HomeMy WebLinkAbout130501SPLPNOTICE OF THE BUDGET OPEN HOUSE AND
SPECIAL BUDGET SESSION OF
THE FOUNTAIN HILLS TOWN COUNCIL
z:\council packets\2013\spl130501\130501a.docx
Mayor Linda M. Kavanagh
Councilmember Dennis Brow n Councilmember Cassie Hansen
Councilmember Ginny Dickey Councilmember Henry Leger
Vice Mayor Tait D. Elkie Councilmember Cecil A. Yates
Councilmembers of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of
the Town’s various Commissions or Boards may be in attendance.
TIME: 4:30 - 5:30 P.M. BUDGET OPEN HOUSE
5:30 P.M. SPECIAL BUDGET SESSION
DATES: WEDNESDAY, MAY 1, 2013
WHERE: FOUNTAIN HILLS TOWN HALL COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
Additional Special Budget Sessions to be held on:
MONDAY, MAY 6, 2013
TUESDAY, MAY 7, 2013 (meeting held only if necessary)
WEDNESDAY, MAY 8, 2013 (meeting held only if necessary)
AGENDA
CALL TO ORDER AND ROLL CALL – Mayor Linda M. Kavanagh
1. DISCUSSION WITH POSSIBLE DIRECTION relating to the PROPOSED TOWN OF
FOUNTAIN HILLS BUDGET for the fiscal year beginning July 1, 2013, including all proposed
revenues, expenditures and programs for all Governmental funds.
2. ADJOURNMENT.
DATED this 25th day of April 2013.
_____________________________________
Bevelyn J. Bender, Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480 -816-5100 (voice)
or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in this meeting or to obtain
agenda information in large print format. Supporting documentation and staff reports furnished the Council with this agenda are available
for review in the Clerk’s office.
NOTICE OF THE BUDGET OPEN HOUSE AND
SPECIAL BUDGET SESSION OF
THE FOUNTAIN HILLS TOWN COUNCIL
z:\council packets\2013\spl130501\130501a.docx
Mayor Linda M. Kavanagh
Councilmember Dennis Brow n Councilmember Cassie Hansen
Councilmember Ginny Dickey Councilmember Henry Leger
Vice Mayor Tait D. Elkie Councilmember Cecil A. Yates
Councilmembers of the Town of Fountain Hills will attend either in person or by telephone conference call; a quorum of
the Town’s various Commissions or Boards may be in attendance.
TIME: 4:30 - 5:30 P.M. BUDGET OPEN HOUSE
5:30 P.M. SPECIAL BUDGET SESSION
DATES: WEDNESDAY, MAY 1, 2013
WHERE: FOUNTAIN HILLS TOWN HALL COUNCIL CHAMBERS
16705 E. AVENUE OF THE FOUNTAINS, FOUNTAIN HILLS, AZ
Additional Special Budget Sessions to be held on:
MONDAY, MAY 6, 2013
TUESDAY, MAY 7, 2013 (meeting held only if necessary)
WEDNESDAY, MAY 8, 2013 (meeting held only if necessary)
AGENDA
CALL TO ORDER AND ROLL CALL – Mayor Linda M. Kavanagh
1. DISCUSSION WITH POSSIBLE DIRECTION relating to the PROPOSED TOWN OF
FOUNTAIN HILLS BUDGET for the fiscal year beginning July 1, 2013, including all proposed
revenues, expenditures and programs for all Governmental funds.
2. ADJOURNMENT.
DATED this 25th day of April 2013.
_____________________________________
Bevelyn J. Bender, Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 480 -816-5100 (voice)
or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to participate in this meeting or to obtain
agenda information in large print format. Supporting documentation and staff reports furnished the Council with this agenda are available
for review in the Clerk’s office.
TOWN OF FOUNTAIN HILLS
PROPOSED FINAL BUDGET
FY 2013-14
Ken Buchanan, Town Manager
Julie A. Ghetti, Deputy Town Manager/Finance Director
May, 2013
Operational
Priorities
Pavement
Management
Program
Economic
Development
Plan
Fountain Lake
IGA
Community
Partnership
Funding Policy
Fire Station #2
Town
Prosecutor
Volunteer
Program
Operational Priorities
Operational Priorities
Addressed in Budget
•Economic Development Plan Adopted
•Pavement Management Plan Adopted
•Town Prosecutor – Model Determined/Funded
•Fire Station #2 Relocation – CIP (2015)
–(Site undetermined)
•Fountain Lake IGA w/ Sanitary District Discussions
Underway
•Volunteer Program reorganized under Town Manager.
Strategic Plan
Goals
2013/14 Strategic Plan Goals
C3
Solicit Public/Stakeholder
Feedback
EV2
Develop balanced ,
equitable, sustainable,
local Financing Structure
for Core Services
EV4
Promote retention,
expansion and relocation
of Quality Businesses
I2
Develop reliable funding
source for infrastructure
maintenance
CR7
Communicate the Role
of Local Government
CR2 an d CR3
Expand Volunteerism
Program
R2
Provide interconnected,
multi-use Trail & Bicycle
System
I3
Pavement Management
Index Program
C2
Support Community
Events/Activities to build
Community & Friendship
CR1
Foster accessible,
responsive Governance
EV1
Develop Economic
Development Plan
CR6
Evaluate
Customer Satisfaction
on regular basis
Strategic Goals Addressed
In Budget
•EV1 – Economic Development Plan
•EV4 – Promote Business Expansion and Retention Program
•EV2 & I3 – Pavement Management Program
•I2 – Reliable Source of Funding for Infrastructure Maintenance
•R2 – Interconnected Multi Use Trails/Bike Paths including the FIT
Urban Trails
•C2 – Support Community Events/Activities to build Community &
Friendship
•CR2 & CR3 - Expand Volunteerism Program
Budget
Presentation
Overview
Town Manager’s
FY2013/14
Budget Proposal
$41,655,378
Previous Fiscal Year Budgets
•FY11 $29.4M
•FY12 $38.3M
•FY13 $31.5M
•FY14 $41.7M
•Budget Highlights
•Core Services/Departmental Budgets
–Public Safety: Fire/Emergency Medical Services; Law Enforcement;
Judicial
–Administration: Town Manager; Town Clerk; Human Resources;
Finance; I.T.; Economic Development
–Development Services: Building Safety; Code Enforcement;
Engineering; Streets; Stormwater/Environmental Services; Facilities;
Mapping & Graphics; Planning.
