841.60
$145,516.80
$125,652.80
$152,755.20
$138,569.60
$93,787.20
$89,315.20
$108,555.20
$77,147.20
$152,755.20
$89,315.20
$114,004.80

					
			
33

Table of Content

DEPARTMENTS | Classification/Compensation Schedule
Job Co de Job Title
2423 TRANSIT PLANNER
2309 TRANSIT PLANNER PRINCIPAL
2400 TRANSIT PLANNER SENIOR
2383 TRANSPORTATION & STREETS DIR
1962 TRANSPORTATION PLANNER
1961 TRANSPORTATION PLANNER SENIOR
2345 TREASURY TECHNOLOGY MANAGER
0814 URBAN FORESTER
0790 UTILITY BILLING SPECIALIST
0762 VEHICLE IMPOUND SPECIALIST
1884 VICTIM ADVOCATE
1885 VICTIM ADVOCATE SENIOR
0744 VIDEO PRODUCTION ASSISTANT
1353 VIDEO PRODUCTION SPECIALIST
2187 VIDEO PRODUCTION SUPERVISOR
2425 VOLUNTEER COORDINATOR
0625 W/WW ELECTRICIAN I
0626 W/WW ELECTRICIAN II
0627 W/WW ELECTRICIAN III
0656 W/WW MAINTENANCE TECH I
0657 W/WW MAINTENANCE TECH II
0658 W/WW MAINTENANCE TECH III
2181 W/WW OPERATIONS SUPERVISOR
0694 W/WW TREAT PLANT OP APPRENTICE
0438 W/WW TREATMENT PLANT OP I
0623 W/WW TREATMENT PLANT OP II
0667 W/WW TREATMENT PLANT OP III
2442 WAREHOUSE SUPERVISOR
0619 WAREHOUSE/MAIL TECHNICIAN
0772 WASTEWATER COLLECTION OPER III
2305 WASTEWATER COLLECTIONS MANAGER
0781 WASTEWATER COLLECTIONS OPER I
0707 WASTEWATER COLLECTIONS OPER II
2365 WASTEWATER TREATMENT MANAGER
0420 WATER AUDIT TECHNICIAN
2063 WATER CONSERVATION PROG SUPV
1490 WATER CONSERVATION SPECIALIST
2196 WATER DISTRIBUTION MANAGER
2288 WATER MAINTENANCE MANAGER
0711 WATER METER COORDINATOR
0132 WATER METER TECHNICIAN I
0729 WATER METER TECHNICIAN II
0248 WATER METER TECHNICIAN III
2253 WATER POLICY MANAGER
2197 WATER PRODUCTION MANAGER
2449 WATER PROG & POLICY ANALYST
2049 WATER QUALITY ASSURANCE COORD
2017 WATER QUALITY DIRECTOR
2249 WATER QUALITY LABORATORY MGR
2252 WATER QUALITY REGULATORY MGR
0383 WATER QUALITY SPECIALIST
2211 WATER QUALITY SPECIALIST SR
2043 WATER QUALITY SUPERVISOR
0377 WATER QUALITY TECHNICIAN
2251 WATER RECLAMATION SVC DIRECTOR
1468 WATER RES ENGINEER
2257 WATER RES ENGINEER PRINCIPAL
1809 WATER RES ENGINEER SENIOR
0621 WATER RES HVAC CONTRACTS COORD
2008 WATER RES PLNG & ENG DIRECTOR
2410 WATER RESOURCES ASSET PROG MGR
2565 WATER RESOURCES ASST EXEC DIR
0265 WATER RESOURCES PIPELINE
2062 WATER SEC & SAFETY PROG COORD
2182 WATER SERVICES DIRECTOR
0628 WATER SERVICES WORKER I
0629 WATER SERVICES WORKER II
0665 WATER SERVICES WORKER III
0666 WATER SERVICES WORKER IV
0632 WATER SERVICES WORKER V
0620 WATER SYSTEMS ANALYST
2234 WATER SYSTEMS TECHNOLOGY SUPV
2188 WEB & DESIGN SERVICES MANAGER
2077 WEB SERVICES ENGINEER
2434 WESTWORLD ASST GENERAL MANAGER
2241 WESTWORLD BUSINESS & CONT MGR
0774 WESTWORLD CUSTOMER SERVICE REP
2244 WESTWORLD EVENTS DIRECTOR
1668 WESTWORLD FACILITIES MANAGER
1848 WESTWORLD GENERAL MANAGER
0767 WESTWORLD INTERN
0753 WESTWORLD MAINT FOREMAN - CDL
0773 WESTWORLD MAINT WORKER I
0735 WESTWORLD MAINT WRKR I - CDL

34		

Ho urly Min
$35.05
$46.97
$42.21
$66.09
$36.80
$38.64
$57.09
$40.58
$22.59
$26.15
$31.79
$35.05
$26.15
$35.05
$38.64
$28.84
$30.27
$33.37
$36.80
$24.91
$27.46
$30.27
$42.21
$18.58
$26.15
$28.84
$31.79
$33.37
$18.58
$36.80
$51.79
$28.84
$33.37
$51.79
$23.73
$42.21
$35.05
$49.32
$46.97
$30.27
$20.49
$22.59
$26.15
$51.79
$49.32
$42.21
$40.58
$57.09
$46.97
$46.97
$28.84
$31.79
$38.64
$26.15
$57.09
$44.73
$54.37
$49.32
$33.37
$59.95
$44.73
$72.86
$0.00
$35.05
$57.09
$22.59
$24.91
$27.46
$33.37
$36.80
$35.05
$42.21
$57.09
$44.73
$59.95
$36.80
$22.59
$49.32
$35.05
$66.09
$20.49
$30.27
$20.49
$23.73

Hourly Max
$47.34
$63.43
$57.54
$89.29
$49.73
$52.19
$77.12
$54.81
$30.52
$35.33
$42.94
$47.34
$35.33
$47.34
$52.19
$38.95
$40.89
$45.09
$49.73
$33.65
$37.09
$40.89
$57.54
$25.11
$35.33
$38.95
$42.94
$45.09
$25.11
$49.73
$69.96
$38.95
$45.09
$69.96
$32.05
$57.54
$47.34
$66.62
$63.43
$40.89
$27.68
$30.52
$35.33
$69.96
$66.62
$57.54
$54.81
$77.12
$63.43
$63.43
$38.95
$42.94
$52.19
$35.33
$77.12
$60.41
$73.44
$66.62
$45.09
$80.97
$60.41
$98.42
$0.00
$47.34
$77.12
$30.52
$33.65
$37.09
$45.09
$49.73
$47.34
$57.54
$77.12
$60.41
$80.97
$49.73
$30.52
$66.62
$47.34
$89.29
$27.68
$40.89
$27.68
$32.05

Annual Min
$72,904.00
$97,697.60
$87,796.80
$137,467.20
$76,544.00
$80,371.20
$118,747.20
$84,406.40
$46,987.20
$54,392.00
$66,123.20
$72,904.00
$54,392.00
$72,904.00
$80,371.20
$59,987.20
$62,961.60
$69,409.60
$76,544.00
$51,812.80
$57,116.80
$62,961.60
$87,796.80
$38,646.40
$54,392.00
$59,987.20
$66,123.20
$69,409.60
$38,646.40
$76,544.00
$107,723.20
$59,987.20
$69,409.60
$107,723.20
$49,358.40
$87,796.80
$72,904.00
$102,585.60
$97,697.60
$62,961.60
$42,619.20
$46,987.20
$54,392.00
$107,723.20
$102,585.60
$87,796.80
$84,406.40
$118,747.20
$97,697.60
$97,697.60
$59,987.20
$66,123.20
$80,371.20
$54,392.00
$118,747.20
$93,038.40
$113,089.60
$102,585.60
$69,409.60
$124,696.00
$93,038.40
$151,548.80
$0.00
$72,904.00
$118,747.20
$46,987.20
$51,812.80
$57,116.80
$69,409.60
$76,544.00
$72,904.00
$87,796.80
$118,747.20
$93,038.40
$124,696.00
$76,544.00
$46,987.20
$102,585.60
$72,904.00
$137,467.20
$42,619.20
$62,961.60
$42,619.20
$49,358.40

Annual Max
$98,467.20
$131,934.40
$119,683.20
$185,723.20
$103,438.40
$108,555.20
$160,409.60
$114,004.80
$63,481.60
$73,486.40
$89,315.20
$98,467.20
$73,486.40
$98,467.20
$108,555.20
$81,016.00
$85,051.20
$93,787.20
$103,438.40
$69,992.00
$77,147.20
$85,051.20
$119,683.20
$52,228.80
$73,486.40
$81,016.00
$89,315.20
$93,787.20
$52,228.80
$103,438.40
$145,516.80
$81,016.00
$93,787.20
$145,516.80
$66,664.00
$119,683.20
$98,467.20
$138,569.60
$131,934.40
$85,051.20
$57,574.40
$63,481.60
$73,486.40
$145,516.80
$138,569.60
$119,683.20
$114,004.80
$160,409.60
$131,934.40
$131,934.40
$81,016.00
$89,315.20
$108,555.20
$73,486.40
$160,409.60
$125,652.80
$152,755.20
$138,569.60
$93,787.20
$168,417.60
$125,652.80
$204,713.60
$0.00
$98,467.20
$160,409.60
$63,481.60
$69,992.00
$77,147.20
$93,787.20
$103,438.40
$98,467.20
$119,683.20
$160,409.60
$125,652.80
$168,417.60
$103,438.40
$63,481.60
$138,569.60
$98,467.20
$185,723.20
$57,574.40
$85,051.20
$57,574.40
$66,664.00

J o b C o d e J o b Ti t l e
0778 WESTWORLD MAINT WRKR II - CDL
0355 WESTWORLD MAINT WRKR III - CDL
0813 WILDLAND URBAN INTERFACE RISK
2340 WORKER'S COMP CLAIMS ADJ SR
2209 WORKER'S COMP CLAIMS ADJUSTER
0756 WORKER'S COMP SPECIALIST

H o ur l y M i n
$24.91
$26.15
$31.79
$42.21
$40.58
$26.15

H o ur l y M a x
$33.65
$35.33
$42.94
$57.54
$54.81
$35.33

Annual Min
$51,812.80
$54,392.00
$66,123.20
$87,796.80
$84,406.40
$54,392.00

Annual Max
$69,992.00
$73,486.40
$89,315.20
$119,683.20
$114,004.80
$73,486.40

Table of Content

DEPARTMENTS | 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

BASE
ADOPTED
2 0 2 4 /2 5
593,996
104,684
25,133
251,138

PAY
PROGRAM
2 0 2 4 /2 5
19,032
0
597
1,000

MARKET
ADJUSTMENT
2 0 2 4 /2 5
5,305
0
408
660

TOTAL
ADOPTED
2 0 2 4 /2 5
618,333
104,684
26,138
252,798

BASE
ADOPTED
2 0 2 5 /2 6
547,182
93,828
21,760
249,260

PAY
PROGRAM
2 0 2 5 /2 6
5,830
0
466
702

MARKET
ADJUSTMENT
2 0 2 5 /2 6
4,257
0
334
518

TOTAL
ADOPTED
2 0 2 5 /2 6
557,269
93,828
22,560
250,480

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
-61,064
-10,856
-3,578
-2,318

TOTAL BUDGET

9 7 4 ,9 5 1

2 0 ,6 2 9

6 ,3 7 3

1 ,0 0 1 ,9 5 3

9 12 ,0 3 0

6 ,9 9 8

5 ,1 0 9

9 2 4,1 3 7

-7 7 ,8 1 6

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
7,165,946
11,258
750,864
517,932
842,082

PAY
PROGRAM
2 0 2 4 /2 5
341,439
0
0
8,225
13,226

MARKET
ADJUSTMENT
2 0 2 4 /2 5
140,337
0
0
10,142
16,834

TOTAL
ADOPTED
2 0 2 4 /2 5
7,647,722
11,258
750,864
536,299
872,142

BASE
ADOPTED
2 0 2 5 /2 6
7,886,914
11,688
846,116
572,169
930,239

PAY
PROGRAM
2 0 2 5 /2 6
97,605
0
0
7,130
11,728

MARKET
ADJUSTMENT
2 0 2 5 /2 6
154,821
0
0
11,328
18,665

TOTAL
ADOPTED
2 0 2 5 /2 6
8,139,340
11,688
846,116
590,627
960,632

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
491,618
430
95,252
54,328
88,490

TOTAL BUDGET

9 ,2 8 8 ,0 8 2

3 6 2 ,8 9 0

1 6 7 ,3 1 3

9 ,8 1 8 ,2 8 5

1 0 ,2 4 7 ,1 2 6

1 1 6 ,4 6 3

1 8 4 ,8 1 4

1 0 ,5 4 8 ,4 0 3

7 3 0,1 1 8

Salaries
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
800,152
97,092
58,923
98,108

PAY
PROGRAM
2 0 2 4 /2 5
79,831
0
1,558
2,558

MARKET
ADJUSTMENT
2 0 2 4 /2 5
15,995
0
1,145
1,962

TOTAL
ADOPTED
2 0 2 4 /2 5
895,978
97,092
61,626
102,628

BASE
ADOPTED
2 0 2 5 /2 6
822,972
97,152
61,653
98,672

PAY
PROGRAM
2 0 2 5 /2 6
17,630
0
1,311
2,108

MARKET
ADJUSTMENT
2 0 2 5 /2 6
16,449
0
1,219
1,976

TOTAL
ADOPTED
2 0 2 5 /2 6
857,051
97,152
64,183
102,756

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
-38,927
60
2,557
128

TOTAL BUDGET

1 ,0 5 4 ,2 7 5

8 3 ,9 4 7

1 9 ,1 0 2

1 ,1 5 7 ,3 2 4

1 ,0 8 0 ,4 4 9

2 1 ,0 4 9

1 9 ,6 4 4

1 ,1 2 1 ,1 4 2

- 3 6,1 8 2

Salaries
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
669,896
94,076
49,038
82,196

PAY
PROGRAM
2 0 2 4 /2 5
52,286
0
1,472
2,520

MARKET
ADJUSTMENT
2 0 2 4 /2 5
13,407
0
956
1,642

TOTAL
ADOPTED
2 0 2 4 /2 5
735,589
94,076
51,466
86,358

BASE
ADOPTED
2 0 2 5 /2 6
805,815
130,024
58,491
96,744

PAY
PROGRAM
2 0 2 5 /2 6
22,261
0
1,563
2,652

MARKET
ADJUSTMENT
2 0 2 5 /2 6
16,167
0
1,143
1,940

TOTAL
ADOPTED
2 0 2 5 /2 6
844,243
130,024
61,197
101,336

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
108,654
35,948
9,731
14,978

TOTAL BUDGET

8 9 5 ,2 0 6

5 6 ,2 7 8

1 6 ,0 0 5

9 6 7 ,4 8 9

1 ,0 91 ,0 7 4

2 6 ,4 7 6

1 9 ,2 5 0

1 ,1 3 6 ,8 0 0

1 6 9 ,3 1 1

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
4,724,827
26,784
646,140
341,421
566,355

PAY
PROGRAM
2 0 2 4 /2 5
344,644
0
0
6,906
11,420

MARKET
ADJUSTMENT
2 0 2 4 /2 5
94,888
0
0
6,517
11,294

TOTAL
ADOPTED
2 0 2 4 /2 5
5,164,359
26,784
646,140
354,844
589,069

BASE
ADOPTED
2 0 2 5 /2 6
5,275,221
27,821
739,960
384,238
616,891

PAY
PROGRAM
2 0 2 5 /2 6
91,367
0
0
6,720
10,458

MARKET
ADJUSTMENT
2 0 2 5 /2 6
103,900
0
0
7,395
12,152

TOTAL
ADOPTED
2 0 2 5 /2 6
5,470,488
27,821
739,960
398,353
639,501

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
306,129
1,037
93,820
43,509
50,432

TOTAL BUDGET

6 ,3 0 5 ,5 2 7

3 6 2 ,9 7 0

1 1 2 ,6 9 9

6 ,7 8 1 ,1 9 6

7 ,0 4 4 ,1 3 1

1 0 8 ,5 4 5

1 2 3 ,4 4 7

7 ,2 7 6 ,1 2 3

4 9 4,9 2 7

CITY ATTORNEY

CITY AUDITOR

CITY CLERK

CITY COURT

					
			
35

Table of Content

						

DEPARTMENTS | Personnel Comparison

CITY MANAGER

Salaries
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
1,952,292
166,088
128,686
237,708

PAY
PROGRAM
2 0 2 4 /2 5
155,436
0
2,553
4,720

MARKET
ADJUSTMENT
2 0 2 4 /2 5
38,823
0
2,575
4,780

TOTAL
ADOPTED
2 0 2 4 /2 5
2,146,551
166,088
133,814
247,208

BASE
ADOPTED
2 0 2 5 /2 6
2,299,063
263,144
154,793
275,492

PAY
PROGRAM
2 0 2 5 /2 6
53,706
0
3,631
6,450

MARKET
ADJUSTMENT
2 0 2 5 /2 6
41,746
0
2,823
5,010

TOTAL
ADOPTED
2 0 2 5 /2 6
2,394,515
263,144
161,247
286,952

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
247,964
97,056
27,433
39,744

TOTAL BUDGET

2 ,4 8 4 ,7 7 4

1 6 2 ,7 0 9

4 6 ,1 7 8

2 ,6 9 3 ,6 6 1

2 ,9 9 2 ,4 9 2

6 3 ,7 8 7

4 9 ,5 7 9

3 ,1 0 5 ,8 5 8

4 1 2,1 9 7

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
8,431,628
35,599
1,272,010
625,222
1,026,334

PAY
PROGRAM
2 0 2 4 /2 5
701,922
0
0
14,228
23,878

MARKET
ADJUSTMENT
2 0 2 4 /2 5
169,499
0
0
11,943
20,624

TOTAL
ADOPTED
2 0 2 4 /2 5
9,303,049
35,599
1,272,010
651,393
1,070,836

BASE
ADOPTED
2 0 2 5 /2 6
9,184,128
36,983
1,382,464
683,832
1,105,061

PAY
PROGRAM
2 0 2 5 /2 6
188,832
0
0
13,676
22,622

MARKET
ADJUSTMENT
2 0 2 5 /2 6
181,712
0
0
12,848
21,818

TOTAL
ADOPTED
2 0 2 5 /2 6
9,554,672
36,983
1,382,464
710,356
1,149,501

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
251,623
1,384
110,454
58,963
78,665

TOTAL BUDGET

11 ,3 9 0 ,7 9 3

7 4 0 ,0 2 8

2 0 2 ,0 6 6

1 2 ,3 3 2 ,8 8 7

1 2 ,3 9 2 ,4 6 8

2 2 5 ,1 3 0

21 6 ,3 7 8

1 2 ,8 3 3 ,9 7 6

5 0 1 ,0 8 9

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement
Contract Workers

BASE
ADOPTED
2 0 2 4 /2 5
1,787,648
7,358
245,154
133,175
218,850
300,000

PAY
PROGRAM
2 0 2 4 /2 5
-171,026
0
0
2,211
3,652
0

MARKET
ADJUSTMENT
2 0 2 4 /2 5
35,869
0
0
2,605
4,354
0

TOTAL
ADOPTED
2 0 2 4 /2 5
1,652,491
7,358
245,154
137,991
226,856
300,000

BASE
ADOPTED
2 0 2 5 /2 6
2,268,996
7,644
332,950
168,912
273,098
0

PAY
PROGRAM
2 0 2 5 /2 6
42,586
0
0
3,123
5,098
0

MARKET
ADJUSTMENT
2 0 2 5 /2 6
45,639
0
0
3,303
5,488
0

TOTAL
ADOPTED
2 0 2 5 /2 6
2,357,221
7,644
332,950
175,338
283,684
0

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
704,730
286
87,796
37,347
56,828
-300,000

TOTAL BUDGET

2 ,6 9 2 ,1 8 5

-1 6 5 ,1 6 3

4 2 ,8 2 8

2 ,5 6 9 ,8 5 0

3 ,0 5 1 ,6 0 0

5 0 ,8 0 7

5 4,4 3 0

3 ,1 5 6 ,8 3 7

5 8 6 ,9 8 7

Salaries
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
631,060
83,460
47,203
77,036

PAY
PROGRAM
2 0 2 4 /2 5
51,325
0
1,309
2,108

MARKET
ADJUSTMENT
2 0 2 4 /2 5
12,576
0
910
1,544

TOTAL
ADOPTED
2 0 2 4 /2 5
694,961
83,460
49,422
80,688

BASE
ADOPTED
2 0 2 5 /2 6
690,918
91,932
51,526
82,504

PAY
PROGRAM
2 0 2 5 /2 6
18,908
0
1,422
2,284

MARKET
ADJUSTMENT
2 0 2 5 /2 6
13,798
0
1,014
1,648

TOTAL
ADOPTED
2 0 2 5 /2 6
723,624
91,932
53,962
86,436

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
28,663
8,472
4,540
5,748

TOTAL BUDGET

8 3 8 ,7 5 9

5 4 ,7 4 2

1 5 ,0 3 0

9 0 8 ,5 3 1

9 1 6 ,8 8 0

2 2 ,6 1 4

1 6 ,4 6 0

9 55 ,9 5 4

4 7 ,4 2 3

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement
Contract Workers

BASE
ADOPTED
2 0 2 4 /2 5
6,693,630
220,473
990,224
519,110
811,108
461,331

PAY
PROGRAM
2 0 2 4 /2 5
223,428
0
0
10,343
16,072
0

MARKET
ADJUSTMENT
2 0 2 4 /2 5
138,860
0
0
10,052
16,274
0

TOTAL
ADOPTED
2 0 2 4 /2 5
7,055,918
220,473
990,224
539,505
843,454
461,331

BASE
ADOPTED
2 0 2 5 /2 6
7,648,805
234,798
1,143,828
593,439
901,073
459,719

PAY
PROGRAM
2 0 2 5 /2 6
160,543
0
0
11,947
18,080
0

MARKET
ADJUSTMENT
2 0 2 5 /2 6
158,472
0
0
11,440
17,999
0

TOTAL
ADOPTED
2 0 2 5 /2 6
7,967,820
234,798
1,143,828
616,826
937,152
459,719

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
911,902
14,325
153,604
77,321
93,698
-1,612

TOTAL BUDGET

9 ,6 9 5 ,8 7 6

2 4 9 ,8 4 3

1 6 5 ,1 8 6

1 0 ,1 1 0 ,9 0 5

1 0 ,9 8 1 ,6 6 2

1 9 0 ,5 7 0

1 8 7 ,9 1 1

1 1 ,3 6 0 ,1 4 3

1 ,2 4 9 ,2 3 8

CITY TREASURER

C O M M U N I C A TI O N S

ECONOMIC DEVELOPMENT

ENTERPRISE OPERATIONS

36		

Table of Content

DEPARTMENTS | Personnel Comparison

							

FACILITIES MANAGEMENT

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
4,523,352
86,621
759,064
344,061
565,165

PAY
PROGRAM
2 0 2 4 /2 5
259,472
0
0
7,207
12,069

MARKET
ADJUSTMENT
2 0 2 4 /2 5
92,297
0
0
6,730
11,323

TOTAL
ADOPTED
2 0 2 4 /2 5
4,875,121
86,621
759,064
357,998
588,557

BASE
ADOPTED
2 0 2 5 /2 6
4,832,182
89,982
901,972
366,479
590,211

PAY
PROGRAM
2 0 2 5 /2 6
93,250
0
0
6,764
11,187

MARKET
ADJUSTMENT
2 0 2 5 /2 6
98,471
0
0
7,136
11,785

TOTAL
ADOPTED
2 0 2 5 /2 6
5,023,903
89,982
901,972
380,379
613,183

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
148,782
3,361
142,908
22,381
24,626

TOTAL BUDGET

6 ,2 7 8 ,2 6 3

2 7 8 ,7 4 8

1 1 0 ,3 5 0

6 ,6 6 7 ,3 6 1

6 ,7 8 0 ,8 2 6

1 1 1 ,2 0 1

1 1 7 ,3 9 2

7 ,0 0 9 ,4 1 9

3 4 2,0 5 8

Salaries
Overtime
Health/Dental

BASE
ADOPTED
2 0 2 4 /2 5
4,058,051
141,143
690,498

PAY
PROGRAM
2 0 2 4 /2 5
363,827
0
0

MARKET
ADJUSTMENT
2 0 2 4 /2 5
82,904
0
0

TOTAL
ADOPTED
2 0 2 4 /2 5
4,504,782
141,143
690,498

BASE
ADOPTED
2 0 2 5 /2 6
4,315,167
146,606
749,546

PAY
PROGRAM
2 0 2 5 /2 6
76,955
0
0

MARKET
ADJUSTMENT
2 0 2 5 /2 6
87,692
0
0

TOTAL
ADOPTED
2 0 2 5 /2 6
4,479,814
146,606
749,546

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
-24,968
5,463
59,048

Fringe Benefits
Retirement

305,141
493,427

6,921
11,482

6,104
10,139

318,166
515,048

325,151
516,711

5,660
9,236

6,478
10,527

337,289
536,474

19,123
21,426

TOTAL BUDGET

5 ,6 8 8 ,2 6 0

3 8 2 ,2 3 0

9 9 ,1 4 7

6 ,1 6 9 ,6 3 7

6 ,0 5 3 ,1 8 1

9 1 ,8 5 1

1 0 4 ,6 9 7

6 ,2 4 9 ,7 2 9

8 0,0 9 2

BASE
ADOPTED
2 0 2 4 /2 5
2,773,906
360,972
184,607
304,504
3 ,6 2 3 ,9 8 9

PAY
PROGRAM
2 0 2 4 /2 5
184,319
0
4,169
6,984
1 9 5 ,4 7 2

MARKET
ADJUSTMENT
2 0 2 4 /2 5
48,890
0
3,542
6,016
5 8 ,4 4 8

TOTAL
ADOPTED
2 0 2 4 /2 5
3,007,115
360,972
192,318
317,504
3 ,8 7 7 ,9 0 9

BASE
ADOPTED
2 0 2 5 /2 6
3,463,370
422,431
231,247
370,024
4 ,4 8 7 ,0 7 2

PAY
PROGRAM
2 0 2 5 /2 6
60,002
0
4,357
7,200
7 1 ,5 5 9

MARKET
ADJUSTMENT
2 0 2 5 /2 6
55,954
0
4,066
6,720
6 6 ,7 4 0

TOTAL
ADOPTED
2 0 2 5 /2 6
3,579,326
422,431
239,670
383,944
4 ,6 2 5 ,3 7 1

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
572,211
61,459
47,352
66,440
7 4 7,4 6 2

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
10,644,496
40,068
1,203,934
804,319
1,310,417

PAY
PROGRAM
2 0 2 4 /2 5
626,428
0
0
11,923
19,317

MARKET
ADJUSTMENT
2 0 2 4 /2 5
213,995
0
0
15,707
26,168

TOTAL
ADOPTED
2 0 2 4 /2 5
11,484,919
40,068
1,203,934
831,949
1,355,902

BASE
ADOPTED
2 0 2 5 /2 6
11,244,384
41,624
1,322,804
852,575
1,358,344

PAY
PROGRAM
2 0 2 5 /2 6
144,087
0
0
10,761
17,301

MARKET
ADJUSTMENT
2 0 2 5 /2 6
226,188
0
0
16,705
27,122

TOTAL
ADOPTED
2 0 2 5 /2 6
11,614,659
41,624
1,322,804
880,041
1,402,767

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
129,740
1,556
118,870
48,092
46,865

TOTAL BUDGET

14 ,0 0 3 ,2 3 4

6 5 7 ,6 6 8

2 5 5 ,8 7 0

1 4 ,9 1 6 ,7 7 2

1 4 ,8 1 9 ,7 3 1

1 7 2 ,1 4 9

27 0 ,0 1 5

1 5 ,2 6 1 ,8 9 5

3 4 5 ,1 2 3

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2 0 2 4 /2 5
11,577,306
2,350
1,506,006
870,449
1,411,809

PAY
PROGRAM
2 0 2 4 /2 5
961,660
0
0
20,050
32,903

MARKET
ADJUSTMENT
2 0 2 4 /2 5
231,342
0
0
17,023
28,224

TOTAL
ADOPTED
2 0 2 4 /2 5
12,770,308
2,350
1,506,006
907,522
1,472,936

BASE
ADOPTED
2 0 2 5 /2 6
11,179,690
2,444
1,352,167
837,974
1,330,682

PAY
PROGRAM
2 0 2 5 /2 6
230,137
0
0
17,119
27,543

MARKET
ADJUSTMENT
2 0 2 5 /2 6
302,465
0
0
16,528
26,650

TOTAL
ADOPTED
2 0 2 5 /2 6
11,712,292
2,444
1,352,167
871,621
1,384,875

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
-1,058,016
94
-153,839
-35,901
-88,061

TOTAL BUDGET

15 ,3 6 7 ,9 2 0

1 ,0 1 4 ,6 1 3

2 7 6 ,5 8 9

1 6 ,6 5 9 ,1 2 2

1 4 ,7 0 2 ,9 5 7

2 7 4 ,7 9 9

3 4 5 ,6 4 3

1 5 ,3 2 3 ,3 9 9

- 1 ,3 3 5 ,7 2 3

FLEET MANAGEMENT

HUMAN RESOURCES

Salaries
Health/Dental
Fringe Benefits
Retirement
TOTAL BUDGET
INFORMATION TECHNOLOGY

LIBRARY AND HUMAN SERVICES

					
			
37

Table of Content

						

DEPARTMENTS | Personnel Comparison

PARKS AND RECREATION AND PRESERVE
PAY
PROGRAM
2 0 2 4 /2 5
1,472,504
0
0
20,750
27,203
1,520,457

MARKET
ADJUSTMENT
2024/25
237,726
0
0
16,927
24,100
278,753

TOTAL
ADOPTED
2024/25
13,442,546
105,604
1,654,488
929,668
1,259,496
17,391,802

BASE
ADOPTED
2025/26
13,945,872
109,683
1,874,476
1,062,394
1,403,682
18,396,107

PAY
PROGRAM
2025/26
303,007
0
0
22,431
28,577
3 5 4 ,0 1 5

MARKET
ADJUSTMENT
2025/26
274,290
0
0
19,759
27,115
3 2 1 ,1 6 4

TOTAL
ADOPTED
2025/26
14,523,169
109,683
1,874,476
1,104,584
1,459,374
19,071,286

CHANGE
2024/25
T O 2 02 5 / 2 6
1,080,623
4,079
219,988
174,916
199,878
1,679,484

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2024/25
11,208,827
69,634
1,613,236
843,840
1,383,256

PAY
PROGRAM
2024/25
753,762
0
0
14,012
23,261

MARKET
ADJUSTMENT
2024/25
225,783
0
0
16,412
27,695

TOTAL
ADOPTED
2 0 2 4 /2 5
12,188,372
69,634
1,613,236
874,264
1,434,212

BASE
ADOPTED
2025/26
12,032,347
72,334
1,688,636
905,062
1,451,917

PAY
PROGRAM
2025/26
167,135
0
0
12,324
20,057

MARKET
ADJUSTMENT
2025/26
242,328
0
0
17,691
29,107

TOTAL
ADOPTED
2025/26
12,441,810
72,334
1,688,636
935,077
1,501,081

CHANGE
2024/25
TO 2025/26
253,438
2,700
75,400
60,813
66,869

TOTAL BUDGET

15,118,793

791,035

269,890

16,179,718

16,150,296

1 9 9 ,5 1 6

28 9 , 1 2 6

16,638,938

4 5 9 ,2 2 0

Salaries
Overtime
Health/Dental
Fringe Benefits

BASE
ADOPTED
2024/25
33,036,979
4,549,031
5,151,835
818,241

PAY
PROGRAM
2024/25
2,774,724
0
0
9,606

MARKET
ADJUSTMENT
2024/25
679,150
0
0
12,946

TOTAL
ADOPTED
2 0 2 4 /2 5
36,490,853
4,549,031
5,151,835
840,793

BASE
ADOPTED
2 0 2 5 /2 6
41,461,600
5,976,191
6,214,207
1,043,713

PAY
PROGRAM
2025/26
807,853
0
0
18,824

MARKET
ADJUSTMENT
2025/26
828,525
0
0
15,813

TOTAL
ADOPTED
2 0 2 5 /2 6
43,097,978
5,976,191
6,214,207
1,078,350

CHANGE
2024/25
T O 2 02 5 / 2 6
6,607,125
1,427,160
1,062,372
237,557

Retirement
TOTAL BUDGET

8,869,670
52,425,756

108,629
2,892,959

157,957
850,053

9,136,256
56,168,768

11,187,036
65,882,747

183,263
1,009,940

192,096
1,036,434

11,562,395
6 7 ,9 2 9 ,1 2 1

2,426,139
11,760,353

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement (a)

BASE
ADOPTED
2024/25
61,143,911
8,707,904
8,819,748
5,324,008
26,073,760

PAY
PROGRAM
2024/25
2,853,678
0
0
72,020
341,561

MARKET
ADJUSTMENT
2024/25
1,393,650
0
0
102,470
519,186

TOTAL
ADOPTED
2024/25
65,391,239
8,707,904
8,819,748
5,498,498
26,934,507

(a) BASE
ADOPTED
2025/26
71,232,925
9,230,427
9,959,792
5,694,622
75,254,426

PAY
PROGRAM
2025/26
964,726
0
0
74,035
316,446

MARKET
ADJUSTMENT
2025/26
1,480,122
0
0
108,931
499,900

TOTAL
ADOPTED
2025/26
73,677,773
9,230,427
9,959,792
5,877,588
76,070,772

CHANGE
2024/25
T O 2 02 5 / 2 6
8,286,534
522,523
1,140,044
379,090
49,136,265

TOTAL BUDGET

110,069,331

3,267,259

2,015,306

115,351,896

171,372,192

1,355,207

2,088,953

174,816,352

59,464,456

BASE
ADOPTED
2024/25
11,732,316
105,604
1,654,488
891,991
1,208,193
15,592,592

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement
TOTAL BUDGET

PLANNING AND DEVELOPMENT SERVICES

FIRE DEPARTMENT

POLICE DEPARTMENT

(a) Includes a $50.0 million payment to the Public Safety Retirement System (PSPRS) to pay down the unfunded liability.
SOLID WASTE MANAGEMENT

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2024/25
6,957,905
661,944
1,225,886
562,828
914,385

PAY
PROGRAM
2024/25
687,294
0
0
9,872
16,150

MARKET
ADJUSTMENT
2024/25
151,425
0
0
10,888
18,627

TOTAL
ADOPTED
2024/25
7,796,624
661,944
1,225,886
583,588
949,162

BASE
ADOPTED
2025/26
7,491,193
690,167
1,342,592
599,453
959,047

PAY
PROGRAM
2025/26
134,093
0
0
9,865
16,046

MARKET
ADJUSTMENT
2025/26
162,749
0
0
11,638
19,439

TOTAL
ADOPTED
2025/26
7,788,035
690,167
1,342,592
620,956
994,532

CHANGE
2024/25
TO 2025/26
-8,589
28,223
116,706
37,368
45,370

TOTAL BUDGET

10,322,948

713,316

180,940

11,217,204

11,082,452

1 6 0 ,0 0 4

193,826

1 1 ,4 3 6 ,2 8 2

2 1 9 ,0 7 8

38		

Table of Content

							

DEPARTMENTS | Personnel Comparison

TRANSPORTATION AND INFRASTRUCTURE
BASE
ADOPTED
2024/25
7,365,191
300,358
1,231,674
594,404
967,654
0
10,459,281

PAY
PROGRAM
2 0 2 4 /2 5
719,609
0
0
11,911
19,711
0
751,231

MARKET
ADJUSTMENT
2024/25
154,873
0
0
11,321
18,861
0
185,055

TOTAL
ADOPTED
2024/25
8,239,673
300,358
1,231,674
617,636
1,006,226
0
11,395,567

BASE
ADOPTED
2025/26
12,575,629
355,330
2,013,886
990,037
1,582,146
50,000
1 7 ,5 6 7 ,0 2 8

PAY
PROGRAM
2025/26
217,372
0
0
15,987
26,020
0
2 5 9 ,3 7 9

MARKET
ADJUSTMENT
2025/26
259,791
0
0
18,896
31,044
0
309,731

TOTAL
ADOPTED
2025/26
13,052,792
355,330
2,013,886
1,024,920
1,639,210
50,000
18,136,138

CHANGE
2024/25
T O 2 02 5 / 2 6
4,813,119
54,972
782,212
407,284
632,984
50,000
6 ,7 4 0 ,5 7 1

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement

BASE
ADOPTED
2024/25
17,618,057
1,400,741
2,729,070
1,477,672
2,405,992

PAY
PROGRAM
2024/25
1,510,631
0
0
27,304
44,929

MARKET
ADJUSTMENT
2024/25
394,358
0
0
28,741
48,149

TOTAL
ADOPTED
2024/25
19,523,046
1,400,741
2,729,070
1,533,717
2,499,070

BASE
ADOPTED
2025/26
19,870,346
1,454,908
3,047,118
1,564,021
2,489,266

PAY
PROGRAM
2025/26
393,927
0
0
29,080
47,076

MARKET
ADJUSTMENT
2025/26
415,902
0
0
30,430
49,906

TOTAL
ADOPTED
2025/26
20,680,175
1,454,908
3,047,118
1,623,531
2,586,248

CHANGE
2 0 2 4 /2 5
T O 2 02 5 / 2 6
1,157,129
54,167
318,048
89,814
87,178

TOTAL BUDGET

25,631,532

1,582,864

471,248

27,685,644

28,425,659

4 7 0 ,0 8 3

496,238

29,391,980

1,706,336

Salaries
Overtime
Health/Dental
Fringe Benefits
Retirement
Contract Workers
TOTAL BUDGET
WATER RESOURCES

					
			
39

Table of Content

							

DEPARTMENTS | 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.
Department

Adopted
FY 2 0 2 5 / 2 6

Fund

This project is for larger scale, preventive maintenance, equipment lifecycle 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.

2,450,250

General Fund

TOTAL FACILITIES MANAGEMENT

2 ,4 5 0 , 2 50

Project Description

FACILITIES MANAGEMENT
FACILITIES MGMT REPAIR & MAINT

INFORMATION TECHNOLOGY
IT - TELEPHONE EQUIPMENT

The telephone operating project is dedicated to providing systematic
upgrades, maintenance and ongoing replacement of the City of
Scottsdale’s enterprise telephone system. This includes subsystems
such as 911, interactive voice response, right fax, and voicemail.
TOTAL INFORMATION TECHNOLOGY

PLANNING AND DEVELOPMENT SERVICES
AIRPARK CULTURAL TRUST

DOWNTOWN CULTURAL TRUST

40		

General Fund

2 0 3 ,2 9 8

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.

50,000

Special Programs Fund

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.

160,000

Special Programs Fund

TOTAL PLANNING AND DEVELOPMENT SERVICES
TRANSPORTATION AND INFRASTRUCTURE
CIP ADVANCE PLANNING PROGRAM

203,298

Transportation management planning such as conducting studies,
travel demand modeling, analysis of future capital improvement needs
for streets, intersections, traffic management, and transit projects.

2 1 0 ,0 0 0

222,051

TOTAL TRANSPORTATION AND INFRASTRUCTURE

2 2 2 ,0 5 1

GRAND TOTAL

3 ,0 8 5 , 59 9

Transportation Fund

Table of Content

STRATEGIC GOALS | Community Values


(TRRZSNY^;FQZJXKZSHYNTSFXYMJHity’s strategic goals and are embedded in Scottsdale’s General Plan. The current values

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41

Table of Content

STRATEGIC GOALS | Department/Division 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.

MAYOR AND CITY COUNCIL
MAYOR AND CITY COUNCIL
CITY ATTORNEY
CIVIL
PROSECUTION
SAFETY AND RISK MANAGEMENT
VICTIM SERVICES
CITY AUDITOR
CITY AUDITOR
CITY CLERK
CITY CLERK
CITY COURT
CITY COURT
CITY MANAGER
CITY MANAGER
GOVERNMENT RELATIONS

42		

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 Content

STRATEGIC GOALS | Department/Division Relationship with Strategic Goals

CITY TREASURER
CITY TREASURER
ACCOUNTING
BUDGET
BUSINESS SERVICES
PURCHASING
COMMUNICATIONS
COMMUNICATIONS
ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT
ENTERPRISE OPERATIONS
AVIATION
MCCORMICK - STILLMAN RAILROAD PARK
SCOTTSDALE STADIUM
TOURISM AND EVENTS
WESTWORLD
FACILITIES MANAGEMENT
FACILITIES MANAGEMENT
FLEET MANAGEMENT
FLEET MANAGEMENT
HUMAN RESOURCES
HUMAN RESOURCES
INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY
LIBRARY AND HUMAN SERVICES
COMMUNITY ASSISTANCE OFFICE
HUMAN SERVICES
LIBRARY SYSTEMS
PARKS AND RECREATION AND PRESERVE
PARKS AND RECREATION AND PRESERVE
ADMINISTRATION
PARKS AND RECREATION
MCDOWELL SONORAN PRESERVE
PLANNING AND DEVELOPMENT SERVICES
PLANNING AND DEVELOPMENT SERVICES

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

					
			
43

Table of Content

STRATEGIC GOALS | Department/Division Relationship with Strategic Goals

FIRE DEPARTMENT
OFFICE OF THE FIRE CHIEF
AMBULANCE SERVICES
EMERGENCY SERVICES
PROFESSIONAL SERVICES
PREVENTION SERVICES
POLICE DEPARTMENT
OFFICE OF THE POLICE CHIEF
POLICE UNIFORMED SERVICES
PROFESSIONAL STANDARDS AND
INVESTIGATIVE SERVICES
OPERATIONAL SERVICES
SOLID WASTE MANAGEMENT
SOLID WASTE MANAGEMENT
TRANSPORTATION AND INFRASTRUCTURE
TRANSPORTATION AND INFRASTRUCTURE
WATER RESOURCES
WATER QUALITY
WATER RECLAMATION SERVICES
WATER PLANNING AND ENGINEERING
WATER TECHNOLOGY AND ADMINISTRATION
WATER SERVICES
PIPELINE AND TREATMENT AGREEMENTS

44		

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 Content

STRATEGIC GOALS | Department/Division Spotlights by Strategic Goals
OBJECTIVE

OBJECTIVE

Communications

Economic Development

Lead planning efforts among city departments and
external partners to celebrate the 75th anniversary of
Scottsdale’s incorporation and the 250th anniversary
of the United States, which both occur during calendar
year 2026.

Grow Scottsdale’s existing industries to foster
economic vitality.

ACHIEVEMENT

ACHIEVEMENT
Enterprise Operations - Tourism and Events
Generated an estimated $3.5 million in
regional, national, and international advertising
value and attracted over 690,000 event
attendees.

Enterprise Operations – McCormickStillman Railroad Park
Kicked off McCormick-Stillman Railroad
Park's 50th anniversary year with a new
event named Noon Years Eve with an
estimated 1,500 event attendees.

MEASURE
Transportation and Infrastructure
Sweep 100 percent of streets at the following frequency
based on street classification: major streets twice per
month, downtowns streets five times per week, and
residential streets once per month.

MEASURE
Facilities Management
Preventive maintenance activities
completed by in-house and contracted staff
as a percent of total preventive
maintenance activities scheduled.

OBJECTIVE

OBJECTIVE

Parks and Recreation and Preserve – Preserve
Management

Parks and Recreation and Preserve – Preserve
Management

Develop a research baseline for the Ecological
Resource Plan.

Implement the Invasive Fine Fuel Breaks Phase I
grant in Fall 2025 and advance invasive plant
mitigation throughout the northern region of the
McDowell Sonoran Preserve.

ACHIEVEMENT

ACHIEVEMENT

Facilities Management
Implemented energy efficiency items identified
in assessments completed in FY 2023/24. A
total of $54,341.50 in rebates was received from
utility providers for the energy efficiency
projects.

MEASURE

Library and Human Services – Library
Expanded the Seed Libraries program
systemwide stocked with edible plant and herb
seeds appropriate for Arizona.

MEASURE

Planning and Development Services

Solid Waste Management

Engineering, Building, Stormwater,
Planning and Fire construction plans
completed within 21 calendar day.

Average pounds of recyclable material collected
per residential account per year.

					
			
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Table of Content

STRATEGIC GOALS | Department/Division Spotlights by Strategic Goals
OBJECTIVE

OBJECTIVE

City Auditor

City Manager

Develop meaningful recommendations to help
city programs identify cost savings, revenue
enhancements, operational efficiencies, and/or
improved services to the community.

Enhance project management through ongoing
analysis and estimating best practices by
gathering information on any cost overruns and
analyzing how to improve project scoping and
estimates.

ACHIEVEMENT

ACHIEVEMENT

City Treasurer
Developed a balanced FY 2025/26 budget in
partnership with departments and Executive
Leadership Team that complies with legal
requirements and with the city’s financial
policies.

City Court
Completed an operational reorganization
including the creation of a new Financial
Services team that focuses on the collection
of fines, costs, fees and victim restitution.

MEASURE
Communications
Total time (in hours) viewers spent watching
original videos produced by Scottsdale Video
Network and distributed via YouTube.

Human Resources
Employee Retention Rate.

OBJECTIVE

OBJECTIVE

Police Department

Fire Department

Enhance traffic safety through directed
enforcement, investigation, and education.

Improve responsiveness to meet the
changes in landscape and population within
the city to ensure challenges are met from
an all-hazards approach.

ACHIEVEMENT

ACHIEVEMENT

Fire Department
Secured Certificate of Necessity approval,
authorizing the department to legally operate and
provide ambulance transport services within the
City of Scottsdale.

MEASURE

Police Department
Introduced the Drone First Responder program within the
Real-Time Crime Center (RTCC). This initiative complies
with the FAA remote aircraft pilot certification and
enables the RTCC to capture and share real-time
information with officers and other public safety
personnel.

MEASURE

Police Department

Library and Human Services

Percent of 911 calls received that were
answered within fifteen seconds.

Number of residents provided with
financial assistance for housing.

.

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STRATEGIC GOALS | Department/Division Spotlights by Strategic Goals
OBJECTIVE

OBJECTIVE

Fleet Management

Transportation and Infrastructure

Complete the Fleet Management software
upgrade to faster web version.

