HomeMy WebLinkAboutFY20 Adopted BudgetThe Height of Desert Living
Town of Fountain Hills
Arizona
The Height of Desert Living 2
The Government Finance Officers Association of the United States
and Canada (GFOA) presented a Distinguished Budget Presentation
Award to the Town of Fountain Hills, Arizona, for its Annual Budget
for the fiscal year beginning July 1, 2018. In order to receive this
award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as a financial plan, as
an operations guide, and as a communications device.
This award is valid for a period of one year only. We believe our cur-
rent budget continues to conform to program requirements, and we
are submitting it to GFOA to determine its eligibility for another
award.
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Table of Contents
TABLE OF CONTENTS
INTRODUCTION
This section will give the reader a brief overview of the budget process. The budget mes-
sage from the Town Manager will summarize the goals of the Town Council and how the
budget will aid in the accomplishment of those goals. Also provided here is a brief over-
view of the Town as well as information about the Town Councilmembers.
Budget Message 7
Community Profile 17
Town Council 31
FINANCIAL OVERVIEW
This section provides a summary of the financial policies used by the Town and incorpo-
rated into the budget, budget highlights, a detailed discussion of the revenues and ex-
penditures of the Town and ends with an overview of the budget process.
Financial Overview & Policies 41
Budget Highlights 91
Revenue Summary 105
Expenditure Summary 121
Budget Process & Schedule 129
OPERATING BUDGETS
This section begins with an organization chart of the Town and then details all depart-
ments and divisions, missions, goals, and expenditures by programs and line items. Per-
formance measures, accomplishments, and objectives are provided within each depart-
ment section.
Operating Budgets 137
Organization Chart 138
Mayor & Town Council 139
Administration 145
Town Manager 154
Town Clerk 158
Administrative Services 162
Purchasing 166
Finance 170
Information Technology 174
Legal Services 178
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TABLE OF CONTENTS (cont.)
General Government 181
Municipal Court 185
Public Works 193
Public Works 201
Facilities 205
Engineering 210
Development Services 213
Development Services 220
Building Safety 223
Code Compliance 227
Mapping & Graphics 231
Planning & Zoning 234
Community Services 239
Community Services 247
Community Center 250
Parks 254
Recreation 260
Senior Services 264
Law Enforcement 269
Fire & Emergency Medical 275
SPECIAL REVENUE FUNDS
This section presents the special revenue funds of the Town. Fund expenditures are de-
tailed here, similar to the information presented in the Operating Budgets section.
Special Revenue Funds 283
Streets (HURF) Fund 284
Excise Tax Funds 291
Downtown Strategy Fund 293
Economic Development Fund 295
Tourism Fund 299
Table of Contents
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TABLE OF CONTENTS (cont.)
Special Revenue Fund 307
Court Enhancement Fund 313
Environmental Fund 317
Cottonwoods Maintenance District Fund 323
DEBT SERVICE FUNDS
This section presents a summary of the various debt service funds of the Town and Tax
Levy and Tax Rate information.
Debt Service Funds 327
Summary of Tax Levy and Tax Rate Information 333
CAPITAL IMPROVEMENT PROGRAM
This section details the Town’s Capital Improvement Program, definitions, a summary, and
details of each project.
Capital Improvement Program 335
Capital Projects Summary 341
Capital Projects Information Sheets 349
Facilities Replacement Fund 405
VEHICLE REPLACEMENT PROGRAM
This section presents policy and procedures of the vehicle replacement program as well as
interfund charges.
Vehicle Replacement Program 409
Interfund Charges 414
SCHEDULES
This section presents information not found elsewhere in this budget document.
Comprehensive Fee Schedule 416
Schedule of Authorized Positions 437
Pay Plan 441
Resolution 2019-24 447
Glossary 451
Acronyms 465
Table of Contents
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Table of Contents
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Budget Message
HONORABLE MAYOR AND TOWN COUNCIL:
I am pleased to submit the proposed operating budget for the Town of Fountain
Hills for the fiscal year beginning on July 1, 2019, and ending June 30, 2020. The
proposed budget is balanced and designed to convey to the public a message that
articulates priorities and issues for the upcoming fiscal year.