–Community Services: Parks; Recreation; Senior Services;
Community Center; Open Space & Trails.
•Capital Improvement Plan; Fee Schedule; Debt
Overview; Personnel
Budget Presentation Agenda
Budget Highlights
2013/14 Budget Highlights
•Focus remains on Core Services with a
structurally Balanced Budget – expenditures match
available revenues plus available fund balance.
•Focus on Street Replacement, Repair and Maintenance
in the amount of $14,503,000 .
–Pavement Management Program budgeted at $2,000,000
(VLT/HURF/CIP) for pavement maintenance operations on
Palisades, Fountain Hills Boulevards and a portion of Shea
Boulevard with pavement failure repair, crack sealing and
micro-surface program.
2013/14 Budget Highlights
continued……
–Saguaro Boulevard Road Bond for $8,200,000 based on a
successful election in November.
–Shea Boulevard Street Asphalt/Signal Replacement Project
(Technology to Beeline) in the amount of $3,903,000. (Grant
- $2,746,000).
–$400,000 Signal Light Replacement at Palisades and Saguaro
Blvd from CIP.
2013/14 Budget Highlights
continued….
•$1,640,000 Avenue of the Fountains Median Project
from Excise Tax Downtown Fund.
•2.5% MERIT increase in the amount of $64,508 for
personnel except for Town Manager and Presiding
Judge. 6.4% overall reduction of personnel costs.
•Public Safety focus with the purchase of a new Fire
Pumper Truck at $550,000 and renovation of Fire
Station #1 at $420,000.
•Implementation of the adopted Economic
Development Plan at $261,359.
SUMMARY OF CHANGES
Expenditure Details 2013 2014 % Change
SERVICE $ million $ million %
Personnel $3,848,857 $3,602,205 (6.4%)
Maintenance/ Utilities $3,250,369 $2,853,562 (12.2%)
Contractual Services $8,011,664 $8,150,650 1.7%
Supplies $530,715 $860,037 62.1%
Capital Expense from all
Funds
$11,314,704 $19,487,200 72.2%
Debt Service $2,504,038 $2,552,485 1.9%
Internal Transfers $2,052,762 $4,149,239 102.1%
TOTAL $31,513,109 $41,655,378 32.2%
FY14 Budget Summary
Fund Revenues Expenditures Use of Reserves
General Fund $13.2M $13.2M $0.0
HURF $2.1M $2.3M $200,000
Excise Tax $347K $2.1M $1.8M
Special Revenues $1.5M $1.6M $100,000
Debt Service $2.2M $2.6M $400,000
Capital Projects $14.5M $19.2M $4.7M
Internal Funds $210K $658K $448,000
TOTALS $34.1M $41.7M $7.6M
GENERAL FUND
OPERATING BUDGETS
Expenditure Details 2013 2014 Change Change
SERVICE $ Budget
(Revised)
$ Budget $ Change %
Council $82,811 $80,372 ($2,439) (2.9)%
General Government, Economic
Development, Finance, HR, IT
$2,194,672 $2,099,255 ($95,417) (4.3%)
Court Services, Teen Court $402,933 $364,171 ($38,762) (9.6%)
Development Services, Town
Facilities, Planning, Environment,
Engineering
$2,007,578 $1,843,539 ($164,039) (8.2%)
Community Services, Recreation and
Culture, Parks, Community Center,
Seniors
$2,226,188 $2,199,083 ($27,105) (1.2)%
Fire, Emergency Medical Services $3,255,335 $3,475,012 $219,677 6.7%
Law Enforcement $2,946,102 $3,121,624 $175,522 6%
TOTAL OPERATING BUDGET $13,115,619 $13,183,056 $67,437 .5%
FY14 Budget By Core Services
From All Funds
•Public Safety $ 6,596,636
•Administration $ 2,543,798
•Downtown Excise Fund/ED $ 2,125,198
•Development Services $ 4,164,512
•Community Services $ 2,199,082
•Debt Service $ 2,555,985
•Special Revenue Funds $ 1,563,875
•Capital (includes $50k DIF Study Fee) $19,248,082
•Internal $ 658,210
Total $41,655,378
Reserve
Fund
General Fund $5,590,833
HURF $481,557
Special Revenue Funds $241,109
Economic Dev/Downtown Fund $2,103,453
Public Art $1,454
Development Fees:
Law Enforcement $201,981
Fire & Emergency $42,242
Streets $120,724
Parks & Recreation $35,519
Open Space $1,650,178
Library/Museum $42,244
Debt Service $1,341,441
Capital Projects $9,328,932
Rainy Day Fund $1,345,200
Vehicle Replacement Fund $882,841
Total $23,409,708
Fiscal Quarter Fund Balances
31-Mar-13
Reserve Fund
Financial
5 year Overview
Budget Assumptions
•New reality – razor thin available funds.
•Revenue projections are determined using both a trend analysis
formula, as well as a flat percentage increase (2%), but are
estimates.
•Little or no change in distribution of State Shared Revenues.
•Maintaining existing level of service (no new programs/no new
employees).
•Inflation factor of 2% for Administration, Development Services
and Community Services departments. Public Safety contracts
for MCSO projected at 6% increase and Rural/Metro Fire
projected at 6.7% increase.
•The Ellman property is not included in any future revenue
estimates.