Continue delivering critical transportation
needs through high priority arterial projects.

ACHIEVEMENT
Aviation
Successfully kicked off the Airport Master Plan
(AMP) and completed the first two major
sections of the AMP, along with two interactive
planning committees and public workshops.

ACHIEVEMENT
Information Technology
Launched Modernized City Website to Enhance
Resident Engagement: Redesigned and launched a
new ScottsdaleAZ.gov website focused on improving
usability, accessibility, and digital service delivery.

PERFORMANCE MEASURE

PERFORMANCE MEASURE

Transportation and Infrastructure

Library and Human Services – Library

Achieve a “very good” Pavement Condition
Index (PCI 70-85) rating for the city's asphalt
street system.

Total registered borrowers as a percentage
of total Scottsdale population.

OBJECTIVE

OBJECTIVE

Transportation and Infrastructure

Information Technology

Create, prepare, and present project updates to the
Citizens Bond Oversight Committee (CBOC) on a quarterly
basis for the Bond 2019 program.

Enable Strategic Partnerships and Systems Modernization:
Collaborate with city divisions to identify, select, and deploy
advanced technology platforms that support critical city functions,
enable modernization initiatives, and align with community priorities.
These partnerships will empower departments to deliver innovative,
efficient, and citizen-centered services.

ACHIEVEMENT

ACHIEVEMENT

Parks and Recreation and Preserve

Facilities Management

Received City Council approval of the 2024 Parks
and Recreation Master Plan, setting a bold, datadriven course shaped by over 312,000 community
interactions.

PERFORMANCE MEASURE
Parks and Recreation and Preserve – Parks and
Recreation
Acres of parks maintained per employee.

Completed 20 facility condition assessments and
reports for future forecasting of capital
expenditures.

PERFORMANCE MEASURE
Water Resources
Amount of grass removed in square feet by
customers who received a grass removal
rebate.

					
			
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Table of Content

STRATEGIC GOALS | Department/Division Spotlights by Strategic Goals
OBJECTIVE

OBJECTIVE

City Clerk

Solid Waste Management

Foster innovative practices and seek continuous
improvement, operational efficiency, and service
delivery, while sustaining, or, when possible,
increasing levels of service in support of the City
Council’s goals and the City’s values.

ACHIEVEMENT

Start construction for the Transfer Station
Expansion Project, featuring the addition of a
green waste drop-area, expanding bay
capacity, and a newly designed
administrative building.

ACHIEVEMENT

City Manager
Reorganized the organizational structure to
prioritize efficiency.

City Treasurer
Assessed over $6.9 million from sales tax audits.

MEASURE
Water Resources
Percentage of calls handled and resolved
immediately by staff in a single phone call.

48		

Information Technology
Total number of map layers
maintained by city staff.

Table of Content

DEPARTMENT SUMMARY | Mayor and City Council
MAYOR AND CITY COUNCIL
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

MAYOR AND CITY COUNCIL

1,022,681

1,286,955

1,180,255

-106,700

TOTAL BUDGET

1,022,681

1,286,955

1,180,255

-106,700

					
			
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Table of Content

DEPARTMENT SUMMARY | Mayor and City Council
JOB TITLE

TOTAL
FTE

CITY COUNCILMEMBER

6.00

MANAGEMENT ANALYST

1.00

MAYOR

1.00

MAYOR'S CHIEF OF STAFF

1.00

TOTAL

9.00

50		

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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Mayor and City Council

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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MAYOR AND CITY COUNCIL

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Mayor and City Council

STRATEGIC GOAL(S)

DESCRIPTION
The voters elect the mayor and six councilmembers to enact local legislation, adopt budgets and determine policies. The City
Council appoints six charter officers to advise them on policy issues and run day-to-day operations. The City Council
establishes the city's mission, goals, programs and policies to serve the needs of the citizens of Scottsdale.
SERVICES PROVIDED
•
•
•

Enact local legislation and determine policies.
Appoint charter officers and board and commission members.
Represent constituents and respond to citizen issues.

•

Established the Citizen’s Budget Review Commission by adoption of Ordinance No. 4660 to serve as an advisory body to
the City Council, providing annual recommendations on the proposed operating and capital budgets, major revenue
forecasts, and budget policies to enhance the city's budgeting practices.
Adopted Resolution No. 13356 to authorize adoption of comprehensive financial policies as the formal guidelines for the
city of Scottsdale’s fiscal year 2025/26 financial planning and management.
Adopted Resolution No. 13364 to approve and authorize the execution and delivery of an agreement with the Scottsdale
Municipal Property Corporation providing $120,000,000 of financing for water/wastewater improvements resulting in
efficient water/wastewater services.
Adopted Ordinance No. 4676 amending portions of the Scottsdale Revised Code, Appendix C, to change the privilege tax
rate from 1.75 percent to 1.70 percent and the use tax rate from 1.55 percent to 1.50 percent for a period of 30 years,
effective July 1, 2025.

FY 2024/25 ACHIEVEMENTS

•
•
•

FY 2025/26 OBJECTIVES
•
•
•
•
•

Promote quality design that enhances Old Town Scottsdale as a unique southwestern desert, improves visual quality,
fosters community goals, and promotes land uses that conserve resources, enhances a sense of place, and supports a
high quality of life.
Support fiscal conservation efforts through policy and ordinance adoption.
Promote the implementation of an effective, safe, and connected multimodal transportation system, including increased
walkability in Old Town.
Support the quality and appropriate redevelopment, land use, and land conservation that is consistent with the 2035
General Plan, while protecting the integrity and lifestyle of neighborhoods.
Engage in community partnerships to share information and work toward collaborative solutions.

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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Mayor and City Council

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)JJIGXMZIRIWW

					
			
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MAYOR AND CITY COUNCIL

STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Mayor and City Council
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

10.00

10.00

9.00

-1.00

% of city's FTEs

0.32%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

1,021,866

1,228,149

1,106,449

-121,700

Grant Funds

0

0

5,000

5,000

815

58,806

68,806

10,000

TOTAL BUDGET

1,022,681

1,286,955

1,180,255

-106,700

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

905,883

1,001,953

924,137

-77,816

Contractual Services

94,541

200,981

164,577

-36,404

Commodities

20,961

84,021

91,541

7,520

Capital Outlays

1,297

0

0

0

1,022,681

1,286,955

1,180,255

-106,700

0

0

0

0

1,022,681

1,286,955

1,180,255

-106,700

Special Programs Fund

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The decrease in of 1.00 FTE is due to the transfer of the Executive Assistant to Mayor position to the City Clerk's Office
where it was reclassified to a Management Associate position.
The decrease of Personnel Services is due to the reduction of 1.00 FTE. This decrease could have been higher, but is
offset by a FY 2025/26 pay for performance and market adjustments applied to eligible employees (General Fund).
The decrease in Contractual Services is due to a decrease in property, liability and worker's compensation (General Fund).

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Table of Content

DEPARTMENT SUMMARY | City Attorney’s Office
CITY ATTORNEY'S OFFICE
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

CIVIL

3,897,651

4,494,235

5,205,698

711,463

PROSECUTION

3,501,019

3,905,484

4,053,682

148,198

SAFETY AND RISK MANAGEMENT

16,213,443

19,468,792

19,493,903

25,111

VICTIM SERVICES

601,264

617,118

664,694

47,576

TOTAL BUDGET

24,213,378

28,485,629

29,417,977

932,348

					
			
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Table of Content

DEPARTMENT SUMMARY | City Attorney’s Office
JOB TITLE

TOTAL
FTE

ADMINISTRATIVE ASSISTANT SR

2.00

ASSISTANT CITY ATTORNEY I

1.13

ASSISTANT CITY ATTORNEY II

4.00

ASSISTANT CITY PROSECUTOR I

1.00

ASSISTANT CITY PROSECUTOR II

5.00

CHIEF ASST CITY PROSECUTOR

1.00

CITY ATTORNEY

1.00

CITY SAFETY & TRAINING COORD

1.00

CITY SAFETY & TRAINING MANAGER

1.00

CITY SAFETY SPECIALIST

1.00

CONTRACTS COORDINATOR

1.00

DEPT SAFETY & TRAINING COORD

2.00

DEPT SYSTEMS ANALYST/PROG II

2.00

DEPT TECHNOLOGY SUPERVISOR

1.00

DEPUTY CITY ATTORNEY

3.00

EXEC ASST TO CHARTER OFFICER

1.00

LEGAL ASSISTANT

3.00

LEGAL DEPARTMENT MANAGER

1.00

LEGAL SECRETARY

5.00

PARALEGAL

8.00

PARALEGAL SENIOR

2.00

PROSECUTION ADMINISTRATIVE SUP

1.00

RISK MGMT CLAIMS ADJUSTER

1.00

SAFETY & RISK MGMT DEPT DIR

1.00

SENIOR ASST CITY ATTORNEY

2.00

SENIOR ASST CITY PROSECUTOR

4.00

SUPERVISING ASST CITY ATTY

2.00

VICTIM ADVOCATE

4.00

VICTIM ADVOCATE SENIOR

1.00

WORKER'S COMP CLAIMS ADJ SR

2.00

WORKER'S COMP SPECIALIST

1.00

TOTAL

66.13

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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Attorney’s Office

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Attorney’s Office

STRATEGIC GOAL(S)

DESCRIPTION
The City Attorney is the chief legal advisor of all offices, departments and agencies and for all officers and employees in
matters relating to their official powers and duties and serves at the pleasure of the City Council.
SERVICES PROVIDED
•
•
•
•
•
•

Provides legal advice to the Mayor and City Council, Boards and Commission, all city offices, departments and divisions,
and to all city officers and employees in matters relating to their official powers and duties.
Litigates civil claims and lawsuits filed on behalf of, or against, the City of Scottsdale.
Prosecutes misdemeanor, petty and civil offenses in the city including, but not limited to, driving under the influence,
domestic violence, theft, juvenile status offenses, criminal traffic and other misdemeanor offenses.
Represents the city in all court proceedings required to prosecute offenders.
Provides legally mandated victim notification services as well as professional-level victim advocacy to misdemeanor
crime victims in Scottsdale.
Manages and administers the city's safety, loss prevention, insurance, contractual risk transfer and claims programs. Also
provides loss control consulting for all departments and events.

FY 2024/25 ACHIEVEMENTS
•
•
•
•

•
•

•
•

Defended and/or prosecuted 60 total litigation cases (includes seven condemnation cases).
Drafted or reviewed 29 ordinances, 250 resolutions, and reviewed over 300 contracts. The City Attorney's Office also
attended over 80 publicly noticed meetings, often after regular business hours.
Prosecutors attended jail court all 365 days this year, including holidays and weekends.
Conducted an inaugural Prosecution Citizen’s Academy, featuring an overview of the operations of City Attorney’s Office –
Prosecution Division and two mock trials, one involving domestic violence and another involving driving under the
influence. The Academy highlighted how staff work to accomplish Prosecution Division’s primary goals to do justice,
protect the community and support victims.
Improved the city's Experience Modification Rate (E-Mod) or Injury Rate to 1.27. This represents a 17 percent reduction in
the injury rate over the prior year of 1.53 and is the lowest Injury Rate since 2015 for the city. Safety and Risk
Management continues a three-year trend regarding injury rate reduction.
Established the Injury Review Board in FY 2023/24, which is comprised of all Safety and Training Coordinators and safety
centric positions within the city. The Board is tasked with initiating root cause analysis requests within the city regarding
injury causation or mechanism following each meeting. This Board has reviewed a total of 375 injury claims to date and
completed 13 root-cause investigations to drive the city’s preventative action plans.
Victim Advocates attended jail court all 365 days this year, including holidays and weekends.
Identified the Safety and Risk Management Division as the sponsor for the Victims’ Transportation Program, which was
previously funded by the Library and Human Services Department's General Fund budget. This program provides Uber gift
cards to low-income victims so they can attend court proceedings.

58		

Table of Content

DEPARTMENT SUMMARY | City Attorney’s Office
FY 2025/26 OBJECTIVES
•
•
•
•
•
•

Support the Council, Charter Officers, and all city staff with prompt, proactive legal advice.
Defend as much litigation in-house as resources allow as efficiently as practical.
Ensure the administration of justice, protect the community and support victims by prosecuting 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 further lower the city’s accident rates.
Effectively and compassionately support the high volume of victims expected during the upcoming fiscal year.

					
			
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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Attorney’s Office
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

63.50

63.50

66.13

2.63

% of city's FTEs

2.36%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

7,999,935

9,016,837

9,924,074

907,237

Self Insurance Funds

16,213,443

19,468,792

19,493,903

25,111

TOTAL BUDGET

24,213,378

28,485,629

29,417,977

932,348

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

9,246,018

9,818,285

10,548,403

730,118

Contractual Services

14,486,535

18,269,115

18,428,737

159,622

Commodities

390,290

395,179

437,787

42,608

Capital Outlays

90,535

3,050

3,050

0

24,213,378

28,485,629

29,417,977

932,348

0

0

0

0

24,213,378

28,485,629

29,417,977

932,348

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase of 2.63 FTE is due to: 1) a change in city reporting structure carried out during FY 2024/25 (2.00 FTE, Self
Insurance Funds); and 2) reclassifying a temporary worker to a permanent Assistant City Attorney position (0.63 FTE,
General Fund).
The increase in Personnel Services is primarily due to: 1) a change in city reporting structure carried out during FY
2024/25; 2) the addition of 2.63 FTE; and 3) FY 2025/26 pay for performance and market adjustments applied to eligible
employees (General Fund, Self Insurance Funds).
The increase in Contractual Services is primarily due to the change in cost for property, liability, and workers'
compensation insurance (General Fund).

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DEPARTTable
MENTofSContent
UMMARY

DEPARTMENT SUMMARY | City Attorney’s Office
# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Boards/Commissions*

5

30

$1,011

0.01

Volunteers

5

732

$24,669

0.35

TOTAL

10

762

$25,680

0.36

VOLUNTEER HOURS SUMMARY

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

					
			
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CITY ATTORNEY'S OFFICE
								

IL
CITY ATTORNEY’S OFFICEC|IVCivil

STRATEGIC GOAL(S)

DESCRIPTION
The Civil Division of the City Attorney's Office provides legal advice to all departments and to all officers and employees in
matters relating to their official powers and duties.
SERVICES PROVIDED
•
•
•
•
•

Litigates civil claims and lawsuits filed on behalf of, or against, the City of Scottsdale.
Provides clients with legal advice to assist in preventing or limiting legal risks.
Drafts contracts and other legal documents for all city departments.
Drafts, reviews and approves all city ordinances and resolutions.
Coordinates responses to public records requests.

•
•

•

Defended and/or prosecuted 60 total litigation cases (includes seven condemnation cases).
Drafted or reviewed 29 ordinances, 250 resolutions, and reviewed over 300 contracts. The City Attorney's Office also
attended over 80 publicly noticed meetings, often after regular business hours.
Resolved 20 litigation cases (nine dismissed on pre-trial motions at no cost to the city, six negotiated settlements, and five
resolved condemnation cases).
Participated in approximately 20 court hearings and taken/defended 50 depositions.

•
•
•

Support the Council, Charter Officers, and all city staff with prompt, proactive legal advice.
Defend as much litigation in-house as resources allow as efficiently as practical.
Support the city’s public safety efforts through training and after-hours legal support.

FY 2024/25 ACHIEVEMENTS

•

FY 2025/26 OBJECTIVES

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CITY ATTORNEY'S OFFICE

									

STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
CIVIL

CITY ATTORNEY’S OFFICE | Civil

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

21.50

21.50

22.13

0.63

% of city's FTEs

0.79%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

3,897,651

4,494,235

5,205,698

711,463

TOTAL BUDGET

3,897,651

4,494,235

5,205,698

711,463

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

3,642,831

3,982,721

4,195,844

213,123

Contractual Services

199,000

463,328

961,576

498,248

Commodities

53,782

46,186

46,278

92

Capital Outlays

2,039

2,000

2,000

0

3,897,651

4,494,235

5,205,698

711,463

0

0

0

0

3,897,651

4,494,235

5,205,698

711,463

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase of 0.63 FTE is due to reclassifying a temporary worker to a permanent Assistant City Attorney position (0.63
FTE, General Fund).
The increase in Personnel Services is primarily due to: 1) the addition of 0.63 FTE; and 2) FY 2025/26 pay for performance
and market adjustments applied to eligible employees (General Fund).
The increase in Contractual Services is primarily due to the change in cost for property, liability, and workers'
compensation insurance (General Fund).

					
			
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Table of Content
CIVIL

CITY ATTORNEY’S OFFICE | Civil
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

0

60

60

0

279

275

349

215

225

300

325

325

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Legal interns perform essential research and prepare legal
memoranda on legal issues. They may also assist the attorney in
discovery, drafting pleadings, and preparing for hearings or trial.

3

465

$15,671

0.22

TOTAL

3

465

$15,671

0.22

PERFORMANCE MEASURES
WORKLOAD
Number of total active civil litigation cases
Note: This was a new performance measuer for FY24/25

Number of Ordinances and Resolutions reviewed or drafted
Note: This was a new performance measure for FY24/25

Number of complex Public Records Requests handled internally
EFFECTIVENESS
Number of contracts reviewed

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

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CITY ATTORNEY'S OFFICE
						
		

PRO|SProsecution
ECUTION
CITY ATTORNEY’S OFFICE

STRATEGIC GOAL(S)

DESCRIPTION
The Prosecution Division of the City Attorney's Office prosecutes misdemeanor and other offenses in the City of Scottsdale
and represents the city in all court proceedings required to prosecute offenders and to support the mission and goals of the
City Council.
SERVICES PROVIDED
•
•

Prosecutes misdemeanor, petty and civil offenses in the city including, but not limited to, driving under the influence (DUI),
domestic violence (DV), theft, juvenile status offenses, and criminal traffic offenses.
Supports the Police and Fire Departments, Code Enforcement, and other Public Safety functions through training and other
initiatives.

FY 2024/25 ACHIEVEMENTS
•
•

•
•

Prosecutors attended jail court all 365 days this year, including holidays and weekends.
Conducted an inaugural Prosecution Citizen’s Academy, featuring an overview of the operations of City Attorney’s Office –
Prosecution Division and two mock trials, one involving domestic violence and another involving driving under the
influence. The Academy highlighted how staff work to accomplish Prosecution Division’s primary goals to do justice,
protect the community and support victims.
Deputized three Assistant City Prosecutors as Special Deputy County Attorneys so they could process and assist with
juvenile expungements. There is a loophole in the law that allows us to prosecute certain juvenile cases but doesn’t allow
us to handle juvenile expungements even for cases we prosecute. The deputization process solved this issue for us.
Continued the lien enforcement program related to unpaid fines by vacation rental owners, which resulted in filing over
$36,000 dollars in liens.

FY 2025/26 OBJECTIVES
•
•
•

Ensure the administration of justice, protect the community and support victims by prosecuting 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.
Conduct a Citizen’s Academy for Prosecution and Victim Services to provide the public with more familiarity and
transparency into the workings of the Prosecution Division.

					
			
65

CITY ATTORNEY'S OFFICE

					

STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
PROSECUTION

CITY ATTORNEY’S OFFICE | Prosecution
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

26.00

26.00

26.00

0.00

% of city's FTEs

0.93%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

3,501,019

3,905,484

4,053,682

148,198

TOTAL BUDGET

3,501,019

3,905,484

4,053,682

148,198

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

3,191,924

3,596,523

3,777,043

180,520

Contractual Services

243,025

294,461

262,139

-32,322

Commodities

35,883

13,450

13,450

0

Capital Outlays

30,187

1,050

1,050

0

3,501,019

3,905,484

4,053,682

148,198

0

0

0

0

3,501,019

3,905,484

4,053,682

148,198

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

The increase in Personnel Services is primarily due to FY 2025/26 pay for performance and market adjustments applied to
eligible employees (General Fund).

66		

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PROSECUTION

CITY ATTORNEY'S OFFICE

								

CITY ATTORNEY’S OFFICE | Prosecution
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

1,066

1,149

1,125

846

909

850

Number of charges filed/prosecuted

15,275

17,194

16,050

Number of cases prosecuted

6,511

7,392

7,000

Number of trials

109

122

120

501

297

450

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Under the supervision of a prosecutor, law students from the
Arizona State University Law School Prosecution Clinic are able to
assist in all aspects of prosecution pursuant to Rule 38(e) of the
Arizona Supreme Court Rules of Practice.

1

260

$8,762

0.13

TOTAL

1

260

$8,762

0.13

PERFORMANCE MEASURES
WORKLOAD
Number of driving under the influence (DUI) cases
Note: Total number of cases processed, including all citations, long form cases, and cases
that were declined for prosecution.

Number of domestic violence cases
Note: Total number of cases processed, including all citations, long form cases, and cases
that were declined for prosecution.

Note: Most cases resolve without a trial.

EFFECTIVENESS
Individuals who successfully completed the Diversion Program

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

					
			
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CITY ATTORNEY'S OFFICE
			

SAFET|YSafety
AND Rand
ISKRisk
MANManagement
AGEMENT
CITY ATTORNEY’S OFFICE

STRATEGIC GOAL(S)

DESCRIPTION
The Safety and Risk Management Division manages the City’s Self Loss Trust Fund ("Trust"), and administers the city’s safety,
loss prevention, insurance, contractual risk transfer and claims programs. The Trust receives its revenues through charges
(risk rates) to the insured city departments, in amounts consistent with their exposure and loss history.
SERVICES PROVIDED
•

Manages and administers the city's safety, loss prevention, insurance, contractual risk transfer and claims programs. Also
provides loss control consulting for all departments and events.

FY 2024/25 ACHIEVEMENTS
•
•

•

Improved the city's Experience Modification Rate (E-Mod) or Injury Rate to 1.27. This represents a 17 percent reduction in
the injury rate over the prior year of 1.53 and is the lowest Injury Rate since 2015 for the city. Safety and Risk Management
continues a three-year trend regarding injury rate reduction.
Established the Injury Review Board in FY 2023/24, which is comprised of all Safety and Training Coordinators and safety
centric positions within the city. The Board is tasked with initiating root cause analysis requests within the city regarding
injury causation or mechanism following each meeting. This Board has reviewed a total of 375 injury claims to date and
completed 13 root-cause investigations to drive the city’s preventative action plans.
Received a total of $47,065,469.56 in third party demands in FY 24/25. Safety and Risk Management has paid a total of
$720,040.00 toward these demands to date, which included settlements from pending Notices of Claims received in prior
fiscal years. This represents 1.53 percent of all amounts demanded.

FY 2025/26 OBJECTIVES
•
•

Continue to refocus the organization on safety and loss prevention in an effort to further lower the city’s accident rates.
Work closely with the City Manager and Executive Team to address major safety and risk exposure concerns.

68		

CITY ATTORNEY'S OFFICE

					

STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
SAFETY AND RISK MANAGEMENT

CITY ATTORNEY’S OFFICE | Safety and Risk Management
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

11.00

11.00

13.00

2.00

% of city's FTEs

0.46%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Self Insurance Funds

16,213,443

19,468,792

19,493,903

25,111

TOTAL BUDGET

16,213,443

19,468,792

19,493,903

25,111

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,833,485

1,653,438

1,947,380

293,942

Contractual Services

14,021,678

17,482,561

17,171,364

-311,197

Commodities

300,170

332,793

375,159

42,366

Capital Outlays

58,110

0

0

0

16,213,443

19,468,792

19,493,903

25,111

0

0

0

0

16,213,443

19,468,792

19,493,903

25,111

EXPENDITURES BY FUND

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase of 2.00 FTE is due to a change in city reporting structure carried out during FY 2024/25 (2.00 FTE, Self
Insurance Funds).
The increase in Personnel Services is primarily due to: 1) a change in city reporting structure carried out during FY
2024/25; and 2) FY 2025/26 pay for performance and market adjustments applied to eligible employees (Self Insurance
Funds).
The decrease in Contractual Services is primarily due to a reduced number of general liability, property damage, and
workers' compensation claims (Self Insurance Funds).

					
			
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Table of Content
SAFETY AND RISK MANAGEMENT

			

CITY ATTORNEY’S OFFICE | Safety and Risk Management

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

2.40%

2.17%

2.30%

$691,674

$993,317

$800,000

Number of formal claims investigated

792

722

725

Number of contracts reviewed

634

707

675

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Required by State Statute, the Loss Trust Fund Board makes
recommendations to the City Council regarding the administration
of the Loss Trust Fund. The trustees meet at least once a year and
submit a report with recommendations to the City Council
regarding the status of the Loss Trust Fund.

5

30

$1,011

0.01

TOTAL

5

30

$1,011

0.01

EFFECTIVENESS
The Cost of Risk (COR)
Note: COR is an equation that measures the city's total cost of claims, insurance premiums
and risk management administration expenses as a percentage of the city's total adjusted
operating cost in a given year.

WORKLOAD
Amount of subrogation recoveries secured

VOLUNTEER HOURS
BOARDS/COMMISSIONS*

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

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CITY ATTORNEY'S OFFICE
						

VICT| IVictim
M SERServices
VICES
CITY ATTORNEY’S OFFICE

STRATEGIC GOAL(S)

DESCRIPTION
The Victim Services Division provides legally mandated victim notification services as well as professional level victim
advocacy to misdemeanor crime victims in Scottsdale.
SERVICES PROVIDED
•
•
•
•
•
•

Delivers professional level victim advocacy services to misdemeanor crime victims in Scottsdale.
Assists walk-in and call-in citizens with criminal justice information, safety planning, community resources/referrals, and
protective orders.
Provides legally mandated victim notification to all misdemeanor crime victims in Scottsdale, including monthly status
updates with victims via phone and/or email.
Escort victims to court for bench or jury trials, restitution hearings, oral arguments, protective order hearings, and any
other court proceeding that involves the defendant.
Advocates for victims’ input within the Prosecutor’s office, ensuring each victim’s voice and position is heard regarding
bond, release conditions, and plea offer terms.
Collects, organizes and redacts all restitution information and documents from victims, providing this information to
Prosecutors and ensures victims’ rights to obtain restitution from the offender is properly exercised, when applicable.

FY 2024/25 ACHIEVEMENTS

•

Victim Advocates attended jail court all 365 days this year, including holidays and weekends.
Identified the Safety and Risk Management Division as the sponsor for the Victims’ Transportation Program, which was
previously funded by the Library and Human Services Department's General Fund budget. This program provides Uber
gift cards to low-income victims so they can attend court proceedings.
Provided Scottsdale Police post-academy training on domestic violence.

•
•

Effectively and compassionately support the high volume of victims expected during the upcoming fiscal year.
Continue victim advocate coverage of jail court proceedings on weekends and holidays.

•
•

FY 2025/26 OBJECTIVES

					
			
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Table of Content
VICTIM SERVICES

					

CITY ATTORNEY’S OFFICE | Victim Services

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

5.00

5.00

5.00

0.00

Full-time Equivalents (FTE)
% of city's FTEs

0.18%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

601,264

617,118

664,694

47,576

TOTAL BUDGET

601,264

617,118

664,694

47,576

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

577,777

585,603

628,136

42,533

Contractual Services

22,832

28,765

33,658

4,893

Commodities

455

2,750

2,900

150

Capital Outlays

200

0

0

0

601,264

617,118

664,694

47,576

0

0

0

0

601,264

617,118

664,694

47,576

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

The increase in Personnel Services is primarily due to FY 2025/26 pay for performance and market adjustments applied to
eligible employees (General Fund).

72		

CITY ATTORNEY'S OFFICE

						

Table of Content
VICTIM SERVICES

CITY ATTORNEY’S OFFICE | Victim Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

Number of victims assisted during prosecutions

3,594

3,943

3,725

Percentage of clients satisfied with Victim Services as indicated by a survey
distributed at the disposition of each criminal case

100%

100%

100%

27,050

28,647

27,550

846

909

850

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Typically, a volunteer from a university to assist with victims' rights,
including attending hearings, informing victims of case updates,
and answering general questions.

1

7

$236

0.00

TOTAL

1

7

$236

0.00

PERFORMANCE MEASURES
EFFECTIVENESS

WORKLOAD
Number of Victim Services notifications actions performed
Number of domestic violence cases

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

					
			
73

Table of Content

FY 2025/26 Adopted Budget

74						
		

Table of Content

DEPARTMENT SUMMARY | City Auditor’s Office
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Table of Content

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Table of Content
DEPARTMENT SUMMARY

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CITY AUDITOR

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Auditor’s Office

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Table of Content

DEPARTMENT SUMMARY | City Clerk’s Office
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Table of Content

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CITY CLERK

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Clerk’s Office

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XSZSXIVW%TEKITEQTLPIX[EWHVEJXIHJSVXLI.YP])PIGXMSRERHERTEKITEQTLPIX[EWHVEJXIHJSVXLI2SZIQFIV
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-QTPIQIRXIHIPIGXMSRGSSVHMREXMSRQIIXMRKWJSVXLI)PIGXMSRG]GPIERHMQTVSZIHGVSWWHITEVXQIRXEPGSQQYRMGEXMSR
ERHMRJSVQEXMSRWLEVMRK'MX]'PIVOWXEJJQIX[MXLXLI'MX]1EREKIV’W3JJMGI'MX]%XXSVRI]’W3JJMGI4SPMGI'SHI
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VIWSYVGIWPIKEPKYMHERGIIPIGXMSRWIGYVMX]GEQTEMKRWMKRIRJSVGIQIRXSYXVIEGLIJJSVXWERH[IFWMXIMRJSVQEXMSR
Worked with the Communications Office to provide information to residents on the Primary Election date change. On
February 9, 2024, Governor Katie Hobbs signed House Bill 2785, which moved the Primary Election date from August 6th
to July 30th. The emergency legislation was necessary to avoid missing federal deadlines to send ballots to military and
overseas voters for the General Election and for the State of Arizona to send its votes to the electoral college for U.S.
President.

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85

CITY CLERK

78%**7911%6=
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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Clerk’s Office
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86		

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Clerk’s Office
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FY 2025/26 Adopted Budget

88						
		

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DEPARTMENT SUMMARY | City Manager’s Office
CITY MANAGER'S OFFICE
FY 2025/26 ADOPTED BUDGET

$5.0

EXPENDITURES BY DIVISION

ACTUAL
2023/24

CITY MANAGER

4,069,023

ADOPTED
2024/25
4,823,660

TOTAL BUDGET

4,069,023

4,823,660

ADOPTED
2025/26
5,007,236
5,007,236

CHANGE
2024/25
TO 2025/26
183,576
183,576

					
			
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DEPARTMENT SUMMARY | City Manager’s Office
JOB TITLE

TOTAL
FTE

ADMINISTRATIVE ASSISTANT

1.00

ASSISTANT CITY MANAGER

2.00

ASSISTANT TO THE CITY MANAGER

2.00

CITY MANAGER

1.00

COM SVCS BUSINESS OPS MANAGER

1.00

EMERGENCY MANAGEMENT COORD

1.50

EMERGENCY MANAGER

1.00

EXEC ASST TO CITY MANAGER

1.00

EXECUTIVE ASSISTANT

1.00

GOVERNMENT RELATIONS COORD

1.00

GOVERNMENT RELATIONS DIRECTOR

1.00

INTERN

0.15

MANAGEMENT ASSOCIATE

1.00

MANAGEMENT ASSOCIATE SENIOR

1.00

SR DIR ENTERPRISE OPERATIONS

1.00

TOTAL

16.65

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Manager’s Office

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Manager’s Office

STRATEGIC GOAL(S)

DESCRIPTION
The City Manager’s Office provides the organizational leadership necessary to successfully implement the policy direction of
the City Council and ensure the efficient, effective and economical delivery of city services to Scottsdale's citizens.
SERVICES PROVIDED
•

The City Manager’s Office provides executive leadership and supervision to division and department directors, and
coordinates organization-wide strategic planning, high performance and innovation efforts. The City Manager’s Office
provides customer service and conflict resolution to the community by way of the city’s Constituent Services Team. The
Office also has ADA/Title VI oversight including grievance handling, reporting efforts and self-evaluation and transition
plan contract administration. Through the Government Relations team, the City Manager’s Office advocates the city’s
positions at local, regional, State and Federal levels and supports regional efforts through membership and participation
in various regional groups. The City Manager’s Office oversees the Office of Emergency Management, which is
responsible for the city’s mitigation, preparedness, response and recovery from disasters and planned events.

FY 2024/25 ACHIEVEMENTS
•

•
•
•

•

•

Created the Constituent Services team to enhance how residents are served by streamlining communication, coordinating
responses and improving service across departments. The Constituent Services team acts as a central point of contact
for resident concerns focusing on complex and cross departmental issues. This team helps residents resolve problems,
answer questions and navigate conflicts, while ensuring timely and transparent follow-up to the Mayor and City Council.
Demonstrated strong fiscal leadership and strategic vision by working in close collaboration with the Budget Review
Commission to develop a balanced and forward-looking budget. Notably, the approved budget reflects a reduction from
the previous fiscal year which is an achievement that underscores the City’s commitment to fiscal responsibility.
Government Relations launched weekly interdepartmental meetings with key staff from departments across the
organization. These meetings created a centralized forum for discussing proposed legislation, aligning messaging, and
proactively identifying potential policy impacts.
Government Relations successfully led efforts to oppose legislation such as the “Starter Home” bill and the “Yes In God’s
Backyard (YIGBY)” proposal—both of which sought to override municipal zoning authority and impose one-size-fits-all
state mandates on local planning decisions. In parallel, the department worked closely with the Arizona Municipal Water
Users Association to protect shared water resources and advocate for policies that strengthen long-term regional water
security
Reorganized the organizational structure to prioritize efficiency which included: the expansion of the City Manager’s Office
to be inclusive of the Government Relations team and the newly established Constituent Services team; making Fleet,
Facilities and Solid Waste into stand alone departments reporting directly to the Assistant City Manager; integrating
Streets and Transportation with Capital Projects Management to become Transportation and Infrastructure reporting
directly to the City Manager; creating the Enterprise Operations Department comprised of Tourism & Events, Aviation,
Economic Development, McCormick-Stillman Railroad Park, the Scottsdale Stadium, and Westworld.
The Office of Emergency Management completed the 2025 Scottsdale Emergency Operations Plan which included
integration of the Community Lifelines framework, enhancing the City’s ability to prioritize critical services and resources
during emergencies

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DEPARTMENT SUMMARY | City Manager’s Office
FY 2025/26 OBJECTIVES
•
•

•
•
•
•
•

Continue reorganization efforts throughout the fiscal year to create both efficiencies and the appropriate reporting
structure
Create competitive recruitment and retention strategies and programs by exploring new partnerships and possible
apprenticeship programs, exploring and implementing retention practices aside from compensation, conducting a
feasibility study for an employee health and wellness center, positioning Scottsdale Police Department and Scottsdale Fire
Department pay to the top three in the valley.
Develop and implement a standardized emergency planning and coordination framework for all permitted special events
across Scottsdale operated venues to ensure consistent risk assessment, emergency preparedness, and public safety
coordination.
Enhance project management through ongoing analysis and estimating best practices by gathering information on any
cost overruns and analyzing how to improve project scoping and estimates.
Modernize policies and services by updating the sound ordinance
Monitor and analyze proposed legislation and the regulatory changes that may impact the municipality. Ensure timeliness
and accuracy of legislative analysis, the clarity of policy impact assessments and the production of briefings, memos and
summaries that inform City leadership and departmental staff.
Oversee and coordinate collaboration with departments in the data collection and community outreach required for
successful completion of the ADA Self Evaluation and Transition Plan by a third-party consultant

CHARTED PERFORMANCE MEASURES

Population estimates and forecasts are provided
by the U.S. Census Department. 2025
population data has not been released.

Authorized full-time equivalent counts for all
employees in the city. The count is derived by
taking the total budgeted hours and dividing by
2,080 to get a "full-time" equivalent.

City employment relative to the total resident
population. This measure reflects authorized
full-time employees per 1,000 residents. Other
things to consider include business activity,
tourism and seasonal residents, which may
influence city service delivery.

Workload

Workload

Efficiency

					
			
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CITY MANAGER

STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Manager’s Office
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

13.65

13.65

16.65

3.00

% of city's FTEs

0.60%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

3,021,983

3,751,620

4,195,146

443,526

Grant Funds

1,047,040

1,072,040

812,090

-259,950

TOTAL BUDGET

4,069,023

4,823,660

5,007,236

183,576

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

2,070,267

2,693,661

3,105,858

412,197

Contractual Services

1,938,625

2,049,593

1,849,872

-199,721

Commodities

56,412

80,406

51,506

-28,900

Capital Outlays

3,719

0

0

0

4,069,023

4,823,660

5,007,236

183,576

0

0

0

0

4,069,023

4,823,660

5,007,236

183,576

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

•

The increase in Personnel Services is due to 1) the addition of three full-time equivalent positions; and 2) a FY2025/26 payfor-performance and market adjustment applied to eligible employees. The increase was partially offset by the
reclassification of an Assistant City Manager position to Assistant to the City Manager and by the elimination of budgeted
funding for the implementation of a classification and compensation study.
The decrease in Contractual Services is due to anticipated reduction in future grants in the Government Relations Division.
The decrease would be greater, but it was partially offset by the carryover funding for an Americans with Disabilities Act
transition plan approved in FY 2024/25 that will be completed in FY 2025/26.

94		

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DEPARTMENT SUMMARY | City Treasurer’s Office
'-8=86)%796)6 73**-')
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EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

CITY TREASURER

1,091,622

1,178,321

820,202

-358,119

ACCOUNTING

4,469,087

5,185,375

5,703,539

518,164

BUDGET

843,237

1,420,900

1,546,546

125,646

BUSINESS SERVICES

5,930,631

6,491,269

6,798,186

306,917

PURCHASING

2,508,923

2,776,278

2,946,464

170,186

TOTAL BUDGET

14,843,500

17,052,143

17,814,937

762,794

					
			
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DEPARTMENT SUMMARY | City Treasurer’s Office
JOB TITLE

TOTAL
FTE JOB TITLE

TOTAL
FTE

ACCOUNT SPECIALIST II

2.00 PAYROLL SPECIALIST

2.00

ACCOUNT SPECIALIST III

1.00 PAYROLL SPECIALIST SENIOR

1.00

ACCOUNTANT I

2.00 PRINT SHOP ASSISTANT

2.00

ACCOUNTANT II

3.00 PROCARD SPECIALIST

1.00

ACCOUNTANT SENIOR

3.00 PURCHASING DEPARTMENT DIRECTOR

1.00

ACCOUNTING DEPT DIRECTOR

1.00 PURCHASING SUPERVISOR

1.00

ACCOUNTING MANAGER

1.00 PURCHASING/WAREHOUSE MANAGER

1.00

ADMINISTRATIVE ASSISTANT

1.00 REMITTANCE PROCESSING SPEC

5.00

ADMINISTRATIVE ASSISTANT SR

1.00 REMITTANCE PROCESSING SPEC SR

1.00

ADMINISTRATIVE CLERK

0.75 REVENUE COLLECTOR

4.00

ASSISTANT BUDGET DIRECTOR

2.00 REVENUE COLLECTOR SENIOR

1.00

ASSISTANT CITY TREASURER

1.00 STOCK CLERK

2.00

BID & CONTRACT ANALYST

4.00 TAX & LICENSE SPECIALIST I

5.00

BUDGET ANALYST SENIOR

5.00 TAX & LICENSE SPECIALIST II

3.00

BUDGET DEPARTMENT DIRECTOR

1.00 TAX & LICENSING MANAGER

1.00

BUDGET/RESEARCH ANALYST PRINC

1.00 TAX AUDIT SUPERVISOR

1.00

BUSINESS SERVICES DEPT DIR

1.00 TAX AUDITOR

1.00

BUSINESS SERVICES MANAGER

1.00 TAX AUDITOR SENIOR

4.00

BUSINESS SERVICES SUPERVISOR

2.00 TREASURY TECHNOLOGY MANAGER

1.00

BUYER

3.00 UTILITY BILLING SPECIALIST

7.00

BUYER AIDE

2.00 WAREHOUSE SUPERVISOR

1.00

CITY TREASURER

1.00 WAREHOUSE/MAIL TECHNICIAN

4.00

DEPT SYSTEM SUPPORT ANALYST I

1.00 TOTAL

DEPT SYSTEM SUPPORT ANALYST II

1.00

DEPT SYSTEMS ANALYST/PROG I

1.00

DEPT SYSTEMS ANALYST/PROG II

1.00

DEPT SYSTEMS ANALYST/PROG III

7.75

DEPT TECHNOLOGY SUPERVISOR

2.00

FINANCE PROGRAM DIRECTOR

1.00

INTERN

0.50

LICENSE INSPECTOR

2.00

MAIL SVCS/REPROGRAPHICS SUPV

1.00

96		

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Treasurer’s Office

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Treasurer’s Office

STRATEGIC GOAL(S)

DESCRIPTION
The City Treasurer serves as the Chief Financial Officer of the city and manages the city’s financial affairs in accordance with
city charter and city code. The City Treasurer oversees the financial services divisions that receive and dispense all the money
of the city, manages the city’s investments and debt and prepares monthly and annual financial statements.
SERVICES PROVIDED
•
•
•
•
•

Maintains the city's accounting and financial reporting systems in conformance with state and federal laws, Generally
Accepted Accounting Principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB) and the
Government Finance Officers Association (GFOA).
Professionally serves citizens, businesses and guests in the collection of taxes or fees due for city offered enterprise
and/or general funded services.
Provides financial advice and analysis of key city initiatives.
Works collaboratively with the City Manager to provide a fiscally sound budget that preserves the city's long-term fiscal
stability.
Prepares and administers all quotes, solicitations, bids, proposals and scopes of work; contracts and purchases all goods
and services (including construction); and trains the city's contract administrators.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•
•
•
•
•
•
•

Ensured that all money of the city were received and dispensed as provided by law, including the management of debt and
investments in compliance with federal and state laws and city policies.
Provided financial projections and advice for the FY 2025/26 budget development process and collaborated with the City
Manager’s Office and executive leadership team on budget strategies to ensure critical services and infrastructure needs
are met.
Maintained the city’s AAA bond rating.
Received the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial
Reporting for the 52nd consecutive year.
Received an unmodified opinion for an independent audit firm on the city's FY 2023/24 Annual Comprehensive Financial
Report.
Monitored and tracked the bond program spending and ensured compliance with applicable laws and city policies.
Processed employee and vendor payments accurately and timely.
Developed a balanced FY 2025/26 budget in partnership with departments and Executive Leadership Team that complies
with legal requirements and with the city’s financial policies.
Received the GFOA Distinguished Budget Presentation Award for the city’s FY 2024/25 budget book for the 36th
consecutive year.
Assessed over $6.9 million from sales tax audits.
Transitioned to a new banking lockbox provider for over 140,000 city accounts (utilities, business license and alarm
permits).
Provided communications, outreach, and educational opportunities for the vendor community.

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DEPARTMENT SUMMARY | City Treasurer’s Office
FY 2025/26 OBJECTIVES
Encourage operational improvements to the City Treasurer's Office through implementation of robust technology and
development initiatives, and the encouragement and facilitation of professional employee improvement to enhance
customer services and sustainability.
• Provide sound financial advice to the City Council and city staff.
• Provide accurate and timely financial reporting in conformance with government accounting standards and other
applicable laws.
• Complete implementation of new Enterprise Resource Planning (ERP) system to modernize various financial systems and
enhance efficiencies and automation across treasury functions.
• Develop a balanced budget to address Council priorities, operational and capital needs in coordination with the City
Manager.
• Lead and collaborate with citywide departments in implementation of the Enterprise Resource Planning system to improve
efficiency, provide real-time insights, enhance collaboration and data security and improve decision-making.
• Monitor revenue trends, identify fiscal stress, and provide accurate and timely financial analysis, forecasting, and
reporting.
• Provide high quality and timely utility billing, collections, and regulatory licensing and passport services to the citizen of
Scottsdale.
• Begin selection process for enhanced customer information service platform that will streamline and improve customer
service for internal/external customers.
• Continue communications, outreach, and educational opportunities for the vendor community.
CHA•RTEImplement
D PERFORMthe
ANnew
CE MERP
EASsystem
URES related to e-Procurement and Inventory Tracking.
•

CHARTED PERFORMANCE MEASURES

Investment portfolio earnings rate

Number of consecutive years awarded
Certificate of Achievement for Excellence in
Reporting
Number ofFinancial
consecutive
years awarded
Certificate of Achievement
for Excellence in
Effectiveness
Financial Reporting

Number of Accounts Payable invoices
processed
Number of Accounts Payable invoices
processed
Effectiveness

Effectiveness

Effectiveness

Effectiveness

Number of consecutive years awarded the
Number of consecutive
years awarded
the
Distinguished
Budget Presentation
award
Distinguished Budget Presentation award
Efficiency
Efficiency

Total number of customer contacts
Total number of customer contacts

Purchased orders processed per FTE
Purchased orders processed per FTE

Investment portfolio earnings rate
Effectiveness

Workload
Workload

Efficiency
					
Efficiency
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Treasurer’s Office

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

106.50

105.50

108.00

2.50

% of city's FTEs

3.86 %
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

11,663,554

13,642,181

14,589,951

947,770

Grant Funds

15,251

0

0

0

Sewer Funds

986,127

1,019,448

1,061,378

41,930

Solid Waste Fund

1,020,617

1,002,905

1,067,202

64,297

Water Funds

1,157,951

1,387,609

1,096,406

-291,203

TOTAL BUDGET

14,843,500

17,052,143

17,814,937

762,794

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

10,562,729

12,332,887

12,833,976

501,089

Contractual Services

4,040,105

4,505,015

4,711,870

206,855

Commodities

185,777

214,241

250,991

36,750

Capital Outlays

54,890

0

18,100

18,100

14,843,500

17,052,143

17,814,937

762,794

0

0

0

0

14,843,500

17,052,143

17,814,937

762,794

EXPENDITURES BY TYPE

79&838%034)6%8-2+&9(+)8
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•

The net increase of 2.50 FTE is due to: the addition of 1) a Budget Intern (0.50 FTE); 2) an Assistant Budget Director
position (1.00 FTE) in the Budget Division; and 3) a Bid & Contract Analyst position (1.00 FTE) in Purchasing division
(General Fund).
The decrease in Water Funds is primarily due to reclassification of a Finance Director and an Accountant II from City
Treasurer's Office division (Water Funds) to Accounting Division (General Fund).
The increase in Personnel Services is due to: 1) the addition of 2.50 FTE; and 2) a FY 2025/26 pay for performance and
market adjustment applied to eligible employees (General Fund).
The increase in Contractual Services is due to: 1) funding for an annual financial reporting software subscription (General
Fund); 2) annual subscription costs for a utility billing system (Water Funds); 3) contractual renewal fee for an eprocurement system (General Fund); and 4) IT contractual support to implement an online business license software
platform (General Fund).

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Treasurer’s Office

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Boards/Commissions*

12

202

$6,807

0.10

TOTAL

12

202

$6,807

0.10

VOLUNTEER HOURS SUMMARY

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

					
			
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CITY TREASURER'S OFFICE
					

CITY TREAOFFICE
SURER -| S
ervTreasurer
ice Area
CITY TREASURER’S
City

STRATEGIC GOAL(S)

DESCRIPTION
The City Treasurer serves as the Chief Financial Officer of the city and manages the city’s financial affairs in accordance
with city charter and city code. The City Treasurer oversees the financial services divisions that receive and dispense all the
money of the city, develops fiscal year operating and capital improvement plan budgets, manages the city’s investments and
debt, and prepares monthly and annual financial statements.
SERVICES PROVIDED
•
•
•
•

Oversees the city’s Accounting, Budget, Business Services and Purchasing Divisions.
Provides financial information to City Council and city staff.
Oversees the city's investment portfolio.
Serves as staff liaison to the city’s Municipal Property Corporation, Community Facility Districts, and Budget Review
Commission.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•

Continued implementation of a new financial system providing city-wide efficiencies.
Ensured that all money of the city were received and dispensed as provided by law, including the management of debt and
investments in compliance with federal and state laws and city policies.
Provided financial projections and advice for the FY 2025/26 budget development process and collaborated with the City
Manager’s Office and executive leadership team on budget strategies to ensure critical services and infrastructure needs
are met.
Maintained the city’s AAA bond rating.
Completed a General Obligation bond sale for the Bond 2019 program and a Municipal Property Corporation Excise Tax
Revenue bond sale for sewer and water improvements.

FY 2025/26 OBJECTIVES
•
•
•

Encourage operational improvements to the City Treasurer Department through implementation of robust technology and
development initiatives, the encouragement and facilitation of professional employee improvement, to enhance customer
services and sustainability.
Provide sound financial advice to the City Council and city staff.
Continue to enhance the budget process and transparency in financial information.

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CITY TREASURER - Service Area

					

CITY TREASURER’S OFFICE | City Treasurer

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

5.00

5.00

3.00

-2.00

Full-time Equivalents (FTE)
% of city's FTEs

0.11 %

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

1,039,182

943,622

820,202

-123,420

Sewer Funds

726

5,371

0

-5,371

Water Funds

51,715

229,328

0

-229,328

TOTAL BUDGET

1,091,622

1,178,321

820,202

-358,119

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

916,978

1,014,988

774,747

-240,241

Contractual Services

168,530

160,663

42,887

-117,776

Commodities

6,114

2,670

2,568

-102

Capital Outlays

0

0

0

0

1,091,622

1,178,321

820,202

-358,119

0

0

0

0

1,091,622

1,178,321

820,202

-358,119

79&838%034)6%8-2+&9(+)8
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The decrease of 2.00 FTE is due to moving a Finance Director (1.00 FTE) and an Accountant II (1.00 FTE) to the
Accounting Division (Water Funds).
The decrease in Personnel Services is due to the reallocation of the 2.00 FTE (Water Funds).
The decrease in Contractual Services is due to reallocating finance-related expenses to the Accounting Division
(Water Funds).

					
			
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CITY TREASURER - Service Area

CITY TREASURER’S OFFICE | City Treasurer
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

AAA

AAA

AAA

3.20%

3.58%

3.52%

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

The Budget Review Commission (BRC) is governed by a board
consisting of citizens from the community selected and approved
by the City Council.

7

182

$6,133

0.09

The Municipal Property Corporation (MPC) Board is governed by a
board of directors consisting of citizens from the community
approved by the City Council.

5

20

$674

0.01

TOTAL

12

202

$6,807

0.10

PERFORMANCE MEASURES
EFFICIENCY
Bond Rating
EFFECTIVENESS
Investment portfolio earnings rate
Note: The earnings rate for invested cash

VOLUNTEER HOURS
BOARDS/COMMISSIONS*

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

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CITY TREASURER'S OFFICE
					

ACC| O
UNTING
CITY TREASURER’S OFFICE
Accounting

STRATEGIC GOAL(S)

DESCRIPTION
The Accounting Division maintains the financial integrity of the city through effective fiscal oversight. This is achieved by
implementing essential accounting policies, procedures, systems and fiscal controls for all general ledger activity to fairly and
accurately report financial information to stakeholders. Accounting provides training and guidance to staff regarding financial
controls, laws, policies and ensuring compliance with Generally Accepted Accounting Principles (GAAP). Accounting is also
responsible for producing the city's annual audited financial statements; including the annual comprehensive financial report
and oversees the city’s debt and investment portfolios. Additional support services include processing billings for amounts
owed to the city, and payments to vendors and employees.
SERVICES PROVIDED
•
•
•
•
•

Accounting develops and administers various financial, operating and internal control systems; provides financial
information to stakeholders; and serves as a consultant to division customers and City Council.
Payroll provides processing, production and distribution of employee pay statements and ensures that employees are paid
accurately and on time.
Accounts Payable processes payment transactions to vendors promptly and accurately.
Issues and manages debt program to finance capital improvement projects.
Oversees the city’s investment portfolio.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•

Received the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial
Reporting for the 52nd consecutive year.
Ensured compliance and reporting requirements were met for the American Recovery and Investment Act grant proceeds.
Bagan implementation of a new Enterprise Resource Planning system to modernize various financial systems and
enhance efficiencies and automation across treasury functions.
Received an unmodified opinion for an independent audit firm on the city's FY 2023/24 Annual Comprehensive Financial
Report.
Monitored and tracked the bond program spending and ensured compliance with applicable laws and city policies.
Processed employee and vendor payments accurately and timely.

FY 2025/26 OBJECTIVES
•
•
•
•

Provide accurate and timely financial reporting in conformance with government accounting standards and other
applicable laws.
Ensure accurate and timely payment of the city's employee and vendor payables.
Ensure the city receives the maximum yield on investments while protecting its principal.
Complete implementation of new Enterprise Resource Planning system to modernize various financial systems and
enhance efficiencies and automation across treasury functions.

					
			
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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
ACCOUNTING

CITY TREASURER’S OFFICE | Accounting
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

24.00

23.00

25.00

2.00

% of city's FTEs

0.89 %

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

4,469,087

5,185,375

5,703,539

518,164

TOTAL BUDGET

4,469,087

5,185,375

5,703,539

518,164

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

2,500,997

2,864,384

3,234,359

369,975

Contractual Services

1,949,821

2,306,026

2,456,107

150,081

Commodities

16,620

14,965

13,073

-1,892

Capital Outlays

1,649

0

0

0

4,469,087

5,185,375

5,703,539

518,164

0

0

0

0

4,469,087

5,185,375

5,703,539

518,164

79&838%034)6%8-2+&9(+)8
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The net increase of the 2.00 FTE is due to the reallocation of a Finance Director and an Accountant II from City Treasurer's
services area.
The increase in Personnel Services is due to: 1) the reallocation of 2.00 FTE; and 2) a FY 2025/26 pay for performance and
market adjustment applied to eligible employees.
The increase in Contractual Services is due to the finance-related expenses reallocation from the City Treasurer's service
area.

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ACCOUNTING

CITY TREASURER’S OFFICE | Accounting

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

51

52

53

46,904

47,760

48,000

68,850

70,500

71,000

EFFECTIVENESS
Number of consecutive years awarded Certificate of Achievement for
Excellence in Financial Reporting
Note: This certificate is presented by the Government Finance Officers Association (GFOA)
to governments whose annual comprehensive financial reports achieve the highest
standards in government accounting and financial reporting.

Number of Accounts Payable invoices processed
Note: City payment terms are 25 days from date of invoice.

Number of accurate and timely payroll disbursements

					
			
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CITY TREASURER'S OFFICE
					

DGET
CITY TREASURER’S OFFICEBU| Budget

STRATEGIC GOAL(S)

DESCRIPTION
The Budget Division coordinates with all departments and the Executive Leadership Team to develop, administer and monitor
the annual operating budget and capital improvement plan. The division ensures compliance with all budget related
requirements mandated in the Arizona Revised Statutes, City Charter, City Code and City Council adopted financial policies. The
division provides long-term financial planning for all funds and issues monthly budget to actual updates to the City Council. The
division provides budget-related assistance and analysis to the City Council and responds to citizen and stakeholder requests
related to the budget. The Budget Division also provides administrative and technical support to the Budget Review
Commission and its associated proceedings.
SERVICES PROVIDED
•
•
•
•
•
•
•

Provides reliable, accurate information in the preparation and monitoring of the annual operating and capital budgets.
Monitors operating and capital budgets to ensure compliance with financial policies and adopted appropriations.
Provides comprehensive financial planning, including long-range financial forecasting.
Provides monthly budget to actual reporting.
Provides citywide budget support to all departments.
Provides timely responses to inquiries from City Council, boards and commissions, citizens, media, city staff, etc.
Supports the proceedings of the newly formed Budget Review Commission.

•

Developed a balanced FY 2025/26 in partnership with the departments and Executive Leadership Team that complies with
legal requirements and with the city’s financial policies.
Received the GFOA Distinguished Budget Presentation Award for the city’s FY 2024/25 budget book for the 36th
consecutive year.
Assisted with the budgetary implications of a citywide reorganization carried out by the City Manager.
Provided support to the newly formed Budget Review Commission.
Collaborated with multiple citizen committees and commissions.
Collaborated in the development of the city’s Enterprise Resource Planning system which provides a centralized financial
data platform to increase productivity and optimize resource usage.
Provided budget support to all city departments and divisions.

FY 2024/25 ACHIEVEMENTS

•
•
•
•
•
•

FY 2025/26 OBJECTIVES
•
•
•
•
•
•
•
•
•

Develop a balanced budget to address City Council priorities, operational and capital needs in coordination with the City
Manager.
Lead and collaborate with citywide departments in the implementation of the Enterprise Resource Planning system to
improve efficiency, provide real-time insights, enhance collaboration and data security, and improve decision-making.
Lead the implementation of the Enterprise Performance Management module of the city’s new Enterprise Resource
Planning system.
Make continual improvements to the budget development process.
Monitor revenue trends, identify fiscal stress, and provide accurate and timely financial analysis, forecasting, and reporting.
Receive the Distinguished Budget Presentation Award from the Government Finance Officers Association.
Provide citywide budget support services to all departments.
Provide professional development to budget staff to create and maintain a high performing team.
Solicit, analyze, and implement feedback from departments to improve future budget development process.

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BUDGET

CITY TREASURER'S OFFICE

CITY TREASURER’S OFFICE | Budget

					

STAFF SUMMARY
Full-time Equivalents (FTE)

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

8.75

8.75

10.25

1.50

% of city's FTEs

0.37 %

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

843,237

1,420,900

1,546,546

125,646

TOTAL BUDGET

843,237

1,420,900

1,546,546

125,646

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

781,481

1,323,317

1,462,466

139,149

Contractual Services

59,793

96,867

79,314

-17,553

Commodities

104

716

716

0

Capital Outlays

1,859

0

4,050

4,050

843,237

1,420,900

1,546,546

125,646

0

0

0

0

843,237

1,420,900

1,546,546

125,646

79&838%034)6%8-2+&9(+)8
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase of 1.50 FTE is due to: the addition of 1) a Budget Intern (0.50 FTE); and 2) an Assistant Budget Director
position (1.00 FTE).
The increase in Personnel Services is due to 1) the addition of 1.50 FTE; and 2) a FY 2025/26 pay for performance and
market adjustment applied to eligible employees.
The decrease in Contractual Services is due to the elimination of one-time expense for the indirect cost allocation study.

					
			
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PERFORMANCE MEASURES

Table of Content
BUDGET

CITY TREASURER’S OFFICE | Budget
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

35

36

37

100%

100%

100%

In Compliance

In Compliance

In Compliance

Yes

Yes

Yes

EFFICIENCY
Number of consecutive years awarded the Distinguished Budget
Presentation award
Note: The GFOA's Distinguished Budget Presentation Award is given to over 1,600
governments that prepare budget documents of the highest quality. These documents
reflect the guidelines established by the National Advisory Council on State and Local
Budgeting and the GFOA's best practices on budgeting.

Ensure compliance with the charter-imposed deadline by providing the
monthly financial update to City Council and posting it to the city's website
Note: The Scottsdale City Charter requires financial results be provided by the 15th
business day.

Produce a balanced five-year financial plan of sources and uses that
complies with the city's adopted financial policies
Note: The budget shall be considered balanced if all sources of funding (including the
undesignated, unreserved fund balance), as estimated, are equal to, or exceed, the total
amount proposed to be used in the operating budget for the current fiscal year, by fund.

EFFECTIVENESS
Budget meets or exceeds all Government Finance Officers Association
(GFOA) requirements and reporting excellence benchmarks
Note: The GFOA established the Distinguished Budget Presentation Award Program to
encourage and assist state and local governments to prepare budget documents of the very
highest quality that reflect both the guidelines established by the National Advisory Council on
State and Local Budgeting and the GFOA's best practices on budgeting and then to recognize
individual governments that succeed in achieving that goal.

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CITY TREASURER'S OFFICE
					

BUSI|NBusiness
ESS SERServices
VICES
CITY TREASURER’S OFFICE

STRATEGIC GOAL(S)

DESCRIPTION
The Business Services Division provides timely and accurate utility billing, business licensing, alarm permitting, revenue
recovery, remittance processing, and tax auditing services critical toward receiving fees due to the city in conformance with
federal, state, and municipal codes. The division also serves as the city cashier and as a Certified Passport Acceptance facility.
SERVICES PROVIDED
Utility Billing provides timely and accurate billing, setup and related processing of water, water reclamation and solid waste
services.
• Business Licensing oversees the billing, record maintenance, setup, fingerprinting and related processing for regulatory,
and business licensing. In addition, Business Licensing provides passport application processing services.
• Revenue Recovery collects delinquent revenue owed to the city for utility bills, alarm permitting, licensing fees, and all
other city departments/divisions, excluding the City Court and Library.
• Remittance Processing processes payments for utilities, licenses and permits, airport registration/fuel/fees, parking
violations, alarm activations, and citywide donations. Remittance Processing manages the department record retention
schedule, alarm permitting, as well as cashiering services to customers.
• Tax Audit promotes accurate sales and use tax self-assessments by taxpayers through education programs; provides
guidance in tax code interpretations; and evaluates local economic strength through analysis of sales, use and bed tax
collections.
FY 2024/25 ACHIEVEMENTS
•

•
•
•
•
•

Assessed over $6.9 million from sales tax audits.
Canvassed over 15,200 businesses by business license inspectors.
Renewed and/or processed 3,009 short-term rental licenses.
Transitioned to a new banking lockbox provider for over 140,000 city accounts (utilities, business license and alarm
permits).
Established Debt Set Off program in partnership with ADOR to assist in the recovery of over $4,500 delinquent, previously
uncollectible utility debt.

FY 2025/26 OBJECTIVES
•
•
•
•
•

Provide high quality and timely utility billing, collections, and regulatory licensing and passport services to the citizens of
Scottsdale.
Support the short-term rental licensing requirements implemented by council ordinance.
Explore new avenues for audit selection to enhance taxpayer compliance.
Begin selection process for enhanced customer information service platform that will streamline and improve customer
service for internal/external customers.
Execute smooth transition to new cashier system to enhance service delivery.

					
			
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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
BUSINESS SERVICES

CITY TREASURER’S OFFICE | Business Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

45.75

45.75

45.75

0.00

% of city's FTEs

1.64 %

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

2,803,126

3,316,006

3,573,200

257,194

Grant Funds

15,251

0

0

0

Sewer Funds

985,401

1,014,077

1,061,378

47,301

Solid Waste Fund

1,020,617

1,002,905

1,067,202

64,297

Water Funds

1,106,236

1,158,281

1,096,406

-61,875

TOTAL BUDGET

5,930,631

6,491,269

6,798,186

306,917

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

4,326,671

4,812,567

4,961,931

149,364

Contractual Services

1,497,483

1,639,041

1,752,363

113,322

Commodities

69,381

39,661

71,892

32,231

Capital Outlays

37,095

0

12,000

12,000

5,930,631

6,491,269

6,798,186

306,917

0

0

0

0

5,930,631

6,491,269

6,798,186

306,917

79&838%034)6%8-2+&9(+)8
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•

The increase in Personnel Services is primarily due to a FY 2025/26 pay for performance and market adjustment applied
to eligible employees (General Fund, Water Funds).
The increase in Contractual Services is due to: funding for 1) annual subscription costs for a utility billing system (Water
Funds); and 2) third party IT support to implement an online business license software platform (General Fund).

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Table of Content
BUSINESS SERVICES

CITY TREASURER’S OFFICE | Business Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

Number of licenses processed per full-time equivalent employee

3,438

2,760

2,800

Total number of manual remittance payments processed per full-time
equivalent employee

7,712

7,316

7,400

126,983

132,620

140,000

0.08%

0.04%

0.03%

PERFORMANCE MEASURES
WORKLOAD

Total number of customer contacts
Note: As of FY 2024/25, customer contacts include requests from the online Utility Billing
portal as requested directly by utility customers.

EFFECTIVENESS
Write-offs as a percentage of total revenue collected
Note: Annual write-offs, per updated AR269, now only include utilities, alarm permitting,
licensing and parking citations all other areas moved to as needed throughout the fiscal
year once Revenue Recovery has attempted to collect on the department's behalf.

					
			
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CITY TREASURER'S OFFICE
							

PUR| C
HASING
CITY TREASURER’S OFFICE
Purchasing

STRATEGIC GOAL(S)

DESCRIPTION
The Purchasing Division has four areas of operation: Purchasing Services, Warehouse, Graphics/Printing and Mail Services.
Purchasing Services supports citywide projects and programs by procuring goods and services through administrative efforts
centered around customer service, cost avoidance and compliance. The Warehouse maintains an inventory of commonly used
goods, manages surplus property and is the centralized receiving location. Graphics/Printing provides a variety of services to
assist other city departments with graphic design, document print production as well as by creating posters, banners and other
signage. Mail Services delivers interoffice mail and external postal items, processes all outgoing mail items and consults with
other city departments to ensure the most cost-effective shipping rates are applied.
SERVICES PROVIDED

•

Prepares and administers competitive quotes, solicitations, bids, proposals, purchase orders and contracts for goods,
services, and construction.
Provides training for contract administration.
Plans, orders, receives, dispenses and delivers inventory supply items.
Provides central receiving services including internal deliveries.
Administers the city's disposition process for excess or surplus property.
Manages in-house production and outsourcing of graphic design and printing projects as well as supporting the Business
Services Division by printing, processing and mailing city utility bills, statements and tax forms.
Processes all U.S. Mail and interoffice mail including citywide delivery.

•
•
•
•
•

Received the Achievement of Excellence in Procurement Award.
Collected and analyzed feedback from vending community.
Provided communications, outreach, and educational opportunities for the vendor community.
Processed and delivered all incoming and outgoing mail in a timely manner to ensure accurate and efficient distribution.
Completed and delivered all print requests in a timely manner to support the operational needs of city departments.

•
•
•
•

Conduct an assessment of the contract administrator guidelines and revise based upon updated procedures.
Continue communications, outreach, and educational opportunities for the vendor community.
Implement the new ERP related to e-Procurement and inventory tracking.
Process purchase orders and vendor payments in a timely and accurate manner to support the operational needs of all
city departments.
Develop strong partnerships with the business and contracting community by participating in outreach events.
Submit and receive the Achievement of Excellence in Procurement Award.

•
•
•
•
•
•

FY 2024/25 ACHIEVEMENTS

FY 2025/26 OBJECTIVES

•
•

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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
PURCHASING

CITY TREASURER’S OFFICE | Purchasing
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

23.00

23.00

24.00

1.00

% of city's FTEs

0.86 %

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

2,508,923

2,776,278

2,946,464

170,186

TOTAL BUDGET

2,508,923

2,776,278

2,946,464

170,186

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

2,036,602

2,317,631

2,400,473

82,842

Contractual Services

364,477

302,418

381,199

78,781

Commodities

93,557

156,229

162,742

6,513

Capital Outlays

14,287

0

2,050

2,050

2,508,923

2,776,278

2,946,464

170,186

0

0

0

0

2,508,923

2,776,278

2,946,464

170,186

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 the addition of a Bid and Contract Analyst position.
The increase in Personnel Services is due to: 1) the addition of 1.00 FTE; and 2) a FY 2025/26 pay for performance and
market adjustment applied for eligible employees.
The increase in Contractual Services is due to funding for the annual renewal fee for an E-procurement system.

					
			
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Table of Content
PURCHASING

CITY TREASURER’S OFFICE | Purchasing
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

Award
Received

Award
Received

Award
Received

4,427/8,992

4,484/8,536

4,500/8,500

975,635

941,428

942,000

3

3

1

1,390

1,468

1,480

430

400

425

Awarded contracts

459

433

400

Warehouse Inventory Turnover Rate

1.67

1.39

1.40

PERFORMANCE MEASURES
EFFECTIVENESS
Submit application and receive award for the Achievement of Excellence in
Procurement from the National Procurement Institute
Warehouse receipts versus inventory issuance
Number of pieces of mail processed
Number of outreach events for the local business and contracting
community.
Note: The intent is to develop strong partnerships with the business and contracting
communities while reaching out to small businesses and historically under-utilized
businesses.

Number of reprographic print jobs processed
EFFICIENCY
Purchased orders processed per FTE
Note: the number of purchase orders processed divided by the number of direct
Procurement full-time equivalent (FTE).

Note: This measure represents how often the average on-hand inventory investment turns
over in a 12-month period.

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DEPARTMENT SUMMARY | City Court
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DEPARTMENT SUMMARY | City Court
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118		

CITY COURT

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Court

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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Court

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120		

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DEPARTMENT SUMMARY | City Court
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121

CITY COURT

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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | City Court
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DEPARTMENT SUMMARY

CITY COURT

DEPARTMENT SUMMARY | City Court
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FY 2025/26 Adopted Budget

124						
		

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DEPARTMENT SUMMARY | Enterprise Operations
ENTERPRISE OPERATIONS
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

AVIATION

3,126,430

3,343,715

3,607,894

264,179

MCCORMICK-STILLMAN RAILROAD PARK

4,440,843

3,970,412

4,570,329

599,917

SCOTTSDALE STADIUM

2,419,150

3,517,054

3,959,440

442,386

TOURISM AND EVENTS

29,227,695

27,918,585

30,242,096

2,323,511

WESTWORLD

6,822,771

7,932,650

8,141,151

208,501

TOTAL BUDGET

46,036,888

46,682,416

50,520,910

3,838,494

					
			
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JOB TITLE

DEPARTMENT SUMMARY | Enterprise Operations
TOTAL
FTE JOB TITLE

TOTAL
FTE

ADMINISTRATIVE ASSISTANT SR

2.00 WESTWORLD BUSINESS & CONT MGR

1.00

AIRPORT MAINTENANCE TECHNICIAN

1.00 WESTWORLD CUSTOMER SERVICE REP

2.00

AIRPORT OPERATIONS SUPERVISOR

1.00 WESTWORLD EVENTS DIRECTOR

1.00

AIRPORT OPERATIONS TECH

4.00 WESTWORLD FACILITIES MANAGER

2.00

AIRPORT OPERATIONS TECH SENIOR

4.00 WESTWORLD GENERAL MANAGER

1.00

ASSISTANT AVIATION DIRECTOR

1.00 WESTWORLD INTERN

1.00

AVIATION DIRECTOR

1.00 WESTWORLD MAINT FOREMAN - CDL

4.00

AVIATION OPERATIONS DIRECTOR

1.00 WESTWORLD MAINT WRKR I - CDL

4.00

AVIATION PLAN & OUTREACH COORD

1.00 WESTWORLD MAINT WRKR II - CDL

5.00

COMMUNITY SVCS OPERATIONS SUPV

3.00 WESTWORLD MAINT WRKR III - CDL

6.00

EVENT COORDINATOR

1.00 TOTAL

EVENTS MANAGER

1.00

INTERN

1.17

MAINTENANCE TECH SPORTS FIELDS

2.00

MAINTENANCE WORKER I

4.00

MAINTENANCE WORKER II

8.00

MANAGEMENT ANALYST

2.00

MANAGEMENT ANALYST SENIOR

1.00

MARKETING PROGRAM MGR

1.00

OLD TOWN SPECIALIST

1.00

PARKS & RECREATION MANAGER

1.00

PARKS MAINTENANCE FOREMAN

1.00

RAILROAD ENG&CAROUSEL CREW CHF

3.00

RAILROAD ENG&CAROUSEL MECHANIC

1.00

RECREATION LEADER I

3.14

RECREATION LEADER II

23.35

RECREATION LEADER SENIOR

4.00

STADIUM EVENTS COORDINATOR

1.00

STADIUM OPS & EVENTS SUPV

1.00

TOURISM AND EVENTS DIRECTOR

1.00

TOURISM DEVELOPMENT MANAGER

1.00

WESTWORLD ASST GENERAL MANAGER

1.00

126		

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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Enterprise Operations

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Enterprise Operations

STRATEGIC GOAL(S)

DESCRIPTION
The Enterprise Operations Department consists of five divisions: 1) Aviation, 2) McCormick-Stillman Railroad Park, 3)
Scottsdale Stadium, 4) Tourism and Events, and 5) WestWorld. The department’s mission is to collaborate across divisions to
develop new strategic approaches to funding utilization, financial business relations, performance metrics, operating and
capital planning budgets, and to identify opportunities for operational synergies and revenue growth.
SERVICES PROVIDED
•

•

•

•

•

Aviation – The Aviation Division is comprised of two major programs: Airport Operations and Administration. Airport
Operations is responsible for the day-to-day operations, safety, security, and maintenance of the Scottsdale Airport. The
Administration program carries out the financial business relations, aeronautical business permitting, capital project
planning, marketing, and community outreach functions for the Aviation Enterprise Fund.
McCormick-Stillman Railroad Park (MSRP) – The 30-acre specialty railroad park opened to the public in 1975 and has
been one of the most popular local and tourist destination theme parks in the state. MSRP operates a fully functional
railroad with scale steam and diesel locomotives, riding cars, a one-mile track, and a railroad operations program that
includes heavy equipment, a machine shop, and a variety of specialty functions unique to trains and railroad
management. Other park points of interest include a vintage 1950s Allan Herschell carousel, a 10,000 square foot model
railroad building, historic railcars and depots, a railroad museum, and opening Summer of 2025 – a splash pad and a
10,000 square foot Roundhouse indoor play facility.
Scottsdale Stadium – Scottsdale Stadium encompasses both operations and maintenance at Scottsdale Stadium and
Indian School Park Professional Baseball activity. Stadium operations is responsible for coordinating and executing public
and privately hosted events within the newly renovated multi-use facilities such as the Fieldhouse, Banyan Room, Press
Level, Charro Lodge, and playing surfaces. The maintenance and operations teams support the San Francisco Giants
Spring Training season and Scottsdale’s tourism through hosting events. Indian School Park Professional Baseball hosts
several professional baseball spring training activities, as well as youth and adult tournaments throughout the year, and
consists of 4.5 fields and a clubhouse.
Tourism and Events – The Tourism and Events Division supports the economic vitality and unique lifestyle of Scottsdale
by marketing and promoting arts and culture, Old Town, events and tourism. The division provides services, support, and
funding for the development of tourism-related capital projects, events and event development, destination marketing,
promotion, and research.
WestWorld – WestWorld is a year-round, premier event facility with significant indoor and outdoor infrastructure size and
flexibility for both equestrian and non-equestrian events production. Services and events include consumer and car
shows, concerts, festivals, sporting events at the polo field and at Bell 94 and Reata sports complexes, equestrian feed
and bedding store, recreational vehicle parking, and a full banquet facility with catering services.

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DEPARTMENT SUMMARY | Enterprise Operations

FY 2024/25 ACHIEVEMENTS
Kicked off McCormick-Stillman Railroad Park's 50th anniversary year, 2025, with a new event named Noon Years Eve with
an estimated 1,500 event attendees.
• Commenced construction on the 10,000 square foot Roundhouse indoor play facility and splash pad projects at
McCormick-Stillman Railroad Park.
• Completed renovation of the left field berm at Scottsdale Stadium, resulting in creation of an event space in left field,
complete with a large bathroom complex and multiple storage areas underneath.
• Increased Spring Training attendance to its highest level since 2019, with nearly 140,000 fans entering the gates of
Scottsdale Stadium in February and March of 2025.
• Welcomed Boise State and Rutgers at Indian School Park for their Fiesta Bowl and Guaranteed Rate Bowl practices, and
continued to host Spring Training activities for the LG Twins from South Korea and Los Angeles Angels, in addition to
numerous community baseball reservations throughout the year.
• Kicked off the Airport Master Plan (AMP) and completed the first two major sections of the AMP, along with two interactive
planning committees and public workshops.
• Received an award, at Scottsdale Airport and in partnership with NetJets and Jet Aviation, for the 2025 Airport Business
Projects of the Year for the construction of Netjets’ new executive terminal and large aircraft storage and maintenance
hangar. This new facility replaced multiple aging, small aircraft hangar and shade parking spots that were over 30 years old
and included over $24 million investment to the city-owned airport property, which is leased to Jet Aviation.
• Generated an estimated $3.5 million, through Tourism and Event funding support programs, in regional, national, and
international advertising value and attracted over 690,000 event attendees.
• Positioned Scottsdale as the 2025 Arizona Travel Award winner for best statewide community event for Scottsdazzle, best
big market destination marketing campaign for June Days, and best big market under the radar activity for the Arizona
Indigenous Culinary Experience.
• Hosted WestWorld's second Barrett-Jackson Car Auction in October 2024.
FY 2025/26 OBJECTIVES
•

•
•
•
•
•
•
•
•

Celebrate the grand openings of the new 10,000 square foot Roundhouse indoor play facility and the adjacent splash pad.
Continue McCormick-Stillman Railroad Park’s 50th Anniversary celebration through a series of yearlong events and
activities.
Reconstruct the Gate 1 taxilane and by-pass taxilane at Scottsdale Airport. These taxilanes need to be reconstructed to
extend the useful life of pavement and enhance the overall safety and efficiency of the airfield.
Replace and upgrade Stadium seating bowl sound.
Continue updating the Airport Master Plan (AMP), anticipated to be completed the Spring of 2026. The AMP is an inventory
of existing conditions, forecasts future activity, and recommends airside and landside capital improvements over a 20-year
planning period.
Continue implementation of the five-year Tourism and Events strategic plan in collaboration with city departments,
contracted destination marketing organization, and other stakeholders.
Explore opportunities to better support Old Town districts, including improving liaison communications with businesses
and property owners.
Develop a new WestWorld strategic plan.

					
			
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DEPARTMENT SUMMARY | Enterprise Operations

CHARTED PERFORMANCE MEASURES

Annual aircraft operations performed under
Instrument Flight Rules (IFR)

Through bed-tax event funding program,
generate direct regional, national or international
advertising/marketing value (in millions)

Number of special events at WestWorld
(excludes equestrian events)

Effectiveness

Effectiveness

Workload

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Enterprise Operations

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

102.47

101.70

109.66

7.96

% of city's FTEs

3.92%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Aviation Fund

3,126,430

3,343,715

3,607,894

264,179

General Fund

15,236,725

15,065,688

15,655,532

589,844

Special Programs Fund

3,948,130

4,754,881

4,327,288

-427,593

Stadium Facility Fund

1,006,225

1,654,006

2,660,770

1,006,764

Tourism Development Fund

22,719,377

21,864,126

24,269,426

2,405,300

TOTAL BUDGET

46,036,888

46,682,416

50,520,910

3,838,494

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

9,251,526

10,110,905

11,360,143

1,249,238

Contractual Services

34,083,066

33,353,617

35,903,405

2,549,788

Commodities

2,257,724

1,765,701

1,989,632

223,931

Capital Outlays

444,573

1,452,193

1,267,730

-184,463

46,036,888

46,682,416

50,520,910

3,838,494

0

0

0

0

46,036,888

46,682,416

50,520,910

3,838,494

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

See the Budget Notes and Significant Changes in the Division Summaries for: 1) Aviation; 2) McCormick-Stillman Railroad
Park; 3) Scottsdale Stadium; 4) Tourism and Events; and 5) WestWorld for an explanation related to the Enterprise
Operations changes in FY 2025/26 compared to FY 2024/25.

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Enterprise Operations

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Boards/Commissions*

14

143

$4,826

0.07

Volunteers

15

19,111

$644,041

9.19

TOTAL

29

19,254

$648,867

9.26

VOLUNTEER HOURS SUMMARY

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

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ENTERPRISE OPERATIONS
				

AV|IA
TION
ENTERPRISE OPERATIONS
Aviation

STRATEGIC GOAL(S)

DESCRIPTION
The Aviation Division provides a safe, secure, and efficient operating environment for the airport users and tenants. Aviation is
comprised of two major programs: Airport Operations and Airport Administration. The Aviation Division receives grants from
the Federal Aviation Administration (FAA) and the State of Arizona (ADOT). As mandated by FAA grant assurance No. 25
(Airport Revenues), all revenues generated at the airport and any local taxes on aviation fuel can only be used for operating or
capital costs of the airport.
SERVICES PROVIDED
•

Airport operations is responsible for the day-to-day operations, safety, security, and maintenance of the Scottsdale Airport.
Airport administration carries out the financial business relations, contract, lease and license agreements, airport tenant
relations, aeronautical business permitting, capital project planning, marketing, and community outreach functions.

FY 2024/25 ACHIEVEMENTS
•
•
•

Kicked off the Airport Master Plan (AMP) and completed the first two major sections of the AMP, along with two interactive
planning committees and public workshops.
Received approval for over $4 million in grants from the Federal Aviation Administration (FAA) and State of Arizona to
design and reconstruct taxiways and taxilanes at the airport. Additionally, the airport will be using these funds to repair
and replace important aircraft and vehicle access gates across the field which are approximately 20+ years old.
Received an award, at Scottsdale Airport and in partnership with NetJets and Jet Aviation, for the 2025 Airport Business
Projects of the Year for the construction of Netjets’ new executive terminal and large aircraft storage and maintenance
hangar. This new facility replaced multiple aging, small aircraft hangar and shade parking spots that were over 30 years
old and included over $24 million investment to the city-owned airport property, which is leased to Jet Aviation.

FY 2025/26 OBJECTIVES
•
•
•
•

Reconstruct the Gate 1 taxilane and by-pass taxilane at Scottsdale Airport. These taxilanes need to be reconstructed to
extend the useful life of pavement and enhance the overall safety and efficiency of the airfield.
Replace and/or repair six aircraft and three vehicle gates. As part of the same project, the existing operators on the vehicle
gates will be upgraded and full replacement of two aircraft gates will take place. The existing gates are 20+ years old.
Continue updating the Airport Master Plan (AMP), anticipated to be completed the Spring of 2026. The AMP is an inventory
of existing conditions, forecasts future activity, and recommends airside and landside capital improvements over a 20-year
planning period.
Continue compliance with Federal Aviation Administration (FAA) standards and grant assurances.

					
			
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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
AVIATION

ENTERPRISE OPERATIONS | Aviation
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

15.47

15.48

15.48

0.00

% of city's FTEs

0.55%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Aviation Fund

3,126,430

3,343,715

3,607,894

264,179

TOTAL BUDGET

3,126,430

3,343,715

3,607,894

264,179

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,783,021

1,767,397

1,831,133

63,736

Contractual Services

1,294,204

1,454,325

1,696,461

242,136

Commodities

48,805

58,800

68,300

9,500

Capital Outlays

400

63,193

12,000

-51,193

3,126,430

3,343,715

3,607,894

264,179

0

0

0

0

3,126,430

3,343,715

3,607,894

264,179

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees.
The increase in Contractual Services is due to cost increases for intergovernmental payments to the U.S. Customs and
Border Patrol to inspect and clear aircraft when they arrive from destinations outside of the United States.
The decrease in Capital Outlays is due to the completion of a one-time FY 2024/25 expenditure to purchase computer
equipment utilized by the U.S. Customs and Border Patrol.

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AVIATION

ENTERPRISE OPERATIONS

ENTERPRISE OPERATIONS | Aviation

				

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

62,600

65,142

60,900

2,021

2,250

1,965

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

The Airport Advisory Commission consists of seven members who
assist staff and advise the City Council on aviation related issues,
including: 1) maintenance and operations of the airport; 2) rules,
regulations, and minimum operating standards; 3) the effects of
airport operations and projects on the environment; 4) proposed
development; 5) aviation related fees; 6) leases; 7) land use
policies; 8) the future role of the airport; and 9) safety matters.

7

53

$1,793

0.03

TOTAL

7

53

$1,793

0.03

PERFORMANCE MEASURES
EFFECTIVENESS
Annual aircraft operations performed under Instrument Flight Rules (IFR)
Note: This measure of aircraft operations depicts transient/corporate aircraft activity.

WORKLOAD
Annual number of U.S. Customs aircraft inspections
Note: This measure tracks the number of aircraft arrivals cleared by U.S. Customs each
year.

VOLUNTEER HOURS
BOARDS/COMMISSIONS*

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

					
			
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ENTERPRISE OPERATIONS ENTERPRISE OPERATIONS
MCC| O
RMICK-STILLMAN R
AILROAPark
D
		
McCormick-Stillman
Railroad
PARK

STRATEGIC GOAL(S)

DESCRIPTION
McCormick-Stillman Railroad Park (MSRP) is a 30-acre specialty railroad park that opened to the public in 1975 and has been
one of the most popular local and tourist destination theme parks in the state.
SERVICES PROVIDED
•

MSRP operates a fully functional railroad with scale steam and diesel locomotives, riding cars, a one-mile track, and a
railroad operations program that includes heavy equipment, a machine shop, and a variety of specialty functions unique to
trains and railroad management. Other park points of interest include a vintage 1950s Allan Herschell carousel, a 10,000
square foot model railroad building, historic railcars and depots, a railroad museum, and opening Summer of 2025 – a
splash pad and a 10,000 square foot Roundhouse indoor play facility.

FY 2024/25 ACHIEVEMENTS
•
•
•
•

Kicked off McCormick-Stillman Railroad Park's 50th anniversary year, 2025, with a new event named Noon Years Eve with
an estimated 1,500 event attendees.
Opened a new outdoor playground in January 2025.
Rehabilitated Steam Engine #11 and put back on the tracks.
Commenced construction on the 10,000 square foot Roundhouse indoor play facility and splash pad projects at
McCormick-Stillman Railroad Park.

FY 2025/26 OBJECTIVES
•
•
•
•
•

Celebrate the grand openings of the new 10,000 square foot Roundhouse indoor play facility and the adjacent splash pad.
Continue McCormick-Stillman Railroad Park’s 50th Anniversary celebration through a series of yearlong events and
activities.
Develop engaging, train-themed programs in the park, featuring interactive learning and activities tailored for children ages
10 and younger.
Reintroduce train-themed birthday party packages as part of the park’s offerings.
Develop a three-year strategic plan for the park.

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MCCORMICK-STILLMAN RAILROAD
ENTERPRISE OPERATIONS | McCormick-Stillman Railroad
PAPark
RK

STAFF SUMMARY
Full-time Equivalents (FTE)

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

30.38

30.59

37.59

7.00

% of city's FTEs

1.34%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

544,118

621,644

699,160

77,516

Special Programs Fund

3,896,725

3,348,768

3,871,169

522,401

TOTAL BUDGET

4,440,843

3,970,412

4,570,329

599,917

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

2,125,389

2,488,551

2,978,371

489,820

Contractual Services

1,761,447

896,075

904,379

8,304

Commodities

552,082

585,786

687,579

101,793

Capital Outlays

1,925

0

0

0

4,440,843

3,970,412

4,570,329

599,917

0

0

0

0

4,440,843

3,970,412

4,570,329

599,917

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase of 7.00 FTE is due to staffing the new Roundhouse indoor play facility (Special Programs Fund).
The increase in Personnel Services is primarily due to: 1) the addition of 7.00 FTE (Special Programs Fund); and 2) a FY
2025/26 pay for performance and market adjustments applied to eligible employees (General Fund, Special Programs
Fund).
The increase in Commodities is primarily due to food purchased for resale and supplies to operate the park and the new
Roundhouse amenities (Special Programs Fund).

					
			
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MCCORMICK-STILLMAN RAILROAD
ENTERPRISE OPERATIONS | McCormick-Stillman Railroad
PAPark
RK
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

Annual train riders

439,522

443,956

500,000

Annual carousel riders

302,168

297,859

342,000

Holiday Lights special events attendance

46,432

48,000

48,000

Spook-Trac-Ula special event attendance

22,300

23,000

25,000

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Model Train Clubs

7

18,600

$626,820

8.94

Park Volunteers

7

311

$10,481

0.15

TOTAL

14

18,911

$637,301

9.09

PERFORMANCE MEASURES
WORKLOAD

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

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ENTERPRISE OPERATIONS

SCOT|TScottsdale
SDALE STA
DIUM
ENTERPRISE OPERATIONS
Stadium

STRATEGIC GOAL(S)

DESCRIPTION
Scottsdale Stadium encompasses both operations and maintenance at Scottsdale Stadium and Indian School Park
Professional Baseball activity.
SERVICES PROVIDED
•

Stadium operations is responsible for coordinating and executing public and privately hosted events within the newly
renovated multi-use facilities, such as The Fieldhouse, Banyan Room, Press Level, Charro Lodge, and playing surfaces. The
maintenance and operations teams support the San Francisco Giants Spring Training season and Scottsdale’s tourism
through hosting events. Indian School Park professional baseball hosts several professional baseball spring training
activities, as well as youth and adult tournaments throughout the year, and consists of 4.5 fields and a clubhouse.

FY 2024/25 ACHIEVEMENTS
•
•
•
•

Completed renovation of the left field berm at Scottsdale Stadium, resulting in creation of an event space in left field,
complete with a large bathroom complex and multiple storage areas underneath.
Increased Spring Training attendance to its highest level since 2019, with nearly 140,000 fans entering the gates of
Scottsdale Stadium in February and March of 2025.
Welcomed many new and unique events at Scottsdale Stadium, highlighted by the nearly 7,000 person Mercantile Marker
Fest in October 2024.
Welcomed Boise State and Rutgers at Indian School Park for their Fiesta Bowl and Guaranteed Rate Bowl practices, and
continued to host Spring Training activities for the LG Twins from South Korea and Los Angeles Angels, in addition to
numerous community baseball reservations throughout the year.

FY 2025/26 OBJECTIVES
•
•
•

Replace and upgrade Stadium seating bowl sound.
Continue to enhance strategic marketing effort by capturing quality video and still photography of events that reflect
Scottsdale Stadium’s ability to host events and incorporate captured content on website and other marketing platforms.
Create new event activations of left field day park and benchmark and implement appropriate pilot fee of new space for
event rental.

					
			
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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
SCOTTSDALE STADIUM

ENTERPRISE OPERATIONS | Scottsdale Stadium
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

16.92

17.94

17.90

-0.04

% of city's FTEs

0.64%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

1,412,519

1,657,935

993,557

-664,378

Special Programs Fund

405

205,113

305,113

100,000

Stadium Facility Fund

1,006,225

1,654,006

2,660,770

1,006,764

TOTAL BUDGET

2,419,150

3,517,054

3,959,440

442,386

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,187,061

1,434,987

1,502,150

67,163

Contractual Services

818,076

834,232

1,052,808

218,576

Commodities

284,667

197,835

254,482

56,647

Capital Outlays

129,346

1,050,000

1,150,000

100,000

SUBTOTAL OPERATING BUDGET

2,419,150

3,517,054

3,959,440

442,386

0

0

0

0

2,419,150

3,517,054

3,959,440

442,386

Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•
•

The decrease of 0.04 FTE is due to a change in city reporting structure carried out during FY 2024/25 (General Fund).
The decrease in General Fund is due to moving all direct Scottsdale Stadium expenses to be funded by the Stadium Facility
Fund. General Fund supports non-stadium professional baseball related activities.
The increase in Personnel Services is primarily due to FY 2025/26 pay for performance and market adjustments for
eligible employees (Stadium Facility Fund).
The increase in Contractual Services is primarily due to: 1) the purchase and installation of trees and grading and drainage
design for the Silverado Golf Course (Special Programs Fund); and 2) increased costs of custodial services to support
events (Stadium Facility Fund).
The increase in Capital Outlays is due one-time funding for the Stadium Sound Replacement and Upgrade project (Stadium
Facility Fund).

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SCOTTSDALE STADIUM

ENTERPRISE OPERATIONS | Scottsdale Stadium

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

0.0

5.0

5.0

N/A

N/A

75%

N/A

N/A

75%

EFFECTIVENESS
Maintain an overall customer overall satisfaction rating of 4.5 (out of 5) or
higher across all post-event surveys.
Note: This was a new measure for FY 2024/25. Received a 5.0 rating from 17 event
planners in FY 2024/25.

Ensure 75 percent or more of brand-aligned events contribute to net
positive revenue.
Note: This is a new measure for FY 2025/26.

WORKLOAD
Ensure 75 percent or more of privately hosted events at Scottsdale Stadium
meet brand alignment criteria.
Note: This is a new measure for FY 2025/26.

					
			
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ENTERPRISE OPERATIONS
		

TOUR
ISM ANDand
EVE
NTS
ENTERPRISE OPERATIONS
| Tourism
Events

STRATEGIC GOAL(S)

DESCRIPTION
The Tourism and Events Division supports the economic vitality and unique lifestyle of Scottsdale by marketing and promoting
arts and culture, Old Town, events and tourism. The division provides services, support, and funding for the development of
tourism-related capital projects, events and event development, destination marketing, and promotion as well as research. It
manages the public special event process and, through contracts, serves as the steward for the municipal collection of public
art, and cultural programming (Scottsdale Arts) as well as the marketing and promotion of Scottsdale as a premier visitor
destination (Experience Scottsdale).
SERVICES PROVIDED
•
•
•
•
•
•
•

Supports the Tourism Development Commission in administration/implementation of the city’s tourism program.
Supports events by assisting, coordinating and guiding customers through the city’s event funding application and
requirements process.
Assists, coordinates and guides customers through special event and directional banner applications, requirements and
permitting processes.
Informs, engages and collaborates with downtown businesses and property owners on city maintenance and activities
within Old Town as well as special events, promotions and programs.
Creates advertising and markets Old Town Scottsdale as a destination for locals and visitors.
Collaborates on the creation and implementation of the city's annual Destination Marketing Plan.
Supports and manages contracts with Scottsdale Arts and Scottsdale’s Museum of the West.