•TPT Construction Sales Tax Revenue included in Projections
TOWN FUNDS
23 different
sets of books
as required
by GAAP or
Arizona
Budget Law
Special revenue Funds General Fund (100)
GENERAL/
OPERATING FUNDS
General Fund (100)
Public Art Fund
(410)
General Internal
Service Fund (800)
SPECIAL REVENUE
FUNDS
DEBT SERVICE
FUNDS
CAPITAL
IMPROVEMENT
FUNDS
Vehicle
Replacement Fund
(810)
Highway User
Revenue Fund
(HURF) (200)
Excise
Tax/Downtown
Fund (300)
Special
Revenue/Grants
Fund (400)
Court
Enhancement Fund
(420)
Revenue Bond
Debt Service (500)
General Obligation
Debt Service (510)
Eagle Mountain
Debt Service (520)
Cottonwoods
Maintenance
District Fund (540)
Municipal Property
Corporation Debt
Service (530)
Capital Projects
Fund (600)
Law Enforcement
Development Fee
Fund (710)
Fire &Emergency
Development Fee
Fund (720)
Streets
Development Fee
Fund (730)
Parks/Recreation
Development Fee
Fund (740)
Library/Museum
Development Fee
Fund (760)
TOWN OF FOUNTAIN HILLS
BUDGETARY FUNDS
GOVERNMENTAL FUNDS
GENERAL FUND REVENUE
PROJECTIONS
(excludes Ellman property)
*Surplus is an estimate, based on projected revenues and permits that may
not be realized; Expenditure increases are estimated at 2% per year except
public safety contracts which may come in higher.
FISCAL YEAR
(July to June)
STATE
SHARED
REVENUES
LOCAL
REVENUES
TOTAL GF
EXPENDITURES
SURPLUS/
(SHORTFALL)
2012-13 $5,015,416$8,582,799$13,115,620$482,595
2013-14 $4,555,668$8,627,389$13,183,057 $0
2014-15 $4,794,586$8,746,865$13,437,012$104,439
2015-16 $4,738,576$8,983,668$13,706,144$16,100
2016-17 $4,806,195$9,374,037$14,088,784$91,448
2017-18 $4,938,170$9,605,911$14,521,176$22,905
Cities and towns receive 27.5% of
fuel tax and transportation related
fees collected by the state based
on population and county of origin
of fuel sales. The revenue estimate
for FY2014 is based on estimates
of revenue sharing by Arizona
Department of Transportation
(ADOT) in their distribution
forecast in addition to the transfer
of revenue from the General Fund
to HURF (vehicle license taxes) to
fund a pavement management
program.
OPERATIONAL PRIORITY:
PAVEMENT MANAGEMENT PROGRAM
*Includes $750,000 VLT transfer from General Fund
*
Town of Fountain Hills
Organizational
Chart
Development
Services
Citizens of Fountain Hills
Presiding Judge
Town of Fountain Hills Organization
Engineering/GIS
Streets/
Fleet
Recreation
Community
Services Fire / EMS Administration Law Enforcement
Mayor and Town Council
Town Manager Town Attorney
Community
Center
Planning/
Code Enforcement
Building Safety
Facilities
Finance/I.T.
Town Clerk
Human Resources/
Risk Management
Senior
Services
Parks
Executive Assistant
Town Prosecutor
Economic Development
Appointed
by Council
Contracted
Departmental
Overview
Public Safety
FIRE & EMERGENCY MEDICAL
$3,475,013
•Activities include fire suppression, fire prevention,
emergency medical service, building safety and
C.A.R.E.
•Contracted with Rural/Metro through 2014
•Includes funding for Self-contained Breathing
Apparatuses - $125,000
•Includes depreciation cost for fire engines
6.7%
FIRE AND EMERGENCY PROGRAMS
PROGRAM NAME FY13 BUDGET FY14 PROPOSED INCREASE/
(DECREASE)
PRIOR YR
Fire Administration $144,944 $155,365 7.2%
Fire Safety $149,172 $152,880 2.0%
Fire Emergency Medical Services $1,379,243 $1,420,016 3.0%
Fire Suppression $1,551,476 $1,716,703 10.6%
C.A.R.E. $30,500 $30,049 (1.5)%
TOTAL $3,255,335 $3,475,013 6.7%*
LAW ENFORCEMENT
$3,121,624
•3.8 beats plus School Resource Officer
•Increases to County benefits are passed on to the
Town
•Includes contract with County for animal control and
jail fees
•$15,000 for MCSO Posse for vehicle
Maintenance
6%
LAW ENFORCEMENT DIVISIONS
PROGRAM NAME FY13 BUDGET FY14 PROPOSED INCREASE/
(DECREASE)
PRIOR YR
Administration $22,396 $23,385 4.4%
Animal Control $65,324 $67,399 3.2%
Incarceration/ Transport $96,000 $84,000 (12.5)%
Patrol $2,762,382 $2,946,840 6.7%
TOTAL $2,946,102 $3,121,624 6.0%
LAW ENFORCEMENT
Public Safety for Additional
Services
•MCSO Posse
–Request: $30,000
•For Vehicle Maintenance
–Staff Recommendation $15,000
•For Vehicle Maintenance
Presiding Judge
Court Clerk
Senior Court Clerk
MUNICIPAL COURT
Court Administrator
Appointed
by Council
Full Time
Municipal Court
$364,171
Core Responsibilities:
Civil/Criminal Traffic Violations; Misdemeanor Offenses; Town Code/Ordinance
Offenses; Trials, Hearings, Sentence Enforcement and Compliance; Orders of
Protection and Harassment Injunctions, Teen Court.
PROGRAM NAME FY13 BUDGET FY14 PROPOSED INCREASE/
(DECREASE)
PRIOR YR
Administration $252,262 $248,965 (1.3)%
Civil Cases $44,266 $40,253 (9.1)%
Criminal Cases $87,746 $63,212 (28)%
Juvenile $18,659 $11,741 (37.1)%
TOTAL $402,933 $364,171 (9.6)%
9.6%
Full Time Equivalent (FTE) Employees:
FY12 FY13 FY14
5 5 4
Administration
ADMINISTRATION
$2,099,255
•CORE SERVICES: Town Manager, Legal Services, Town
Clerk, Finance, HR, IT, Economic Development
–Information Technology, Economic Development, Finance/Budget, Banking, Asset Tracking,
Licensing, Purchasing , Audit, Customer Service, Volunteer Program , Channel 11 , Website.