FY 2024/25 ACHIEVEMENTS
•
•
•

Generated an estimated $3.5 million, through Tourism and Event funding support programs, in regional, national, and
international advertising value and attracted over 690,000 event attendees.
Positioned Scottsdale as the 2025 Arizona Travel Award winner for best statewide community event for Scottsdazzle, best
big market destination marketing campaign for June Days, and best big market under the radar activity for the Arizona
Indigenous Culinary Experience.
Implemented a strategic, targeted and diversified approach to encourage local residents and visitors to explore Old Town
Scottsdale. Seven multi-media marketing campaigns were implemented, including driving consumers to a dedicated
commercial for the 5th Ave and Historic Old Town districts, as well as the recently refreshed OldTownScottsdaleAZ.com
website.

FY 2025/26 OBJECTIVES
•
•
•
•

Continue implementation of the five-year Tourism and Events strategic plan in collaboration with city departments,
contracted destination marketing organization, and other stakeholders.
Explore opportunities to better support Old Town districts, including improving liaison communications with businesses
and property owners.
Create opportunities for Old Town districts to market their unique character.
Attract new events that drive tourism and expand communications about the benefits of tourism and city-operated tourism
assets on the local economy.

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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
TOURISM AND EVENTS

ENTERPRISE OPERATIONS | Tourism and Events
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

6.69

6.69

7.69

1.00

% of city's FTEs

0.27%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

6,457,317

6,003,459

5,921,670

-81,789

51,000

51,000

51,000

0

Tourism Development Fund

22,719,377

21,864,126

24,269,426

2,405,300

TOTAL BUDGET

29,227,695

27,918,585

30,242,096

2,323,511

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

990,185

1,094,987

1,203,453

108,466

Contractual Services

28,060,763

26,475,261

28,966,245

2,490,984

Commodities

176,482

9,337

9,128

-209

Capital Outlays

264

339,000

63,270

-275,730

29,227,695

27,918,585

30,242,096

2,323,511

0

0

0

0

29,227,695

27,918,585

30,242,096

2,323,511

Special Programs Fund

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

•

The net increase of 1.00 FTE is due to the transfer of a Code Enforcement Officer (1.00 FTE) position from the Planning
and Development Services Department, that was reclassified to an Old Town Specialist position to assist with outreach,
programming, and promotion of Old Town (Tourism Development Fund).
The increase in Personnel Services is due to the increase of 1.00 FTE and to a FY 2025/26 pay for performance and
market adjustment applied to eligible employees (General Fund, Tourism Development Fund).
The increase in Contractual Services is due to: 1) additional funding for destination marketing, event
development/retention and administration and research resulting from higher estimated Bed Tax collections (Tourism
Development Fund); and 2) funding for contractual services to support the renovations of the Scottsdale Museum of the
West 10-year old structure as approved by Council on December 03, 2024 (Tourism Development Fund).
The decrease in Capital Outlays is due to the removal of one-time funding in FY 2024/25 to purchase three sets
transportable bleachers for WestWorld that is not needed in FY 2025/26 (Tourism Development Fund).

					
			
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TOURISM AND EVENTS

ENTERPRISE OPERATIONS | Tourism and Events
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

2.30

3.50

3.20

100%

99%

100%

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

The Tourism Development Commission advises the City Council on
matters concerning the expenditure of revenues from the Transient
Occupancy Tax designated for tourism development.

7

90

$3,033

0.04

TOTAL

7

90

$3,033

0.04

PERFORMANCE MEASURES
EFFECTIVENESS
Through bed-tax event funding program, generate direct regional, national
or international advertising/marketing value (in millions)
Note: The measure reflects direct marketing spend.

Percentage of Special Event Applications processed within three business
days of receipt
Note: Ordinance No. 4242 requires processing within three business days of receipt

VOLUNTEER HOURS
BOARDS/COMMISSIONS*

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

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ENTERPRISE OPERATIONS
		

WES
WORLD
ENTERPRISE OPERATIONS
| TWestWorld

STRATEGIC GOAL(S)

DESCRIPTION
WestWorld is a year-round, premier event facility with significant indoor and outdoor infrastructure size and flexibility for both
equestrian and non-equestrian events production.
SERVICES PROVIDED

•

A year-round premier venue with tremendous infrastructure flexibility and size for events production.
The venue includes the Tony Nelssen Equestrian Center (TNEC), a climate-controlled space featuring a 120,000 square
foot equidome with 3,400 permanent seats surrounding a sunken arena, three interior VIP suites and a concourse for
vendors and other activity. Additionally, the TNEC features a North Hall (117,000 square foot) and a South Hall (37,000
square foot) attached to either side of the Equidome allowing for a flexible design to host multiple events simultaneously.
Outdoor arenas are available to fit the needs of any type of equestrian event.
The turf field consists of ten acres that have been used for concerts, festivals, car shows, and sporting events.
A full-service, onsite banquet facility accommodating up to 1,000 guests and offering catering services to WestWorld
events.
In addition to public parking, the parking lots are used for tented events and activities, including automotive ride and
drives, consumer shows, and festivals.
WestWorld includes Bell 94 and Reata Sports Complexes. These two areas encompass 45 acres of soccer fields for
recreational use.
An equestrian feed and bedding store and recreational vehicle parking is available.

•
•

Completed WestWorld South Hall improvements, including paving and installing restrooms.
Hosted WestWorld's second Barrett-Jackson Car Auction in October 2024.

•
•
•

Develop a new WestWorld strategic plan.
Negotiate a new parking contract with Waste Management Phoenix Open.
Complete phase one of the Monterra facility interior improvements to include air conditioning, roof replacement, painting,
and flooring.

•
•

•
•
•
•
•

FY 2024/25 ACHIEVEMENTS

FY 2025/26 OBJECTIVES

					
			
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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
WESTWORLD

ENTERPRISE OPERATIONS | WestWorld
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

33.01

31.00

31.00

0.00

% of city's FTEs

1.11%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

6,822,771

6,782,650

8,041,145

1,258,495

0

1,150,000

100,006

-1,049,994

TOTAL BUDGET

6,822,771

7,932,650

8,141,151

208,501

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

3,165,869

3,324,983

3,845,036

520,053

Contractual Services

2,148,576

3,693,724

3,283,512

-410,212

Commodities

1,195,687

913,943

970,143

56,200

Capital Outlays

312,638

0

42,460

42,460

SUBTOTAL OPERATING BUDGET

6,822,771

7,932,650

8,141,151

208,501

0

0

0

0

6,822,771

7,932,650

8,141,151

208,501

Special Programs Fund

Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•

The increase in Personnel Services is primarily due to FY 2025/26 pay for performance and market adjustments for
eligible employees (General Fund).
The decrease in Contractual Services is primarily due to moving WestWorld Master Plan funding from the Operating
Budget to the Capital Improvement Plan (Special Programs Fund). The decrease would be greater, but is partially offset by
increases to electricity costs due to additional events, fleet replacement and maintenance costs, insurance costs, and the
National Western Capital Commission sales and sponsorship contract (General Fund).

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WESTWORLD

ENTERPRISE OPERATIONS | WestWorld
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

Number of equestrian use days at WestWorld

259

277

246

Number of days with two or more events at WestWorld

176

210

184

45

41

37

PERFORMANCE MEASURES
EFFECTIVENESS

WORKLOAD
Number of special events at WestWorld (excludes equestrian events)

					
			
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FY 2025/26 Adopted Budget

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DEPARTMENT SUMMARY | Library and Human Services

LIBRARY AND HUMAN SERVICES
FY 2025/26 ADOPTED BUDGET

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

COMMUNITY ASSISTANCE OFFICE

10,753,869

13,200,688

12,704,700

-495,988

HUMAN SERVICES

8,663,136

12,233,417

11,609,422

-623,995

LIBRARY SYSTEMS

8,414,733

9,055,297

9,399,469

344,172

TOTAL BUDGET

27,831,738

34,489,402

33,713,591

-775,811

EXPENDITURES BY DIVISION

					
			
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DEPARTMENT SUMMARY | Library and Human Services

JOB TITLE

TOTAL
FTE JOB TITLE

TOTAL
FTE

ACCOUNT SPECIALIST III

1.00 LIBRARY PAGE

11.88

ADMINISTRATIVE ASSISTANT

3.00 LIBRARY SUPERVISOR

6.00

BUSINESS & ANALYTICS MANAGER

1.00 OCCUPANCY SPECIALIST

1.00

COMMUNITY ASSISTANCE MANAGER

1.00 RECREATION LEADER II

1.00

COMMUNITY GRANTS SPEC

1.00 SR DIR LIBRARY & HUMAN SVCS

1.00

COMMUNITY SVCS OPERATIONS SUPV

2.00 TOTAL

FAMILY SELF-SUFFICIENCY SPEC

1.00

FRC EARLY LEARNING SPECIALIST

1.50

FRC SUPERVISOR

1.00

GRANTS ACCOUNTANT

3.00

HOUSING REHAB SPECIALIST

1.00

HOUSING SPECIALIST I

2.00

HOUSING SPECIALIST II

2.00

HOUSING SUPERVISOR

2.00

HUMAN SERVICES CASE WORKER

14.64

HUMAN SERVICES MANAGER

6.00

HUMAN SERVICES OPS SUPV

4.00

HUMAN SERVICES REP I

12.14

HUMAN SERVICES REP II

8.00

HUMAN SERVICES REP SENIOR

3.00

HUMAN SERVICES SUPERVISOR

1.00

INTERN

0.01

LIBRARIAN I

16.11

LIBRARIAN II

6.00

LIBRARIAN III

6.00

LIBRARIAN IV

2.00

LIBRARY AIDE

17.88

LIBRARY ASSISTANT

20.75

LIBRARY COURIER

2.00

LIBRARY DEPARTMENT DIRECTOR

1.00

LIBRARY MANAGER

3.00

LIBRARY MONITOR

0.50

150		

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Library and Human Services

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Library and Human Services

STRATEGIC GOAL(S)

DESCRIPTION
The Library and Human Services Department is comprised of three divisions that support the quality of life in Scottsdale – the
Public Library System, Human Services and Housing and Community Assistance.
The Public Library System has four branches (Civic Center, Mustang, Arabian and Appaloosa) that provide lifelong learning
and entertainment opportunities through physical and e-materials, cultural and educational programming for all ages.
Human Services operates the Granite Reef and Via Linda senior centers, Paiute Neighborhood Center, Vista del Camino, Youth
and Family Services. Additionally, Human Services oversees the Food Bank and provides a Day Relief program for individuals
experiencing homelessness.
Housing and Community Assistance (HCA) provides rental assistance and case management to low-income families. HCA
also manages Community Development Block Grants, and the Roof and Emergency Repair programs.

SERVICES PROVIDED
•

•
•
•

•
•

Housing and Community Assistance (HCA), through the Scottsdale Housing Agency, provides Housing Choice Voucher
rental assistance to low-income families and offers case management to participants enrolled in the Family SelfSufficiency program. HCA also manages Community Development Block Grants, the HOME Investment Partnerships
Program federal grants, the city's local funding sources (including Scottsdale Cares, General Funds and Endowment), the
Green Housing Rehabilitation program, and the Roof and Emergency Repair programs.
Scottsdale Public Library serves millions of patrons annually at four branch locations (including contactless service at
drive-throughs and curbside pick-up).
Granite Reef and Via Linda Senior Centers provide seniors with socialization opportunities, virtual and in-person
recreation, food insecurity and nutrition programs, emergency financial assistance, senior and disability eligibility
assistance, and health and wellness services.
The Community Care Team within Human Services provides services that include Homeless Navigation, Food Bank
operation, and Operation Fix It. The Homeless Navigation Team works in partnership with contracted non-profit agencies,
serves people experiencing homelessness with Day Relief Centers access, meals, and showers. Additionally, the team
provides guidance to social determinants of health (ID, transportation, medical, Supplemental Nutrition Assistance
Program (SNAP), and Arizona Healthcare Cost Containment System (AHCCCS)).
The Scottsdale Public Library circulates millions of physical materials and e-materials.
The Scottsdale Family Resource Center, in collaboration with First Things First, provides support for families with children
from birth to age five. The center provides parent/child activities and offers workshops and referrals to services. The goal
of the center is to increase the parenting skills of participants, particularly in the areas of child development and health.

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DEPARTMENT SUMMARY | Library and Human Services

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•

Established a Landlord Advisory Board in August 2024, as planned by the Community Assistance Office.
Achieved the adoption of the Five-Year Consolidated Action Plan for the Community Development Block Grant by the Mayor
and City Council on May 6, 2025.
Completed the Food Bank expansion at the McKellips warehouse on March 28, 2025, celebrated with a ribbon cutting
ceremony.
Finalized a contract for Housing Navigators to engage directly with clients in crisis and assist with searching for affordable
housing, completing appropriate applications, securing transportation and other needs. The contract is funded by Maricopa
County.
Expanded library operating hours system-wide at the four library branches, by five hours each week or 1,040 annually, with
no additional General Fund relief or staffing.
Expanded the Seed Libraries program systemwide stocked with edible plant and herb seeds appropriate for Arizona.

FY 2025/26 OBJECTIVES
•
•
•
•
•
•
•
•

Establish a Tenant-Based Rental Assistance Program with integrated supportive services through a collaborative
partnership with Scottsdale Unified School District, providing targeted housing stability for students and families eligible
under the McKinney-Vento Homeless Assistance Act.
Optimize the administration of Housing Choice Vouchers by leveraging HUD’s Two-Year Tool (TYT) to enhance efficiency,
track utilization trends, and ensure strategic allocation.
Leverage new software tool to strengthen volunteer recruitment, retention, and performance monitoring in Operation Fix It.
Finalize a strategic plan for the use of the Opioid Settlement Funds by February 2026.
Continue efforts to increase donations and awareness for Scottsdale Cares program.
Pilot trolley services to the Food Bank for the Brown Bag Program in Fall 2025.
Open the College and Career Corner area within the Civic Center Library’s Knowasis space and provide wrap-around public
programming.
Complete the construction of the Mustang branch Story Room wall enclosure.

CHARTED PERFORMANCE MEASURES

E-material circulation
Workload

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Library and Human Services

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

180.19

183.49

167.41

-16.08

% of city's FTEs

5.99%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

15,136,037

17,342,593

15,123,175

-2,219,418

Grant Funds

12,309,769

15,955,038

17,592,191

1,637,153

385,932

1,191,771

998,225

-193,546

27,831,738

34,489,402

33,713,591

-775,811

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

14,321,824

16,659,122

15,323,399

-1,335,723

Contractual Services

12,350,490

16,672,921

16,891,106

218,185

Commodities

1,097,408

1,157,359

1,445,086

287,727

Capital Outlays

62,015

0

54,000

54,000

27,831,738

34,489,402

33,713,591

-775,811

0

0

0

0

27,831,738

34,489,402

33,713,591

-775,811

EXPENDITURES BY FUND

Special Programs Fund
TOTAL BUDGET

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

•
•

•

The net decrease of 16.08 FTE is primarily due to: 1) a change in city reporting structure carried out during FY 2024/25
(-15.85 FTE, General Fund); and 2) the reclassification of a Human Services Case Worker (-0.73 FTE, General Fund) and a
FRC Human Services Specialist (-0.50 FTE, Grant Funds) to two part-time Recreation Leader II positions (1.00 FTE, General
Fund).
The decrease in Personnel Services is primarily due to a change in city reporting structure carried out during FY 2024/25
(-16.08 FTE, General Fund). The decrease would be higher, but is offset by a FY 2025/26 pay for performance and market
adjustment applied to eligible employees.
The increase in Contractual Services is primarily due to the Federal Government's Housing Choice Voucher Program
increasing payment standards for all bedroom sizes and an increase in program utilization (Grant Funds). The increase
would be larger, but was offset by: 1) a reduction to the state funding available for the Opioid Settlement (Special
Programs Fund); and 2) one-time funding for community assistance that is not available in FY 2025/26 (General Fund).
The increase in Commodities is mainly due to an increase in the estimated future Library and Human Services grants to be
received and expended on commodity items (Grant Funds).

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Library and Human Services

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

46

2,057

$69,322

1.00

Volunteers

1,300

23,071

$777,491

11.09

TOTAL

1,346

25,128

$846,813

12.09

VOLUNTEER HOURS SUMMARY
Boards/Commissions*

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

					
			
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LIBRARY AND HUMAN SERVLIBRARY
ICES
COMMU| N
ITY ASSIST
ANCE OFFOffice
ICE
		
AND HUMAN SERVICES
Community
Assistance

STRATEGIC GOAL(S)

DESCRIPTION
Housing and Community Assistance (HCA) provides rental assistance and case management to low-income families. HCA
also manages Community Development Block Grants, and the Roof and Emergency Repair programs.
SERVICES PROVIDED
•
•
•
•
•

Operation Fix It - HCA assists qualified homeowners with code enforcement referrals, HOA violations, and referrals from
city programs aimed at improving home exteriors.
Rental Assistance Programs - HCA administers Housing Choice Vouchers to support low-income families and delivers
case management for participants in the Family Self-Sufficiency (FSS) program to promote economic independence. HCA
also offers Tenant-Based Rental Assistance (TBRA) specifically targeted to assist senior residents.
Federal Grant Administration - HCA oversees the management of Community Development Block Grants (CDBG) and the
Housing and Urban Development (HUD) HOME Investment Partnerships Program funding to expand affordable housing
and community services.
Local Funding Stewardship - HCA allocates and monitors city-based resources such as Scottsdale Cares, General Funds,
and Endowment funds for neighborhood initiatives and social service programs.
Housing Rehabilitation Services - HCA operates the Green Housing Rehabilitation Program and Roof and Emergency
Repair Program to improve housing conditions for qualifying residents.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•

Proposed the Consolidated Action Plan, which was adopted by Mayor and City Council on May 6, 2025.
Managed the Human Services Annual Funding Process, which served 2,090 Scottsdale Residents.
Implemented Small Area Fair Market Rents for the Housing Choice Voucher Program effective January 1, 2025.
Established a Landlord Advisory Board in August 2024, as planned by the Community Assistance Office.
Collaborated with the Human Services Division on the Human Services Strategic Plan.

•

Establish a Tenant-Based Rental Assistance Program with integrated supportive services through a collaborative
partnership with Scottsdale Unified School District, providing targeted housing stability for students and families eligible
under the McKinney-Vento Homeless Assistance Act.
Optimize the administration of Housing Choice Vouchers by leveraging HUD’s Two-Year Tool (TYT) to enhance efficiency,
track utilization trends, and ensure strategic allocation.
Leverage new software tool to strengthen volunteer recruitment, retention, and performance monitoring in Operation Fix It.
Leverage third party software effectively to ensure regulatory compliance and ongoing oversight of Home-assisted units.
Execute approved revisions to the FY 2026/27 Human Services Funding process.

FY 2025/26 OBJECTIVES

•
•
•
•

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COMMUNITY ASSISTANCE OFFICE

LIBRARY AND HUMAN SERVICES

		

LIBRARY AND HUMAN SERVICES | Community Assistance Office

STAFF SUMMARY
Full-time Equivalents (FTE)

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

16.00

16.00

11.00

-5.00

% of city's FTEs

0.39%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

366,162

654,491

498,956

-155,535

Grant Funds

10,246,480

12,386,997

12,025,744

-361,253

141,228

159,200

180,000

20,800

10,753,869

13,200,688

12,704,700

-495,988

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,316,783

1,579,227

1,302,556

-276,671

Contractual Services

9,422,649

11,606,322

11,390,046

-216,276

Commodities

13,843

15,139

12,098

-3,041

Capital Outlays

594

0

0

0

10,753,869

13,200,688

12,704,700

-495,988

0

0

0

0

10,753,869

13,200,688

12,704,700

-495,988

Special Programs Fund
TOTAL BUDGET

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The net decrease of -5.00 FTE is primarily due to a change in city reporting structure carried out during FY 2024/25 (-5.00
FTE, General Fund).
The decrease in Personnel Services is primarily due to a change in city reporting structure carried out during FY 2024/25
(-5.00 FTE, General Fund). The decrease would be higher, but is offset by a FY 2025/26 pay for performance and market
adjustment applied to eligible employees.
The decrease in Contractual Services is primarily due to a reduction in available funding for rehabilitation contractors
(Grants Funds). The decrease would be larger, but was offset by: 1) an increase to the Federal Government's Housing
Choice Voucher Program increasing payment standards for all bedroom sizes; and 2) an increase in program utilization
(Grant Funds).

					
			
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COMMUNITY ASSISTANCE OFFICE

LIBRARY AND HUMAN SERVICES

		

LIBRARY AND HUMAN SERVICES | Community Assistance Office
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

92%

116%

106%

34

41

42

592

586

566

19%

14%

10%

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Operation Fix It assists in qualifying homeowners or tenants who
are physically or financially unable to maintain their properties.
Volunteers partner with local businesses to provide labor and
materials.

92

446

$15,030

0.21

TOTAL

92

446

$15,030

0.21

PERFORMANCE MEASURES
EFFECTIVENESS
Expenditure of allocated budget authority by the Housing Choice Voucher
program
Note: Either of the following two measures must be achieved in order to be deemed a high
performing agency by federal standards: 95 percent plus utilization of available housing
choice vouchers, or 98 percent plus expenditure of allocated budget authority. This rate
can exceed 100 percent if the city did not expend all of its budget from prior years.

WORKLOAD
Number of individuals and families assisted on their path to self-sufficiency
Note: Family Self-Sufficiency Program (FSS) enrollments

Number of residents provided with financial assistance for housing
Note: Housing Choice Voucher rental assistance, Housing Choice Voucher utility payments,
emergency home repairs, roof repairs and major home rehabilitations. FY 2025/26
reduction due to loss of federal funding source.

EFFICIENCY
Annual combined percentage increase in earned income realized by family
self-sufficiency participants

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

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LIBRARY AND HUMAN SERVICES
					

HU| M| AHuman
N SERV
ICES
LIBRARY AND HUMAN SERVICES
Services

STRATEGIC GOAL(S)

DESCRIPTION
The Human Services Division aids with safe and sanitary housing, self-sufficiency, social services, behavioral support, and
diversion programs, economic growth, and reasonable accommodations for persons with disabilities and/or low to moderate
income. The division manages federal, state, county and private resources and tribal and foundation grants. The Human
Services Division provides opportunities for people to connect with one another and to the city through social and recreational
interaction, volunteering, and emergency/support services.
SERVICES PROVIDED
•
•
•
•
•

Granite Reef and Via Linda Senior Centers provide seniors with socialization opportunities, virtual and in person
recreation, food insecurity and nutrition programs, emergency financial assistance, senior and disability eligibility
assistance, and health and wellness services.
Paiute Neighborhood Center and Vista del Camino support the city's lower-income and culturally diverse neighborhoods.
Paiute offers early childhood development programs, along with supportive social services. Vista offers employment
services, rent and utility assistance, medical assistance, social services, and recreation programs.
The Scottsdale Family Resource Center, in collaboration with First Things First, provides support for families with children
from birth to age five. The center provides parent/child activities, and offers workshops and referrals to services. The goal
of the center is to increase parents' knowledge of child development, health, and parenting.
Youth and Family Services offer behavioral support and diversion programs for individuals and families.
The Community Care Team within Human Services includes Homeless Navigation, the Food Bank and Operation Fix It.
The Homeless Navigation Team works in partnership with contracted non-profit agencies, serving people experiencing
homelessness with Day Relief Centers, meals, showers, and navigation to social determinants of health (ID,
transportation, medical, Supplemental Nutrition Assistance Program (SNAP), Arizona Healthcare Cost Containment
System (AHCCCS)).

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•
•

Achieved the adoption of the Five-Year Consolidated Action Plan for the Community Development Block Grant by the
Mayor and City Council on May 6, 2025.
Began collecting Scottsdale Cares Donations through ActiveNet and increased Scottsdale Cares Donations by $4,162
through the Elks Lodge, proceeds from a City Golf Tournament, and the city’s annual Bunnanza event.
Completed the Food Bank expansion at the McKellips warehouse on March 28, 2025, celebrated with a ribbon cutting
ceremony.
Human Services Strategic Plan completed and approved by the Human Services Advisory Commission on January 23,
2025.
Promoted health, safety and well-being for residents who participated in bridge housing efforts through the execution of a
contract with Maricopa County. The contract terminated on May 31, 2025.
Finalized a contract for Housing Navigators to engage directly with clients in crisis and assist with searching for
affordable housing, completing appropriate applications, securing transportation and other needs. The contract is funded
by Maricopa County.
Submitted a petition to the Mayor and Council on May 20, 2025 regarding the prohibition of use of electronic smoking
devices in public places by the Opioid Task Force.

					
			
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LIBRARY AND HUMAN SERVICES | | Human Services

FY 2025/26 OBJECTIVES
•
•
•
•
•
•

Finalize a strategic plan for the use of the Opioid Settlement Funds by February 2026.
Launch leisure education and community programming at Paiute Neighborhood Center.
Improve educational efforts to raise awareness of Scottsdale as a Dementia Friendly City.
Continue efforts to increase donations and awareness for Scottsdale Cares program.
Pilot trolley services to the Food Bank for the Brown Bag Program in Fall 2025.
Promote health, safety and well-being for residents at all Human Service Centers.

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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
HUMAN SERVICES

LIBRARY AND HUMAN SERVICES | | Human Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

68.64

72.37

61.29

-11.08

% of city's FTEs

2.19%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

6,513,737

7,840,662

5,521,756

-2,318,906

Grant Funds

2,027,810

3,546,424

5,455,681

1,909,257

Special Programs Fund

121,589

846,331

631,985

-214,346

TOTAL BUDGET

8,663,136

12,233,417

11,609,422

-623,995

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

5,942,522

7,341,605

6,049,438

-1,292,167

Contractual Services

2,267,254

4,527,830

4,882,140

354,310

Commodities

401,434

363,982

627,844

263,862

Capital Outlays

51,927

0

50,000

50,000

8,663,136

12,233,417

11,609,422

-623,995

0

0

0

0

8,663,136

12,233,417

11,609,422

-623,995

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

•

The net decrease of 11.08 FTE is primarily due to a change in city reporting structure carried out during FY 2024/25
(-11.08 FTE, General Fund).
The decrease in Personnel Services is primarily due to a change in city reporting structure carried out during FY 2024/25
(-11.08 FTE, General Fund). The decrease would be higher, but is offset by a FY 2025/26 pay for performance and market
adjustment applied to eligible employees.
The increase in Contractual Services is primarily due to reserve funding for the Federal Government's Housing and Urban
Development (HUD) program (Grant Funds). The increase would be larger, but was offset by a reduction to: 1) ActiveNet
service fees due to a change in city reporting structure carried out during FY 2024/25 (General Fund); 2) state funding
available for the Opioid Settlement (Special Programs Fund); and 3) one-time funding for community assistance that is not
available in FY 2025/26 (General Fund).
The increase in Commodities is mainly due to an increase in the estimated future Human Services grants to be received
and expended on commodity items (Grant Funds).

					
			
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HUMAN SERVICES

LIBRARY AND HUMAN SERVICES | | Human Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

$0.55

$0.39

$0.40

20,001

24,694

26,917

54%

53%

45%

583

280

316

78

139

162

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

The Human Services Commission provides advisory
recommendations to staff and the City Council on human services
priorities and programs. It also provides advisory
recommendations on funding allocations for Scottsdale Cares,
Community Development Block Grants, HOME, Human Services
Emergency and General Funds.

7

245

$8,257

0.12

The Mayor’s Youth Council provides Scottsdale high school youth
the opportunity to learn about local government, participate in
meetings and share concerns on local issues with the Mayor,
Mayor’s staff and City Council members.

32

1,718

$57,897

0.83

Granite Reef and Via Linda Senior Center volunteers: Work in daily
and weekly programs and facilities including: lobby concierge,
brown bag, congregate lunches and special events.

294

3,371

$113,603

1.62

Operation Fix It provides assistance to qualifying homeowners or
tenants who are physically or financially unable to maintain their
properties. Volunteers partner with local businesses to provide
labor and materials.

133

302

$10,177

0.15

PERFORMANCE MEASURES
EFFICIENCY
Human Services Division ratio of alternate funding dollars to city General
Fund dollars
Note: This is a measure of how outside revenue sources are utilized to provide services to
residents. Alternate funding sources include federal, state, county, local grants,
sponsorships and donations.

WORKLOAD
Number of units of food assistance provided
Note: Services include: Food boxes, Brown Bags for seniors, Youth Healthy Packs, Food
Plus food boxes, and the Emergency Food Assistance Program Boxes. With expansion of
food bank estimating a nine percent increase in units of food distributed.

Percentage of clients requesting emergency financial assistance that are
processed and deemed eligible for financial assistance
Note: Screened clients: 1,082; eligible clients: 583. Funding from Maricopa County may be
accompanied by tighter eligibility requirements. Projection adjusted accordingly.

Number of residents provided with financial assistance for housing
Note: Included services for FY 2023/24 are rent, mortgage, and utility assistance. FY
2024/25 reduction due to reductions in county funding.

EFFECTIVENESS
Court Navigator/Community Intervention - Comprehensive court case
management for defendants screened.
Note: Numbers represent the number of defendants screened.

VOLUNTEER HOURS
BOARDS/COMMISSIONS*

VOLUNTEERS

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VOLUNTEER HOURS

LIBRARY AND HUMAN SERVICES | | Human Services
# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

VOLUNTEERS
Vista del Camino and Paiute Neighborhood Center volunteers: Work in
many areas such as the food bank, career center, back-to-school and
holiday programs.

322

2,059

$69,388

0.99

Youth community service volunteers: Perform court-ordered community
restitution, self-initiated unpaid service or school-required by performing
duties guided by staff to complete skilled and unskilled tasks in the
community.

27

172

$5,796

0.08

TOTAL

815

7,867

$265,118

3.79

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served
as appointees, due to terms of service.

					
			
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LIBRARY AND HUMAN SERVICES
						

LIBRA
Y SYSSystems
TEMS
LIBRARY AND HUMAN SERVICES
| RLibrary

STRATEGIC GOAL(S)

DESCRIPTION
Library Systems is a place for the community to share ideas, find information, collaborate, create, learn and innovate. Through
its four facilities and website, the library provides lifelong learning opportunities through physical and e-materials, educational
and informational programming and knowledgeable staff. Scottsdale Library staff teaches early learning skills, fosters reading
enjoyment and helps develop critical and creative thinking skills among children, teens and adults.
SERVICES PROVIDED
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Serves residents and patrons at four branch locations (including contactless service at drive-throughs and curbside pickup).
24/7 website access to databases, e-materials, and patron accounts.
Offers an array of educational and recreational programs for all ages.
Provides public computers and Wi-Fi access.
Provides English as a Second Language classes to local residents from more than 31 countries.
Circulates millions of library physical materials and e-materials.
Offers e-librarian access for assistance with virtual collection.
Help Line call center to guide/answer inquiries from the public.
Provides pop-up libraries (access to digital collection) and programs for people without library cards at select community
locations.
Offers Loan Ranger mobile book bike service.
Offers homebound delivery of library materials.
Offers Books2Go (Little Free Libraries) service at multiple city locations.
Offers Local Arizona Author Collection consisting of books, DVDs and CDs.
Provides the Scottsdale Heritage Connection at Civic Center Library which contains print and digital materials on
Scottsdale's history.
Provides the Public Gallery at Civic Center Library in partnership with Scottsdale Public Art where exhibitions and
educational programming are provided.
Provide Seed Libraries systemwide stocked with edible plant and herb seeds appropriate for Arizona.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•
•

Expanded library operating hours system-wide at the four library branches, by five hours each week or 1,040 annually, with
no additional General Fund relief or staffing.
Expanded the Seed Libraries program systemwide stocked with edible plant and herb seeds appropriate for Arizona.
Opened the Calming Corner room in the Civic Center Library’s youth area.
Re-opened café concessionaire service at the Civic Center Library.
Began construction of the Mustang branch Youth Story Room enclosure.
Completed library website redesign.
Provided art exhibits in the Civic Center Library’s Public Gallery space in partnership with Scottsdale Public Art where
exhibitions and educational programming are provided.

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LIBRARY AND HUMAN SERVICES | Library Systems

FY 2025/26 OBJECTIVES
•
•
•
•

Open the College and Career Corner area within the Civic Center Library’s Knowasis space and provide wrap-around public
programming.
Complete the construction of the Mustang branch Story Room wall enclosure.
Implement pilot services and programming with the library’s five awarded Library Services and Technology Act grant
funding that includes Mobile Wi-Fi Hot Spot Lending, College and Career Corner, Writers-in-Residence author/writing
workshops, Makerspace and Virtual Reality equipment and programming.
Replace outdated equipment, using Federal e-Rate funding, with high-speed fiber to improve resident and library patron WiFi capacity and connection speed.

					
			
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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
LIBRARY SYSTEMS

LIBRARY AND HUMAN SERVICES | Library Systems
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

95.55

95.12

95.12

0.00

% of city's FTEs

3.40%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

8,256,138

8,847,440

9,102,463

255,023

Grant Funds

35,479

21,617

110,766

89,149

Special Programs Fund

123,116

186,240

186,240

0

TOTAL BUDGET

8,414,733

9,055,297

9,399,469

344,172

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

7,062,519

7,738,290

7,971,405

233,115

Contractual Services

660,588

538,769

618,920

80,151

Commodities

682,131

778,238

805,144

26,906

Capital Outlays

9,494

0

4,000

4,000

8,414,733

9,055,297

9,399,469

344,172

0

0

0

0

8,414,733

9,055,297

9,399,469

344,172

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•

The increase in Personnel Services is primarily due to a FY 2025/26 pay for performance and market adjustment applied
to eligible employees (General Fund).
The increase in Contractual Services is primarily due to: 1) budgeting for anticipated grants within the department instead
of within a contingency (Grant Funds); and 2) an increase in fleet maintenance and replacement costs (General Fund).

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LIBRARY SYSTEMS

LIBRARY AND HUMAN SERVICES | Library Systems
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

1.06

1.16

1.22

Attendance at early learning programs

30,008

37,166

40,000

Number of people accessing Wi-Fi at the city's four libraries

109,519

123,900

130,000

618,827

684,767

720,000

$0.43

$0.46

$0.49

36%

39%

42%

5.9

5.4

5.2

Library check-out rates for electronic materials (e-books, e-music, e-movies)
on a per resident, per year basis

4.3

4.7

5.0

Annual check-outs per registered borrower

28.0

26.0

26.0

6,719

9,211

11,000

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

7

94

$3,168

0.05

137

10,032

$338,078

4.82

PERFORMANCE MEASURES
WORKLOAD
E-material circulation (in millions)

Note: Estimates are based on growth in actual usage, file sizes, portable devices and
anticipated increases due to Library facilities restoring operational in-person hours.

Total attendance at all four branches
Note: Number includes gate counts, drive-thru and curbside pick-up.

EFFICIENCY
Dollars spent on materials per check-out
Note: This measure is calculated by dividing total expenditures on materials by total
circulation.

EFFECTIVENESS
Total registered borrowers as a percentage of total Scottsdale population
Note: Registered borrowers includes non-Scottsdale residents.

Library check-out rates for physical items (books, CDs, DVDs) on a per
resident, per year basis
Note: Physical material checkouts have been trending flat or slightly downward over the
past few years due to increasing e-material use.

Note: Total number of materials borrowed divided by number of current library card
holders. Library has experienced a 15 percent increase in the number of current card
holders-registered borrowers.

Attendance at adult programs

VOLUNTEER HOURS
BOARDS/COMMISSIONS*
The Library Board advises the City Council on general policy
relating to the programs, services and future development of the
Scottsdale Public Libraries.
VOLUNTEERS
Adult volunteers: Supplement library services for library shops,
book/DVD/CD shelving, children’s early literacy programs, as well
as Friends of the Library.

					
			
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# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Teen volunteers: Support the library’s summer reading program and
special outreach events throughout the year by assisting library staff
with registrations, prize handouts, crafts, shelving materials and
customer service.

295

6,689

$225,419

3.22

TOTAL

439

16,815

$566,665

8.09

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

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DEPARTMENT SUMMARY | Parks and Recreation and Preserve
PARKS AND RECREATION AND PRESERVE
FY 2025/26 ADOPTED BUDGET

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

0

0

876,247

876,247

PARKS AND RECREATION

24,303,885

25,933,514

33,258,730

7,325,216

MCDOWELL SONORAN PRESERVE

1,394,341

1,334,669

3,246,703

1,912,034

TOTAL BUDGET

25,698,226

27,268,183

37,381,680

10,113,497

EXPENDITURES BY DIVISION
PARKS AND REC AND PRESERVE ADMINISTRATION

					
			
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DEPARTMENT SUMMARY | Parks and Recreation and Preserve

JOB TITLE

TOTAL
FTE

COMMUNITY SVCS OPERATIONS SUPV

14.00

CONTRACTS COORDINATOR

1.00

EXECUTIVE ASSISTANT SENIOR

1.00

HEAD LIFEGUARD

6.52

INTERN

0.01

IRRIGATION SYSTEMS SPECIALIST

1.00

IRRIGATION SYSTEMS SUPERVISOR

1.00

IRRIGATION TECHNICIAN

7.00

LIFEGUARD/INSTRUCTOR

26.35

MAINT TECH AQUATICS/FOUNTAINS

3.00

MAINTENANCE SUPV AQUATICS

1.00

MAINTENANCE TECH AQUATICS

2.00

MAINTENANCE TECH SPORTS FIELDS

2.00

MAINTENANCE TECHNICIAN

6.00

MAINTENANCE WORKER I

18.76

MAINTENANCE WORKER II

34.00

MAINTENANCE WORKER II - CDL

1.00

MANAGEMENT ANALYST

1.00

NATURAL RESOURCES SUPERVISOR

4.00

PARKS & RECREATION DEPT DIR

1.00

PARKS & RECREATION MANAGER

6.00

PARKS MAINTENANCE FOREMAN

8.00

PLANNER PRINCIPAL

1.00

POOL MANAGER

5.00

POOL MANAGER ASSISTANT

12.81

PRESERVE DIRECTOR

1.00

PUBLIC WORKS PROJECT COORD

1.00

RECREATION LEADER I

6.56

RECREATION LEADER II

59.17

RECREATION LEADER SENIOR

15.00

SR DIR PARKS & REC & PRESERVE

1.00

URBAN FORESTER

1.00

TOTAL

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Parks and Recreation and Preserve

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Parks and Recreation and Preserve

STRATEGIC GOAL(S)

DESCRIPTION
The Parks and Recreation and Preserve Department manages a wide range of parks, open space, trails, and facilities, while
delivering a wide variety of programs that support a healthy, inclusive, and active community. Comprised of the Parks and
Recreation and McDowell Sonoran Preserve (“Preserve”) Divisions, the department manages and/or maintains 1,088 acres of
developed recreational areas, 784 acres of medians and rights-of-way, and over 30,000 acres and 175 miles of trails in the
Preserve.
SERVICES PROVIDED
•
•
•
•
•

•
•
•
•
•

Operates and maintains 28 neighborhood parks that provide primary recreation services that are easily accessible and
serve residents within a 15-minute walk.
Operates and maintains 12 community parks that include community centers that provide intergenerational activities,
lighted recreational amenities, sports fields serving large regional areas of the city, and dog parks.
Operates and/or maintains five specialty parks or facilities that include three sports complexes, Scottsdale Civic Center,
and Pinnacle Peak Park. These venues draw local, national, and international recognition and visitors annually, and effect
a large economic impact to Scottsdale.
Manages the Preserve in accordance with the community’s vision for acquiring, operating, and maintaining the Preserve
and its extensive network of public trails and access points.
Manages all operational aspects of a variety of facilities, programs and services, including six community centers, four
aquatic centers, three sports complexes, two tennis centers, 45 parks, 11 Preserve trailheads, several hundred leisure
education programs, six after-school programs, citywide special events, youth and adult sports, lakes, splash pads,
irrigation systems, fountains, and citywide landscape contracts.
Manages the city’s intergovernmental agreement with the Scottsdale Unified School District and Scottsdale Community
College, coordinating the sharing of programs and facilities.
Provides adaptive recreation activities and support for people of all ages with disabilities.
Protects native plants and animal habitats through appropriate land management practices.
Provides public access for non-motorized recreational use within the Preserve via an interconnected network of wellmaintained multiple-use trails and trailhead access points.
Supports safe use of the Preserve trail system by developing and providing information to the public regarding the trail
system and use regulations.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•

Received City Council approval of the 2024 Parks and Recreation Master Plan, setting a bold, data-driven course shaped
by over 312,000 community interactions.
Worked with City Council, the Budget Review Commission, the McDowell Sonoran Preserve Commission, and the Parks
and Recreation Commission to finalize a five-year capital plan for the Parks and Preserve sales tax.
Opened Ashler Hills Park in February, delivering 17 acres of new recreation space and amenities to far north Scottsdale
through the voter-approved Bond 2019 program.
Earned national reaccreditation from the Commission for Accreditation of Park and Recreation Agencies, reinforcing the
division’s position as Arizona’s longest-accredited agency and one of the top five in the nation.
Completed the construction phase for Brown’s Ranch Interpretive Trail and hosted a successful grand opening as part of
McDowell Sonoran Preserve Month in October 2024.

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DEPARTMENT SUMMARY | Parks and Recreation and Preserve

FY 2025/26 OBJECTIVES
•
•
•
•
•
•
•

Begin implementing the voter-approved Park and Preserve Tax through additional staffing and funded maintenance and
capital improvement projects and initiatives.
Initiate planning for future improvements at Chaparral, Camelback, Agua Linda, and Paiute parks.
Continue work on Bond 2019 projects including the Indian Bend Wash Lakes and Irrigation Repairs, Thompson Peak Dog
Park, and feasibility study for the Cactus Pool Replacement.
Replaster the competition pool at McDowell Mountain Ranch Aquatic Center as part of the five-year Aquatics Lifecycle
Replacement Program.
Develop a research baseline for the Ecological Resource Plan.
Implement the Invasive Fine Fuel Breaks Phase I grant in Fall 2025 and advance invasive plant mitigation throughout the
northern region of the McDowell Sonoran Preserve.
Launch a feasibility study for the Rio Verde Drive wildlife crossing.

CHARTED PERFORMANCE MEASURES

Provide access to the Preserve (number
of annual new and repeat visits)
Workload

					
			
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DEPARTMENT SUMMARY

PARKS AND RECREATION AND PRESERVE

			

DEPARTMENT SUMMARY | Parks and Recreation and Preserve

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

237.27

238.12

249.18

11.06

% of city's FTEs

8.91%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

22,623,111

24,301,616

25,563,598

1,261,982

Grant Funds

236,388

131,585

3,156

-128,429

0

0

8,112,363

8,112,363

Special Programs Fund

585,888

668,128

990,287

322,159

Transportation Fund

2,252,840

2,166,854

2,712,276

545,422

TOTAL BUDGET

25,698,226

27,268,183

37,381,680

10,113,497

EXPENDITURES BY FUND

Park and Preserve Tax Funds

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

14,824,103

17,391,802

19,071,286

1,679,484

Contractual Services

8,187,022

7,727,218

14,397,945

6,670,727

Commodities

2,424,529

2,149,163

3,421,389

1,272,226

Capital Outlays

238,620

0

491,060

491,060

25,674,274

27,268,183

37,381,680

10,113,497

23,952

0

0

0

25,698,226

27,268,183

37,381,680

10,113,497

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET

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DEPARTMENT SUMMARY | Parks and Recreation and Preserve

BUDGET NOTES AND SIGNIFICANT CHANGES
•

•
•

•

•

The net increase of 11.06 FTE is due to: 1) the addition of four Park and Preserve Tax positions: Maintenance Technician
(1.00 FTE), Parks Maintenance Foreman (1.00 FTE), Urban Forester (1.00 FTE), and Principal Planner (1.00 FTE) (Park
and Preserve Tax Funds); 2) reclassification of three Recreation Leader II positions (-0.81 FTE, General Fund) to two
Recreation Leader II positions (0.96 FTE, Park and Preserve Tax Funds), a Maintenance Worker II (1.00 FTE, Park and
Preserve Tax Funds), and a Public Works Project Coordinator (1.00 FTE, Park and Preserve Tax Funds); 3) reclassification
of a Recreation Leader II (-0.53 FTE) to a Maintenance Worker II (1.00 FTE) (General Fund); 4) additional hours for parttime positions including Lifeguard/Instructor (1.84 FTE), Recreation Leader I (0.12 FTE), and Recreation Leader II (0.43
FTE) (General Fund); and 5) a change in city reporting structure carried out during FY 2024/25 (2.05 FTE, General Fund,
Park and Preserve Tax Funds).
The increase in Personnel Services is primarily due to: 1) the addition of 11.06 FTE (General Fund, Park and Preserve Tax
Funds); and 2) a FY 2025/26 pay for performance and market adjustment applied to eligible employees (General Fund).
The increase in Contractual Services is primarily due to: 1) park improvements architectural and engineering costs to
support citywide parks and open space master planning (Park and Preserve Tax Funds); 2) costs to maintain the
McDowell Sonoran Preserve (Park and Preserve Tax Funds); 3) park maintenance such as painting park signage,
restrooms, fencing, and other amenities (Park and Preserve Tax Funds); 4) the median and right-of-way contract
(Transportation Fund); 5) Chaparral Park landscape improvements (Park and Preserve Tax Funds); 6) mowing contract
increases (General Fund); and 7) one-time spending authority for sport fields improvements (Special Programs Fund).
The increase in Commodities is primarily due to: 1) park improvements such as turf replacement, upgrading park
amenities, and purchasing approximately 100 trees to plant in the southern portion of the city (Park and Preserve Tax
Funds); and 2) preserve maintenance such as invasive plant management and trailhead preservation (Park and Preserve
Tax Funds).
The increase in Capital Outlays is primarily due to: 1) purchasing machinery and a vehicle to maintain parks(Park and
Preserve Tax Funds); and 2) the installation of security cameras in parks with a connection to Scottsdale's Real-Time
Crime Center (Park and Preserve Tax Funds).

					
			
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DEPARTMENT SUMMARY

PARKS AND RECREATION AND PRESERVE

			

DEPARTMENT SUMMARY | Parks and Recreation and Preserve

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Boards/Commissions*

14

295

$9,942

0.15

Volunteers

804

82,535

$2,781,430

39.68

TOTAL

818

82,830

$2,791,372

39.83

VOLUNTEER HOURS SUMMARY

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

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PARKPARKS
S AND R
ECRRECREATION
EATION AND PAND
RESEPRESERVE
RVE
ARKRec
S AN
D RPreserve
EC ANDAdministration
PRESERVE
AND
| ParksPand
and
ADMINISTRATION
STRATEGIC GOAL(S)

DESCRIPTION
The Parks and Recreation and Preserve Administration manages the operations of the department's divisions (Parks and
Recreation and McDowell Sonoran Preserve). Responsibilities include providing oversight and leadership, setting and
implementing divisional strategic plans, Commission engagement, communications and marketing, budgeting and budget
monitoring, performance metrics, managing capital improvement projects, and responding to Council, citizen and staff
requests.
SERVICES PROVIDED
•
•
•
•

Manages planning, capital improvement projects, personnel support, and financial oversight for the Parks and Recreation
and Preserve department.
Responds to inquiries and requests from Scottsdale citizens, City Council, and staff to resolve issues and provide
information in a timely manner.
Collaborates with the McDowell Sonoran Preserve Commission and the Parks and Recreation Commission in hosting
public meetings and provides support and assistance to the commissions that aids in performance of their duties.
Plans and coordinates departmental communication and public outreach efforts.

FY 2024/25 ACHIEVEMENTS
•
•
•

Received City Council approval of the 2024 Parks and Recreation Master Plan, setting a bold, data-driven course shaped by
over 312,000 community interactions.
Worked with City Council, the Budget Review Commission, the McDowell Sonoran Preserve Commission, and the Parks
and Recreation Commission to finalize a five-year capital plan for the Parks and Preserve sales tax.
Grew social media audience by more than 6,400 new followers across all department platforms.

FY 2025/26 OBJECTIVES
•
•
•

Begin implementing the voter-approved Park and Preserve Tax through additional staffing and funded maintenance and
capital improvement projects and initiatives.
Implement branding, communications and web updates for the Park and Preserve Tax.
Initiate planning for future improvements at Chaparral, Camelback, Agua Linda, and Paiute parks.

					
			
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PARKS AND RECREATION AND PRESERVE
PARKS AND REC AND PRESERVE
PARKS AND RECREATION AND PRESERVE | Parks and Rec and Preserve
Administration
ADMIN
ISTRATION

STAFF SUMMARY
Full-time Equivalents (FTE)

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

0.00

0.00

3.01

3.01

% of city's FTEs

0.11%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

0

0

876,247

876,247

TOTAL BUDGET

0

0

876,247

876,247

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

0

0

485,573

485,573

Contractual Services

0

0

346,280

346,280

Commodities

0

0

44,394

44,394

Capital Outlays

0

0

0

0

SUBTOTAL OPERATING BUDGET

0

0

876,247

876,247

Operating Projects

0

0

0

0

TOTAL BUDGET

0

0

876,247

876,247

EXPENDITURES BY FUND

EXPENDITURES BY TYPE

BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase of 3.01 FTE is due to a change in city reporting structure carried out during FY 2024/25 (3.01 FTE, General
Fund).
The increase in Personnel Services is primarily due to: 1) a change in city reporting structure carried out during FY 2024/25
(General Fund); and 2) a FY 2025/26 pay for performance and market adjustment applied to eligible employees (General
Fund).
The increase in Contractual Services is due to a change in city reporting structure carried out during FY 2024/25 and
primarily consists of ActiveNet fees associated with registration and management software (General Fund).

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PARKS AND RECREATION AND PRESERVE
PARKS AND REC AND PRESERVE
PARKS AND RECREATION AND PRESERVE | Parks and Rec and Preserve
Administration
ADMIN
ISTRATION

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

0

13

18

13,027,400

12,919,400

13,400,000

WORKLOAD
Number of Commission meetings attended
Note: Includes regular and special meetings of the Parks and Recreation and McDowell
Sonoran Preserve Commissions. This is a new measure for FY 2024/25.

EFFECTIVENESS
Number of parks and Preserve visits
Note: Number of annual visitors to all parks and the McDowell Sonoran Preserve.

					
			
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PARKS AND RECREATION AND PRESERVE

Table
PARKS A
ND Rof
ECContent
REATION

PARKS AND RECREATION AND PRESERVE | Parks and Recreation
STRATEGIC GOAL(S)

DESCRIPTION
The Parks and Recreation Division creates and maintains remarkable recreation places and delivers a large number and wide
variety of programming and experiences that support a healthy, inclusive, and active community. The division also manages
and/or maintains 1,109 acres of developed recreational areas and 784 acres of medians and rights-of-way.
SERVICES PROVIDED
•
•
•
•

•
•

Operates and maintains 28 neighborhood parks, covering 240 acres that provide primary recreation services that are easily
accessible and serve residents within a 15-minute walk.
Operates and maintains 12 community parks totaling 533 acres including community centers that provide intergenerational
activities, lighted recreational amenities, sports fields serving large regional areas of the city, and dog parks.
Operates and maintains five specialty parks totaling 281 acres that preserve significant unique features of the community,
ranging from large natural preserves to historic and specialized features, such as Pinnacle Peak Park, the sports
complexes, and Scottsdale Civic Center. These parks draw local, national and international recognition and visitors.
Manages all operational aspects of a variety of facilities, programs and services including six community centers, four
aquatic centers, three sports complexes, two tennis centers, 45 parks, several hundred leisure education programs, six
after school programs, citywide special events, youth and adult sports, lakes, splash pads, irrigation systems, fountains,
and citywide landscape contracts.
Manages the city’s intergovernmental agreements with Scottsdale Unified School District and Scottsdale Community
College, coordinating the sharing of programs and facilities.
Offers adaptive recreation activities and support for people of all ages with disabilities.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•

Received Scottsdale City Council approval of the 2024 Parks and Recreation Master Plan, setting a bold, data-driven course
shaped by over 312,000 community interactions.
Opened Ashler Hills Park in February, delivering 17 acres of new recreation space and amenities to far north Scottsdale
through the voter-approved Bond 2019 program.
Earned national reaccreditation from the Commission for Accreditation of Park and Recreation Agencies, reinforcing the
division’s position as Arizona’s longest-accredited agency and one of the top five in the nation.
Offered free Learn-to-Swim lessons during Arizona’s Drowning Impact Awareness Month, serving more than 200
participants.
Installed 22 SMART irrigation controllers in medians and rights-of-way that communicate to Irrigation Central.
Added shade structures to the playground at Scottsdale Civic Center.

FY 2025/26 OBJECTIVES
•
•
•
•
•
•

Begin implementing maintenance and capital improvement projects and initiatives funded by the voter-approved Park and
Preserve Tax.
Continue work on Bond 2019 projects including the Indian Bend Wash Lakes and Irrigation Repairs, Thompson Peak Dog
Park, and feasibility study for the Cactus Pool Replacement.
Grow community events from 11 to 18 annual offerings, as identified in the 2024 Parks and Recreation Master Plan.
Expand Adaptive Recreation’s Special Olympics program to younger athletes through a new $20,000 grant from the
National Recreation and Park Association.
Replaster the competition pool at McDowell Mountain Ranch Aquatic Center as part of the five-year Aquatics Lifecycle
Replacement Program.
Initiate planning of future improvements at Chaparral, Camelback, Agua Linda, and Paiute parks.

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PARKS AND RECREATION

PARKS AND RECREATION AND PRESERVE

PARKS AND RECREATION AND PRESERVE | Parks and Recreation

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

230.73

231.56

236.46

4.90

% of city's FTEs

8.45%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

21,592,892

23,191,614

24,687,351

1,495,737

Grant Funds

5,344

7,000

3,156

-3,844

0

0

4,965,742

4,965,742

Special Programs Fund

452,809

568,046

890,205

322,159

Transportation Fund

2,252,840

2,166,854

2,712,276

545,422

TOTAL BUDGET

24,303,885

25,933,514

33,258,730

7,325,216

EXPENDITURES BY FUND

Park and Preserve Tax Funds

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

14,253,552

16,756,235

17,634,954

878,719

Contractual Services

7,442,590

7,087,823

11,977,568

4,889,745

Commodities

2,346,393

2,089,456

3,155,148

1,065,692

Capital Outlays

237,397

0

491,060

491,060

24,279,933

25,933,514

33,258,730

7,325,216

23,952

0

0

0

24,303,885

25,933,514

33,258,730

7,325,216

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET

					
			
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PARKS AND RECREATION AND PRESERVE | Parks and Recreation
BUDGET NOTES AND SIGNIFICANT CHANGES
•

•
•

•

•

The net increase of 4.90 FTE is due to: 1) the addition of four Park and Preserve Tax positions: Maintenance Technician
(1.00 FTE), Parks Maintenance Foreman (1.00 FTE), Urban Forester (1.00 FTE), and Principal Planner (1.00 FTE) (Park and
Preserve Tax Funds); 2) reclassification of three Recreation Leader II positions (-0.81 FTE, General Fund) to two
Recreation Leader II positions (0.96 FTE, Park and Preserve Tax Funds), and a Maintenance Worker II (1.00 FTE, Park and
Preserve Tax Funds); 3) reclassification of a Recreation Leader II (-0.53 FTE) to a Maintenance Worker II (1.00 FTE)
(General Fund); 4) additional hours for part-time positions including Lifeguard/Instructor (1.84 FTE), Recreation Leader I
(0.12 FTE), and Recreation Leader II (0.43 FTE) (General Fund); and 5) a change in city reporting structure carried out
during FY 2024/25 (-3.11 FTE, General Fund, Park and Preserve Tax Funds).
The increase in Personnel Services is primarily due to: 1) the addition of 4.90 FTE (General Fund, Park and Preserve Tax
Funds); and 2) a FY 2025/26 pay for performance and market adjustment applied to eligible employees (General Fund).
The increase in Contractual Services is primarily due to: 1) the median and right-of-way contract (Transportation Fund); 2)
park improvements architectural and engineering costs to support citywide parks and open space master planning (Park
and Preserve Tax Funds); 3) mowing contract increases (General Fund); 4) Chaparral Park landscape improvements (Park
and Preserve Tax Funds); 5) structural tree pruning (Park and Preserve Tax Funds); 6) one-time spending authority for
sport fields improvements (Special Programs Fund); 7) park maintenance such as storm damage, turf maintenance, and
professional painting for park signage, restrooms, fencing, and other amenities (Park and Preserve Tax Funds); and 8)
increase costs for water usage and fleet maintenance, repair, and replacement (General Fund).
The increase in Commodities is primarily due to: 1) park improvements such as turf replacement, upgrading park
amenities, and purchasing approximately 100 trees to plant in the southern portion of the city (Park and Preserve Tax
Funds); 2) park maintenance such as irrigation replacement supplies (Park and Preserve Tax Funds); and 3) replacement
of 40 metal benches in downtown Scottsdale (General Fund).
The increase in Capital Outlays is primarily due to: 1) purchasing machinery and a vehicle to maintain parks (Park and
Preserve Tax Funds); and 2) the installation of security cameras in parks with a connection to Scottsdale's Real-Time
Crime Center (Park and Preserve Tax Funds).

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PARKS AND RECREATION

PARKS AND RECREATION AND PRESERVE

PARKS AND RECREATION AND PRESERVE | Parks and Recreation
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

12.6

11.1

10.8

27,080

26,408

26,500

10,705

11,372

11,500

23.0%

21.7%

18.6%

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

7

97

$3,269

0.05

Adaptive Recreation volunteers work with individuals of all ages and
disabilities. Activities include coaching Scottsdale Bobcats adaptive
sports programs such as swimming, golf, track and field, basketball,
flag football, and bowling, in addition to program support for afterschool and social activities.

32

851

$28,679

0.41

Adult Court-Ordered Community Restitution volunteers perform courtordered community service duties guided by staff at various Parks
facilities.

42

847

$28,544

0.41

Program volunteers provide support for special events, community
centers, ongoing programs, trail maintenance, and recycling group
projects.

109

8,381

$282,440

4.03

Youth court-ordered Community Restitution volunteers perform courtordered community service duties guided by staff at various Parks
facilities.

6

92

$3,100

0.04

196

10,268

$346,032

4.94

PERFORMANCE MEASURES
EFFICIENCY
Acres of parks maintained per employee
Note: 1,088 acres / 98 maintenance employees

WORKLOAD
Adult registered program and service participants
Note: Calculated using ActiveNet systems adult registration for programs and services,
including adult leagues. ActiveNet report filters were optimized in FY 2025/26 and applied
to data reported for FY 2023/24 and beyond.

Youth registered program and service participants
Note: Calculated using ActiveNet systems youth registration for programs and services.
ActiveNet report filters were optimized in FY 2025/26 and applied to data reported for FY
2023/24 and beyond.

Percentage of Parks and Recreation operating budget contracted out

VOLUNTEER HOURS
BOARDS/COMMISSIONS*
The Parks and Recreation Commission provide advisory
recommendations to staff and the City Council on department
priorities and programs.
VOLUNTEERS

TOTAL

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

					
			
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PARKS AND RECREPARKS
ATION A
ND PRECREATION
RESERVE
MCDOWE| LMcDowell
L SONORSonoran
AN PRES
ERVE
AND
AND PRESERVE
Preserve

STRATEGIC GOAL(S)

DESCRIPTION
McDowell Sonoran Preserve is responsible for achieving the community's vision for acquiring, operating and maintaining
the Scottsdale McDowell Sonoran Preserve's sustainable desert habitat that includes an extensive network of public trails
and access points.
SERVICES PROVIDED
•
•
•
•

Protects local plants, wildlife and natural resources through appropriate land management practices that maintain the
diverse biology and sustain the ecology of the Sonoran Desert.
Protects and analyzes historical and archeological resources.
Restores degraded habits of the Preserve to their undisturbed conditions, including the reestablishment of diverse plant
species and natural ecological processes.
Provides opportunities for education and research about the Sonoran Desert.

FY 2024/25 ACHIEVEMENTS
•
•
•
•

Completed the construction phase for Brown’s Ranch Interpretive Trail and hosted a successful grand opening as part of
McDowell Sonoran Preserve Month in October 2024.
Completed the Ecological Resource Plan, approved by the McDowell Sonoran Preserve Commission and Scottsdale City
Council.
Advanced wildland fire fuel mitigation strategies by accepting the Invasive Fine Fuel Breaks Phase I grant in the amount of
$175,000 from the Arizona Department of Forestry and Fire Management and by planning for the treatment of up to 94
corridor miles of invasive plants in FY2025/26.
Completed herbicide retreatment of buffelgrass in the Preserve with the assistance of the McDowell Sonoran Conservancy
Stewards and Envirosystems.

FY 2025/26 OBJECTIVES
•
•
•
•
•

Develop a research baseline for the Ecological Resource Plan.
Implement the Invasive Fine Fuel Breaks Phase I grant in Fall 2025 and advance invasive plant mitigation throughout the
northern region of the McDowell Sonoran Preserve.
Launch a feasibility study for the Rio Verde Drive wildlife crossing.
Update the Brown’s Ranch Trailhead building design to alleviate congestion.
Continue restoration of the area affected by the Diamond Fire (2023) with the assistance of the McDowell Sonoran
Conservancy.

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MCDOWELL SONORAN PRESERVE

PARKS AND RECREATION AND PRESERVE

PARKS AND RECREATION AND PRESERVE | McDowell Sonoran Preserve

STAFF SUMMARY
Full-time Equivalents (FTE)

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

6.54

6.56

9.71

3.15

% of city's FTEs

0.35%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

1,030,219

1,110,002

0

-1,110,002

Grant Funds

231,043

124,585

0

-124,585

0

0

3,146,621

3,146,621

Special Programs Fund

133,079

100,082

100,082

0

TOTAL BUDGET

1,394,341

1,334,669

3,246,703

1,912,034

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

570,551

635,567

950,759

315,192

Contractual Services

744,432

639,395

2,074,097

1,434,702

Commodities

78,136

59,707

221,847

162,140

Capital Outlays

1,222

0

0

0

1,394,341

1,334,669

3,246,703

1,912,034

0

0

0

0

1,394,341

1,334,669

3,246,703

1,912,034

Park and Preserve Tax Funds

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

•

The net increase of 3.15 FTE is due to: 1) the addition of a Public Works Project Coordinator (1.00 FTE, Park and Preserve
Tax Funds); and 2) a change in city reporting structure carried out during FY 2024/25 (2.15 FTE, General Fund, Park and
Preserve Tax Funds).
The increase in Personnel Services is primarily due to: 1) the addition of 3.15 FTE (Park and Preserve Tax Funds); and 2) a
FY 2025/26 pay for performance and market adjustment applied to eligible employees (Park and Preserve Tax Funds).
The increase in Contractual Services is primarily due to costs for McDowell Sonoran Preserve maintenance and protection
needs such as: 1) contracts with provides to support projects such as studies and analysis of flora, fauna, riparian areas,
and geology; 2) mechanical thinning for wildland fire mitigation; and 3) custodial services for seven Preserve trailhead
restrooms (Park and Preserve Tax Funds).
The increase in Commodities is primarily due to costs for McDowell Sonoran Preserve maintenance and protection needs
such as pre-emergent chemicals and building maintenance materials (Park and Preserve Tax Funds).

					
			
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MCDOWELL SONORAN PRESERVE

PARKS AND RECREATION AND PRESERVE

PARKS AND RECREATION AND PRESERVE | McDowell Sonoran Preserve
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

1,930,600

1,819,400

1,837,590

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

7

198

$6,673

0.10

Trail patrol, trail maintenance, educational outreach, trailhead hosts and
field institute research.

615

72,364

$2,438,667

34.79

TOTAL

622

72,562

$2,445,340

34.89

PERFORMANCE MEASURES
WORKLOAD
Provide access to the Preserve (number of annual new and repeat visits)
Note: Rounded to the nearest thousand. FY 2023/24 was recalculated using Placer.ai analytics.

VOLUNTEER HOURS
BOARDS/COMMISSIONS*
The McDowell Sonoran Preserve Commission provides citizen
oversight for acquisition, preservation, management and
stewardship of the McDowell Mountains and related Sonoran
desert.
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

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DEPARTMENT SUMMARY | Planning and Development Services
PLANNING AND DEVELOPMENT SERVICES
FY 2025/26 ADOPTED BUDGET

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

PLANNING AND DEVELOPMENT SERVICES

16,240,533

19,380,329

20,474,665

1,094,336

TOTAL BUDGET

16,240,533

19,380,329

20,474,665

1,094,336

EXPENDITURES BY DIVISION

					
			
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JOB TITLE

DEPARTMENT SUMMARY | Planning and Development Services
TOTAL
FTE JOB TITLE

TOTAL
FTE

ADMINISTRATIVE ASSISTANT

5.00 PLANNER ASSOCIATE

4.00

ADMINISTRATIVE SUPERVISOR

1.00 PLANNER PRINCIPAL

3.00

BUILDING INSPECTION SUPERVISOR

1.00 PLANNER SENIOR

5.00

BUILDING INSPECTOR I

1.00 PLANNING & DEVELOP AREA DIR

3.00

BUILDING INSPECTOR II

8.00 PLANNING & DEVELOP AREA MGR

3.00

CIVIL ENGINEER

2.00 PLANNING & DEVELOP SVCS DIR

1.00

CIVIL ENGINEER SENIOR

2.00 PLANNING ADMINISTRATION MGR

1.00

CODE ENFORCEMENT MANAGER

1.00 PLANNING INSPECTOR

1.00

CODE ENFORCEMENT SUPERVISOR

2.00 PLANNING TECHNICIAN

5.75

CODE INSPECTOR I

6.00 PLANS EXAMINER

4.00

CODE INSPECTOR II

5.00 PLANS EXAMINER SENIOR

6.00

CODE INSPECTOR III

2.00 PROGRAM DIRECTOR

1.00

COMMUNICATION & OUTREACH COORD

1.00 PROGRAM MANAGER

1.00

DEPT SYSTEMS ANALYST/PROG I

1.00 STORMWATER ENGINEER

1.00

DEPT SYSTEMS ANALYST/PROG II

2.00 STORMWATER ENGINEER SENIOR

5.00

DEPT TECHNOLOGY SUPERVISOR

1.00 STRUCTURAL ENGINEER

2.00

DEVELOPMENT ENGINEERING MGR

1.00 STRUCTURAL ENGINEER SENIOR

1.00

DEVELOPMENT SERVICES MANAGER

1.00 TELECOM POLICY COORDINATOR

1.00

DEVELOPMENT SERVICES REP

4.00 TOTAL

DEVELOPMENT SERVICES REP SR

6.00

DEVELOPMENT SVCS SUPERVISOR

2.00

DIGITAL MEDIA DESIGNER

1.00

DRAINAGE INSPECTOR

1.00

DRAINAGE/FLOOD CONTROL MGR

1.00

ENVIRONMENTAL POLICY MANAGER

1.00

ENVIRONMENTAL PROG COORD

1.00

FIELD ENGINEERING SUPERVISOR

1.00

FIELD INSPECTOR I

2.00

FIELD INSPECTOR II

4.00

FINANCE ANALYST SENIOR

1.00

PLAN REVIEW MANAGER

1.00

PLANNER

6.00

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Planning and Development Services

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Planning and Development Services

STRATEGIC GOAL(S)

DESCRIPTION
The Planning and Development Services Department works in partnership with the community to shape the city physically,
sustainably, and aesthetically through preservation and revitalization to provide a high quality of life. The department is
comprised of Administration, Technology, Office of Environmental Initiatives, Long Range Planning, Current Planning, Plan
Review Services, One Stop Shop, Records, Inspection Services, Stormwater Management, Neighborhoods, and Code
Enforcement.
SERVICES PROVIDED
•
•
•
•
•
•

Ensures the community vision, values, and goals in Scottsdale General Plan 2035 are considered for all development
proposals.
Ensures public processes, procedures, and resources necessary to implement leadership goals and to deliver high service
levels to the community.
Delivers efficient and effective code enforcement using an education-based and collaborative approach to support longterm voluntary compliance.
Provides data-driven demographic, operational, and policy analysis for the department, and to our internal and external
customers.
Provides leadership and project coordination for technology improvements in the department.
Supports the city’s environmental and sustainability efforts, including community input through the Scottsdale
Environmental Advisory Commission.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•
•
•

Addressed State legislation through coordination with Government Relations and legal staff, updating zoning codes and
providing community outreach.
Provided enhanced customer service through increased administrative approvals provided to minor development cases.
Leverage technology to enhance internal and external customer service and experience.
Continued to implement Phase II of the Bond 2019 Community Development Tracking System Replacement Program with
system design, configuration and training.
Delivered collaborative and education-based code enforcement to obtain voluntary compliance.
Supported Scottsdale’s mature neighborhoods with Neighborhood Enhancement Grant Program funding.
Process high profile and complex development case reviews through the public hearing process.
Ensure the public health, safety and welfare through site and building plan reviews and inspections.

FY 2025/26 OBJECTIVES
•
•
•
•
•
•

Address State legislation through coordination with Government Relations and Legal staff, the update of the General Plan
and zoning codes, and providing community outreach.
Update General Plan policies to correlate with recent City Council and State-mandated directives.
Improve the department’s public-facing resources, including the website, publications and other materials, to better meet
the interests of various audiences.
Launch the newly-designed Tyler system and achieve a smooth and efficient migration to the new system, minimizing
downtime and user impact.
Improve the efficiency of construction plans reviewed on time to 95 percent.
Enhance the community by preventing deterioration and promoting compliance through proactive outreach and code
enforcement efforts.

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DEPARTMENT SUMMARY

PLANNING AND DEVELOPMENT SERVICES

				

DEPARTMENT SUMMARY | Planning and Development Services

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

124.75

124.75

123.75

-1.00

% of city's FTEs

4.42%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

16,168,627

18,762,507

19,759,172

996,665

71,906

617,822

715,493

97,671

16,240,533

19,380,329

20,474,665

1,094,336

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

14,111,909

16,179,718

16,638,938

459,220

Contractual Services

1,934,903

2,867,569

3,502,685

635,116

Commodities

144,954

100,245

100,245

0

Capital Outlays

40,274

22,797

22,797

0

16,232,040

19,170,329

20,264,665

1,094,336

8,494

210,000

210,000

0

16,240,533

19,380,329

20,474,665

1,094,336

EXPENDITURES BY FUND
General Fund
Special Programs Fund
TOTAL BUDGET

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The net decrease of 1.00 FTE is due to the reclassification and movement of a Code Enforcement Assistant (-1.00 FTE) to
an Old Town Specialist that is now housed in the Enterprise Operations Department.
The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees (General Fund). The increase would have been larger but is partially offset by the decrease of 1.00 FTE (General
Fund).
The increase in Contractual Services is due to: 1) increased funding to cover subscription costs for planning/fire
permitting, inspections, and code enforcement software; and 2) funding for a consultant to collect, prepare, and submit all
required data for the Community Rating System (CRS) Three Year Cycle Review.

					
			
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PLANNING AND DEVELOPMENT

DEPARTMENT SUMMARY | Planning and Development Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

89.9%

89.5%

95.0%

97.9%

99.5%

98.0%

0.2

0.1

0.2

53.8%

67.3%

55.0%

Construction plans submitted for review

10,668

10,972

11,322

Construction inspections performed

90,901

88,119

85,475

Residential solar permits issued

725

530

387

Pre-applications received

889

858

890

374Administrative cases received

320

374

390

Public hearing cases received

120

304

320

16,583

21,131

18,000

PERFORMANCE MEASURES
EFFICIENCY
Engineering, Building, Stormwater, Planning and Fire construction plans
completed within 21 calendar days
Note: This is a measure of responsiveness to plans submitted for review with an
established goal of 98 percent.

Inspections performed within 24 hours
Note: This indicates the responsiveness to calls to inspect buildings under construction.

Average time for initial response to a code enforcement complaint (in days)
EFFECTIVENESS
Percent of total code cases proactively initiated by code inspectors
Note: This is a measure of the effectiveness of inspectors in proactively identifying
violations before a complaint is made by a citizen. This includes zoning, property
maintenance, housing, signage, graffiti and construction activity issues.

WORKLOAD

Code enforcement compliance inspections

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DEPARTMENT SUMMARY | Planning and Development Services
# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Board of Adjustment is a quasi-judicial body that reviews variance
requests and appeals of the Zoning Administrator’s
interpretation/decisions, and it makes administrative decisions
regarding zoning requirements.

7

105

$3,539

0.05

Building Advisory Board of Appeals has the jurisdiction to
recommend that minor variances in the electrical, plumbing and
mechanical application of the Building Code be granted and that
alternative construction methods or materials be allowed.

7

245

$8,257

0.12

Development Review Board reviews and approves architectural
design and layout of proposed development. This includes site
planning and the relationship of the development to the
surrounding environment and community. Note: This is a sevenmember board that is chaired by one City Council member and one
Planning Commission member on a rotating basis.

6

630

$21,231

0.30

Historic Preservation Commission implements the ordinance
process for identifying Scottsdale’s historical, archaeological and
cultural resources, to promote awareness for future generations,
and to recommend programs to achieve community goals for their
preservation and conservation.

7

280

$9,436

0.13

Neighborhood Advisory Commission advises and makes
recommendations to City Council on policies, plans, strategies and
programs for the preservation, improvement and revitalization of
Scottsdale's neighborhoods.

7

280

$9,436

0.13

Planning Commission holds public meetings and makes
recommendations to City Council on matters relating to the
creation of zoning districts, the enforcement of zoning regulations,
amendments to zoning ordinances, and other planning and zoning
issues.

7

714

$24,062

0.34

Scottsdale Environmental Advisory Commission advises the City
Council on issues related to environmental quality and the
prioritization of future environmental activities.

7

546

$18,400

0.26

TOTAL

48

2,800

$94,361

1.33

VOLUNTEER HOURS
BOARDS/COMMISSIONS*

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

					
			
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DEPARTMENT SUMMARY

PLANNING AND DEVELOPMENT SERVICES

				

DEPARTMENT SUMMARY | Planning and Development Services

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Boards/Commissions*

48

2,800

$94,361

1.33

TOTAL

48

2,800

$94,361

1.33

VOLUNTEER HOURS SUMMARY

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

CHARTED PERFORMANCE MEASURES

Engineering, Building, Stormwater, Planning and
Fire construction plans completed within 21
calendar days
Efficiency

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DEPARTMENT SUMMARY | Fire Department

FIRE DEPARTMENT
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

OFFICE OF THE FIRE CHIEF

3,001,995

2,182,590

3,990,281

1,807,691

AMBULANCE SERVICES

1,337,777

5,806,506

10,097,479

4,290,973

EMERGENCY SERVICES

53,055,077

55,918,686

64,897,451

8,978,765

PROFESSIONAL SERVICES

7,116,058

7,577,862

12,110,042

4,532,180

PREVENTION SERVICES

2,051,822

2,381,134

2,225,834

-155,300

TOTAL BUDGET

66,562,729

73,866,778

93,321,087

19,454,309

					
			
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JOB TITLE

DEPARTMENT SUMMARY | Fire Department

TOTAL
FTE JOB TITLE

TOTAL
FTE

ADMINISTRATIVE ASSISTANT

4.00 PLANS EXAMINER SENIOR

2.00

ADMINISTRATIVE ASSISTANT SR

2.00 WAREHOUSE SUPERVISOR

1.00

AMBULANCE BILLING SPECIALIST

3.00 WILDLAND URBAN INTERFACE RISK

1.00

AMBULANCE TRANSPORTATION MGR

1.00 TOTAL

BUSINESS SERVICES MANAGER

1.00

DEPT SYSTEMS ANALYST/PROG II

2.00

DEPT TECHNOLOGY SUPERVISOR

1.00

DIVISION FINANCE MANAGER

1.00

EMS PERFORM IMPROVEMENT COORD

1.00

EMS TRAINING AND CERTIFICATION

1.00

EQUIPMENT COORD/RADIO TECH

5.00

FACILITIES MANAGEMENT COORD

1.00

FIRE BATTALION CHIEF (56) - (SWORN)

9.00

FIRE CAPTAIN (40) - (SWORN)

3.00

FIRE CAPTAIN (56) - (SWORN)

93.00

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 DATA ANALYST

1.00

FIRE ENGINEER (56) - (SWORN)

79.00

FIRE INSPECTOR

5.00

FIRE INSPECTOR SUPERVISOR

1.00

FIRE MARSHAL

1.00

FIRE PROTECTION ENGINEER SR

1.00

FIRE SAFETY & TRAINING COORD

1.00

FIRE SAFETY FIT & WELL COORD

1.00

FIREFIGHTER (56) - (SWORN)

178.00

FIREFIGHTER PIPELINE (40)

1.00

MANAGEMENT ANALYST

2.00

PERSONNEL SPECIALIST

1.00

196		

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Fire Department

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Fire Department

STRATEGIC GOAL(S)

DESCRIPTION
The Scottsdale Fire Department reduces the incidence and severity of emergencies through timely, skilled, and compassionate
service. The department responds to all hazards, including fire, emergency medical, chemical, biological, nuclear, radiologic,
wildland, and technical rescue incidents. The department derives its objectives through the development and review of its
strategic plan and standard of cover planning documents in accordance with the City Council's mission and goals. It
accomplishes these objectives within a systematic approach that relies on the redundancy of resources within an "automatic
aid" system, ensuring 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, including community outreach
and connectivity, recommendations regarding emergency resource deployment, and employee development and support within
the system. Additionally, there is a critical need to ensure a contemporary workforce that is physically and mentally prepared to
serve the public effectively.
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.
Conducts new construction plan reviews and inspections, fire safety occupancy inspections and cause of fire
investigations.
Manages and operates the ambulance service program.

FY 2024/25 ACHIEVEMENTS
•
•
•

Established ground ambulance service in December 2024. Began operating multiple ambulances across the city. The
program handled hundreds of calls and ensured Advanced Life Support could ride directly on fire trucks, thereby keeping
fire apparatus fully staffed and operational.
Implemented infrastructure investments in training, launched and officially dedicated the $18.3 million modern training
facility (in Tempe), featuring burn towers, hazmat and aircraft firefighting training props, classrooms, rescue training
components, and an auditorium. The first class of 41 cadets began training in January 2025.
Collaborated with facilities and managed the opening of the new Fire Training Center, coordinated efforts for the current
new Fire Station 612, continued ongoing efforts for the remodel of Fire Station 606, and implemented NFPA-compliant
station upgrades and HVAC improvements.

FY 2025/26 OBJECTIVES
•
•

Focus on proactive measures to reduce the incidence of fires, medical emergencies, and other hazards through public
education, risk assessments, and targeted prevention programs.
Improve the department's ability to respond to large-scale emergencies by fostering stronger partnerships with other local,
state, and federal agencies, including law enforcement, emergency medical services, and public health organizations.

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DEPARTMENT SUMMARY | Fire Department

CHARTED PERFORMANCE MEASURES

Average travel time to emergency calls that
include engines, ladders and ladder tenders (in
minutes)

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.

Effectiveness

Effectiveness

Effectiveness

					
			
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DEPARTMENT SUMMARY

							

DEPARTMENT SUMMARY | Fire Department

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

27.00

37.00

42.00

5.00

Full-time Sworn Equivalents (FTE)

292.00

338.00

377.00

39.00

TOTAL FTE

319.00

375.00

419.00

44.00

% of city's FTEs

14.98%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Ambulance Fund

1,337,777

5,806,506

10,097,479

4,290,973

General Fund

63,949,583

67,114,435

80,550,568

13,436,133

Grant Funds

641,047

101,000

0

-101,000

0

0

1,754,034

1,754,034

634,321

844,837

919,006

74,169

66,562,729

73,866,778

93,321,087

19,454,309

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

46,483,226

56,192,073

67,929,121

11,737,048

Contractual Services

16,558,827

15,034,053

18,713,246

3,679,193

Commodities

2,794,356

2,417,953

4,725,513

2,307,560

Capital Outlays

726,320

222,699

1,953,207

1,730,508

66,562,729

73,866,778

93,321,087

19,454,309

0

0

0

0

66,562,729

73,866,778

93,321,087

19,454,309

Park and Preserve Tax Funds
Special Programs Fund
TOTAL BUDGET

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

•
•

The net increase of 44.00 FTE is due to: 1) staffing for Phase II of the ambulance service which includes the addition of 21
Firefighters (21.00 FTE Sworn), two Ambulance Billing Specialists (2.00 FTE), one Fire Captain (1.00 FTE Sworn), one EMS
Training and Certification position (1.00 FTE)(Ambulance Fund); 2) restaffing a fire truck for Fire Station 601 which will
include eight Firefighters (8.00 FTE Sworn), four Fire Captains (4.00 FTE Sworn), and three Fire Engineers (3.00 FTE
Sworn) (General Fund); 3) Park and Preserve Tax positions for Fire Mitigation and Rescue which includes three Fire
Captains (3.00 FTE Sworn), and one Wildland Urban Interface Risk position (1.00 FTE) (Park and Preserve Tax Funds); and
4) ) a Fire Marshal Deputy (-1.00 FTE Sworn) reclassified to Fire Inspector Supervisor (1.00 FTE)(General Fund
The increase in Personnel Services is primarily due to: 1) the addition of 44.00 FTE; 2) a FY 2025/26 pay for performance,
step program, and market adjustment for eligible employees (Ambulance Fund, General Fund); and 3) increases in
retirement contribution rates for the Public Safety Personnel Retirement System (Ambulance Fund, General Fund).
The increase in Contractual Services is primarily due to: 1) costs associated with Phase II of the ambulance service
(Ambulance Fund); 2) the Fire Department warehouse lease agreement (General Fund); 3) training related to attrition of
paramedics and specialty teams (General Fund); 4) fuel abatement for Prop 490 Fire Mitigation (Park and Preserve Tax
Funds); and 5) medical exams and training to restaff a fire truck for Fire Station 601 (General Fund).

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DEPARTMENT SUMMARY | Fire Department

BUDGET NOTES AND SIGNIFICANT CHANGES CONTINUED
•
•

The increase in Commodities is primarily due to: 1) costs to outfit Phase II of the ambulance service such as medical
supplies and uniforms (Ambulance Fund); 2) Fleet upfit costs for new vehicles (General Fund); and 3) replacement of 350
ballistic vest panels (General Fund).
The increase in Capital Outlays is primarily due to: 1) funding for replacement of 156 self-contained breathing
apparatuses moved from the Capital Improvement Plan to the Operating Budget (General Fund); and 2) equipment for
Phase II of the ambulance service (Ambulance Fund).

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

Volunteers

72

1,856

$62,547

0.89

TOTAL

72

1,856

$62,547

0.89

VOLUNTEER HOURS SUMMARY

FULL-TIME
EQUIVALENT

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

					
			
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FIRE DEPARTMENT
						

OFFICE| Office
OF THof
E Fthe
IREFire
CHChief
IEF
FIRE DEPARTMENT

STRATEGIC GOAL(S)

DESCRIPTION
The Office of the Fire Chief provides leadership, direction, and oversight for all personnel, programs, and functions. This
includes community outreach and connectivity, recommendations for emergency resource deployment, and employee
development and support within the system. The department plays a crucial role in reducing community risk and enhancing
public safety for the division. Additionally, it collaborates with all public safety stakeholders to plan and prepare for major
events within Scottsdale's city limits, ensuring a focus on emergency and operational preparedness.
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 Emergency Management for major events.
Trains and develops professional firefighters within an all-hazards environment.

•

Established ground ambulance service in December 2024. Began operating multiple ambulances across the city. The
program handled hundreds of calls and ensured Advanced Life Support could ride directly on fire trucks, thereby keeping
fire apparatus fully staffed and operational.
Implemented infrastructure investments in training, launched and officially dedicated the $18.3 million modern training
facility (in Tempe), featuring burn towers, hazmat and aircraft firefighting training props, classrooms, rescue training
components, and an auditorium. The first class of 41 cadets began training in January 2025.
Expanded Community Risk Reduction, conducted over 30,000 residential hazardous vegetation assessments in wildlandurban interface zones to reduce fire spread and reinforce defensible space around homes. Rolled out door to door fire
prevention inspections, educated homeowners about vegetation clearance and defensible space, and followed up to
reinforce compliance and awareness.
Implemented council approved new multi-step pay system for sworn fire personnel, boosted recruitment and retention
efforts and aligned with modernization initiatives.

FY 2024/25 ACHIEVEMENTS

•
•

•

FY 2025/26 OBJECTIVES
•
•
•
•

Focus on proactive measures to reduce the incidence of fires, medical emergencies, and other hazards through public
education, risk assessments, and targeted prevention programs.
Improve the department's ability to respond to large-scale emergencies by fostering stronger partnerships with other local,
state, and federal agencies, including law enforcement, emergency medical services, and public health organizations.
Ensure that firefighters and emergency personnel are equipped with the latest knowledge, skills, and tools to respond to
emerging threats effectively, including those related to new technologies or evolving hazards like cybersecurity threats or
pandemics.
Prioritize the physical and mental health of first responders by implementing wellness programs, improving safety
protocols, and reducing the risks of injury and burnout.

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OFFICE OF THE FIRE CHIEF

						

FIRE DEPARTMENT | Office of the Fire Chief

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

4.00

4.00

6.00

2.00

Full-time Sworn Equivalents (FTE)

4.00

4.00

7.00

3.00

TOTAL FTE

8.00

8.00

13.00

5.00

% of city's FTEs

0.46%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

2,350,520

2,068,840

2,223,497

154,657

Grant Funds

641,004

101,000

0

-101,000

0

0

1,754,034

1,754,034

10,471

12,750

12,750

0

TOTAL BUDGET

3,001,995

2,182,590

3,990,281

1,807,691

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,378,038

1,471,185

2,875,722

1,404,537

Contractual Services

1,071,282

609,655

932,672

323,017

Commodities

252,675

12,750

151,003

138,253

Capital Outlays

300,000

89,000

30,884

-58,116

SUBTOTAL OPERATING BUDGET

3,001,995

2,182,590

3,990,281

1,807,691

0

0

0

0

3,001,995

2,182,590

3,990,281

1,807,691

Park and Preserve Tax Funds
Special Programs Fund

Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•
•

The increase of 5.00 FTE is due to 1) The movement of one Public Information Officer (1.00 FTE) from the Emergency
Services area to the Office of the Police Chief; 2) the addition of three Fire Captains (3.00 Sworn FTE); and 3) the addition
of one Wildland Urban Interface Risk position (1.00 FTE).
The increase in Personnel Services is due to: 1) the addition of 5.00 FTE; and 2) a FY 2025/26 pay for performance, step
program, and market adjustment applied to eligible employees (General Fund and Park and Preserve Funds).
The increase in Contractual Services is due to: 1) increased funding for fuel abatement to mitigate wildfire threats; and 2)
additional funding for continued education, training, and conferences (General Fund and Park and Preserve Funds).
The increase in Commodities is due to the one time purchase of uniforms and equipment for newly hired personnel
(General Fund and Park and Preserve Funds).
The decrease in Capital Outlays is due to the removal of FY 2024/25 one-time funding for radio equipment replacements
(Grant Funds).

					
			
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FIRE DEPARTMENT
						

AMBU
LANCE SERServices
VICES
FIRE DEPARTMENT
| Ambulance

STRATEGIC GOAL(S)

DESCRIPTION
The Ambulance Services Division is a vital part of the Scottsdale Fire Department’s mission to deliver All-Hazards
emergency services. This division operates advanced life support (ALS) ambulances to provide timely door-to-door medical
care and safe patient transport. It enhances patient care continuity, increases unit availability for fireground operations,
and supports the city’s readiness to always serve residents and visitors.
SERVICES PROVIDED
•
•
•
•
•
•
•
•

Provides 9-1-1 immediate response ground ambulance transportation within the City of Scottsdale.
Delivers advanced life support medical treatment and transport to local hospitals and specialty centers.
Integrates with the Phoenix Regional Dispatch Center for dispatch and automatic aid response.
Maintains full compliance with the Arizona Department of Health Services Certificate of Necessity requirements.
Captures and transmits patient data through Electronic Patient Care Reporting systems.
Participates in regional prehospital alert programs for time-sensitive illnesses.
Conducts ongoing Quality Assurance/Quality Improvement reviews in partnership with the Emergency Medical Services
Division.
Supports special event medical coverage and surge capacity planning.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•

Secured Certificate of Necessity approval, authorizing the department to legally operate and provide ambulance transport
services within the City of Scottsdale.
Launched the first phase of ambulance operations in December 2024. The new service reinforced Scottsdale Fire
Department’s commitment to continuity of care and ensured patients received consistent, high-quality emergency medical
services provided by Scottsdale paramedics.
Hired and comprehensively trained the initial transport crews to ensure high standards of patient care, safety, and
operational readiness.
Procured, received, and fully outfitted a fleet of ambulances and support vehicles with advanced medical equipment and
communication systems. Procured, received, and fully outfitted a fleet of ambulances and support vehicles with advanced
medical equipment and communication systems.
Selected a third-party billing vendor and established all necessary accounts with federal and state payors to ensure
accurate and timely reimbursement.
Established internal Code of Compliance and Health Insurance Portability and Accountability Act (HIPAA) policies to
maintain compliance with federal payors.

FY 2025/26 OBJECTIVES
•
•
•
•
•

Place three additional ambulances in service, staffed by sworn firefighter-paramedics and emergency medical care
technicians. Ensure two ambulances are bariatric and capable of meeting community needs.
Hire, train, and deploy additional crews according to the multi-year growth plan.
Finalize dispatch and backup agreements with neighboring agencies to guarantee backup transport capacity during peak
demand and/or large-scale incidents.
Implement new performance measures, including customer service feedback, cost recovery tracking, and quality
compliance.
Develop adaptive and advanced internal reporting dashboards for key metrics to drive operational decisions, demonstrate
accountability and enhance transparency.

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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
AMBULANCE SERVICES

FIRE DEPARTMENT | Ambulance Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

0.00

7.00

9.00

2.00

22.00

44.00

22.00

29.00

53.00

24.00

Full-time Sworn Equivalents (FTE)
TOTAL FTE

0.00

% of city's FTEs

1.89%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Ambulance Fund

1,337,777

5,806,506

10,097,479

4,290,973

TOTAL BUDGET

1,337,777

5,806,506

10,097,479

4,290,973

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

882

3,844,428

6,933,581

3,089,153

Contractual Services

225,442

1,138,489

1,295,219

156,730

Commodities

868,642

791,990

1,464,676

672,686

Capital Outlays

242,811

31,599

404,003

372,404

SUBTOTAL OPERATING BUDGET

1,337,777

5,806,506

10,097,479

4,290,973

0

0

0

0

1,337,777

5,806,506

10,097,479

4,290,973

Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•
•

The increase of 24.00 FTE is due to: 1) the addition of 21 Firefighters (21.00 Sworn FTE); 2) the addition of one Fire
Captain (1.00 Sworn FTE); and 3) the addition of two Ambulance Billing Specialists (2.00 FTE).
The increase in Personnel Services is due to: 1) the addition of 24.00 FTE; and 2) a FY 2025/26 pay for performance, step
program, and market adjustment applied to eligible employees (Ambulance Fund).
The increase in Contractual Services is mainly due to increased costs for contracting an external billing agency which
increases as the size of the ambulance program increases (Ambulance Fund).
The increase in Commodities is mainly due to 1) increased costs for the supply of emergency medical supplies needed to
outfit ambulances; 2) miscellaneous tools to equip new ambulances; and 3) the purchase of additional Self Contained
Breathing Apparatus (SCBA) to accommodate additional staffing (Ambulance Fund).
The increase in Capital Outlays is due to: 1) the purchase of radios to outfit additional personnel; and 2) cardiac monitors,
ambulance chairs, and chest compression systems needed for new ambulances (Ambulance Fund).