–Employee policies/procedures, employee benefits, payroll/compensation, Loss Control/Risk
Management, Employee Relations.
–Public Records administration, elections, general administration, legislative administration.
–Town Council, Strategic Planning Advisory Commission, Public Safety Advisory Commission,
Municipal Property Corporation.
Town Manager $537,846
I.T. $276,804
Town Clerk $179,210
HR $360,754
Finance $340,760
E.D. $ 90,240
Legal Services $313,641
4.3%
Town Manager
Executive Assistant
*Volunteer
Coordinator (.88)
ADMINISTRATION DEPARTMENT
IT Coordinator
Financial
Services
Tech (.5)
Accounting Supervisor
*Accounting
Clerk (.6)
*Customer
Service Rep (1)
Deputy Town Manager/
Finance Director
Town Clerk
*HR Administrator/
Risk Manager (.75)
Economic
Development
IT Tech (.5)
* Part time
Full Time
Contracted
ADMINISTRATION DIVISIONS
FY 2013/14
DIVISION NAME FY13 BUDGET FY14 PROPOSED INCREASE/
(DECREASE)
PRIOR YR
Town Manager $625,919 $537,846 (14.1)%
Information Technology $317,449 $276,804 (12.8)%
Town Clerk $179,526 $179,210 (.2)%
HR/Risk Mgmt $415,623 $360,754 (13.2)%
Finance $324,318 $340,760 5.0%
Economic Development $14,476 $90,240 523%
Legal Services $317,360 $313,641 (1.2)%
Sub-TOTAL $2,194,672** $2,099,255 (4.3)%
**After budget adjust for Pavement Plan Full Time Equivalent
(FTE) Employees:
FY12 FY13 FY14
11.58 11.68 9.93
Fee for Service
•Food Bank
Request: $30,250
Staff Recommendation: $15,125
Focused
Approach
Vibrant
Sustainable
Community
Targeted
Industry
Sectors
Economic
Objectives
Grow Our Economy
Maximize Our Talent
Enhance Our
Community
Business Attraction
Business Retention &
Expansion
Entrepreneurial
Development
Foundational
Maintenance
Locational
Catalysts
Retail
Education
Professional,
Technical
& Scientific Services
Healthcare, Medical,
Biosciences &
Wellness
Finance & Insurance
Tourism & Recreation
Economic Development
Planning Approach
EV1 – Strategic Plan Goal
ECONOMIC DEVELOPMENT PROGRAM
EXCISE TAX FUND/GENERAL FUND
$261,359
4.6%
40% of Excise Tax Fund for Downtown Strategy $ 114,079
60% of Excise Tax Fund for ED Plan $ 171,119
Transfer of ED funds from General Fund to Excise Tax Fund $ 90,240
(to fund Pavement Management Plan)
Total available for Economic Development $ 261,359
Programmed into FY13-14 budget:
Christmas Lighting ($ 30,350)
JumpStartBiz ($ 4,500)
Event marketing (spring/summer) ($ 25,000)
GPEC dues ($ 8,844)
Tourism (component of ED Plan) ($ 103,000)
Available to fund remaining components of Economic Development Plan $ 89,665
Business Attraction Strategy
Business Expansion & Retention Strategy
Retail Attraction Strategy
Education Strategy
Economic Development
Funding for Additional
Services
•Economic Development/Tourism
•JumpStartBiz
•GPEC
Fee for Service
•JumpStartBiz
–Request: $25,000
–Staff Recommendation; $4,500
Fee for Service
•GPEC
Staff Recommendation: $8,844
Fee for Service
•Fountain Hills Chamber of
Commerce Tourism Bureau
Request: $125,000
Staff Recommendation: $103,000
Development
Services
Director
Executive Assistant
DEVELOPMENT SERVICES DEPARTMENT
Streets
Maintenance Tech
Engineering
Inspector
Code Enforcement
Officer
*Custodian (.75)
Maintenance Tech
GIS Technician /
CAD Operator
Permit Tech
*Custodian (.5)
Streets
Superintendent
Facilities /Environmental
Supervisor Town Engineer Senior Planner Chief Building Official/
Plans Examiner
Traffic Signal Tech II Fleet Mechanic/
Open Space Specialist
*Custodian
* Part time
Full Time
Contracted
DEVELOPMENT SERVICES
$1,843,540
•Departments include Streets, Planning, Building Safety, Code
Enforcement, Stormwater/Environmental Services, Engineering,
Facilities, Mapping & Graphics
Highlights:
•Responsible for six ADWR Dams
•Solid waste/recycling contract administration
•700 acres of wash maintenance
•Maintenance of ten town-owned buildings;
•Administration of fifteen Capital Projects
8.2%
DEVELOPMENT SERVICES DIVISIONS
DIVISION NAME FY13 BUDGET FY14 PROPOSED INCREASE/
(DECREASE)
PRIOR YR
Engineering $577,546 $512,734 (11.2)%
Facilities $865,778 $801,372 (7.4)%
Planning $160,353 $162,370 1.3%
Building Safety $204,952 $188,590 (8.0)%
Code Compliance $102,586 $101,215 (1.3)%
Mapping & Graphics $96,363 $77,259 (19.8)%
Sub-TOTAL $2,007,578 $1,843,540 (8.2)%
Full Time Equivalent (FTE) Employees:
FY12 FY13 FY14
20.25 18.75 16.25
STREETS FUND (HURF)
$2,320,973
•Funds street division
operations – 4 FTEs
•Maintain 390 lane miles, 3.5
million sq. yds. of asphalt
•Maintain 68 acres of medians
11%
HURF/STREET PROGRAMS
PROGRAM NAME *FY13 BUDGET FY14 PROPOSED INCREASE/
(DECREASE)
PRIOR YR
Administration $190,991 **$390,720 104.6%
Adopt a Street $3,193 $3,796 18.9%
Legal Services $21,600 $21,600 0%
Open Space $302,698 $273,126 (9.8)%
Pavement Management $1,106,266 $1,226,429 10.9%
Street Signs $86,472 $83,042 (4.0)%
Street Sweepers $126,805 $83,917 (33.8)%
Traffic Signals $170,336 $154,073 (9.5)%
Vehicle Maintenance $80,519 $84,270 4.7%
TOTAL $2,088,880 $2,320,973 11.1%
Full Time Equivalent (FTE) Employees: FY12 FY13 FY14
6 6 4 *After FY13 budget adjustments for Pavement Management
**Includes new Streets Dept. modular office building
Community
Services
Director
Executive Assistant
Parks Supervisor Recreation
Supervisor
Recreation
Coordinator
Recreation
Coordinator
COMMUNITY SERVICES DEPARTMENT
Grounds Keeper
*Rec Assist (.61)
Grounds Keeper
*Receptionist (.75)
*Receptionist (.25)
Grounds Keeper
*Rec Assist (.61)
*Rec Assist (.61)
Community Center
Operations Coordinator
Community Center
Events Coordinator
Senior Services
Supervisor
*Senior Services
Assistant (.45)
*Home Delivered
Meals Coord (.75)
*Activities
Coordinator (.58)
Parks Lead
*Rec Assist (.61)
*Operations Support
Worker (.83)
*Operations Support
Worker (.82)
* Part time
Full Time
COMMUNITY SERVICES
$2,199,083
•Activities include all parks, trails, Community Center, recreation
programs, senior programs, home delivered meals
Highlights:
•Maintain 116 acres of parks, 740 acres of open space, and 10.43 miles of trails
•Art and Culture (Theater) $ 36,120
•Youth Programs Contract (Boys & Girls Club) $ 40,000
•Community Center bond payment $193,500
1.2%
COMMUNITY SERVICES DIVISIONS
DIVISION NAME FY13 BUDGET FY14
PROPOSED
INCR/
(DECREASE)
PRIOR YR
Recreation $483,302 $545,230 12.8%
Parks $1,054,026 $982,684 (6.8)%
Community Center Operations $421,050 $443,385 5.3%
Senior Services $267,811 $227,783 (14.9)%
TOTAL $2,226,188 $2,199,083 (1.2)%
Full Time Equivalent (FTE) Employees: FY12 FY13 FY14
21.53 21.18 20.18
Fee for Service
•Fountain Hills Boys/Girls Club
Request: $80,000
Staff Recommendation $40,000
Fee for Service
•Fountain Hills Community
Theatre
Request: $70,240
Staff Recommendation $36,120
Capital
Improvement
Plan
2013/14 Capital Projects
•Ashbrook Wash Channelization Improvements ($38,000 CIP, $38,000 Grant)
•Miscellaneous Drainage Projects ($50,000 CIP)
•Downtown Greening Project ($100,000 grant)
•Downtown Vision Plan “Avenue/Lakeside Project” ($200,000 Downtown Fund)
•Avenue of the Fountains Median Project ($1,640,000 Downtown Fund)
•Fire Station #1 Renovation Project ($420,000 CIP)
•Portable Live Fire Training Grant Application ($16,000 GF/$144,000 grant)
•Fire Department Radios Grant Application($12,000 General Fund/$108,000 Grant)
•Street Maintenance Facility – ($225,000 HURF fund reserves)
•Fountain Park Improvements – ($825,000 CIP)
•Fountain Lake Water Quality Improvements ($300,000 CIP)
•Urban Trail Improvements ($20,000)(multi-phase project)(CIP)
Capital Projects cont……
•Unpaved Alley Paving Projects ($325,000) (multi-phase project)(CIP)
•Shea/Saguaro Street Project ($3,903,000 total: $957,000 CIP, $2,746,000
MAG/McDot, $200,000 developer)
•Pavement Management Program ($1,000,000 CIP)
•Saguaro Blvd. Reconstruction ($8,200,000 bonds)
•Fountain Hills Blvd. Shoulder Paving Project ($81,000 CIP/$255,000 grant)
•Highway Safety Improvement Program ($47,000 grant/$10,000CIP)
•Shea Blvd. Eastbound Bike Lane & Overlay Project ($440,000 Grant/ $211,000 CIP
Matching)
•Palisades/Saguaro Traffic Signal Upgrades ($400,000 CIP)
•Contingency ($190,080 CIP)
Total $19,198,080
Capital Expenditures
Vehicle Replacement Fund
•Vehicle Replacement Fund
–Fire Pumper Truck $550,000
–Park Equipment “Bobcat” $ 8,200
–Tractor/Loader $ 28,000
–Fleet Gas & Oil $ 1,000
$587,200
Fee Schedule
Changes
FY13-14 FEE SCHEDULE
CHANGES
Fee Category Old Fee New Fee
Returned Check Fee $25.00 $30.00
Annual Budget (hard copy/CD) $45.00 $25.00
Park Ramadas – Resident
Non Resident
$24 - $72 Flat rate for four hours
$30 - $90 Flat rate for four hours
$10 - $20 per hour
$15 - $30 per hour
Reduced minimum to two hours
Multi-Purpose Fields – Resident
Non Resident
$30 Flat rate for four hours
$38 Flat rate for four hours
$15 per hour
$22.50 per hour
Reduced minimum to two hours
Open Turf – Resident
Non Resident
$200 Flat rate for four hours
$250 Flat rate for four hours
$50 per hour
$75 per hour
Reduced minimum to two hours
Amphitheater- Resident
Non Resident
$240 Flat rate for four hours
$300 Flat rate for four hours
$75 per hour
$112.50 per hour
Reduced minimum to three hours
Fountain Operation $250.00 per half hour $265.00 per half hour
Park Personnel Labor $15-$30 per hour $21-$38 per hour
FY13-14 FEE SCHEDULE
CHANGES
Fee Category Old Fee New Fee
Community Center No rentals on Sunday Weekend Rates Friday to Sunday
Community Center – Resident $25 - $100
$65 - $260
$32.50 - $130 per hour
$75 - $300 per hour
Community Center Wireless $25 per day No charge
Community Center – Portable Bar Not listed on schedule $50
Community Center Labor Charges Not listed on schedule $25 - $40 per hour
Centennial Circle - Resident
Non Resident
$0 $75 per hour
$112.50 per hour
Reduced minimum to three hours
Planning & Zoning notification fee $25.00 $40.00
Debt Overview
OUTSTANDING BONDS
BondPurposeDate ofInterestDate ofOriginal PrincipalPrincipalAmount Outstanding