					
			
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FIRE DEPARTMENT
						

EMER| G
ENCY SERServices
VICES
FIRE DEPARTMENT
Emergency

STRATEGIC GOAL(S)

DESCRIPTION
The Emergency Services Division oversees the delivery of 9-1-1 emergency response services. The Scottsdale Fire Department
is an all-hazards agency, providing fire suppression, emergency medical services, hazardous materials response, technical
rescue, airport rescue and firefighting, regional collaboration, and special event protection. Emergency Services is responsible
for maintaining employee medical certifications, delivering medical training, and ensuring quality assurance in patient care
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
associated automatic aid agreement.
Ensures Arizona Department of Health Services compliance with medical certification and continuing education.

FY 2024/25 ACHIEVEMENTS
Enrolled and graduated 12 professional firefighters in a paramedic program partnering with the Phoenix College. The
programs provided over a thousand hours of education specializing in pharmacology, stroke, cardiology, trauma, pediatrics,
anatomy/physiology, and special patient populations.
• Provided over 9,500 total hours of training and education and maintained over 305 state and national emergency medical
technicians and paramedic certifications.
• Planned, managed, and responded to Scottsdale’s premier events, including the Barrett-Jackson Collector Car Auction and
the WM Phoenix Open. Collaborated with city departments and regional agencies that ensured a safe and enjoyable
experience for all attendees.
FY 2025/26 OBJECTIVES
•

•
•
•

Ensure the safety and well-being of residents and visitors by providing comprehensive emergency services support during
special events. This includes proactive planning, on-site response capabilities, and coordination with city and regional
partners to effectively manage public safety risks.
Improve responsiveness to meet the changes in landscape and population within the city to ensure challenges are met
from an all-hazards approach.
Create and implement a second Technical Rescue Team to enhance citywide response capabilities and address the
growing demands of emergency incidents in the McDowell Sonoran Preserve.

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EMERGENCY SERVICES

FIRE DEPARTMENT | Emergency Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

4.00

4.00

4.00

0.00

Full-time Sworn Equivalents (FTE)

279.00

301.00

318.00

17.00

TOTAL FTE

283.00

305.00

322.00

17.00

STAFF SUMMARY
Full-time Equivalents (FTE)

% of city's FTEs

11.51%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

52,431,183

55,086,599

63,991,195

8,904,596

Grant Funds

43

0

0

0

623,851

832,087

906,256

74,169

53,055,077

55,918,686

64,897,451

8,978,765

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

40,899,354

45,680,589

52,597,888

6,917,299

Contractual Services

11,800,362

10,153,200

11,619,292

1,466,092

Commodities

220,716

84,897

680,271

595,374

Capital Outlays

134,645

0

0

0

53,055,077

55,918,686

64,897,451

8,978,765

0

0

0

0

53,055,077

55,918,686

64,897,451

8,978,765

EXPENDITURES BY FUND

Special Programs Fund
TOTAL BUDGET

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

•
•

•

The increase of 17.00 Sworn FTE is due to: 1) the movement of one Public Information Officer (1.00 FTE) from the
Emergency Services area to the Office of the Fire Chief; 2) the addition of eight Firefighters (8.00 Sworn FTE); 3) the
addition of six Fire Captains (6.00 Sworn FTE); 4) the addition of three Fire Engineers (3.00 Sworn FTE); and 5) the addition
of one Administrative Assistant (1.00 FTE).
The increase in Personnel Services is due to: 1) the addition of 17.00 FTE; and 2) a FY 2025/26 pay for performance, step
program, and market adjustment applied to eligible employees (General Fund and Special Programs Funds).
The increase in Contractual Services is primarily due to: 1) increased costs for internal service charges including Fleet
Replacement, Fleet Maintenance and Repair, Fleet Fuel, and Property, Liability, and Worker's Compensation; 2) increased
funding for medical exams provided to sworn personnel; and 3) funding provided for paramedic training for new personnel
(General Fund).
The increase in Commodities is due to: 1) one-time funding for uniforms that are provided to outfit new personnel; 2) onetime funding for miscellaneous tools; and 3) one-time funding for Self Contained Breathing Apparatus (SCBA) for new
personnel (General Fund).

					
			
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EMERGENCY SERVICES

FIRE DEPARTMENT | Emergency Services

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

05:22

05:23

05:23

37,940

38,960

39,500

24%

23%

24%

76%

84%

84%

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.

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 the Fire Department. This is
an indicator of the workload volume of overall emergency response services provided to
the community and its neighbors, and includes emergency medical services, technical
rescues, hazardous materials, aircraft emergencies, fire alarms canceled and good intent
calls.

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.

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.

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FIRE DEPARTMENT
			

PROFE|SProfessional
SIONAL SERServices
VICES
FIRE DEPARTMENT

STRATEGIC GOAL(S)

DESCRIPTION
The Professional Services Department is responsible for the division’s budget and strategic planning. It has three 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.
Prepares and provides promotional testing for all ranked positions in the Sworn structure.
Ensures consistency in standards and practices of contemporary fire service.
Provides an effective and efficient distribution of supplies and equipment.

FY 2024/25 ACHIEVEMENTS
Developed a new 16-week captain’s pre-promotional preparation academy and trained 47 firefighters and engineers for the
position of Fire Captain. processed 47 candidates through the captain promotional process and 17 candidates for engineer
promotional testing.
• Processed 41 new firefighter recruits at the new Regional Training Academy, utilized the regional academies for overflow
hiring. Ensured ongoing probationary training and oversight, and trained instructors for the High Risk/Low Frequency
events such as Fire Ground Survival and National Fire Protection Association (NFPA) 1403 Live Fire Training.
• Collaborated with fleet to deploy four new ambulances, three new pumpers, and one new ladder truck, developed a fiveyear fleet replacement and spare unit strategy.
• Launched centralized warehousing initiative to streamline supply operations and implemented Operative IQ software for
real-time inventory and asset tracking.
• Collaborated with city IT and upgraded Wi-Fi at stations; enhanced Training Center tech infrastructure and deployed
Cradlepoint devices for improved vehicle communications.
• Collaborated with facilities and managed the opening of the new Fire Training Center, coordinated efforts for the current
new Fire Station 612, continued ongoing efforts for the remodel of Fire Station 606, and implemented NFPA-compliant
station upgrades and HVAC improvements.
FY 2025/26 OBJECTIVES
•

•
•
•
•

Continue overseeing and managing the administrative processing of new hires through Scottsdale's regional training
academy. Over 20-week program, ensuring each recruit receives the foundational skill set required of professional
firefighters training with departmental attrition and regional growth.
Develop, facilitate, and evaluate the promotional processes for the rank of battalion chief, captain, and engineer. Also to
include recruit training and continuing education for incumbent firefighters of all ranks.
Collaborate with training to create a mentoring and training program to provide for greater participation in promotional
processes of all ranks that compliments the needs of the department.
Continue to support all fire staff in all divisions with logistical needs, supplies, equipment, and fire fleet oversight to ensure
seamless service delivery to our citizens and visitors.

					
			
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PROFESSIONAL SERVICES

			

FIRE DEPARTMENT | Professional Services

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

8.00

11.00

11.00

0.00

Full-time Sworn Equivalents (FTE)

5.00

7.00

7.00

0.00

TOTAL FTE

13.00

18.00

18.00

0.00

% of city's FTEs

0.64%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

7,116,058

7,577,862

12,110,042

4,532,180

TOTAL BUDGET

7,116,058

7,577,862

12,110,042

4,532,180

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

2,366,294

3,090,763

3,591,185

500,422

Contractual Services

3,267,926

2,869,303

4,598,207

1,728,904

Commodities

1,435,997

1,515,696

2,425,330

909,634

Capital Outlays

45,841

102,100

1,495,320

1,393,220

7,116,058

7,577,862

12,110,042

4,532,180

0

0

0

0

7,116,058

7,577,862

12,110,042

4,532,180

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•

•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance, step program, and market adjustment
applied to eligible employees (General Fund).
The increase in Contractual Services is primarily due to: 1) increased communication and dispatch services with the
Phoenix Fire Department Automatic Aid consortium; 2)increased costs for internal service charges including Fleet
Replacement, Fleet Maintenance and Repair, Fleet Fuel, and Property, Liability, and Worker's Compensation; and 3)
increased funding for lease agreements for a fire warehouse and for temporary sleeping quarters for Fire Station 606
(General Fund).
The increase in Commodities is due to uniform allowances for eligible employees as well as ballistic vests and turnout
gear meeting the end of their replacement cycle (General Fund).
The increase in Capital Outlays is due to 1) replacement of radios used by fire personnel; and 2) replacement of Self
Contained Breathing Apparatus (SCBA) items (General Fund).

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PROFESSIONAL SERVICES

FIRE DEPARTMENT | Professional Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

220

240

250

68

41

20

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Fire Department volunteers provide administrative and community
outreach support. Administrative duties include mail and
equipment deliveries and clerical duties to 15 locations. Volunteers
provide community education to adults through "Hands-Only
Cardiopulmonary Resuscitation (CPR)" presentations, "Ready
Scottsdale," an emergency preparedness program and the "Home
Safe Home" senior fall prevention initiative. Volunteers also provide
water and fire safety education to school-aged children and
represent the Fire Department at community and city special
events.

72

1,856

$62,547

0.89

TOTAL

72

1,856

$62,547

0.89

PERFORMANCE MEASURES
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 Fire Department employees including all types of injuries
sustained on duty.

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

					
			
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FIRE DEPARTMENT
			

PREVE| N
TION SERServices
VICES
FIRE DEPARTMENT
Prevention

STRATEGIC GOAL(S)

DESCRIPTION
Prevention Services is a large piece of the total community risk reduction effort within the City of Scottsdale. The primary
responsibility is preventing and mitigating hazardous situations that threaten the safety of the community. The Prevention and
Suppression divisions work together to provide a holistic approach to fire and life safety at all risk levels. Prevention Services
achieve this through new construction fire safety plan review and inspections, community education and outreach, and fire
code enforcement through the Fire Marshal. When a fire incident does occur, the origin and cause is investigated by qualified
fire investigators. The post-incident investigations then provide data that influences our prevention efforts towards trending
hazards.
SERVICES PROVIDED
•

•
•
•

Fire Marshal’s office provides fire plan review and inspections of all new construction (including single family residential).
It is also the responsibility of this team to perform inspections of all new construction as well as existing “medium to high
risk” occupancies. This team also provides reviews, inspections and responses to all special events within the city.
Additionally, fire inspectors that are trained in origin and cause investigations also doble as fire investigators when an
incident occurs.
The 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.
Community Risk Reduction Captains (CRR) provides 24/7 service to fire responses and drives the FireWise efforts in and
around the Preserve wildland urban interface (WUI) areas.
Manage Capital Projects through Prevention Services.

FY 2024/25 ACHIEVEMENTS
•
•

Lowered the risk of falls for senior population: Reports were used to help identify frequent fallers that were enrolled in
program as level I, II, or III based on the number fall calls. Regular communication with these individuals was implemented
through mailers, phone calls, etc., to encourage non-emergent interaction and resolution.
Lowered the risk of falls for senior population. Engaged 20 community partners (Home Health and Hospice organizations,
faith communities, geriatric care management teams, private duty and rehabilitation providers, etc.) to be a part of our We
Care team. Training of these connected individuals, in addition to social workers and department Home Safe Home
volunteers.

FY 2025/26 OBJECTIVES
•
•
•

Lower the risk of falls, especially for those who have fallen more than eight times.
Focus on fire risk mitigation in the wildland urban interface. To include the addition of dedicated staff, vegetation and risk
modeling technology, and enforcement ability.
Address current staffing deficiencies and anticipated departure of tenured team members. With adequate staffing the
division can once again perform inspections of existing occupancies, provide greater attention to high-risk areas such as
the wildland urban interface, and increase our communication, outreach, and partnership with the community.

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PREVENTION SERVICES

FIRE DEPARTMENT | Prevention Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

11.00

11.00

12.00

1.00

Full-time Sworn Equivalents (FTE)

4.00

4.00

1.00

-3.00

TOTAL FTE

15.00

15.00

13.00

-2.00

STAFF SUMMARY

% of city's FTEs

0.46%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

2,051,822

2,381,134

2,225,834

-155,300

TOTAL BUDGET

2,051,822

2,381,134

2,225,834

-155,300

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,838,659

2,105,108

1,930,745

-174,363

Contractual Services

193,814

263,406

267,856

4,450

Commodities

16,326

12,620

4,233

-8,387

Capital Outlays

3,024

0

23,000

23,000

2,051,822

2,381,134

2,225,834

-155,300

0

0

0

0

2,051,822

2,381,134

2,225,834

-155,300

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The net decrease of 2.00 FTE is due to: 1) a Fire Marshal Deputy (1.00 Sworn FTE) being reclassified to a Fire Inspector
Supervisor (1.00 FTE); and 2) the movement of two Fire Captains (2.00 Sworn FTE) from the Prevention Services area to
the Emergency Services area.
The decrease in Personnel Services is due to the reduction of 2.00 FTE. The decrease would be larger but is partially offset
by a FY 2025/26 pay for performance, step program, and market adjustment applied to eligible employees (General Fund).
The increase in Capital Outlays is due to one-time funding for a removable utility truck body to store fire investigation
equipment (General Fund).

					
			
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PREVENTION SERVICES

FIRE DEPARTMENT | Prevention Services

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

2:2

0:1

0:0

11,177

10,529

11,000

45,000

40,000

40,000

$131.0

$625.3

$700.0

$2.8

$2.0

$3.0

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 Fire Department 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 decrease for FY
2023/24 is due to a 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.

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DEPARTMENT SUMMARY | Police Department

POLICE DEPARTMENT
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

OFFICE OF THE POLICE CHIEF

1,906,514

2,485,129

2,512,973

27,844

POLICE UNIFORMED SERVICES

81,204,216

77,052,516

135,420,624

58,368,108

PROF STAND AND INV SERV

37,889,191

41,611,143

44,189,452

2,578,309

OPERATIONAL SERVICES

21,706,351

21,772,817

28,273,349

6,500,532

TOTAL BUDGET

142,706,272

142,921,605

210,396,398

67,474,793

					
			
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JOB TITLE

DEPARTMENT SUMMARY | Police Department
TOTAL
FTE JOB TITLE

TOTAL
FTE

ADMINISTRATIVE ASSISTANT

2.00 POLICE DETENTION OFFICER

27.00

ADMINISTRATIVE ASSISTANT SR

4.00 POLICE DETENTION SUPERVISOR

6.00

COMMUNITY & OUTREACH SPEC

1.00 POLICE DIGITAL FORENSIC TECH

2.00

DEPT SYSTEMS ANALYST/PROG II

1.00 POLICE FINGERPRINT TECH SENIOR

1.00

DEPT SYSTEMS ANALYST/PROG III

6.00 POLICE FINGERPRINT TECHNICIAN

2.00

DEPT TECHNOLOGY SUPERVISOR

2.00 POLICE FORENSIC ACCOUNTANT

1.00

DIGITAL MEDIA DESIGNER

1.00 POLICE FORENSIC COMPUT EXAM SR

1.00

DIVISION FINANCE MANAGER

1.00 POLICE FORENSIC COMPUTER EXAM

1.00

EXECUTIVE ASSISTANT

1.00 POLICE FORENSIC LABORATORY MGR

1.00

FACILITIES MANAGEMENT COORD

1.00 POLICE FORENSIC OPERATIONS MGR

1.00

MANAGEMENT ANALYST

9.00 POLICE FORENSIC SCIENTIST I

2.00

MANAGEMENT ANALYST SENIOR

7.00 POLICE FORENSIC SCIENTIST II

1.00

MUNICIPAL SECURITY MANAGER

1.00 POLICE FORENSIC SCIENTIST III

10.00

MUNICIPAL SECURITY OFFICER

4.00 POLICE FORENSIC SCIENTIST SUPV

3.00

PERSONNEL SPECIALIST

3.00 POLICE FORENSIC SERVICES DIR

1.00

POLICE ACCES CONT & SEC COORD

1.00 POLICE LIEUTENANT - (SWORN)

19.00

POLICE AIDE

36.00 POLICE LOGISTICS TECHNICIAN

4.00

POLICE CHIEF - (SWORN)

1.00 POLICE OFFICER - (SWORN)

314.00

POLICE CHIEF ASST (CIVILIAN)

1.00 POLICE OFFICER - PARK RANGER - (SWORN)

6.00

POLICE CHIEF ASST - (SWORN)

2.00 POLICE OFFICER PIPELINE

1.78

POLICE CIVILIAN INVESTIGATOR

7.00 POLICE OPS SUPPORT AREA MGR

1.00

POLICE COMMANDER - (SWORN)

7.00 POLICE OPS SUPPORT DIRECTOR

4.00

POLICE COMMUNICATIONS ASST MGR

1.00 POLICE PARKING ENFORCE SPEC

2.00

POLICE COMMUNICATIONS DISPATCH

41.50 POLICE PAWN SPECIALIST

0.50

POLICE COMMUNICATIONS MANAGER

1.00 POLICE PERSONNEL MANAGER

1.00

POLICE COMMUNICATIONS SUPV

7.00 POLICE PLAN & RESEARCH MGR

1.00

POLICE COMMUNICATIONS TECH

2.00 POLICE POLYGRAPH EXAMINER

1.00

POLICE CRIME SCENE SPECIALIST

8.00 POLICE PROPERTY/EVIDENCE SUPV

2.00

POLICE CRIME SCENE SUPERVISOR

2.00 POLICE PROPERTY/EVIDENCE TECH

6.00

POLICE CRISIS INTERVEN SPEC

6.00 POLICE QUALITY ASSURANCE COORD

1.00

POLICE CRISIS INTERVEN SUPV

1.00 POLICE RANGEMASTER

1.00

POLICE DETENTION MANAGER

1.00 POLICE RECORDS MANAGER

1.00

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DEPARTMENT SUMMARY | Police Department

JOB TITLE

TOTAL
FTE

POLICE RECORDS SPECIALIST

21.00

POLICE RECORDS SPECIALIST SR

5.00

POLICE RECORDS SUPERVISOR

6.00

POLICE RESOURCES MANAGER

1.00

POLICE RTCC SUPERVISOR

2.00

POLICE RTCC TECHNICIAN

7.00

POLICE SERGEANT - (SWORN)

60.00

POLICE TRAFFIC PROGRAM SUPV

1.00

POLICE WRANGLER

2.10

VEHICLE IMPOUND SPECIALIST

2.00

TOTAL

702.88

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Police Department

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Police Department

STRATEGIC GOAL(S)

DESCRIPTION
The Police Department responds to emergency and non-emergency calls, investigates crimes, identifies crime trends, and
provides essential operational functions. The department provides police and special operations delivery through three
geographically based patrol districts under the Uniformed Services Bureau. Investigations, training, and forensic analysis are
provided by the Professional Standards and Investigative Services Bureau. Administrative, technical, and operational support
is provided by the Operational Services Bureau. The Police Department, 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 who 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 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 professional staff, and support all
personnel actions of the department.

FY 2024/25 ACHIEVEMENTS
•
•
•

•

Continued to implement the department’s strategic plan by developing and utilizing a tracking tool to monitor strategic
directions, measure progress, and ensure deadline accountability. As a result, five strategies were completed with 13 of
29 currently in progress.
Developed and implemented a tracking tool to monitor strategic directions, measure progress, and ensure deadline
accountability. Successfully completed five strategies, with 13 of 29 currently in progress.
Introduced the Drone First Responder program within the Real-Time Crime Center (RTCC). This initiative complies with
the FAA remote aircraft pilot certification and enables the real-time crime center to capture and share real-time
information with officers and other public safety personnel. Enhancing operational efficiency and safety for both officers
and the public.
Joined an intergovernmental agreement to establish the East Valley Critical Incident Review Team (EVCIRT), enhancing
transparency and expediting critical incident investigations. Successfully completed two EVCIRT investigations, with two
Violent Crime Detectives on-call during EVCIRT weeks and on-call for EVCIRT every three weeks to support investigative
efforts.

					
			
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DEPARTMENT SUMMARY | Police Department

FY 2025/26 OBJECTIVES
•
•
•
•

Expand Park & Preserve unit to include new Park Rangers and Park Ranger Sergeant.
Sustain communications with federal, state, and local law enforcement agencies to enhance joint operations,
investigations, and initiatives.
Expand employee health and wellness initiatives through resources and programs.
Implement second Drone as First Responder (DFR) program through the Real Time Crime Center to enhance officer and
public safety.

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 fifteen seconds

Workload

Efficiency

Workload

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Police Department

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

279.73

280.88

293.88

13.00

Full-time Sworn Equivalents (FTE)

400.00

400.00

409.00

9.00

TOTAL FTE

679.73

680.88

702.88

22.00

% of city's FTEs

25.13%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

137,211,483

136,918,706

202,386,619

65,467,913

Grant Funds

1,417,685

938,950

2,395,733

1,456,783

0

0

1,255,012

1,255,012

4,077,104

5,063,949

4,359,034

-704,915

142,706,272

142,921,605

210,396,398

67,474,793

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

115,594,084

115,351,896

174,816,352

59,464,456

Contractual Services

21,889,970

23,508,059

26,627,859

3,119,800

Commodities

4,395,281

3,622,402

4,264,747

642,345

Capital Outlays

826,938

439,248

4,687,440

4,248,192

142,706,272

142,921,605

210,396,398

67,474,793

0

0

0

0

142,706,272

142,921,605

210,396,398

67,474,793

EXPENDITURES BY FUND

Park and Preserve Tax Funds
Special Programs Fund
TOTAL BUDGET

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

The net increase of 22.00 FTE is due to the addition of: 1) four Police Officers (Sworn) (4.00 FTE), of which three will act
as school resource officers to address the backlog of Scottsdale schools requesting police presence and one officer will
be assigned as a digital forensics detective; 2) three Police Officer – Park Rangers (Sworn) (3.00 FTE) to meet the needs
for coverage of the preserve, trails, and parks; 3) a Police Sergeant (Sworn) (1.00 FTE) to oversee the expanded Park
Ranger force; 4) a Police Lieutenant (Sworn) (1.00 FTE) to allow the department to meet its ratio of sergeants to officers;
5) four Police Communications Dispatch (4.00 FTE) to meet the demands of increase calls and responsibilities of
dispatchers; 6) four Police Real Time Crime Center (RTCC) Technicians (4.00 FTE) to meet the demand for increased
usage and complexity required for the RTCC; 7) a Police RTCC Supervisor (1.00 FTE) to oversee the increased number of
technicians in the RTCC; 8) a Police Civilian Investigator (1.00 FTE) to support the Criminal Intelligence Unit; 9) a Police
Records Specialist (1.00 FTE) to provide technical support to field personnel and coverage for time sensitive critical
tasks on a 24 hour basis; 10) a Police Records Supervisor (1.00 FTE) to ensure coverage and supervision for all
specialists over the 24/7 schedule and provide span of control for the increased staff; and 11) a Police Property/
Evidence Tech (1.00 FTE) to assist in the intake, management, and tracking of evidence in the warehouse.

					
			
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DEPARTMENT SUMMARY | Police Department

BUDGET NOTES AND SIGNIFICANT CHANGES CONTINUED
•

•

•

•

The increase in Personnel Services is due to: 1) the addition of 22.00 FTE; 2) classification and compensation updates for
eligible employees; 3) a FY 2025/26 pay for performance, step program, and market adjustment applied to eligible
employees (General Fund, Grant Funds, Park and Preserve Tax Funds, Special Program Fund); and 4) a $50.0 million
payment to the Public Safety Personnel Retirement System (PSPRS) to paydown the unfunded liability.
The increase in Contractual Services is due to: 1) the addition of two Drone as First Responder operations (General Fund);
2) new software programs including but not limited to: Computer Aided Dispatch Integration, Advanced License Plate
Reader software, and various other software licenses (General Fund); 3) increased internal service costs for fleet
maintenance, fuel, and rental rates (General Fund, Grant Funds, Special Program Fund)); 4) providing municipal security at
locations such as One Civic Center, City Hall, and Libraries (General Fund); and 5) an increase of five additional leased
vehicles to support police operation as necessary (General Fund).
The increase in Commodities is due to: 1) the maintenance and expansion of Automated License Plate Readers
throughout the city (General Fund); 2) upgrades to Bluetooth Mobile Printers and supplies to be used for e-citation
programs throughout patrol and motor units (General Fund); and 3) increased funding for drones and accessories that
may become broken or damaged while in use (General Fund).
The increase in Capital Outlays is due to: 1) the movement of capital replacement programs from the capital to the
operating budget, these projects include: JI06 - Security Cameras and Access Control Systems, YL03 - Crime Laboratory
Equipment Replacement, YL06 - Portable Police Portable and Vehicle Radio Replacement, and Temp 3265 - Police Mobile
Data Computer Docking Stations (General Fund); 2) the addition of 15 patrol vehicles and relevant upfitting costs (General
Fund, Park and Preserve Funds); and 3) miscellaneous workstation, computer, and technology costs for new positions
(General Fund, Grant Funds).

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Police Department

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Volunteers

19

2,771

$93,383

1.33

TOTAL

19

2,771

$93,383

1.33

VOLUNTEER HOURS SUMMARY

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

					
			
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POLICE DEPARTMENT
					

OFFICE| O
F THE
OLPolice
ICE CHChief
IEF
POLICE DEPARTMENT
Office
ofPthe

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 2024/25 ACHIEVEMENTS
Continued to implement the department’s strategic plan by developing and utilizing a tracking tool to monitor strategic
directions, measure progress, and ensure deadline accountability. As a result, five strategies were completed with 13 of 29
currently in progress.
Developed and implemented a tracking tool to monitor strategic directions, measure progress, and ensure deadline
accountability. Successfully completed five strategies, with 13 of 29 currently in progress.
Expanded community outreach on social media platforms, achieving significant engagement growth; Instagram
engagement increased over 120 percent and Facebook followers increased by at least 30 percent. Sunday safety tips
educate the public on various topics and monthly highlight topics to raise awareness around sexual assault, motorcycle
safety, fraud prevention, etc. The digital engagement enhances the community’s understanding of key safety issues,
reaching a larger audience and promoting proactive safety measures.
Expanded the Police Activities League Scottsdale (PALS) program from two to five schools.

•
•
•

•

FY 2025/26 OBJECTIVES
•
•
•

Engage in community outreach and education efforts using multiple methods to increase public safety including social
media engagement.
Enhance performance measurement, data collection, and continuous improvement efforts across the department to
enhance data-driven decision making.
Seek state and federal grant opportunities to enhance service delivery.

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OFFICE OF THE POLICE CHIEF

POLICE DEPARTMENT | Office of the Police Chief
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

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

0.21%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

1,776,630

1,925,026

1,983,783

58,757

Special Programs Fund

129,884

560,103

529,190

-30,913

TOTAL BUDGET

1,906,514

2,485,129

2,512,973

27,844

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,309,067

1,369,064

1,406,426

37,362

Contractual Services

499,144

578,075

568,557

-9,518

Commodities

84,704

537,990

537,990

0

Capital Outlays

13,599

0

0

0

1,906,514

2,485,129

2,512,973

27,844

0

0

0

0

1,906,514

2,485,129

2,512,973

27,844

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance, step program, and market adjustment
applied to eligible employees (General Fund).
The decrease in Contractual Services is mainly due to decreases of internal service charges for Property, Liability, and
Worker's Compensation (General Fund). The decrease would be larger but is partially offset by increases for professional
development and conferences (General Fund).

					
			
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OFFICE OF THE POLICE CHIEF

POLICE DEPARTMENT | Office of the Police Chief

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

100.0%

100.0%

100.0%

2.00%

1.60%

2.00%

16.60%

16.50%

16.00%

WORKLOAD
Percentage of participants that completed Citizens Academy
Note: 60 people registered for the 2024 Spring Citizens academy with 60 graduating.

EFFECTIVENESS
Percentage of Police Department employees investigated as a result of
an external complaint
Note: In FY 2024/25 11 Police Department employees (out of 698 authorized employees)
were investigated as a result of an external complaint. Measures are reported on a
calendar year basis.

EFFICIENCY
Percentage of Police Department employees investigated as a result of
an internal complaint
Note: In FY 2024/25, 115 Police Department employees (out of 698 authorized
employees) were investigated as a result of an internal complaint. Measures are
reported on a calendar year basis.

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POLICE DEP			
ARTMENT
		

POLICE| U
NIFOR
MED SERServices
VICES
POLICE DEPARTMENT
Police
Uniformed

STRATEGIC GOAL(S)

DESCRIPTION
The Police Uniformed Services Bureau 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.
Responds promptly 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.

•

Completed a citywide workload analysis to ensure that workload demand is adequately staffed across the city. The
initiative includes a review of citizen-generated calls for service data over the last two years, community growth,
population, street density, and other relevant metrics. The department is implementing a new schedule to optimally staff
across the city to current workload demands.
Successfully implemented Taser10, completing 38 transition courses taught by decentralized cadre of around 12
instructors. This advancement in less-lethal technology enhanced the efficiency for officers, providing increased range and
additional opportunities to safely de-escalate potentially violent encounters.
Upgraded the Mounted Unit barn was brought up to building code requirements and expanded the unit’s capacity by
adding two horses. Additionally, two Ford F-150 pickup trucks were acquired to enhance the store and transport of
necessary equipment, further improving the overall efficiency and operational capacity of the unit.

FY 2024/25 ACHIEVEMENTS

•
•

FY 2025/26 OBJECTIVES
•
•
•
•
•
•

Enhance patrol operations by expanding use of drone and vehicle identification systems to support, rapid response, officer
safety and situational awareness
Enhance traffic safety through directed enforcement, investigation, and education.
Establish School Resource Officer program with Paradise Valley School District to enhance school and community safety.
Expand Park & Preserve unit to include new Park Rangers and Park Ranger Sergeant.
Integrate Public Order Unit into Patrol Operations to increase readiness for large scale and special events.
Prevent crime and disorder through innovative and proactive measures using enhanced technology and specialized
training.

					
			
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POLICE UNIFORMED SERVICES

POLICE DEPARTMENT | Police Uniformed Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

75.73

75.88

75.88

0.00

Full-time Sworn Equivalents (FTE)

288.00

287.00

293.00

6.00

TOTAL FTE

363.73

362.88

368.88

6.00

STAFF SUMMARY

% of city's FTEs

13.19%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

79,867,933

75,467,182

132,485,028

57,017,846

Grant Funds

375,168

74,764

189,456

114,692

0

0

1,255,012

1,255,012

961,116

1,510,570

1,491,128

-19,442

81,204,216

77,052,516

135,420,624

58,368,108

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

71,181,861

65,842,740

122,669,274

56,826,534

Contractual Services

9,381,840

10,758,284

11,035,764

277,480

Commodities

458,915

446,492

589,386

142,894

Capital Outlays

181,602

5,000

1,126,200

1,121,200

81,204,216

77,052,516

135,420,624

58,368,108

0

0

0

0

81,204,216

77,052,516

135,420,624

58,368,108

EXPENDITURES BY FUND

Park and Preserve Tax Funds
Special Programs Fund
TOTAL BUDGET

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

•

•
•
•

The increase of 6.00 Sworn FTE is due to the addition of 1) three Police Officers dedicated as School Resource Officers
(3.00 Sworn FTEs); 2) three Police Officer - Park Ranger positions (3.00 Sworn FTEs); 3) one Police Sergeant overseeing
the expanded Park Ranger program (1.00 Sworn FTE); and 4) one non-sworn Real Time Crime Center Technician (1.00
FTE). The increase would be larger but is partially offset by the movement of one Police Officer (-1.00 Sworn FTE) being
moved to the Professional Standards and Investigative Services area and one Police Records Specialist (-1.00 FTE) being
moved to the Operation Services area.
The increase in Personnel Services is due to: 1) the addition of 6.00 FTE; 2) a one time $50.0 million pay down of the Public
Safety Personnel Retirement System unfunded liability (General Fund); and 3) a FY 2025/26 pay for performance, step
program, and market adjustment applied to eligible employees (General Fund, Special Revenue Fund, and Park and
Preserve Fund).
The increase in Contractual Services is mainly due to increases in internal service charges for Property, Liability, and
Worker's Compensation (General Fund).
The increase in Commodities is mainly due to the establishment of funding for replacement drone parts and accessories
(General Fund).
The increase in Capital Outlays is mainly due to the one-time purchase of police vehicles for new sworn personnel (General
Fund).

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POLICE UNIFORMED SERVICES

POLICE DEPARTMENT | Police Uniformed Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

217,993

216,850

225,000

4,215

4,106

4,200

06:07

05:50

05:50

309

365

314

17

11

12

75,559

81,981

82,000

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Assist with Special Event staffing

2

86

$2,898

0.04

TOTAL

2

86

$2,898

0.04

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: Measures are reported on a calendar year basis.

Number of fatal accidents, including those involving alcohol/drugs
Note: Of the 11 fatal accidents reported for FY 2024/25, two 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 $33.70 (Source: IndependentSector.org as of April 2025).

					
			
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POLICE DEPARTMEN
T
PROFESSION|AProfessional
L STANDARD
S AND INand
VESInvestigative
TIGATIVE SEServices
RVICES
		
POLICE
DEPARTMENT
Standards

STRATEGIC GOAL(S)

DESCRIPTION
The Professional Standards and Investigative Services Bureau 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.

FY 2024/25 ACHIEVEMENTS
•
•
•

Completed the Hontz Training Facility Expansion construction project, which included significant enhancements, including
improved firing ranges, classrooms, and storage for training and equipment. These enhancements support officer
development and readiness.
Expanded crime lab services to include Digital Forensics with Salt River Pima Maricopa Indian Community.
Obtained and deployed new Police Forensics Canine into investigations to locate and identify electronic devices in
investigations.

FY 2025/26 OBJECTIVES
•
•
•
•

Continue officer instruction, education, and development at the upgraded Hontz Training Facility.
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.
Sustain communications with federal, state, and local law enforcement agencies to enhance joint operations,
investigations, and initiatives.

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PROFESSIONAL STANDARDS AND INVESTIGATIVE SERVICES

POLICE DEPARTMENT | Professional Standards and Investigative Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

75.00

76.50

78.50

2.00

Full-time Sworn Equivalents (FTE)

109.00

110.00

112.00

2.00

TOTAL FTE

184.00

186.50

190.50

4.00

STAFF SUMMARY

% of city's FTEs

6.81%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

34,419,937

37,753,681

39,644,459

1,890,778

Grant Funds

483,150

864,186

2,206,277

1,342,091

Special Programs Fund

2,986,104

2,993,276

2,338,716

-654,560

TOTAL BUDGET

37,889,191

41,611,143

44,189,452

2,578,309

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

30,896,688

33,619,949

34,879,917

1,259,968

Contractual Services

5,323,370

6,103,189

6,798,109

694,920

Commodities

1,432,829

1,453,757

1,478,312

24,555

Capital Outlays

236,304

434,248

1,033,114

598,866

37,889,191

41,611,143

44,189,452

2,578,309

0

0

0

0

37,889,191

41,611,143

44,189,452

2,578,309

EXPENDITURES BY FUND

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

•
•
•
•

The increase of 4.00 FTEs is due 1) the movement of one Police Officer (1.00 Sworn FTE) from the Uniformed Services
area to the Professional Standards and Investigative Services area; 2) the addition of one Police Lieutenant (1.00 Sworn
FTE); 3) the addition of one Police Civilian Investigator (1.00 FTE); and 4) the addition of one Police Property/Evidence
Tech (1.00 FTE).
The increase in Personnel Services is due to 1) the addition of 4.00 FTEs; and 2) a FY 2025/26 pay for performance, step
program, and market adjustment applied to eligible employees (General Fund, Grant Funds, and Special Programs Funds).
The increase in Contractual Services is mainly due to an increase in the estimated future police grants to be received and
expended on contractual items (Grant Funds).
The increase in Commodities is mainly due to an increase in the estimated future police grants to be received and
expended on commodity items (Grant Funds).
The increase in Capital Outlays is due to 1) the movement of the Crime Laboratory Equipment Replacement cycle from
capital projects to the operating budget (General Fund); 2) the purchase of equipment for technology investigations (Grant
Funds); and 3) the purchase of a vehicle for new positions (General Fund).

					
			
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PROFESSIONAL STANDARDS AND INVESTIGATIVE SERVICES

POLICE DEPARTMENT | Professional Standards and Investigative Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

3%

4%

4%

22,857

21,728

22,275

118.0%

144.0%

104.0%

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Assist Crime Analysis with intelligence gathering

8

1,082

$36,463

0.52

Chaplain and Honor Guard Support

1

25

$843

0.01

Clerical support for Investigative Units

5

517

$17,423

0.25

TOTAL

14

1,624

$54,729

0.78

PERFORMANCE MEASURES
WORKLOAD
Percent of DNA requests completed within 30 days
Note: Eight cases completed in 30 days, 189 cases completed for the year.
Measures are reported on a calendar year basis.

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: The Property and Evidence unit's 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 $33.70 (Source: IndependentSector.org as of April 2025).

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POLICE DEPARTMENT
					

OPERA
IONAL SERServices
VICES
POLICE DEPARTMENT
| TOperational

STRATEGIC GOAL(S)

DESCRIPTION
The Operational Services Bureau 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 2024/25 ACHIEVEMENTS
•
•
•
•

Enhanced wellness efforts by providing advanced Critical Incident Stress Management Training (CISM) to five employees
and basic CISM training to 15 employees, while facilitating approximately 2,750 peer support contacts.
Expanded employee health and wellness initiatives by sending 73 employees through the Struggle Well program, hosted a
Struggle Well reunion, and trained three employees as Struggle Well guides.
Implemented efficiencies to better track and monitor asset forfeiture funds to ensure consistent and accurate information
for reporting.
Upgraded Hexagon Computer Aided Dispatch, leveraging the capabilities of a familiar platform while incorporating the
latest and most advanced features and enhancements. Strengthening support for large events and incidents, enhancing
mobile and web application efficiency, advanced call handling, including text to 911, and upgrading platform support.

FY 2025/26 OBJECTIVES
•
•
•
•
•
•

Expand employee health and wellness initiatives through resources and programs.
Implement new Oracle Fusion financial system through departmentwide training and advisement to make financial
processes more efficient.
Implement new quartermaster software system to effectively and efficiently control and distribute departmentwide
resources.
Implement second Drone as First Responder (DFR) program through the Real Time Crime Center to enhance officer and
public safety.
Improve the safety of employees and citizens while strengthening the security of city facilities through advanced security
enhancements.
Sustain extensive outreach and recruitment efforts to achieve full staffing levels that ensure quality customer service.

					
			
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POLICE DEPARTMENT
					

OPERATIONAL SERVICES
POLICE DEPARTMENT
| Operational Services

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

126.00

125.50

136.50

11.00

1.00

1.00

137.50

12.00

Full-time Sworn Equivalents (FTE)
TOTAL FTE

126.00

125.50

% of city's FTEs

4.92%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

21,146,984

21,772,817

28,273,349

6,500,532

Grant Funds

559,367

0

0

0

TOTAL BUDGET

21,706,351

21,772,817

28,273,349

6,500,532

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

12,206,467

14,520,143

15,860,735

1,340,592

Contractual Services

6,685,616

6,068,511

8,225,429

2,156,918

Commodities

2,418,834

1,184,163

1,659,059

474,896

Capital Outlays

395,433

0

2,528,126

2,528,126

21,706,351

21,772,817

28,273,349

6,500,532

0

0

0

0

21,706,351

21,772,817

28,273,349

6,500,532

EXPENDITURES BY FUND

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

•
•
•
•

The increase of 12.00 FTEs is due to: 1) the movement of one Police Records Specialist (1.00 FTE) from the Police
Uniformed Services area; 2) the addition of four Police Communications Dispatch (4.00 FTEs); 3) the addition of three
RTCC Technicians (3.00 FTEs); 4) the addition of one Police Officer (1.00 Sworn FTE); 5) the addition of one Police RTCC
Supervisor (1.00 FTE); 6) the addition of one Police Records Specialist (1.00 FTE); and 7) the addition of one Police
Records Supervisor (1.00 FTE).
The increase in Personnel Services is due to: 1) the addition of 12.00 FTEs; and 2) a FY 2025/26 pay for performance,
step program, and market adjustment applied to eligible employees (General Fund).
The increase in Contractual Services is due to: 1) the addition of a Drone as First Responder program (General Fund); 2)
the expansion of municipal security services contracts (General Fund); and 3) additional cell phone services required for
new positions (General Fund).
The increase in Commodities is due to: 1) increases for the expansion of the Integrated Advanced License Plate Reader
(ALPR) software system (General Fund); 2) various software and technology for issuing citations (General Fund); and 3)
label printers for impounded property and evidence (General Fund).
The increase in Capital Outlays is due to the movement of the Security Camera and Access Control Systems, Mobile Data
Computer Docking Stations, and Portable Radio replacement programs from capital projects to the operating budget
(General Fund).

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OPERATIONAL SERVICES

POLICE DEPARTMENT | Operational Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

10.5%

10.6%

12.0%

88.3%

85.2%

87.0%

14,146

14,064

14,300

42.5%

21.1%

40.0%

79.0%

90.0%

94.0%

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Badge and access assistance for Municipal Security

1

388

$13,076

0.19

Operations support (logistics and transportation)

2

673

$22,680

0.32

TOTAL

3

1,061

$35,756

0.51

PERFORMANCE MEASURES
EFFICIENCY
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.

WORKLOAD
Percent of 911 calls received that were answered within fifteen seconds
Note: Of the 120,969 calls for service received by the 911 Center, 103,114 calls were
answered within fifteen seconds. Measures are reported on a calendar year basis.

Number of requests facilitated through the Resource Management Unit
Note: Requests include but are not limited to uniforms, radar equipment, vehicle equipment
and repair, communication devices and supplies. Measures are reported on a calendar
year basis.

EFFECTIVENESS
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. 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.

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

					
			
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FY 2025/26 Adopted Budget

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						 DEPARTMENT SUMMARY | Solid Waste Management
SOLID WASTE MANAGEMENT
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

SOLID WASTE MANAGEMENT

26,777,064

30,715,551

31,611,925

896,374

TOTAL BUDGET

26,777,064

30,715,551

31,611,925

896,374

					
			
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JOB TITLE

DEPARTMENT SUMMARY | Solid Waste Management
TOTAL
FTE

ADMINISTRATIVE AIDE

3.00

CONTAINER REPAIRER

4.00

DEPT SYSTEMS ANALYST/PROG II

1.00

MANAGEMENT ANALYST

1.00

PUBLIC WORKS DEPT DIRECTOR

1.00

SOLID WASTE CS & OUTREACH MGR

1.00

SOLID WASTE EQUIP OPERATOR II

21.40

SOLID WASTE EQUIP OPERATOR III

58.00

SOLID WASTE EQUIP OPERATOR IV

6.00

SOLID WASTE OPERATIONS MANAGER

1.00

SOLID WASTE PROGRAM REP

3.00

SOLID WASTE PROGRAM REP SENIOR

1.00

SOLID WASTE ROUTING SPECIALIST

1.00

SOLID WASTE SAFETY/TRAIN SPEC

1.00

SOLID WASTE SERVICES SUPV

3.00

TOTAL

238		

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Table of Content
DEPARTMENT SUMMARY

						 DEPARTMENT SUMMARY | Solid Waste Management
STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Solid Waste Management

STRATEGIC GOAL(S)

DESCRIPTION
Solid Waste Management maintains clean neighborhoods and protects public health by providing solid waste collection,
transportation, disposal, compliance, and education services at the lowest practical rate and with the highest possible
customer satisfaction.
SERVICES PROVIDED
•
•
•
•
•
•

Residential Collection Services provides weekly refuse and recycling collection and monthly brush and bulk collection to
more than 85,000 single-family residential customers.
Commercial Collection Services provides commercial refuse and recycling collection six days a week to businesses,
multifamily housing developments, and all city facilities and parks.
Container Repair Services provides customer service to more than 85,000 single-family homes serviced by residential
collection services and provides direct services to 1,150 Scottsdale businesses serviced by commercial front loader
collection services and 700 businesses and/or residents serviced by the commercial roll-off collection program.
Household Hazardous Waste Home Collection Events provide a safe, legal and convenient way for residents to dispose of
unwanted or unneeded items.
Transfer Station Operations provides a central location for solid waste residential, brush and commercial collection
vehicles working in the northern part of the city to drop off loads of refuse, brush, and recyclables rather than hauling them
directly to the landfill or recycling facility.
Other collection and landfill diversion programs such as electronics recycling, moving boxes, white goods collections, and
cardboard baling.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•

Achieved a 26 percent residential curbside recycling diversion rate through targeted outreach, education campaigns and
advanced technology. Demonstrated environmental leadership by driving community engagement and promoting
sustainable practices.
Secured dedicated funding for the Solid Waste Transfer Station expansion, positioning the city to meet future demand and
control long-term operational costs. The investment ensures Scottsdale has the capacity and infrastructure to handle
growth without relying on external facilities.
Guided evaluation of designs and engineering proposals for the Solid Waste Transfer Station expansion, integrating a
permanent household hazardous waste facility, green waste drop-off site, expanded bays and remodeled scale house.
Ensured sustainable infrastructure planning to improve efficiency and meet community needs.
Conducted waste analysis at major city venues to establish baseline data on diversion feasibility. The results provide a
cost-focused foundation for future decision making, helping determine which waste diversion efforts deliver the greatest
financial return while reducing reliance on landfill disposal.
Built strong working relationships with the Salt River Pima-Maricopa Indian Community, the City of Phoenix and other
municipalities and organizations. Demonstrated proactive collaboration and effective communication to achieve shared
goals and strengthen regional partnerships.
Implemented upgraded scale software with RFID capabilities at the Solid Waste Transfer Station, improving safety,
efficiency and data collection. This milestone modernized operations and enhanced waste management analysis.

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DEPARTMENT SUMMARY

						 DEPARTMENT SUMMARY | Solid Waste Management
FY 2025/26 OBJECTIVES
•
•
•
•

Start construction for the Transfer Station Expansion Project, featuring the addition of a green waste drop-area, expanding
bay capacity, and a newly designed administrative building.
Implement sustainable green waste disposal strategies aimed at diverting 20 percent or greater from landfills, reducing
environmental impact and supporting a circular economy.
Improve recycling program performance at city facilities and public venues while developing and phasing in new food
waste diversion efforts to strengthen overall waste reduction and sustainability outcomes.
Cultivate and maintain strong, collaborative relationships with the Salt River Pima-Maricopa Indian Community, the City of
Phoenix, and neighboring municipalities to support regional cooperation and shared goals.

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Solid Waste Management

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

106.40

106.40

106.40

0.00

% of city's FTEs

3.80%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Solid Waste Fund

26,777,064

30,715,551

31,611,925

896,374

TOTAL BUDGET

26,777,064

30,715,551

31,611,925

896,374

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

9,973,269

11,217,204

11,436,282

219,078

Contractual Services

16,189,612

18,536,264

19,214,570

678,306

Commodities

584,738

962,083

961,073

-1,010

Capital Outlays

29,444

0

0

0

26,777,064

30,715,551

31,611,925

896,374

0

0

0

0

26,777,064

30,715,551

31,611,925

896,374

EXPENDITURES BY FUND

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees.
The increase in Contractual Services is due to increases in internal service costs for fleet maintenance and repair, fuel, and
rental rates. The increase would be larger but is partially offset by a decrease in internal service costs for property, liability,
and workers compensation coverage.

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

483

457

440

26%

26%

25%

WORKLOAD
Average pounds of recyclable material collected per residential account per
year
Note: In FY 2024/25, there were more than 85,000 residential accounts.

EFFECTIVENESS
Diversion rate for material collected by Solid Waste residential collection
program
Note: Measure based on level of recycling efforts used to divert material from landfill.
Source of waste is household refuse only, not brush and bulk.

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					 DEPARTMENT SUMMARY | Transportation and Infrastructure
TRANSPORTATION AND INFRASTRUCTURE
FY 2025/26 ADOPTED BUDGET

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

TRANSPORTATION AND INFRASTRUCTURE

26,254,722

30,364,267

39,313,617

8,949,350

TOTAL BUDGET

26,254,722

30,364,267

39,313,617

8,949,350

EXPENDITURES BY DIVISION

					
			
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					 DEPARTMENT SUMMARY | Transportation and Infrastructure
JOB TITLE

TOTAL
FTE JOB TITLE

TOTAL
FTE

ADMINISTRATIVE AIDE

2.00 PUBLIC INFORMATION OFFICER

0.50

ADMINISTRATIVE ASSISTANT

1.00 PUBLIC WORKS EXEC DIRECTOR

1.00

ADMINISTRATIVE SUPERVISOR

1.00 PUBLIC WORKS PLANNER

1.00

ASST TRAFFIC OPERATIONS MGR

1.00 PUBLIC WORKS PROJECT COORD

3.00

CIP PROJECT ESTIMATOR

1.00 PW BUILDING INSPECTOR I

1.00

CIVIL ENGINEER PRINCIPAL

1.00 PW BUILDING INSPECTOR II

2.00

CIVIL ENGINEER SENIOR

3.00 PW INFRASTRUCTURE INSPECTOR I

3.00

COMMUNICATIONS SUPERVISOR

1.00 PW INFRASTRUCTURE INSPECTOR II

8.00

CONSTRUCTION ADMIN SUPERVISOR

3.00 REAL ESTATE ASSET MANAGER

1.00

CPM PROJECT MANAGER

3.00 REAL ESTATE ASSET SUPERVISOR

1.00

DEPT SYSTEMS ANALYST/PROG II

2.00 REAL ESTATE MGMT SPECIALIST

3.00

DEPT TECHNOLOGY SUPERVISOR

1.00 RIGHT-OF-WAY AGENT SENIOR

1.00

DIVISION FINANCE MANAGER

1.00 SIGN FABRICATOR

1.00

INTERN

0.48 SIGN TECHNICIAN

4.00

ITS ANALYST

1.00 SIGNING & MARKINGS SUPERVISOR

1.00

ITS ENGINEER

1.00 SR DIRECTOR CITY ENGINEER

1.00

ITS OPERATOR

2.00 STREET MAINTENANCE SUPERVISOR

2.00

ITS SIGNALS SUPERVISOR

1.00 STREET MAINTENANCE WORKER

10.00

ITS SIGNALS TECH I

4.00 STREET OPERATIONS MANAGER

2.00

ITS SIGNALS TECH II

5.00 STREETS EQUIPMENT OPERATOR SR

7.00

ITS SIGNALS TECH III

3.00 STREETS SWEEPER OPERATOR

8.00

MAINTENANCE TECH - CDL

3.00 TRAFFIC ENGINEER

2.00

MAINTENANCE TECHNICIAN

1.00 TRAFFIC ENGINEER PRINCIPAL

2.00

MAINTENANCE WORKER I

2.00 TRAFFIC ENGINEER SENIOR

1.00

MAINTENANCE WORKER II - CDL

2.00 TRAFFIC ENGINEERING & OPS MGR

1.00

MANAGEMENT ANALYST

1.00 TRAFFIC ENGINEERING TECH SR

2.00

MANAGEMENT ANALYST SENIOR

1.00 TRAFFIC ENGINEERING TECH SUPV

1.00

PARATRANSIT & TRIP REDUCT SPEC

1.00 TRAFFIC ENGINEERING TECHNICIAN

2.00

PLANNING TECHNICIAN

1.00 TRANSIT MANAGER

1.00

PROJECT MANAGEMENT ASSISTANT

3.00 TRANSIT OPERATIONS ANALYST

1.00

PROJECT MANAGER PRINCIPAL

3.00 TRANSIT OPERATIONS COORDINATOR

1.00

PROJECT MANAGER SENIOR

6.00 TRANSIT PLANNER SENIOR

1.00

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					 DEPARTMENT SUMMARY | Transportation and Infrastructure
JOB TITLE

TOTAL
FTE

TRANSPORTATION & STREETS DIR

1.00

TRANSPORTATION PLANNER SENIOR

3.00

TRANSPORTATION PLANNING MGR

1.00

TOTAL

143.98

					
			
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Table of Content
DEPARTMENT SUMMARY

					 DEPARTMENT SUMMARY | Transportation and Infrastructure
STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

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Table of Content
DEPARTMENT SUMMARY

					 DEPARTMENT SUMMARY | Transportation and Infrastructure
STRATEGIC GOAL(S)

DESCRIPTION
Transportation and Infrastructure comprises the oversight of capital projects, which includes design, project management,
and construction of capital improvement projects including infrastructure improvements; and acquires, manages, and
disposes of city-owned land and land rights. Additionally, Transportation and Infrastructure provides for the safe, efficient, and
convenient movement of people and goods. Transportation programs include: streets, paths, trails, and bus master planning;
project identification and project planning; regional coordination; traffic operations and safety; intelligent transportation
systems (ITS); fiber optics management; and bus, trolley, Dial-a-Ride, and Cab Connection operations. Street operations
provide safe, efficient, and environmentally compliant multi-modal transportation and drainage systems through the costefficient management and maintenance of traffic controls and infrastructure.
SERVICES PROVIDED
•
•

Oversees design, project management, construction of capital improvement, and the Real Estate Services program that
manages city-owned land uses through revocable licenses, permits and/or leases.
Provides safe, efficient, and convenient movement of people and goods. Transportation programs include paths, trails,
and bus master planning; project identification and project planning; regional coordination; traffic operations and safety;
intelligent transportation systems (ITS); fiber optics management; and bus, trolley, Dial-a-Ride, and Cab Connection
operation. The streets programs provide maintenance and ensure environmental compliance through efficient
management of transportation and drainage system components.

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•
•
•
•
•
•
•

Applied Micro Seal treatment to 1,128,035 square yards of asphalt, extending pavement lifespan and improving surface
quality.
Executed Mill and Overlay treatment on 327,880 square yards of asphalt, ensuring durability and a refreshed roadway.
Completed Crack Seal treatment for 871,661 square yards of asphalt, preventing further deterioration and maintaining
road integrity.
Successfully completed all ADOT-recommended repairs and the Street Operations team is fully prepared for the arrival of
new inspection reports.
Maintained full compliance with the PM-10 dust permit and completed two annual Dust Palliative cycles on unpaved
roads, ensuring air quality standards are met.
Achieved compliance with the National Pollution Discharge Elimination System (NPDES) Permit, completing 91.7 percent
of total asset inspections, with 59.1 percent of them being MS4 inspections. Additionally, launched a new Work Order
System, with ADOT Bridge and NPDES programs as the first to go live.
Completed two annual maintenance cycles, successfully addressing 11.36 percent of total alleys, and executed two
annual spray cycles for weed abatement, covering 100 percent of total alleys.
Successfully surveyed all maintained streets to assess their Pavement Condition Index (PCI) value, providing essential
data to develop a new 5-year plan for infrastructure improvements and asset management. This proactive approach
ensures strategic planning for long-term roadway sustainability.
Successfully installed 667 ADA ramp upgrades, enhancing accessibility across paving projects.
Provided ongoing support for capital improvement projects through comprehensive services, including land and land
rights title assistance, management of the project right-of-way acquisition phase, appraisal and appraisal review, as well
as negotiation and acquisition services.
Supported city and constituent needs, as well as internal clients, by effectively managing city land and land rights, along
with city leasing and licensing programs.

					
			
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TRANSPORTATION AND INFRADEPARTMENT
STRUCTURE SUMMARY | Transportation
DEPARTand
MENInfrastructure
T SUMMARY
FY 2024/25 ACHIEVEMENTS CONTINUED
•
•
•
•

•
•

•

•
•
•

Supported city and constituent needs, as well as internal clients, by effectively managing city land and land rights, along
with city leasing and licensing programs.
Evaluated and enhanced the proposed process for declaring city-owned real property that is no longer required for public
use as surplus, making it eligible for disposal.
Proposed revisions to the consideration/valuation portion of the city’s abandonment procedure.
Continued delivering high priority Bond 2019 projects. This includes completing five new replacement barns at WestWorld,
completion of the first phase of renovations at the Via Linda Police Station including a remodeled dispatch area and the
creation of a new Real Time Crime Center. Awarded design build contracts for three solar projects and a new parking
structure in Old Town. Awarded a design contract for the replacement of the Via Linda Fire Station. Construction
continued for Indian Bend Wash improvements and the fire station near Hayden and Arizona State Route 101.
Created, prepared and presented project updates to the Citizens Bond Oversight Committee (CBOC) on a quarterly basis
for the Bond 2019 program.
Continued delivering important Capital Improvement projects. This includes completion of projects at the McCormick
Stillman Railroad Park (MSRP) and Scottsdale Stadium. At MSRP the Roundhouse Facility and the new Splash Pad provide
interior play space for year-round use and an attraction for summer use. Construction completed for the Stadium Left
Field Berm and Day Park project to provide new restroom facilities and an accessible permanent deck to serve Spring
Training and open a portion of the Stadium for off season Day Park use. Construction commenced for new lab facilities
for the Water Campus and design began on the expanded Solid Waste Transfer Station.
Completed critical transportation projects through high priority arterial projects, including construction of improvements
on Pima Road from Pinnacle Peak Road to Happy Valley Road, Happy Valley Road from Pima Road to Alma School Road,
Miller Road /Hayden Road over the Rawhide Wash, Raintree Drive through the Airpark from Scottsdale Road to Hayden
Road, Chaparral Underpass at Indian Bend Wash, Shea Blvd Intersections (Loop 101 to 136th St).
Began planning and design on access for the Penjamo Yaqui neighborhood to provide critical access during flow events in
the Indian Bend Wash, sidewalks on 68th Street south of Camelback Road, and the next phases of Pima Road from Happy
Valley Road to Jomax Road, and Scottsdale Road from Dixileta Drive to Carefree Highway.
Developed a comprehensive 5-year plan for the renovation of transit stops, ensuring continuous and consistent upgrades
to maintain functionality, visual appeal, and overall quality for transit users.
Implemented in-house first-level support for Clever Devices on trolley vehicles, enhancing the transit team's familiarity
and expertise with the system to ensure consistent functionality. This initiative also enables staff to leverage support
from the City of Phoenix and Valley Metro when necessary.

FY 2025/26 OBJECTIVES
Continue delivering high priority Bond 2019 projects. This includes beginning construction of the Parking Structure in Old
Town Scottsdale. This also includes continuing construction of the Thompson Peak Dog Park and the Indian Bend Wash
improvements and completing construction of the Fire Station near Hayden and Loop 101 freeway, and the Splash Pad at
the McCormick Stillman Railroad Park.
• Create, prepare, and present project updates to the Citizens Bond Oversight Committee (CBOC) on a quarterly basis for the
Bond 2019 program.
• Continue delivering critical transportation needs through high priority arterial projects, including continuing construction of
the Scottsdale Road from Jomax to Dixileta improvements and completing construction of intersection improvements on
Shea Boulevard from Loop 101 to 136th Street.
• Propose updates to the City’s abandonment valuation procedure and comparison chart for management and counsel
review.
• Create, propose, and obtain comments on a process to declare parcels of land that are no longer needed for a public
purpose as excess to the city’s needs and eligible for disposal.
• Support city departments by providing engineering services including design, plan review and cost estimating for current
and proposed capital improvement projects.
• Continue to review and improve internal processes that our team uses to manage city land/land rights and city leasing and
licensing programs.
• Create a real estate team electronic repository and tracking method for land rights, title, and maintenance responsibility
research performed by staff in response to internal Department/division and constituent inquiries in an effort to reduce
repetitive research tasks and memorialize research findings for use by all.
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SUMMARY | Transportation
TRANSPORTATION AND INFRASDEPARTMENT
TRUCTURE
DEPARTMand
ENTInfrastructure
SUMMARY
FY 2025/26 OBJECTIVES CONTINUED
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Continue to support capital improvement projects by providing project right-of-way acquisition phase management,
appraisal, appraisal review, negotiation, and acquisition services.
Support city departments by providing engineering services including design, plan review and cost estimating for current
and proposed capital improvement projects.
As part of the storm response process, clear major roads within 24 hours, collector roads within 48 hours and residential
streets within 72 hours.
Complete preliminary design studies to assess costs in early stages for projects outlined in the Transportation Action Plan
and Capital Improvement Program.
Complete the 2024 Traffic Volume and Collision Report and evaluate new methods for publishing traffic data in an
accessible online dashboard.
Complete the necessary infrastructure maintenance and upgrades and fiber connections to complete the online
connectivity to the ITS network system.
Complete the speed limit study project to have a current study for every major street in Scottsdale.
Complete the street Pavement Condition Index (PCI) survey and prioritize the results to develop the next Five-Year paving
Plan for the full roadway network, city-maintained parking lots, and alleys.
Continue regional coordination on the Loop 101 and Pima Road improvement projects through completion.
Create a new process and workflow for reviewing development cases and applications.
Ensure continued compliance with the National Pollutant Discharge Elimination System (NPDES), Municipal Separate Storm
Sewer System (MS4) Permit, PM10 Dust Control and NBIS (National Bridge Inspection Standards) programs.
Evaluate new methods of data collection using Intelligent Transportation Systems (ITS) technologies.
Expand the collaboration between Police Department Real-Time Crime Center (PD RTCC) and Traffic Management Center
(TMC) on new infrastructure to improve traffic flow and increase public safety.
Expand the utilization of Clever Devices on buses, improving the transit system and building a stronger information
database.
Implement initial projects in the Neighborhood Bikeway Program.
Initiate a project to update the Local Area Infrastructure Plans (LAIPs) in the north portion of the city.
Inspect 50 percent of the total signs and markings assets annually to comply with Manual of Uniform Traffic Control
Devices.
Plan and implement an ongoing project to refresh and re-coat existing transit shelters.
Reduce the streetlight backlog and ensure that outages are repaired within fifteen business days after being reported and
retrofitted with light-emitting diode (LED) fixtures.
Upgrade our transportation network with state-of-the-art detection systems to reduce manual counts by staff and
assistance from data collection companies.

					
			
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DEPARTMENT SUMMARY

TRANSPORTATION AND INFRASTRUCTURE

					 DEPARTMENT SUMMARY | Transportation and Infrastructure

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

137.73

137.73

143.98

6.25

% of city's FTEs

5.15%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

773,845

1,041,947

3,401,633

2,359,686

Special Programs Fund

19,709

255,817

255,817

0

25,461,168

29,066,503

33,055,373

3,988,870

0

0

2,600,794

2,600,794

26,254,722

30,364,267

39,313,617

8,949,350

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

9,470,864

11,266,746

18,016,071

6,749,325

Contractual Services

13,115,669

15,693,873

17,487,979

1,794,106

Commodities

1,186,560

1,466,520

1,378,099

-88,421

Capital Outlays

2,437,212

1,706,350

2,209,417

503,067

SUBTOTAL OPERATING BUDGET

26,210,305

30,133,489

39,091,566

8,958,077

44,417

230,778

222,051

-8,727

26,254,722

30,364,267

39,313,617

8,949,350

Transportation Fund
Water Funds
TOTAL BUDGET

Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

The net increase of 6.25 FTE is due to: 1) a change in city reporting structure carried out during FY 2024/25 (-1.00 FTE);
2)) adding an Intelligent Transportation Systems (ITS) Signals Tech I (1.00 FTE) as the ratio of signals per analyst h
exceeded the Federal Highway Administration’s guideline of 30-40 signals per analyst; and 3) adding an ITS Signals Tech
II (1.00 FTE) as the ratio of signals per analyst has exceeded the Federal Highway Administration’s guideline of 30-40
signals per analyst; 4) adding a Department Systems Analyst (1.00 FTE) to implement, administrate, and optimize project
management software for the department; 5) adding two Senior Project Managers (2.00 FTE) who are responsible for
management of contracts for the design and construction of related capital projects from inception through completion;
6)) adding a Management Analyst (1.00 FTE) to work on the financial aspects of capital project management; 7) adding
Public Works Project Coordinator (1.00 FTE) who is responsible for management of contracts for the design and
construction of water related capital; and 8) adding a Project Management Assistant (0.25 FTE).

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DEPARTMENT SUMMARY

TRANSPORTATION AND INFRASTRUCTURE

					 DEPARTMENT SUMMARY | Transportation and Infrastructure
BUDGET NOTES AND SIGNIFICANT CHANGES CONTINUED
•
•

•
•

The increase in Personnel Services is due to: 1) the addition of 6.25 FTE; 2) a FY 2025/26 pay for performance and market
adjustment applied to eligible employees; and 3) the movement of capital project management personnel costs from the
capital to the operating budget (General Fund, Transportation Fund, Water Funds).
The increase in Contractual Services is due to: 1) the implementation of the Americans with Disabilities Act (ADA) Phase
Two which includes pavement resurfacing, concrete sidewalk replacement, and curb-ramp upgrades (Transportation
Fund); 2) increased internal service costs for fleet maintenance, fuel, and rental rates (General Fund and Transportation
Fund); and 3) the budgeted acquisition of a new project management software intended to improve efficiency and
enhance data accuracy across projects (General Fund).
The decrease in Commodities is due to reduced costs for the maintenance and upgrade of Pan-Tilt-Zoom (PTZ) cameras,
network switches, radios, and audible pad push buttons (Transportation Fund). The decrease would be greater but is
partially offset by the purchase of Personal Protective Equipment (PPE) for new staff (General Fund, Transportation Fund).
The increase in Capital Outlays is due to the one-time purchases of two pickup trucks for existing staff, a pickup truck for
the new ITS Signals Tech II, and a bucket truck for the new ITS Signals Tech I (Transportation Fund).

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

Boards/Commissions*

19

183

$6,168

0.09

Volunteers

7

306

$10,312

0.15

TOTAL

26

489

$16,480

0.24

VOLUNTEER HOURS SUMMARY

FULL-TIME
EQUIVALENT

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served a
appointees, due to terms of service.

					
			
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SUMMARY | Transportation
TRANSPORTATION AND INFRASDEPARTMENT
TRUCTURE
DEPARTMand
ENTInfrastructure
SUMMARY
PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

63.8

63.9

66.0

86%

63%

90%

90.0%

25.3%

70.0%

0

1,120

1,500

27.0%

11.3%

20.0%

19,250

18,926

23,000

55%

55%

100%

95%

55%

95%

6.6%

4.2%

6.0%

8

8

5

100

100

100

93.25%

92.50%

94.00%

WORKLOAD
Achieve a “very good” Pavement Condition Index (PCI 70-85) rating for the
city's asphalt street system
Note: The paving program will receive a budget increase and the treatments in FY 2025/26
will include additional locations.

Sweep 100 percent of streets at the following frequency based on street
classification: major streets twice per month, downtowns streets five times
per week, and residential streets once per month
Note: FY 2024/25 decreased due to staffing shortages

Respond to all pothole trouble calls within 48 hours
Note: The FY 2025/26 goal of 70% is attributed to the approval of a new patch crew
team, consisting of 3-4 staff members.

Number of traffic signal preventive and responsive maintenance activities
Treat unpaved alleys annually with a dust palliative to comply with the city's
dust control permit
Note: Two maintenance cycles are performed, or 20 percent, annually of the total alley
inventory.

Number of Arizona 811 (AZ811) Blue Stake responses to locate
underground traffic signal and fiber conduit systems
EFFECTIVENESS
Number of signalized intersections re-timed to improve traffic signal
coordination and efficiency
Note: The number of retimed signalized intersections decreased due to staffing changes
and shortages

Percent of streetlight repairs completed within ten days of outage reported
Note: FY 2024/25 impacted by staffing shortages.

Percent of retro-reflective traffic sign facings replaced
Note: The goal is to replace eight percent of retro-reflective traffic sign facings per year.
Staffing shortages have impacted achieving this goal.

Number of safety assessments performed for intersections and street
segments with high collision rates
Note: Due to staffing changes during FY 2024/25 staff were only able to complete eight
Road Safety Assessments.

EFFICIENCY
Respond to 100 percent of emergency calls on street-related issues within
one hour
Note: The emergency Response Team responds to all after-hours street-related
emergencies within one hour.

On-time performance of the trolley should meet or exceed 90 percent.
Note: On-time is defined as less than one minute early and no more than five minutes late

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DEPARTMENT SUMMARY | Water Resources

WATER RESOURCES
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

WATER QUALITY

4,171,517

4,374,877

4,576,770

201,893

WATER RECLAMATION SERVICES

19,072,707

20,650,934

21,435,121

784,187

WATER PLANNING AND ENGINEERING

4,388,366

5,317,952

4,548,542

-769,410

WATER TECHNOLOGY AND ADMIN

6,553,860

6,971,656

7,989,440

1,017,784

WATER SERVICES

52,052,728

58,569,116

62,372,647

3,803,531

PIPELINE AND TREATMENT AGREEMENTS

10,893,962

11,468,882

11,817,865

348,983

TOTAL BUDGET

97,133,140

107,353,417

112,740,385

5,386,968

					
			
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JOB TITLE

DEPARTMENT SUMMARY | Water Resources
TOTAL
FTE JOB TITLE

TOTAL
FTE

ADMINISTRATIVE AIDE

5.00 WASTEWATER COLLECTION OPER III

1.00

ADMINISTRATIVE ASSISTANT

2.00 WASTEWATER COLLECTIONS MANAGER

1.00

ADMINISTRATIVE SUPERVISOR

2.00 WASTEWATER COLLECTIONS OPER II

6.00

DEPT SYSTEMS ANALYST/PROG I

1.00 WASTEWATER TREATMENT MANAGER

1.00

DEPT SYSTEMS ANALYST/PROG II

1.00 WATER AUDIT TECHNICIAN

2.00

DEPT SYSTEMS ANALYST/PROG III

2.00 WATER CONSERVATION PROG SUPV

1.00

DEPT TECHNOLOGY SUPERVISOR

1.00 WATER CONSERVATION SPECIALIST

4.00

DIVISION FINANCE MANAGER

1.00 WATER DISTRIBUTION MANAGER

1.00

ENGINEERING ASSOCIATE

2.00 WATER MAINTENANCE MANAGER

1.00

FINANCE ANALYST

2.00 WATER METER COORDINATOR

1.00

HVAC TECHNICIAN

1.00 WATER METER TECHNICIAN I

7.00

INSTRUMENT & CONTROLS TECH II

4.00 WATER METER TECHNICIAN II

2.00

INTERN

1.10 WATER METER TECHNICIAN III

1.00

MANAGEMENT ANALYST

1.00 WATER POLICY MANAGER

1.00

MANAGEMENT ANALYST SENIOR

1.00 WATER PRODUCTION MANAGER

1.00

PROCESS CONTROL PROGRAM MGR

1.00 WATER PROG & POLICY ANALYST

1.00

PUBLIC INFORMATION OFFICER

1.00 WATER QUALITY ASSURANCE COORD

1.00

SCADA MANAGER

1.00 WATER QUALITY DIRECTOR

1.00

SCADA SPECIALIST

5.00 WATER QUALITY LABORATORY MGR

1.00

SCADA SPECIALIST SENIOR

2.00 WATER QUALITY REGULATORY MGR

1.00

SCIENTIST

1.00 WATER QUALITY SPECIALIST

6.00

SCIENTIST PRINCIPAL

2.00 WATER QUALITY SPECIALIST SR

2.00

SCIENTIST SENIOR

3.00 WATER QUALITY SUPERVISOR

3.00

SR DIRECTOR WATER RESOURCES

1.00 WATER QUALITY TECHNICIAN

3.00

W/WW ELECTRICIAN I

1.00 WATER RECLAMATION SVC DIRECTOR

1.00

W/WW ELECTRICIAN II

7.00 WATER RES ENGINEER

1.00

W/WW ELECTRICIAN III

2.00 WATER RES ENGINEER PRINCIPAL

4.00

W/WW MAINTENANCE TECH II

15.00 WATER RES ENGINEER SENIOR

2.00

W/WW MAINTENANCE TECH III

4.00 WATER RES HVAC CONTRACTS COORD

1.00

W/WW OPERATIONS SUPERVISOR

15.00 WATER RES PLNG & ENG DIRECTOR

1.00

W/WW TREATMENT PLANT OP II

28.00 WATER RESOURCES ASSET PROG MGR

1.00

W/WW TREATMENT PLANT OP III

5.00 WATER RESOURCES ASST EXEC DIR

1.00

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JOB TITLE

DEPARTMENT SUMMARY | Water Resources
TOTAL
FTE

WATER RESOURCES PIPELINE

6.29

WATER SEC & SAFETY PROG COORD

2.00

WATER SERVICES DIRECTOR

1.00

WATER SERVICES WORKER II

10.00

WATER SERVICES WORKER III

6.00

WATER SERVICES WORKER IV

8.00

WATER SERVICES WORKER V

2.00

WATER SYSTEMS ANALYST

5.00

WATER SYSTEMS TECHNOLOGY SUPV

1.00

TOTAL

224.39

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Water Resources

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Water Resources

STRATEGIC GOAL(S)

DESCRIPTION
The Water Resources Department is committed to providing efficient, high quality, reliable water and sewer service to
Scottsdale residents and businesses. The department comprises six areas: Water Quality, Water Reclamation Services, Water
Planning and Engineering, Water Technology and Administration, Water Services, and Pipeline and Treatment Agreements.
Water Quality ensures compliance with federal, state and local regulations for drinking water, reclaimed water, industrial
pretreatment, superfund, cross connection control, stormwater quality, air quality, and aquifer protection for all Water
Resources programs and facilities. Water Reclamation Services manages the sewer collection system, sewage treatment
facilities and re-use/recharge facilities, providing service to more than 84,000 accounts. Water Planning and Engineering
provides essential support in engineering, technology, finance, and planning for the department and manages the water
conservation program. Water Technology and Administration provides comprehensive data management, system technology,
customer service, employee safety, training, and security. Water Services manages the drinking water system providing service
to more than 94,000 accounts within Scottsdale and neighboring areas of Maricopa County. Pipeline and Treatment
Agreements manages multiple irrigation, water treatment, and sewage treatment facilities that are primarily funded by
contractual users.
SERVICES PROVIDED
•
•
•

Ensures long term sustainable water and wastewater services to Scottsdale customers.
Provides sanitary, reliable, high quality water reclamation services to more than 84,000 accounts in Scottsdale and
neighboring areas of Maricopa County.
Provides safe, reliable, high quality drinking water service to more than 94,000 water accounts in Scottsdale and
neighboring areas of Maricopa County.

FY 2024/25 ACHIEVEMENTS
•
•

•

Aligned school and daycare sampling with the updated Lead and Copper Rule Improvements (LCRI), which extend the
timeline by three years, as Scottsdale Water have already performed monitoring effort in 2016.
Engaged Commercial and Homeowners Association customers through targeted marketing, audits, and technology
rebates. High water use was the primary driver for participation in the commercial audit program, which identified an
estimated 8.26 million gallons in projected leak savings for FY 2024/25. Water management technology rebate funding
increased by 333 percent compared to FY 2023/24, reflecting strong customer adoption.
Developed and initiated a leak detection program which included 384 miles of acoustic and electromagnetic sensors to
buried infrastructure. Identified 188 small leaks with the majority from hydrants that are being repaired or replaced. This
has led to a water saving volume of just over five million gallons.

FY 2025/26 OBJECTIVES
•
•
•

Submit and renew to ADEQ (Arizona Department of Environmental Quality) the Municipal Separate Storm Sewer (MS4)
permit by the July 1, 2026 deadline.
Update Infrastructure Improvement Plan (IIP) and obtain city council approval. The goal is to establish water and sewer
projects and associated costs and timelines for infrastructure necessary to serve new growth and development.
Develop a multi-year strategic plan for communication on drought and Advance Purified Recycled Water.

					
			
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DEPARTMENT SUMMARY | Water Resources

CHARTED PERFORMANCE MEASURES

Average day sewage collected and treated (in
million gallons)

Amount of water (in million gallons) recharged
above Safe Yield.

Percentage of participants who attended the
Water Citizen Academy and rated the overall
program as "Excellent" or "Good" in feedback
survey.

Workload

Efficiency

Effectiveness

Lost and unaccounted for water per calendar
year

Average day drinking water production (in
million gallons)

Efficiency

Workload

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DEPARTMENT SUMMARY

						

DEPARTMENT SUMMARY | Water Resources

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Full-time Equivalents (FTE)

223.38

224.39

224.39

0.00

% of city's FTEs

8.02%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Sewer Funds

24,385,720

26,429,473

27,451,562

1,022,089

Water Funds

72,747,420

80,923,944

85,288,823

4,364,879

TOTAL BUDGET

97,133,140

107,353,417

112,740,385

5,386,968

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

22,831,018

27,685,644

29,391,980

1,706,336

Contractual Services

33,964,959

36,656,523

37,893,555

1,237,032

Commodities

39,564,528

42,601,250

45,019,350

2,418,100

Capital Outlays

772,636

410,000

435,500

25,500

97,133,140

107,353,417

112,740,385

5,386,968

0

0

0

0

97,133,140

107,353,417

112,740,385

5,386,968

EXPENDITURES BY FUND

EXPENDITURES BY TYPE

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•

•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees (Water Funds, Sewer Funds).
The increase in Contractual Services is due to an expected ten percent increase in the cost of electrical expenses (Water
Funds, Sewer Funds). The increase would be larger, but is partially offset by: 1) reduced contractual needs for maintenance
of machinery and equipment associated with southern area wells (Water Funds); and 2) reduced software needs for water
engineering and administration (Water Funds, Sewer Funds).
The increase in Commodities is due to: 1) an increase of water costs from Central Arizona Project (CAP) used at the CAP
Plant (Water Funds); and 2) an 11 percent increase in chemical expenses to be used for the treatment of water and
wastewater (Water Funds, Sewer Funds).
The increase in Capital Outlays is due to the ongoing acquisition and/or replacement of monitors, switches, stacking
modules, and other technology necessary to manage, maintain, or monitor the Supervisory Control and Data Acquisition
(SCADA) networks and control systems (Sewer Funds).

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Water Resources

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Volunteers

3

360

$12,132

0.17

TOTAL

3

360

$12,132

0.17

VOLUNTEER HOURS SUMMARY

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

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WATER RESOURCES
							

WAT|EWater
R QUAQuality
LITY
WATER RESOURCES

STRATEGIC GOAL(S)

DESCRIPTION
Water Quality ensures compliance with federal, state, and local regulations for drinking water, reclaimed water, industrial
pretreatment, superfund, cross connection control, stormwater quality, air quality, and aquifer protection for all Water
Resources programs and facilities. It also provides oversight and enforcement on all requirements for the Municipal Separate
Storm Sewer System (MS4) Permit, five U.S. Environmental Protection Agency (EPA) permitted industries, and more than 2,000
commercial establishments that discharge into the city's sanitary sewer system. The in-house laboratory performs more than
95,000 water and wastewater quality tests annually to ensure compliance with regulations, permits, and efficient and effective
treatment processes.
SERVICES PROVIDED
•
•
•

Inspects and monitors stormwater discharges associated with industrial, commercial and construction activities, illicit
discharges, and spills.
Provides oversight and enforcement on five permitted industries and more than 2,000 commercial establishments that
discharge into the city sewer system.
Perform over 95,000 water and wastewater quality laboratory tests annually to ensure compliance with federal, state, and
local regulations for drinking water, reclaimed water, industrial pretreatment, superfund, cross connection control,
stormwater quality, air quality, and aquifer protection for Water Resources programs and facilities.

FY 2024/25 ACHIEVEMENTS
•

•
•

•

Submitted the service line inventory required under the Lead and Copper Rule Revisions (LCRR) to the Arizona Department
of Environmental Quality (ADEQ) in October 2024. Some challenging unknown water lines remain in the inventory and are
actively being pursued. As required by rule, owners of unknown service lines were notified of the status of their property
and asked to assist in completing.
Aligned school and daycare sampling with the updated Lead and Copper Rule Improvements (LCRI), which extend the
timeline by three years, as Scottsdale Water have already performed monitoring effort in 2016.
Finalized Gap Analysis for the Enhanced Source Control requirements, which identified updates and improvements that
will be necessary to implement. Additional staff will be necessary to close the gaps. The Tiered monitoring program has
been reviewed. Tier one and Tier three are well-understood, while requirements for Tier two will require continued
discussions with the state.
Completed the first half of the Unregulated Monitoring Rule five, and initiated the second half.

FY 2025/26 OBJECTIVES
•
•
•
•

Complete inventory of remaining unknown service lines for Lead and Copper Rule inventory by October 2025.
Complete second half of monitoring for Unregulated Contaminants Monitoring Rule 5.
Develop plan for Enhanced Source Control commercial inventory to identify potentially impactful dischargers and develop
monitoring plan.
Submit and renew to ADEQ (Arizona Department of Environmental Quality) the Municipal Separate Storm Sewer (MS4)
permit by the July 1, 2026 deadline.

					
			
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WATER QUALITY

WATER RESOURCES

WATER RESOURCES | Water Quality

							

STAFF SUMMARY
Full-time Equivalents (FTE)

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

24.48

24.48

24.48

0.00

% of city's FTEs

0.88%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Sewer Funds

1,160,191

1,288,096

1,295,872

7,776

Water Funds

3,011,326

3,086,781

3,280,898

194,117

TOTAL BUDGET

4,171,517

4,374,877

4,576,770

201,893

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

2,933,928

3,001,859

3,174,447

172,588

Contractual Services

744,310

891,018

919,323

28,305

Commodities

491,036

482,000

483,000

1,000

Capital Outlays

2,243

0

0

0

4,171,517

4,374,877

4,576,770

201,893

0

0

0

0

4,171,517

4,374,877

4,576,770

201,893

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees (Water Funds and Sewer Funds).
The increase in Contractual Services is due to increased cost for software related to database maintenance (Water Funds
and Sewer Funds).

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WATER QUALITY

WATER RESOURCES

WATER RESOURCES | Water Quality

							

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

100%

100%

100%

100%

100%

100%

100%

100%

100%

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Volunteers in the Water Quality Laboratory will perform basic
microbiological, molecular, and chemical tests on water and
wastewater samples under the guidance of a Scientist. Prior to
working in the laboratory, the volunteer will go through extensive
safety training with the Laboratory Chemical Hygiene Officer. The
volunteer will perform basic chemical tests, extractions, and
digestions in the metals and wet chemistry laboratory. The
volunteer will spend time in the microbiology laboratory performing
tests for fecal and total coliforms, heterotrophic bacteria, and
molecular detection of organisms using polymerase chain reaction.

3

360

$12,132

0.17

TOTAL

3

360

$12,132

0.17

PERFORMANCE MEASURES
EFFECTIVENESS
Drinking water compliance rate
Note: Over 10,000 tests are performed annually on drinking water in the Water Quality
Laboratory. In addition, 66 continuous, online analyzers monitor the drinking water
throughout the distribution system and water treatment plants.

Superfund compliance rate
Note: All samples taken are part of the North Indian Bend Superfund Site and were in full
compliance with the 2003 Amended Consent Decree. The decree is the legal document
issued by the EPA that governs all activities and requirements of the Superfund Site.

Industrial user compliance rate with discharge permits

VOLUNTEER HOURS
VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).

					
			
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WATER RESOURCES
				

WATER |RWater
ECLAM
ATION SERServices
VICES
WATER RESOURCES
Reclamation

STRATEGIC GOAL(S)

DESCRIPTION
Water Reclamation Services collects, treats, and re-uses wastewater generated within the city. This department manages more
than 1,500 miles of sewer lines, three separate treatment facilities and hundreds of pumps, lift stations, and other equipment
that make up the sewer collection system. Efficient and continuous operation of the system ensures compliance with
numerous regulatory requirements to prevent spills/overflows, minimize odors, and provide an alternative source of water for
non-potable users such as irrigation, power generation, and groundwater replenishment.
SERVICES PROVIDED
•
•
•

Provides sewer service to more than 84,000 accounts by maintaining and operating more than 1,500 miles of sewer lines
and three wastewater treatment plants.
Collects and treats approximately 22 million gallons of wastewater per day.
Provides advanced treatment of recycled water for non-potable users and groundwater recharge.

FY 2024/25 ACHIEVEMENTS
•

•

•

Developed tracking report that is actively used by operations staff to monitor chemical usage and identify variations not
tied to operational changes. This system has improved our ability to detect anomalies, enhanced monthly and seasonal
reviews, and supported more accurate annual usage assessments—ultimately strengthening our chemical management
and cost control efforts.
Strengthened operational oversight of recharge activities by completing targeted maintenance and successfully returning
previously underperforming wells to service. These efforts, combined with a strong partnership with engineering staff,
have improved understanding of system limitations and optimized recharge operations. As a result, the team has
increased well availability and enhanced overall recharge capacity at the Water Campus.
Achieved significant progress in rehabilitating aging odor control systems and other long-service life assets at the Water
Campus. Through proactive operation and maintenance efforts and targeted upgrades, the team has addressed vulnerable
infrastructure and improved overall system resiliency and reliability. These improvements have strengthened long-term
performance and reduced the risk of unplanned failures.

FY 2025/26 OBJECTIVES
•
•
•

Conduct profiling of facility treatment processes to address treatment and asset deficiencies.
Integrate daily chemical use data into the main operational dashboard of the treatment facilities to enable automated
reporting of total chemical usage and budgetary impact of chemical use.
Develop and implement comprehensive chemical handling and spill prevention protocols to minimize the risk of incidents.
This will include conducting training sessions for staff on best practices for safely handling hazardous chemicals,
assessing current safety equipment and infrastructure to meet the highest safety standards.

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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
WATER RECLAMATION SERVICES

WATER RESOURCES | Water Reclamation Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

40.00

40.00

40.00

0.00

% of city's FTEs

1.43%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Sewer Funds

19,072,707

20,650,934

21,435,121

784,187

TOTAL BUDGET

19,072,707

20,650,934

21,435,121

784,187

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

4,413,031

5,460,449

5,738,606

278,157

Contractual Services

11,163,978

11,933,735

12,604,265

670,530

Commodities

3,422,713

2,906,750

3,092,250

185,500

Capital Outlays

72,986

350,000

0

-350,000

19,072,707

20,650,934

21,435,121

784,187

0

0

0

0

19,072,707

20,650,934

21,435,121

784,187

EXPENDITURES BY FUND

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees (Sewer Funds).
The increase in Contractual Services is largely due to increased utility costs for electricity (Sewer Funds).
The increase in Commodities is due to higher prices for various treatment chemicals and cleaning chemicals (Sewer
Funds).
The increase in Capital Outlays is primarily due to one time vehicle purchases that were made in FY 2024/25 and are not
included in the FY 2025/26 budget (Sewer Funds).

					
			
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WATER RECLAMATION SERVICES

WATER RESOURCES | Water Reclamation Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

Average day sewage collected and treated (in million gallons)

21.5

21.1

22.0

Operational cost to collect and treat sewage per thousand gallons

$2.62

$3.08

$2.93

451

505

300

0.0

0.4

0.2

PERFORMANCE MEASURES
WORKLOAD

Note: Cost does not include capital replacement and rehabilitation, debt service, franchise
fees, Sub Regional Operating Group (SROG) settlement results, or direct charges from the
general fund or capital improvement program. The rate to treat and deliver one-thousand
gallons is equal to costs divided by the total gallons: as cost and/or the volume fluctuate
year over year, the rate will also fluctuate.

Miles of sewer lines cleaned annually
Note: There are over 1,500 miles of sewer lines in the city. The goal is to clean at least
428 miles annually or the entire system every three and a half years to reduce odors and
prevent sanitary sewer overflows. Industry standard is to clean entire system every five
years.

EFFICIENCY
Number of sanitary sewer overflows per year (per 100 miles)
Note: The national average is 4.5 per 100 miles. Scottsdale’s goal is to be less than 25
percent of the national average or less than 1.0 per 100 miles.

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WATER RESOURCES
		

WATEResources
R PLANNINPlanning
G AND Eand
NGIEngineering
NEERING
WATER RESOURCES | Water

STRATEGIC GOAL(S)

DESCRIPTION
Water Resources Planning and Engineering provides leadership and management of all Water Resources programs to ensure
the drinking water and water reclamation systems are planned, engineered, and designed in agreement with the city’s General
Plan. This helps ensure that all rates and fees are set prudently. This department also manages and administers water rights,
water conservation programs, contracts, and intergovernmental agreements for water deliveries and water reclamation. The
department also manages the efforts to increase long term aquifer storage for drought mitigation through increased Central
Arizona Project (CAP) recharge. The Water Conservation office encourages the responsible use of water and conducts
numerous residential outdoor water efficiency checks (OWEC) as well as adult and youth workshops each year.
SERVICES PROVIDED
•
•
•
•
•

Provides overall leadership and management of all Water Resources programs and efforts.
Leads the development of long-range water, reclamation, and reuse master planning.
Provides engineering services to ensure water and wastewater systems are engineered and designed according to master
plans, and best management practices.
Manages financial plans to ensure that all rates and fees are set prudently to operate, maintain, and replace the systems.
Manages the city's water rights and allocations, water conservation programs, contracts, and intergovernmental
agreements for water deliveries and sewage treatment.

FY 2024/25 ACHIEVEMENTS
•
•
•

•

Conducted testing and made applicable adjustments to potable water distribution system hydraulic model for the Airpark
Area. Used demands from major development in the area to confirm the sizing and need for major water infrastructure.
Completed majority of infrastructure and site improvement work at the Northwest sewer pump back station. Due to long
lead timeframe the surge protection tank will not be received from the manufacturer and installed until 2026.
Engaged Commercial and Homeowners Association customers through targeted marketing, audits, and technology
rebates. High water use was the primary driver for participation in the commercial audit program, which identified an
estimated 8.26 million gallons in projected leak savings for FY 2024/25. Water management technology rebate funding
increased by 333 percent compared to FY 2023/24, reflecting strong customer adoption.
Mailed promotional postcards to commercial customers regarding WaterSmart in August 2024. Combined with other
outreach efforts, including rebate programs, presentations, and media promotions, this initiative contributed to a rise in
average commercial WaterSmart registrations from 12 percent in FY2023/24 to 18 percent in FY2024/25.

FY 2025/26 OBJECTIVES
•
•
•

Update Infrastructure Improvement Plan (IIP) and obtain city council approval. The goal is to establish water and sewer
projects and associated costs and timelines for infrastructure necessary to serve new growth and development.
Rehabilitate existing 2.5 million gallons potable storage reservoir 42 service a large area in the northern part of the city.
Work includes replacement of the corroded roof, coating reservoir walls, and installing new valves. The goal is to extend
the useful life of this critical reservoir another 25 years.
Develop a multi-year strategic plan for communication on drought and Advance Purified Recycled Water.

					
			
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WATER PLANNING AND ENGINEERING

WATER RESOURCES | Water Resources Planning and Engineering

STAFF SUMMARY
Full-time Equivalents (FTE)

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

22.42

23.92

24.92

1.00

% of city's FTEs

0.89%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Sewer Funds

568,093

588,161

566,133

-22,028

Water Funds

3,820,273

4,729,791

3,982,409

-747,382

TOTAL BUDGET

4,388,366

5,317,952

4,548,542

-769,410

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,949,221

2,395,696

2,532,914

137,218

Contractual Services

2,360,801

2,867,806

1,958,578

-909,228

Commodities

76,485

54,450

54,550

100

Capital Outlays

1,859

0

2,500

2,500

4,388,366

5,317,952

4,548,542

-769,410

0

0

0

0

4,388,366

5,317,952

4,548,542

-769,410

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase of 1.00 FTE is due to the movement of one Senior Water Resource Engineer (1.00 FTE) from the Water
Technology and Admin area to the Water Planning and Engineering area.
The increase in Personnel Services is due to 1) the increase of 1.00 FTE; and 2) a FY 2025/26 pay for performance and
market adjustment applied to eligible employees (Water Funds and Sewer Funds).
The decrease in Contractual Services is due to 1) a reduction in the amount budgeted for issuing rebates for various
programs; and 2) a decrease in funding for consulting contracts. (Water Funds and Sewer Funds).

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WATER PLANNING AND ENGINEERING

WATER RESOURCES | Water Resources Planning and Engineering

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

4,853

4,516

4,500

100%

100%

100%

1,217

1,000

1,000

735

478

410

404

385

400

488,605

309,939

310,000

EFFECTIVENESS
Amount of water (in million gallons) recharged
Note: Recharged water includes unused CAP water and reclaimed water.

Percentage of participants who attended the Water Citizen Academy
and rated the overall program as "Excellent" or "Good" in feedback
survey.
EFFICIENCY
Amount of water (in million gallons) recharged above Safe Yield.
Note: Safe Yield is defined as pumping more water into the aquifer than was pumped out in
a year.

WORKLOAD
Rebate applications processed and paid
Note: A toilet rebate program was discontinued in FY 2023/24. Therefore the actual
2024/25 is lower than FY 2023/24.