Typeof IssueBond IssueRateMaturityAmountAmount RetiredRefundedPrincipal
GO Refunding6/1/20054.007/1/2019$7,225,000$4,325,000 $0 $2,900,000
TOTAL $24,310,000$12,100,000$9,310,000$2,900,000
RevMtn. Bonds12/1/20014.707/1/2021$7,750,000$3,840,000$3,910,000 $0
RevRefunding6/1/20054.157/1/2019$5,330,000$1,595,000 $0 $3,735,000
TOTAL $23,680,000$10,965,000$7,385,000$3,735,000
SA Eagle Mtn7/12/20053.957/1/2021$4,555,000$1,755,000 $0 $2,800,000
TOTAL $9,492,276$2,237,276$4,455,000$2,800,000
GRAND TOTAL $57,482,276$25,302,276$21,150,000$9,435,000
GO General Obligation Bonds
RevRevenue Bonds
SA Special Assessment Bonds
Personnel
PERSONNEL
Delivery of service to the citizens of Fountain Hills is
dependent upon the available funding and the number of
employees and volunteers who can perform the services.
PERSONNEL & BENEFITS
$3,602,205 (6.4%)
Wages and Benefits by Fund
FY12-13 FY13-14
+/- Prior
Year
General Fund $3,303,509 $3,216,946 (2.6%)
HURF $495,175 $385,259 (22.2%)
Excise Tax $50,173 $0 (100.0%)
$3,848,857 $3,602,205 (6.4%)
A 2.5% Merit increase for employees is recommended for FY14 for a total cost
of $64,508. The total cost is included above.
Personnel
•No new staff positions.
•39 Full Time Employees/17 Part Time
Employees…50.36 Total Full Time Equivalent
Employees.
•$9,000 pay equalization of a Director position.
•2.5% Merit increase recommendation in the
amount of $64,508 included, except for the
Town Manager and Presiding Judge positions.
Budget Resolutions
•Two (2) Budget Resolutions
–1st Resolution Adopts the Final Budget.
•Includes adoption of the Fee Schedule as proposed
–2nd Resolution Clarifies the parameters of administering the 2013/14
Budget.
•Assists Staff with policy direction as to administering policies and
procedures governing planned budgeted expenditures.
•Assists the Mayor & Town Council and Citizens with a clear
understanding of parameters of the various departmental and
program expenditures for the Final Adopted Budget.
•Adopts the Organizational Chart, FTE Schedule, Job Descriptions
and Pay Plan for the 2013/14 fiscal year.
Budget Summary
It is a Town Manager recommendation to
approve the proposed 2013/14 Annual
Budget in the amount of $41,655,378 .
Questions?
Boys & Girls Clubs of Greater
Scottsdale – McKee Branch
May 2013
A Mutually Beneficial Partnership
•Club has served the community since 1996
•Club has absorbed Town programs – youth basketball
and flag football – Recreation Department used to
provide freeing up Town resources
•Club subsidizes the operations at McKee with funding
secured from outside Fountain Hills
•Club provides much needed opportunities in a variety of
program areas to Town youth
•Club has demonstrable impact on youth success and the
community
•A cut in funding threatens this positive impact
2
McKee Branch Annual Operating Budget
•$763,150
•$483,215 is generated by program fees
•$280,000 remaining comes from:
–Town of Fountain Hills - $80,000
–Public and private grants
–Special event fundraising
–Individual and corporate donors
–Majority of this $280,000 already comes from outside of Fountain
Hills
3
Programs Funded by Town for 2012-2013
Academic Success ($30,000):
•Power Hour/Homework Help/Tutoring
•Money Matters financial literacy program
•Career Launch job readiness and career exploration program
Good Character and Citizenship ($30,000):
•Youth for Unity diversity program
•Young Patriots citizenship program
•Torch Club leadership program for ‘tweens
•Leaders-in-Training
•Keystone Club
Healthy Lifestyles ($20,000):
•SMART Moves drug and alcohol use prevention program
•Healthy Habits nutrition program
•Triple Play fitness program
4
McKee Branch Results
Academic Success
Power Hour/Homework Help/Tutoring
60 members were pretested on their attitude towards the Power Hour program, staff, and
how well members believe they perform in school. Some statistics from the survey below:
•93% of the members attend PH at least one or more days a week.
•84% of the members say PH has helped them improve their grades in school.
•93% of the members say the staff in the PH room are helpful.
•91% of the members say their last years grades were A's and B's.
•93% of the members say their future grades will be A's and B's.
Club members that attend the Power Hour program regularly have higher GPAs than
those that do not.
5
McKee Branch Results
Good Character and Citizenship
•73% of McKee Club members surveyed say “I will help my community
be a better place because of the Club”
•McKee youth and teens provided 2,053 volunteer hours to the Club and
community in 2012.
6
Healthy Lifestyles
•80% of McKee Club members surveyed say “I
exercise and eat healthy because of what I learn at
the Club.”
•83% of McKee Club members surveyed say “The
Club teaches me about the dangers of drugs.”
•88% of McKee Club members surveyed say “The
Club staff cares about me.”
7
History
FHT (1986) Val (1986)
2
-1989 Val recognized as one of the 20 outstanding
volunteers of Fountain Hills
for her work with the FH Theater
-2004 Val Named Fulton Homes and Arizona
Diamondbacks “Hometown Hero”
(My Dad accepted for me---I was busy with the theater)
3
2004 First class of Hall of Fame inductees
Val wins 2 Special ariZoni awards for
outstanding contribution to the Arts in Arizona
(I wasn’t there---I was busy with the theater)
4
Always friendly community
relationships and Civic Club Support
Kiwanis Clubs
FH Womens
Club
Four Peaks
Womens
Club
Rotary
5
Civic Association
(that’s Paul Nordin as Cher and Val as Sonny)
Active in Our Town
4th of July
Soap Box Derby
Great Fairs
Trade Shows
Mary
“Woody”
Awards
Directed Ft. McDowell
Royalty pageant
1994,95 & 96
EVERY PARADE SINCE 1986
6
Traditions that began by the
Fountain Hills Theater
• Santa’s
• Workshop
• Artwork
Holiday Entertainment
Community Follies
First displays on Ave. of the Fountains
Haunted House
Alamo Open 7
Chamber and Schools
-1992 recorded Radio promotional spot for
Fountain Festival
-1993 – narrated and performed 1st video
produced for business growth
-Member of Chamber since 1990
-performed business related skits and
entertained at annual breakfasts
-2007 recipient of Chamber’s Non-Profit
of the year award
Assistance whenever requested,
these are documented
-1991 and 1992 Career Day
-1993 HS Choir Assistance with
Choreography, Lighting and
Sound
-1994 Drama Dept. costumes and
props provided
-2001 Civil War costumed
reenactment for 5th graders 8
Companies who support Fountain Hills
Theater
Langston Family Foundation
9
From 1992-2011
Fountain Hills and FHT have grown together
Population of Fountain Hills Fountain Hills Theater Budget
$30,000.00
$130,000.00
$230,000.00
$330,000.00
$430,000.00
$530,000.00
$630,000.00
19
9
2
19
9
3
19
9
4
19
9
5
19
9
6
19
9
7
19
9
8
19
9
9
20
0
0
20
0
1
20
0
2
20
0
3
20
0
4
20
0
5
20
0
6
20
0
7
20
0
8
20
0
9
20
1
0
20
1
1
10
FHT Ranks High in the State
11
2013 Town Council plan outlining
criteria for economic development
1.Culture
2.Tourism
3.Business Attraction
4.Business Retention
Culture – Shows(Youth, Drama, Farce, Classics, Musicals, Originals)
13
1. Culture – (Education,
Volunteers, Recognition)
Over 150 AriZoni Awards of Excellence
2. Tourism
- Nearly people attend FHT Productions annually
- Our Data base of active Actors and students is
- 50% of our audience, 47% of our students,75% of
our performers and 10% of our volunteers
come to Fountain Hills from other locations.
- In a recent survey 6 questions were asked :
** Yes, ** Sometimes, ** No
1.Do you frequent FH Fast Food Restaurants? **48% **32% **20%
2.Do you frequent FH sit-down restaurants? **56% **44% **0%
3.Have you or would you recommend a FH Restaurant to someone you know?
**96% **4% **0%
4.Have you ever visited a FH Gas Station? **96% **4% **0%
5.Have you ever visited a FH Retail Store? **60% **40% **0%
6.Would you recommend a FH Retail Store to someone you know?
**76% **24% **0%
760
20,000
FH THEATER IS BUSY YEAR ROUND, DRAWING VISITORS EVERY WEEKEND AND THROUGH OUT
THE WEEK FOR CLASSES AND REHEARSALS. WE ARE A CONSISTENT TOURIST DRAW AND OUR
PARTICIPANTS REGULARLY USE TOWN SERVICES.
2. Tourism
•3,181,359 HITS on our webpage
•Social Media; Facebook, Twitter,
Linked In, Etc.
•Tickets sold on; Goldstar, Click for Tix
•Regular participation in The GetOut
Theater Expo
•It is our belief that anything of quality
that brings people to our town and keeps
bringing the back is contributing to
economic development
3. Business Attraction
•Fountain Hills has a special energy and spectacular views. By
directing the Town’s Purpose and identity. Encouraging the Arts
as an economic driver is a strong 1st step toward attracting a
variety of businesses and artisans to our community.
•A vital community that supports and encourages the arts
at all age levels is an attraction to people moving here and
building a business in Fountain Hills.
•Fountain Hills Theater has been used regularly in realtor
literature and Chamber literature as an asset to Fountain Hills.
We are an economic lure for businesses and residents alike.
17
National Governors Association recognizes the
value of the arts for economic growth.
Governors are including state arts agencies in this all-hands-on-deck approach and are
putting in place policies and programs using arts, culture, and design as a means to
enhance economic growth.
• In Georgia, the Council for the Arts and Georgia Tourism combined resources to offer
Tourism Product Development (TPD) grants in fiscal year 2012. Twenty-three grants
totaling $200,000 supported the integration of the arts into tourism activities to boost
visitor traffic, employment, and revenues.
•Oregon tourism, which employs 90,000 Oregonians and contributes $7 billion to the
state’s economy each year, emphasizes cultural tourism and authentic local products.
33 The Oregon Arts Commission, for example, provides
cultural tourism grants to support activities undertaken by arts or tourism groups,
with the aim of increasing tourism by promoting arts-related offerings in a community
or region.
•The Virginia Commission for the Arts and Virginia Tourism Corporation collaborate to
offer a special grant program to help Virginia festivals, museums, and other arts
organizations with the expenses of their tourism promotion efforts.
18
•The Missouri Arts Council provides Downtown Revitalization and
Economic Assistance for Missouri (DREAM) arts grants for catalytic
arts projects such as festivals, exhibitions, or special performances
that draw significant audiences and contribute to economic
revitalization in small towns across the state.