Number of free residential outdoor water efficiency checks performed by
water conservation staff
Amount of grass removed in square feet by customers who received a
grass removal rebate
Note: FY 2022/23 had 11 commercial and 295 residential grass removal rebates.

					
			
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WATER RESOURCES
				

ATERTechnology
TECHNOLO
GYAdministration
AND ADMIN
WATER RESOURCES |WWater
and

STRATEGIC GOAL(S)

DESCRIPTION
Water Technology & Administration supports Water Resources departments by helping to ensure the highest degree of value,
quality, and service reliability for customers. Technology oversees comprehensive data management, control system
technologies, and system operating services. This area also maintains and repairs Water Resources technology equipment and
infrastructure. Administration includes a customer service call center, employee safety and training, utility system security,
accounts payable processing, and workforce management support services.
SERVICES PROVIDED
•
•
•
•
•

Maintains and repairs water and sewer distribution and collection technology equipment and infrastructure.
Coordinates and manages utility operations, technology infrastructure, and water resources.
Operates customer service call center.
Manages the safety programs for all Water Resources facilities and employees.
Manages and conducts annual training programs for employees.

•

Initiated, designed, and began construction on the fiber project for the Hayden Site 140 to Water Campus loop project.
Construction scheduled to be completed this calendar year and will allow more reliable communications for several of the
remote facilities.
Conducted a tabletop exercise that included all operational divisions within Water as well as Information Technology that
targeted operational resiliency during a cyber related incident. All the different groups shared valuable institutional
knowledge that helped inform decisions, leading to a more successful response.
Installed a new Remote Terminal Unit (RTU) at the Water Campus Reverse Osmosis (RO) building. Affords the ability to
split the load on the existing obsolete equipment, allowing replacement of the remaining two obsolete RTUs to have a
reduced impact on operations.

FY 2024/25 ACHIEVEMENTS

•
•

FY 2025/26 OBJECTIVES
•
•
•

Complete second phase of the handheld radio changeout for the 900 MHz to align with public safety practices.
Conduct an annual tabletop exercise that includes all areas of the division to ensure operational resiliency and transfer of
institutional knowledge for staff in responding to water related emergency situations.
Continue to implement and expand the card control access changeout and complete the third phase of the project.

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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
WATER TECHNOLOGY AND ADMIN

WATER RESOURCES | Water Technology and Administration
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

35.28

34.79

33.79

-1.00

% of city's FTEs

1.21%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Sewer Funds

2,858,317

2,975,309

3,193,913

218,604

Water Funds

3,695,544

3,996,347

4,795,527

799,180

TOTAL BUDGET

6,553,860

6,971,656

7,989,440

1,017,784

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

3,943,916

4,212,941

4,709,759

496,818

Contractual Services

2,297,465

2,382,715

2,747,181

364,466

Commodities

297,373

316,000

449,500

133,500

Capital Outlays

15,106

60,000

83,000

23,000

6,553,860

6,971,656

7,989,440

1,017,784

0

0

0

0

6,553,860

6,971,656

7,989,440

1,017,784

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•

The decrease of 1.00 FTE is due to the movement of one Senior Water Resource Engineer (1.00 FTE) from the Water
Technology and Admin area to the Water Planning and Engineering area.
The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees and a reclassification of multiple FTEs during FY 2024/25 (Water and Sewer Funds). The increase would be
larger but is partially offset by the decrease of 1.00 FTE.
The increase in Contractual Services is largely due to 1) increase in the contract amount for Supervisory Control and Data
Acquisition (SCADA) communication network design, installation, and support; and 2) increased cost for security services
(Water Funds and Sewer Funds).
The increase in Commodities is due to replacements being needed for 170 portable radios that will no longer be supported
by the original manufacturer.

					
			
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WATER TECHNOLOGY AND ADMIN

WATER RESOURCES | Water Technology and Administration

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

78%

77%

80%

20.4

71.4

20.0

6.1

9.1

4.0

6.79%

6.00%

6.50%

EFFECTIVENESS
Percentage of calls handled and resolved immediately by staff in a single
phone call
Note: Water Resources Customer Service and Administration offices received 24,560
phone calls in FY 2024/25.

Vehicle accidents per million miles or vehicle accident rate
Note: Water Resources crews drive an average 700,000 miles annually.

Number of workplace incidents, injuries, and illnesses per fiscal year, per
100 employees
Note: Occupational Safety and Health Administration (OSHA) average for utility
organizations is 7.9 per 100 employees.

EFFICIENCY
Lost and unaccounted for water per calendar year
Note: Arizona Department of Water Resources requirement is less than ten percent
annually. Lost and unaccounted for water includes water losses from main breaks and
meter errors. Actual FY 2023/24 equates to CY 2023, Actual FY 2024/25 to CY 2024, and
Projected FY 2025/26 to CY 2025.

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WATER RESOURCES
							

WATE
R SERServices
VICES
WATER RESOURCES
| Water

STRATEGIC GOAL(S)

DESCRIPTION
Water Services treats and distributes safe, quality drinking water throughout the service area. This department manages three
surface water treatment plants, 41 reservoirs, 27 groundwater wells, and thousands of fire hydrants, valves, pump/booster
stations, and other equipment that make up the drinking water distribution system. Efficient and continuous operation of this
system ensures compliance with numerous regulatory requirements and provides safe, reliable drinking water to our
customers.
SERVICES PROVIDED
•
•
•

Provides safe, reliable drinking water to more than 95,000 accounts by maintaining and operating more than 2,000 miles of
water lines, three treatment facilities, 41 reservoirs, 27 groundwater wells, and thousands of fire hydrants, valves,
pump/booster stations, and other equipment that make up the drinking water distribution system.
Treats and distributes an average of 70 million gallons of drinking water per day.
Conducts timely and accurate meter reading to ensure proper customer billing and loss control.

FY 2024/25 ACHIEVEMENTS
•
•
•

Conducted preventative maintenance on 525 pressure reducing and pressure sustaining valves. This enhanced
maintenance performed will lessen the likelihood of failure, reducing unexpected downtime and prolonged asset life.
Developed and initiated a leak detection program which included 384 miles of acoustic and electromagnetic sensors to
buried infrastructure. Identified 188 small leaks with the majority from hydrants that are being repaired or replaced. This
has led to a water saving volume of just over five million gallons.
Successfully mitigated wildfire risk in the northern portion of the city by maintaining vegetation clearances at seven
strategically identified Water sites, reducing potential fire intensity and rate of spread.

FY 2025/26 OBJECTIVES
•
•
•

Expand the advanced metering infrastructure coverage by a minimum of ten percent to increase efficiencies by
downloading automated monthly meter reads.
Complete treatment media removal at the three arsenic treatment facilities for groundwater treatment.
Complete Plant II sedimentation basin work at the CAP Water Treatment Pant to increase operational flexibility in the
treatment process and maintenance.

					
			
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WATER SERVICES

WATER RESOURCES

							

STAFF SUMMARY
Full-time Equivalents (FTE)

WATER RESOURCES | Water Services
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

95.00

95.00

95.00

0.00

% of city's FTEs

3.40%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Water Funds

52,052,728

58,569,116

62,372,647

3,803,531

TOTAL BUDGET

52,052,728

58,569,116

62,372,647

3,803,531

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

8,568,563

11,148,269

11,736,218

587,949

Contractual Services

14,395,301

15,458,447

16,302,929

844,482

Commodities

28,408,954

31,962,400

33,983,500

2,021,100

Capital Outlays

679,911

0

350,000

350,000

52,052,728

58,569,116

62,372,647

3,803,531

0

0

0

0

52,052,728

58,569,116

62,372,647

3,803,531

EXPENDITURES BY FUND

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees (Water Funds).
The increase in Contractual Services is due to increases in the costs for utilities such as electricity (Water Funds).
The increase in Commodities is due to 1) increases in the cost of water purchased from the Central Arizona Project (CAP);
and 2) increased costs for treatment chemicals (Water Funds).
The increase in Capital Outlays is due to the one-time purchase of a Hydro Excavation Truck used to excavate or locate
buried utilities, and clean up debris from water line repairs (Water Funds).

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PERFORMANCE MEASURES

Table of Content
WATER SERVICES

WATER RESOURCES | Water Services
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

68.7

71.8

70.0

95.1

90.7

91.0

3,157

3,788

3,500

$2.65

$2.70

$2.90

99.0%

99.8%

99.8%

WORKLOAD
Average day drinking water production (in million gallons)
Note: The amount of water produced daily depends on customer demands and is affected
by rainfall and weather conditions.

Peak day drinking water production (in million gallons)
Note: The peak day of water production occurs in late spring or early summer, typically late
June or early July.

Number of water meters replaced system-wide
Note: An active meter replacement program ensures accurate billing and minimizes
water loss created by inaccurate billing.

EFFICIENCY
Operational cost to treat and deliver water (per thousand gallons)
Note: Cost does not include capital replacement and rehabilitation, debt service, franchise
fees or direct charges from the general fund or capital improvement program. The rate to
treat and deliver one-thousand gallons is equal to costs divided by the total gallons: as
cost and/or the volume fluctuate year over year, the rate will also fluctuate.

EFFECTIVENESS
Percentage of customers with automated meters

					
			
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WATER RESOURCES
				

PIPEand
LINTreatment
E AND TREAgreements
ATMENT
WATER RESOURCES | Pipeline
AGREEMENTS

STRATEGIC GOAL(S)

DESCRIPTION
The city has entered into multiple pipeline and treatment agreements which includes; the Reclaimed Water Distribution System
(RWDS) that provides A+ irrigation to 24 golf courses; the Irrigation Water Distribution System (IWDS) which provides raw
water irrigation to four golf courses; the McDowell Mountain Water Service which provides raw water to one golf course, city
facilities, and recharge facilities; the Inlet Silverado Golf Course which provides raw water irrigation to one golf course; the
Central Groundwater Treatment Facility (CGTF) and the North Indian Bend Wash Groundwater Treatment Facility (NGTF) which
remediates and treats groundwater; and the Gainey Ranch Wastewater Treatment Facility which provides A+ irrigation to one
golf course. Each of these agreements requires the city to operate, maintain, and replace water and/or sewer systems which
are funded by the users through separate rate structures.
SERVICES PROVIDED
•
•
•

Provides irrigation water which meets or exceeds all minimum quality standards set forth in all Arizona Department of
Health Services (ADHS), Arizona Department of Environmental Quality (ADEQ), and Environmental Protection Agency (EPA)
standards for recycled water.
Remediates contaminated groundwater that provides Scottsdale with a potable water source.
Delivers approximately one million gallons of treated wastewater to the Gainey Ranch Golf Course for irrigation.

FY 2024/25 ACHIEVEMENTS
•
•

Contracted with third party engineering consultant to conduct condition assessment. The effort is in the early stages and
should be complete by the first quarter of FY2025/26.
Optimized vapor phase treatment with reduced air fan speed with continuous zero non-detectable levels being discharged
to atmosphere. This assessment also has proved energy saving of up to 15 percent enhancing efficiency methods during
vapor phase treatment.

FY 2025/26 OBJECTIVES
•
•
•

Document maintenance process to accompany an annual meter verification for the Reclaimed Water Distribution System
(RWDS) for delivery volumes for each golf course turnout.
Complete the Reclaimed Water Distribution System first phase condition assessment for current state of the distribution
system and budgeting for capital projects.
Complete annual column cleaning for Central Groundwater Treatment Facility two weeks ahead of schedule to reduce
downtime and increase operational flexibility.

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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
PIPELINE AND TREATMENT
WATER RESOURCES | Pipeline and Treatment
AGRAgreements
EEMENTS

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

6.20

6.20

6.20

0.00

% of city's FTEs

0.22%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Sewer Funds

726,412

926,973

960,523

33,550

Water Funds

10,167,550

10,541,909

10,857,342

315,433

TOTAL BUDGET

10,893,962

11,468,882

11,817,865

348,983

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

1,022,360

1,466,430

1,500,036

33,606

Contractual Services

3,003,105

3,122,802

3,361,279

238,477

Commodities

6,867,966

6,879,650

6,956,550

76,900

Capital Outlays

531

0

0

0

10,893,962

11,468,882

11,817,865

348,983

0

0

0

0

10,893,962

11,468,882

11,817,865

348,983

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase in Personnel Services is due to a FY 2025/26 pay for performance and market adjustment applied to eligible
employees (Water Funds and Sewer Funds).
The increase in Contractual Services is due to increased costs for utilities such as electricity (Water Funds and Sewer
Funds).
The increase in Commodities is due to 1) increase costs for purchasing water that is recovered through contractual
agreements; and 2) increased costs for granular activated carbon, granular iron media, and other chemical-based media
used to filter water during the treatment process (Water Funds).

					
			
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PIPELINE AND TREATMENT
WATER RESOURCES | Pipeline and Treatment
AGRAgreements
EEMENTS
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

99%

100%

100%

Amount of recycled water (in million gallons) delivered through the
Reclaimed Water Distribution System for irrigation use

3,838

4,252

4,000

Amount of non-potable water (in million gallons) delivered through the
Irrigation Water Delivery System for irrigation use

456

419

450

0.9

0.9

0.9

PERFORMANCE MEASURES
EFFECTIVENESS
Reclaimed Water Distribution System Sodium Concentration
Standard Compliance Rate
WORKLOAD

Note: The demand for non-potable water is projected based on historic usage

Average day sewage treated and delivered (in million gallons) at the
Gainey Ranch Water Reclamation Facility

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DEPARTMENT SUMMARY | Communications
COMMUNICATIONS
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

COMMUNICATIONS

3,022,164

3,392,813

4,119,065

726,252

TOTAL BUDGET

3,022,164

3,392,813

4,119,065

726,252

					
			
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JOB TITLE

DEPARTMENT SUMMARY | Communications
TOTAL
FTE

ADA/TITLE VI COMPLIANCE COORD

1.00

ADMINISTRATIVE AIDE

1.00

ADMINISTRATIVE ASSISTANT SR

1.00

CITIZEN ADVISOR

2.00

CITIZEN LIAISON

1.00

CITIZEN SERVICE SUPERVISOR

1.00

COMMUNICATIONS SPECIALIST

1.63

COMMUNICATIONS SUPERVISOR

1.00

COMMUNICATNS & PUB AFFAIRS DIR

1.00

COMMUNITY INVOLVEMENT MANAGER

1.00

DEPT SYSTEM SUPPORT ANALYST II

1.00

DIGITAL MEDIA DESIGNER

3.00

EVENT COORDINATOR

1.00

PUBLIC AFFAIRS SPECIALIST

2.00

PUBLIC AFFAIRS SUPERVISOR

1.00

PUBLIC INFORMATION OFFICER

1.00

VIDEO PRODUCTION ASSISTANT

2.00

VIDEO PRODUCTION SPECIALIST

2.00

VIDEO PRODUCTION SUPERVISOR

1.00

VOLUNTEER COORDINATOR

1.00

TOTAL

26.63

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Communications

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Communications

STRATEGIC GOAL(S)

DESCRIPTION
The Communications Department creates and distributes timely, accurate and relevant information to the public, businesses,
employees and other audiences, fosters employee engagement through communication, video production, events and
recognition, and leads online and in-person community outreach and resident engagement programs.
SERVICES PROVIDED
•

The Communications Department creates and coordinates resident communications and media relations, creates and
coordinates public involvement and resident engagement, awareness and recognition events programs; provides video
production and public meeting access and support; and handles employee communication, recognition and celebrations.

FY 2024/25 ACHIEVEMENTS
•

•

•

•

Expanded Community Recognition for Veterans: the office strengthened Scottsdale’s commitment to honoring military
service by expanding outreach and recognition through the Scottsdale Salutes banner program, a large-scale Vietnam
Veterans Day event, and other initiatives. These efforts not only elevated public awareness but laid the groundwork for
future engagement opportunities that reflect Scottsdale’s respect for those who served.
Advanced Employee Engagement through Strategic Communication: the team elevated internal communication and
recognition efforts by delivering consistent, high-quality messaging and hosting meaningful employee events which foster
stronger organizational connection and morale through a sustainable framework for ongoing staff engagement and
celebration.
Modernized Digital Public Engagement Tools: to better serve residents and support staff, the Speak Up Scottsdale platform
transitioned to a more intuitive and modern engagement tool. This upgrade improved the user experience for residents and
enabled departments to more effectively gather community input, supported by targeted staff training and continued
platform optimization.
Developed Kiva Meeting Space Renovation Plan: thorough planning, collaboration and cross-departmental coordination, the
Scottsdale Video Network team developed a comprehensive audiovisual renovation of equipment in the City Hall Kiva. This
forward-looking project will enhance the in-person and broadcast experience for City Council, staff, and the public,
supporting greater transparency, accessibility, and functionality in civic engagement.

FY 2025/26 OBJECTIVES
•
•
•
•

Continue educational and interactive opportunities for residents to engage with city departments through events and
programs such as ArtsFest, Fall Festival and the Government 101 Citizens Academy, and expand offerings to include new
in-person community meetings and online sessions coordinated with city departments.
Lead planning efforts among city departments and external partners to celebrate the 75th anniversary of Scottsdale ’s
incorporation and the 250th anniversary of the United States, which both occur during calendar year 2026.
Develop and implement a comprehensive communication campaign to elevate the awareness and reach of recruitment
messaging, with the goal of reducing vacancy in city positions and increasing the applicant pool.
In partnership with Transportation and Infrastructure and Information Technology, coordinate the Kiva Modernization
capital improvement project, with an emphasis on engagement and communication with stakeholders and coordinating
and supporting alternative public meeting locations as compelled by work in the Kiva.

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DEPARTMENT SUMMARY

				

DEPARTMENT SUMMARY | Communications

STAFF SUMMARY

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

20.00

20.00

26.63

6.63

Full-time Equivalents (FTE)
% of city's FTEs

0.95%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

3,022,164

3,392,813

4,119,065

726,252

TOTAL BUDGET

3,022,164

3,392,813

4,119,065

726,252

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

2,275,631

2,569,850

3,156,837

586,987

Contractual Services

596,158

637,210

798,175

160,965

Commodities

145,078

185,753

164,053

-21,700

Capital Outlays

5,297

0

0

0

3,022,164

3,392,813

4,119,065

726,252

0

0

0

0

3,022,164

3,392,813

4,119,065

726,252

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•

The increase of 6.63 FTE is due to a change in city reporting structure carried out during FY 2024/25.
The increase in Personnel Services is primarily due to: 1) the addition of 6.63 FTE; and 2) a FY 2025/26 pay for
performance and market adjustments applied to eligible employees.
The increase in Contractual Services is primarily due to the one-time carryover funding to complete the phase
one Americans with Disabilities Act (ADA) transition plan.

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Communications

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

14

257

$8,661

0.12

Volunteers

2,394

9,859

$332,248

4.74

TOTAL

2,408

10,116

$340,909

4.86

VOLUNTEER HOURS SUMMARY
Boards/Commissions*

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

CHARTED PERFORMANCE MEASURES

Total time (in hours) viewers spent watching
original videos produced by Scottsdale Video
Network and distributed via YouTube.
Effectiveness

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Table of Content
COMMUNICATIONS - Service Area

DEPARTMENT SUMMARY | Communications
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

18,965

18,283

17,500

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

The Human Relations Commission acts as an advisory body to the
Mayor, City Council and staff and to make recommendations on
ways to encourage mutual respect and understanding among
people, to discourage prejudice and discrimination, and to work
towards cultural awareness and unity.

7

92

$3,084

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.
In addition to conducting meetings, commissioners have begun to
expand their presence in the community participating in public
facing veterans recognition events including the city’s Veterans Day
commemoration, Vietnam Veterans Thank You event, Scottsdale
Salutes reception, and Parada del Sol.

7

166

$5,577

0.08

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.

1,930

3,868

$130,352

1.86

The Neighborhood Watch program is coordinated through the
Citizen Services 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.

320

122

$4,111

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 historic Old Town.

144

5,869

$197,785

2.82

TOTAL

2,408

10,116

$340,909

4.86

PERFORMANCE MEASURES
EFFECTIVENESS
Total time (in hours) viewers spent watching original videos produced by
Scottsdale Video Network and distributed via YouTube.
Note: The downward trend reflects continued emphasis on shorter clips that generate
impressions and click throughs but deliver lower average viewing durations. Quarterly data
reinforce this pattern: our heaviest watch time remains tied to council meetings and
evergreen how to videos, while these bite sized pieces reach many viewers quickly but
contribute a smaller share of overall watch time.

VOLUNTEER HOURS
BOARDS/COMMISSIONS*

VOLUNTEERS

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.
					

			

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FY 2025/26 Adopted Budget

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DEPARTMENT SUMMARY | Economic Development
ECONOMIC DEVELOPMENT
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

ECONOMIC DEVELOPMENT

1,251,935

1,371,146

1,415,527

44,381

TOTAL BUDGET

1,251,935

1,371,146

1,415,527

44,381

					
			
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JOB TITLE

DEPARTMENT SUMMARY | Economic Development
TOTAL
FTE

ADMINISTRATIVE ASSISTANT SR

1.00

ECONOMIC DEVELOPMENT DIRECTOR

1.00

ECONOMIC DEVELOPMENT PROG MGR

2.00

ECONOMIC DEVELOPMENT SPEC

1.00

MARKETING PROGRAM MGR

1.00

TOTAL

6.00

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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Economic Development

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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ECONOMIC DEVELOPMENT
				

DEPA
TMENT SDevelopment
UMMARY
DEPARTMENT SUMMARY
| REconomic

STRATEGIC GOAL(S)

DESCRIPTION
Through its economic development investments and programs, the city retains, grows and attracts targeted sources of
wealth generation to enhance the community’s tax base and quality of life, preserve the natural environment, and foster
prosperity for all citizens. The department supports the business retention, expansion, attraction, entrepreneurial ecosystem
development and small business startup programming that are critical to Scottsdale's economic health and sustainability. It
does this through a combination of research, marketing, business outreach and support, program development and process
improvement.
SERVICES PROVIDED
•
•
•
•
•

Develops and deploys programs, services, and products used in assisting existing businesses in retention and expansion
efforts to maintain and improve the viability of the local economy.
Develops and executes initiatives designed to attract quality firms and jobs, domestic and global, in targeted sectors to
ensure long-term viability of the city's revenue and employment base.
Conducts extensive outreach and marketing activities to raise awareness of the assets of the community and enhance the
corporate brand of Scottsdale.
Supports efforts that will enable Scottsdale's present and future employers to cultivate, retain and attract talent.
Maintains, develops and analyzes unique data sets required to make an effective case for the retention and attraction of
target industry sectors within the city.

FY 2024/25 ACHIEVEMENTS
•
•
•

Recruited or retained five businesses resulting in 560 jobs at an average salary of $102,080 representing a direct five-year
economic impact of $4.48 million.
Achieved reaccreditation through the International Economic Development Council, one of only 90 agencies to meet this
standard of excellence worldwide.
Hosted at key signature events like the Waste Management Phoenix Open (WMPO), Spring Training, and for the first time,
Barrett-Jackson, to engage Scottsdale businesses, community partners, site selectors, and city leaders with over 300
participants.

FY 2025/26 OBJECTIVES
•
•
•
•
•
•

Attract and retain high quality jobs.
Grow Scottsdale’s existing industries to foster economic vitality.
Attract investment to further diversify Scottsdale’s economy.
Bolster Scottsdale’s startup ecosystem.
Build the premier destination for talent in the Southwest.
Enhance the Scottsdale brand for business, capital, and talent.

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ECONOMIC DEVELOPMENT

				

STAFF SUMMARY
Full-time Equivalents (FTE)

DEPA
TMENT SDevelopment
UMMARY
DEPARTMENT SUMMARY
| REconomic

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

6.00

6.00

6.00

0.00

% of city's FTEs

0.21%

EXPENDITURES BY FUND

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

1,242,335

1,351,146

1,385,527

34,381

Grant Funds

9,600

0

10,000

10,000

0

20,000

20,000

0

TOTAL BUDGET

1,251,935

1,371,146

1,415,527

44,381

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

808,149

908,531

955,954

47,423

Contractual Services

438,803

451,695

448,773

-2,922

Commodities

4,983

10,920

10,800

-120

Capital Outlays

0

0

0

0

1,251,935

1,371,146

1,415,527

44,381

0

0

0

0

1,251,935

1,371,146

1,415,527

44,381

Special Programs Fund

SUBTOTAL OPERATING BUDGET
Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•

The increase in Personnel Services is due to a FY 2025/26 pay-for-performance and market adjustment applied to eligible
employees (General Fund).

CHARTED PERFORMANCE MEASURES

Total number of business retention and
expansion (BRE) outreaches conducted
Workload

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Economic Development
ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

1,063

560

400

$144,534

$102,080

$85,712

$11.5

$4.5

$8.5

32,906

45,341

46,000

606

883

350

97

108

72

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

The Industrial Development Authority (IDA) was incorporated by the
State in 1984 and is a legally independent political jurisdiction of
the State. Its primary purpose is to issue tax-exempt bonds for
certain types of private development (primarily smaller
manufacturing facilities and non-profit facilities) for the purpose of
attracting new economic activity to the community. The IDA Board
contracts for legal, financial, and city administrative advisors to
assist it in evaluating projects. The IDA also charges bond
recipients a small administrative fee to cover all these costs and
receives no city financial support.

11

100

$3,370

0.05

TOTAL

11

100

$3,370

0.05

PERFORMANCE MEASURES
EFFECTIVENESS
Number of jobs created or retained with material departmental assistance
Note: The impact of the pandemic related to office usage continues to have a negative
impact on new business locates and expansions. The number and size of new business
locates have decreased while companies evaluate reduced office space and employment
needs.

Average wage of jobs created or retained with material departmental
assistance
Total five-year direct economic impact of projects created or retained with
material departmental assistance (in millions)
Note: The economic impact of business locates is directly related to the number of jobs,
square footage and capital expenditures of new companies.

Number of total sessions on ChooseScottsdale.com website
Note: The launch of the new website with improved utility has lead to higher session totals.

Overall attendance of focus groups, educational seminars, tours or other
programs coordinated and executed
Note: Attendance projected to be lower during staff transition.

WORKLOAD
Total number of business retention and expansion (BRE) outreaches
conducted
Note: Number of outreaches projected to be lower during staff transition.

VOLUNTEER HOURS
BOARDS/COMMISSIONS*

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Economic Development

# OF
VOLUNTEERS

# OF
HOURS

VALUE OF
VOLUNTEER
HOURS

FULL-TIME
EQUIVALENT

Boards/Commissions*

11

100

$3,370

0.05

TOTAL

11

100

$3,370

0.05

VOLUNTEER HOURS SUMMARY

The value of volunteer hours calculated at an hourly rate of $33.70 (Source: IndependentSector.org as of April 2025).
*The number of volunteers on Boards/Commissions reflects appointed seats but more citizens may have actually served as
appointees, due to terms of service.

					
			
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FY 2025/26 Adopted Budget

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DEPARTMENT SUMMARY | Facilities Management

FACILITIES MANAGEMENT
FY 2025/26 ADOPTED BUDGET

EXPENDITURES BY DIVISION

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

FACILITIES MANAGEMENT

27,252,572

30,270,057

30,791,342

521,285

TOTAL BUDGET

27,252,572

30,270,057

30,791,342

521,285

					
			
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DEPARTMENT SUMMARY | Facilities Management
JOB TITLE

TOTAL
FTE

ADMINISTRATIVE AIDE

1.00

DEPT SYSTEMS ANALYST/PROG II

1.00

ELECTRICIAN

9.00

ENERGY MANAGEMENT CONTROL SPEC

2.00

FACILITIES CONTRACT PROJ MGR

6.00

FACILITIES MAINT TECH - CDL

6.00

FACILITIES MAINTENANCE SUPV

3.00

FACILITIES MAINTENANCE TECH

9.00

FACILITIES SERVICE AREA MGR

2.00

FACILITY CONDITION ASSESS INSP

1.00

HVAC TECHNICIAN

6.00

LOCKSMITH

2.00

MANAGEMENT ANALYST

1.00

PAINTER

2.00

PLUMBER

5.00

PROJECT MANAGEMENT ASSISTANT

2.00

PUBLIC WORKS DEPT DIRECTOR

1.00

SPACE PLANNING SPECIALIST

1.00

TOTAL

60.00

296		

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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Facilities Management

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Facilities Management

STRATEGIC GOAL(S)

DESCRIPTION
The Facilities Management Department provides on-demand and preventive maintenance services along with scheduled lifecycle equipment replacements and Americans with Disabilities Act (ADA) improvements for approximately three million
square feet of city-owned facilities. These facilities include office buildings, museums, performance venues, libraries, well
sites, and recreation, aquatic and tennis centers, as well as critical infrastructure for Public Safety and Water Resources
Departments. Examples of other, less traditional facilities maintained include the multi-use pathways along the Arizona Canal
and the Indian Bend Wash greenbelt, sports field lighting, screen walls, flood control warning flashing light devices, and
floodgates along some city streets. The Facilities Management Department also manages payments for all General Fund
utilities, as well as those used to maintain the medians and rights-of-way.
SERVICES PROVIDED
•

•

•

•

Provides on-demand, preventive maintenance services, life-cycle equipment replacements, and discretionary tenant
improvements or building modifications. In-house expertise includes journeyman-level plumbers, electricians, heating,
ventilation and air conditioning technicians, carpenters, mill workers, exterior/interior painters, locksmiths, concrete,
metal work, and welding technicians. These technicians protect the city’s infrastructure and minimize the risk of majorsystem failures.
Provides citywide strategic space management, space reporting, move/add/change support, and administration of the
Integrated Workplace Management System (IWMS). The IWMS is a conglomerate of integrated applications used to
manage and automate facilities' processes. The applications include Space Management, Work Order Management,
Project Management, Capital Budgeting, Energy Management, Condition Assessment, Environmental Health & Safety, and
Asset Management.
Manages operating and capital improvement projects for large-scale preventive and predictive maintenance projects, lifecycle equipment replacement projects, tenant improvements and floor covering replacement, ADA assessments/projects,
and development and management of energy efficiency modifications. Contract Administration also encompasses annual
service contracts for fire/life safety systems, emergency generator systems, fire extinguisher inspection and
maintenance, elevator maintenance, automated gate and automatic/overhead garage door maintenance, ice delivery, and
pest management. It also oversees management of custodial services that provide routine and special janitorial services
for nearly one million square feet of facility space.
Steward a facility condition assessment program that continually identifies current and future facility deficiencies and
asset renewal needs for development of a Capital Improvement Plan.

FY 2024/25 ACHIEVEMENTS
•

•

Implemented energy efficiency items identified in assessments completed in FY 2023/24. Completed LED (Light-Emitting
Diode) retrofit and replacement at City Hall Basement, Horizon Park Recreation Center, McCormick Railroad Park Model
Train Building, Police Advocacy, Police District 3, Scottsdale Ranch Park Tennis Center, Water Administration, and Water
Operations. Energy Efficiency implementations completed at Civic Center Library for AHU-5 (Air Handler Unit 5) and
Scottsdale Ranch Park Tennis Center. A total of $54,341.50 in rebates was received from utility providers for the energy
efficiency projects.
Repaired and replaced major building system components identified in the facility condition assessments which include
One Civic Center garage fire suppression system replacement, Police Department Fire Department Headquarters generator
replacement, Police Department Training Center roof repairs and HVAC (Heating, Ventilation, and Air Conditioning)
replacements, Police District 3 compressor replacements on chillers 1 and 2, Water Campus Building L fire alarm
replacement, WestWorld Barns O through T fire sprinkler heads upgrade, and WestWorld Tony Nelssen Equestrian Center
fire alarm system replacement.

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Facilities Management

FY 2024/25 ACHIEVEMENTS
•
•
•
•
•

•

Completed 20 facility condition assessments and reports for future forecasting of capital expenditures.
Reported effectiveness of Preventive Maintenance Program through data driven analysis. This includes planned
maintenance percentage, maintenance cost per equipment, and maintenance cost as a percentage of replacement value.
Completed Integrated Workplace Management System upgrade to version CUSTOM-2024.04 and implementation of
reports utilizing the new Application Programming Interface (API) for Power Bl (business intelligence).
Completed ADA interior signage for City Hall and prepared plan for ADA improvements in FY 2025/26 with the finalization
of the ADA General Plan Assessments.
Installed cooling tower control modules at remaining eight locations identified for enhancing water conservation.
Completed retrofit and replacement of pole lighting from high energy use technology to more sustainable LED technology
for Phase 3 of Scottsdale Sports Complex. Also, completed repair and maintenance of solar lighting at 13 bus stops and
solar equipment at 14 locations improving energy generation.
Completed flooring replacements and exterior painting of buildings and structures identified as deferred maintenance.
Flooring replacements were completed in the following buildings: Adaptive Recreation, Civic Center Library, Chaparral Pool
Aquatic Center, McCormick Railroad Park Office, North Corporation Yard (Phase 1), Police Department Fire Department
Headquarters, Technology Center, and Water Operations. Exterior painting was completed on the following buildings and
structures: McCormick Parkway and Scottsdale Road bridge, North Corporation Yard, and Pima Road wall north and south
of Los Gatos Community.

FY 2025/26 OBJECTIVES
•
•
•
•
•
•
•
•
•

Implement energy efficiency items identified in assessments completed in FY 2023/24.
Repair and replace major building system components identified in the facility condition assessments.
Install solar equipment relating to Solar General Plan assessments and continue repair and maintenance of solar
equipment improving the city’s overall alternative fuel generation.
Continue facility condition assessments and reports for future forecasting of capital expenditures.
Report effectiveness of Preventive Maintenance Program through data driven analysis. This includes planned maintenance
percentage, maintenance cost per equipment, and maintenance cost as a percentage of replacement value.
Continue projects identified for ADA improvements and complete implementations to be performed by in house staff.
Retrofit and replace pole lighting from high energy use technology to more sustainable light-emitting diode (LED)
technology.
Complete Integrated Workplace Management System upgrade to new version as determined is applicable.
Complete flooring replacements and exterior painting of buildings and structures identified as deferred maintenance.

					
			
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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Facilities Management
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

59.00

59.00

60.00

1.00

% of city's FTEs

2.15%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

General Fund

25,384,322

28,978,091

29,395,932

417,841

Transportation Fund

1,868,250

1,291,966

1,395,410

103,444

TOTAL BUDGET

27,252,572

30,270,057

30,791,342

521,285

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

6,042,075

6,667,361

7,009,419

342,058

Contractual Services

17,459,223

18,277,746

19,250,900

973,154

Commodities

1,778,138

1,624,923

1,826,173

201,250

Capital Outlays

135,073

36,050

254,600

218,550

SUBTOTAL OPERATING BUDGET

25,414,509

26,606,080

28,341,092

1,735,012

Operating Projects

1,838,063

3,663,977

2,450,250

-1,213,727

TOTAL BUDGET

27,252,572

30,270,057

30,791,342

521,285

EXPENDITURES BY FUND

BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•
•
•

The net increase of 1.00 FTE is due to the addition of one Electrician (1.00 FTE) position to address increased electrical
related facilities requests.
The increase in Personnel Services is due to: 1) the addition of 1.00 FTE; and 2) a FY 2025/26 pay for performance and
market adjustment applied to eligible employees (General Fund, Transportation Fund).
The increase in Contractual Services is due to: 1) increased costs for utilities (General Fund, Transportation Fund); 2)
increased contractual maintenance costs for machinery, equipment, and automobiles (General Fund); and 3) increased
contractual maintenance costs for buildings and structures (General Fund).
The increase in Commodities is due to increases in costs for materials and other supplies to maintain machinery,
equipment, and automobiles (General Fund).
The increase in Capital Outlays is due to increased costs for citywide facilities assessments and furniture required for
space planning projects (General Fund).
The decrease in Operating Projects is due to the movement from operating to capital of a one-time project to paint freeway
wall art that was scheduled for FY 2024/25 (General Fund).

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Facilities Management

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

144

134

125

95

91

90

3.86

4.10

4.00

10,619

11,204

10,100

EFFECTIVENESS
Total projects completed by Contracts and Projects Team
EFFICIENCY
Preventive maintenance activities completed by in-house and contracted
staff as a percent of total preventive maintenance activities scheduled
Average hours per work request in staff-hours
WORKLOAD
Number of Arizona 811 Blue Stake requests to locate underground electrical
and plumbing systems

					
			
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FY 2025/26 Adopted Budget

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DEPARTMENT SUMMARY | Fleet Management

FLEET MANAGEMENT
FY 2025/26 ADOPTED BUDGET

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

FLEET MANAGEMENT

22,262,419

32,770,222

45,544,224

12,774,002

TOTAL BUDGET

22,262,419

32,770,222

45,544,224

12,774,002

EXPENDITURES BY DIVISION

					
			
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DEPARTMENT SUMMARY | Fleet Management
JOB TITLE

TOTAL
FTE

ADMINISTRATIVE ASSISTANT

1.00

CONTRACTS COORDINATOR

1.00

DEPT SYSTEMS ANALYST/PROG II

1.00

FLEET EQUIPMENT PARTS SUPV

1.00

FLEET MECHANIC

11.00

FLEET MECHANIC CREW CHIEF

3.00

FLEET MECHANIC SENIOR

18.00

FLEET OPERATIONS MANAGER

1.00

FLEET PARTS SPECIALIST

7.00

FLEET SERVICE WRITER

2.00

FLEET TECHNICIAN

7.00

MANAGEMENT ANALYST

1.00

PUBLIC WORKS DEPT DIRECTOR

1.00

TOTAL

55.00

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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Fleet Management

STAFF SUMMARY

EXPENDITURES BY FUND

Percents represent FY 2025/26 Adopted

EXPENDITURES BY TYPE

Percents represent FY 2025/26 Adopted

					
			
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Fleet Management

STRATEGIC GOAL(S)

DESCRIPTION
Fleet Management is comprised of five major programs: Administration, Operations, Parts Supply, Fuel, and Vehicle
Acquisitions. Administration provides financial planning, management support, Information Technology (IT) support and data
analysis for fleet functions. The Operations program maintains and repairs the city's fleet of vehicles to ensure safe, efficient,
and cost-effective operations. Parts Supply manages the inventory of parts and materials required to maintain and repair city
vehicles. Fuel manages six fuel sites throughout the city providing three fuel types: compressed natural gas (CNG), diesel, and
unleaded. Vehicle Acquisitions coordinates the purchasing, equipping, and sale of the city’s fleet.
SERVICES PROVIDED
•
•
•
•
•

Provides administrative and managerial support and reporting for fleet operations to ensure safe, efficient and costeffective maintenance, repair, fueling, and replacement of city-owned vehicles and equipment.
Supports city divisions by maintaining and repairing 1,324 vehicles and pieces of field equipment consisting of 125 makes
and 288 models. Additionally, 66 leased police undercover vehicles receive minor maintenance by fleet operations.
Purchases supplies, parts and accessories required to maintain and repair vehicles and equipment, and develops and
maintains related contracts.
Manages fuel inventories at six fuel sites throughout the city providing three fuel types: CNG, diesel, and unleaded fuels
and maintains regulatory compliance with city, county, state, and federal regulations.
Procures and equips new vehicles, disposes of surplus vehicles and equipment and develops/maintains fleet service
contracts. Vehicle Acquisitions also coordinates the "get ready" process with the applicable division and vendors.

FY 2024/25 ACHIEVEMENTS
•
•
•
•

Contracted with a software company to upgrade the aging Fleet Management software to the web version of the current
system. This change will enhance the current product and provide a long term solution for fleet asset management.
Received the first fully electric Solid Waste department vehicle, as well as several hybrid light duty trucks. A few additional
alternative fuel assets were placed on order during this fiscal year. Fleet has continued to research and procure new
assets that can support full day work missions that use alternative fuel sources.
Provided Fleet utilization analysis to upper-level management regarding future fleet replacements and retention needs.
Achieved an overall vehicle and equipment availability of 86%, in spite of industry challenges such as part shortages and
staffing levels.

FY 2025/26 OBJECTIVES
•
•
•
•

Complete the Fleet Management software upgrade.
Research, review, and implement potential incentives to attract and maintain quality fleet staff pending several long-term
employee retirements.
Establish greater policies and procedures for improvement of the safety and security of the fleet shops.
Improve availability of fleet vehicles and equipment by conscious planning and timing of repairs and maintenance.

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STAFF SUMMARY
Full-time Equivalents (FTE)

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Fleet Management
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

53.00

54.00

55.00

1.00

% of city's FTEs

1.97%
ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Fleet Funds

22,262,419

32,770,222

45,544,224

12,774,002

TOTAL BUDGET

22,262,419

32,770,222

45,544,224

12,774,002

EXPENDITURES BY TYPE

ACTUAL
2023/24

ADOPTED
2024/25

ADOPTED
2025/26

CHANGE
2024/25
TO 2025/26

Personnel Services

5,047,317

6,169,637

6,249,729

80,092

Contractual Services

2,715,965

2,268,987

2,303,065

34,078

Commodities

8,661,312

9,205,547

9,826,672

621,125

Capital Outlays

5,837,824

15,126,051

27,164,758

12,038,707

SUBTOTAL OPERATING BUDGET

22,262,419

32,770,222

45,544,224

12,774,002

0

0

0

0

22,262,419

32,770,222

45,544,224

12,774,002

EXPENDITURES BY FUND

Operating Projects
TOTAL BUDGET
BUDGET NOTES AND SIGNIFICANT CHANGES
•
•
•
•
•

The increase of 1.00 FTE is due to the addition of a Fleet Mechanic (1.00 FTE) to assist in the maintenance of vehicles as
the size of the city’s fleet has increased with additional police FTE and ambulance services being added.
The increase in Personnel Services is due to the addition of 1.00 FTE and a FY 2025/26 pay for performance and market
adjustment applied to eligible employees.
The increase in Contractual Services is due to increases in cost for machinery, equipment, and automobile maintenance.
The increase in Commodities is due to increases in costs for materials to maintain machinery, equipment, and
automobiles.
The increase in Capital Outlays is due to the carryforward of FY 2024/25 budget to be used for the procurement of motor
vehicles with lead times that extended beyond the end of the fiscal year.

					
			
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Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Fleet Management

PERFORMANCE MEASURES

ACTUAL
2023/24

ACTUAL
2024/25

PROJECTED
2025/26

70.0%

67.0%

80.0%

2.7%

3.4%

3.0%

91.2%

91.5%

89.0%

76.0%

72.3%

80.0%

2.2 hrs

1.7 hrs

2.0 hrs

EFFECTIVENESS
Preventive Maintenance Compliance
Note: In FY 2024/25 a technician vacancy rate of 12 percent caused disruptions in
the supply chain and reduced access to vehicles for preventative maintenance. The
goal is to achieve 90% compliance based on the report "Preventive Maintenance
Compliance by Gallons".

Work Orders Taking Five Days or More for In-House Repairs
Note: The FY 2024/25 actuals were achieved with continued efforts of modifying
work schedules by utilizing overtime. The goal is six percent or less.

Solid Waste Residential Services Equipment Availability
Note: Percentage of time Solid Waste equipment is available for residential services.

Fire Engines and Equipment Availability
Note: Percentage of time Fire Apparatus, such as fire engines/ladder trucks/etc. used in
fighting or extinguishing fire, are available for use by the Fire Department staff.

EFFICIENCY
Average Duration of Road Calls
Note: Excludes bus road calls. Change in targeted hours, from one to two, based
on equipment/tool prep and travel time. The goal is two hours.

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DEPARTMENT SUMMARY | Human Resources

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HUMAN RESOURCES

						

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Human Resources

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Table of Content
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DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Human Resources
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responsible for assisting the HR Manager with the daily operations of the benefits programs; 2) the addition of a Human
Resources Manager (1.00 FTE) assigned to provide direct management of the Classification and Compensation and
Training programs; 3) the addition of a Human Resources Assistant Director (1.00 FTE) assigned to assist the Senior
Director of Human Resources with planning, directing, and administering comprehensive human resources programs; and
4) a change in city reporting structure carried out during FY 2024/25 (1.50 FTE).

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HUMAN RESOURCES

						

Table of Content
HUMAN RESOURCES - Service Area

DEPARTMENT SUMMARY | Human Resources
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314		

HUMAN RESOURCES

						

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Human Resources

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315

Table of Content

FY 2025/26 Adopted Budget

316						
		

Table of Content

					

DEPARTMENT SUMMARY | Information Technology

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318		

INFORMATION TECHNOLOGY

					

Table of Content
DEPARTMENT SUMMARY

DEPARTMENT SUMMARY | Information Technology

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Modernized city website to enhance resident engagement: redesigned and launched a new ScottsdaleAZ.gov website
focused on improving usability, accessibility, and digital service delivery. The new site features a streamlined interface,
intuitive navigation, mobile responsiveness, and enhanced search capabilities, making it easier for residents, businesses,
and visitors to access city services and information.
• Modernized Enterprise Resource Planning (ERP) platform: partnered with the City Treasurer's Office to implement Phase
two of Scottsdale’s new Enterprise Resource Planning (ERP) platform, focusing on core financial systems. This milestone
modernized key processes, including financial management, payroll, and procurement, enhancing financial transparency,
streamlining operations, and increasing staff productivity.
• Enhanced cybersecurity resilience: strengthened the city's cybersecurity posture by deploying advanced threat detection
technologies, implementing proactive risk management strategies, and delivering comprehensive staff training programs.
These targeted initiatives significantly enhanced our ability to safeguard critical city data and assets, ensuring the
continuity of citywide operations and services.
• Data-driven decision-making Initiative: launched a comprehensive city-wide data platform aimed at improving data
collection, integration, and analysis through a centralized data platform. This initiative is designed to deliver actionable
insights, enhance operational efficiency across departments, and support informed decision-making for city leadership
and staff.
• AI-enabled city operations: initiated assessment and piloting of artificial intelligence solutions aimed at enhancing city
operations by automating routine tasks and providing enhanced analytics. This strategic approach is designed to
enhance operational efficiency, streamline internal processes, and facilitate proactive, data-driven decision-making
across departments.
320		
•

Table of Content

					

DEPARTMENT SUMMARY | Information Technology

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321

INFORMATION TECHNOLOGY

			

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322		

INFORMATION TECHNOLOGY

					

Table of Content
INFORMATION TECHNOLOGY - Service
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Table of Content

FY 2025/26 Adopted Budget

324