•At least 12 states have formal cultural district policies, including
Arkansas, Colorado, Indiana, Iowa, Kentucky, Louisiana,
Maryland, Massachusetts, New Mexico, Rhode Island, Texas, and
West Virginia
•Visitors to the Bethesda, Maryland, Arts and Entertainment
District enjoy numerous theatres, galleries and arts events that
attract customers for local retailers, restaurants and other
businesses.
http://www.nga.org/files/live/sites/NGA/files/pdf/1204NEWENGINESOFGROWTH.PDF
19
Economic Impact Report on the Arts in Arizona
CDP
20
Economic Impact Report on the Arts in Arizona
CDP cont.
http://www.culturaldata.org/2013/04/09/arts-and-culture-enriches-arizona-lives-and-
economies/
21
Az Commission in the Arts
http://www.azarts.gov/
22
www.AmericansForTheArts.org
Household
income
State
Government
Revenue
Local
Government
Revenue
FTE Jobs Total
Expenditures
Total Economic Impact Of:
23
4. Business Retention
4. Business Retention 25
Summary
Communities throughout the country have built a reputation for supporting all arts
disciplines. Towns like Santa Fe, Sedona, Taos and Vancouver have based their economies
on the arts, attracting artisans, tourists and galleries. They believe that Economic Growth
and Tourism need a focus. Wouldn’t that be a wonderful identity for our beautiful
setting here in Fountain Hills. 26
CONTRACT BUDGET
Production expenses for items listed below for the 2013/14 Fountain Hills Theater
Season. Includes totals for 18 Productions, Workshops and Summer Camp
Programs.
ROYALTIES – $44,900.00
COSTUMES - $10,400.00
SETS – 11,400.00
INSTRUCTORS - $10,000.00
TOTAL TOWN CONTRACT FOR FY 2013/14 = $76,700.00
27
http://www.nga.org
http://www.nea.gov/research/Brookings/index.html
http://www.txculturaltrust.org/programs/economic-development/
http://ced.sog.unc.edu/?p=1038
http://www.culturaldata.org/2013/04/09/arts-and-culture-enriches-arizona-lives-and-
economies/
http://www.azarts.gov/
www.AmericansForTheArts.org
Related Web sites
28
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
Corporate Headquarters
14811 N. Kierland Blvd., Suite 300
Scottsdale, AZ 85254
Phone
866.824.8150
Email
hello@idstm.com
2013-2014 Digital
Marketing Plan
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
Goals & Objectives
To help the Fountain Hills Visitors Bureau in the development and
execution of a multi-phase digital marketing plan focused on driving
increased awareness for Fountain Hills, more traffic to the website, and
ultimately tax dollars driven to their bottom line.
Key tactics include:
-Targeted digital ad campaigns utilizing digital outlets including Google, Yahoo,
Bing, Facebook, Twitter and LinkedIn, integrated with offline media
-In-depth data analysis and targeting of key demographic and geographic
audiences who represent likely and ideal visitors for Fountain Hills
-Implementation of tracking and reporting mechanisms to help measure activity
and build a usable database of prospects, sponsors and partners
-Ongoing enhancement and content management of the EFH.org website to help
with SEO, visitor engagement and revenue opportunities
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
Integrated Digital Marketing
Highly targeted digital ad campaigns using well-
known digital media outlets, emails and landing
pages, and optimized with messaging and graphics
focused on specific topics and audiences, including:
-Golfers/Golf Guides
-Mountain bikers/Hiking Guides
-Hikers and runners/Trail Paths
-Weekend trippers and families/Activity Guides
-Holiday travelers/Holiday Guides
-Arizona travelers/Local Guides
-Shoppers/Gift Guides
-60+ demographic/Senior Living Guides
These can also be integrated with offline media,
pending budget and pricing limitations.
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
In-Depth Data Analysis and Targeting
Includes in-depth data analysis and
targeting of key demographic and
geographic audiences who represent ideal
visitors for Fountain Hills :
Key tactics include:
-Analysis of existing data, including email
lists, Chamber member lists, marketing
lists, etc.
-Reorganization of data into targeted
marketing lists
-Development of tactics and systems to add
to and build lists
-Targeted marketing activities (email, etc.)
based on interests and profiles
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
Tracking, Reporting and Automation
Implementation and ongoing management of
in-depth website and campaign reporting
and tracking systems, including Google
Analytics and marketing automation
Key tactics include:
-Detailed reporting of all campaign
activities and URLs
-Reporting on all ad campaigns and ROI
and traffic generated from ad spends
-Implementation of CRM and marketing
automation system to track visitor activity
and execution on ongoing nurturing
campaigns to drive engagement
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
Website Enhancements and Content
Ongoing enhancement and content
management of the website to help with
SEO, Social Media integration, visitor
engagement and revenue opportunities
Key tactics include:
-Improved organic search engine optimization
and integration of social media sharing
-Ongoing content creation and management,
including blog articles, “how to articles,” etc.
-Enhancement and addition of local business
tools to help drive revenue opportunities
-Addition of content and tools and help
businesses engage and share in marketing
opportunities (social contests, etc.)
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
Project Deliverables
To help execute the project, IDS can provide the
following services for the development and
ongoing execution of the project and campaign:
-Strategy and account management
-Media buying
-Campaign and content creation –
copywriting and messaging, creative and
graphic design, development and coding
-Data analysis and database building
-Marketing automation management
-Reporting and analytics
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
Approach
•Phase One: Planning and data analysis (campaign timeline
creation, marketing automation setup, list building)
•Phase Two: Campaign and content creation (copywriting and
messaging, creative and graphic design, development and coding);
media buying
•Phase Three: Ongoing project management; reporting and
analytics to monitor success of activities and make adjustments; list
building, sorting and cleaning
IDS Technology Marketing
A full-service marketing company delivering end-to-end
sales and marketing solutions for B2B technology companies.
WWW.IDSTM.COM
Investment
The following chart represents how we see allocating your $50,000
digital marketing budget.
20%
20%
30%
10%
10%
10% Campaign and Content Creation
Strategy and Account Management
Media Buying
Data Analysis and Database Building
Marketing Automation Management
Reporting and Analytics