Although each fund should be viewed individually, the Town’s proposed total budg-
et, including all funds is $32,562,699. It is important to note that the budget in-
cludes the use of one-time sources of funding, such as one-time accumulated re-
serves and grant funds. These funds cannot be relied upon for on-going operations
of the Town.
Department Directors and Supervisors, Finance staff, and the Town Manager are
actively involved in the annual budget process. The primary focus is placed on the
General Fund (operating fund) which supports core services.
TEN-YEAR REVENUE AND EXPENDITURE FORECAST
During the past three years, the Town Council has discussed concerns about the
future of the Town’s finances. In May of 2017, the Finance Director identified a cu-
mulative budget deficit of $64 million that will occur over the next ten years. This
deficit is largely due to the fact that the Town’s revenues have remained relatively
flat over the past ten years, as the Town’s expenditures have continued to grow.
This issue is largely a revenue issue, rather than an expenditure issue, as the
Town has significantly reduced staffing levels and contracted out a number of ser-
vices over the years.
The Town has diligently pared down expenditures while preserving the core ser-
vices and amenities that make Fountain Hills a desirable place to live. In a number
of critical service areas, staff members have taken on additional workload and re-
sponsibilities to help keep costs down.
The primary funding issues facing the Town of Fountain Hills include:
Increased costs for maintenance, repair and/or replacement of aging infra-
structure (roads, buildings, parks, the Fountain, etc.)
Dependence upon State-shared revenues to fund operating expenditures
Dependence upon economically volatile local sales tax to fund operational
expenditures and capital improvement projects
Decreased proportionate share of State-shared revenues due to increased
population of surrounding communities combined with negligible population
growth or decreased population in Fountain Hills
Lack of a growing, sustainable, and diversified revenue base to fund ongo-
ing operating costs
BUDGET MESSAGE June 4, 2019
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Budget Message
Potential state legislation impacting revenues (i.e., sweeping of State-
shared revenue or unfunded mandates)
Retaining adequate staffing levels to maintain current service levels
Public safety costs as an increasing proportion of total expenditures, result-
ing in less funding for other core services
The chart below depicts the current ten-year forecast:
REVENUE OPTIONS – PROPOSED PRIMARY PROPERTY TAX
In May of 2017 and again in October of 2017, staff presented to the Town Council
a budget forecast that included the projected revenues and all operating and capi-
tal expenditures over the next ten years. The expenditures included all of the de-
ferred or underfunded programs such as pavement management, facilities replace-
ment fund, capital improvement program, staffing, increased public safety costs,
and other critical areas. The presentation also included revenue options for Town
Council consideration to address the revenue shortfall such as increased sales tax,
a fire district, a public safety fee, and a primary property tax. After thoroughly re-
viewing a number of revenue options in 2017 and 2018, the Mayor and Council on
January 30, 2018, approved a resolution to refer a $7.0 million property tax ques-
tion to voters on May 15, 2018. By nearly a 2 to 1 margin, voters turned down the
primary property tax question. As a result, the Town Council is now tasked with
evaluating and taking additional action on other revenue options to fund core ser-
vices of the Town. On April 23, 2019, the Town Council met and discussed the
possibility of a public safety fee and raising the local sales tax rate from 2.6 per-
cent to 3.0 percent. The Town Council will be considering these proposals at a
public meeting before taking action at the August 13, 2019 Town Council meeting.
I am confident that the Town Council will approve one or more revenue options to
help fund Town operations and avoid a future revenue shortfall.
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 FY27-28 FY28-29
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
FY20-29 Projected General Fund
Revenues and Expenditures
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Budget Message
Vehicle License Tax (VLT) is distributed to cities and towns as part of State-shared
revenues. In 2013, the Council adopted a resolution to allocate the Town’s portion
of VLT to the pavement management program. Most cities earmark VLT as unre-
stricted General Fund revenue to support a variety of other municipal programs
and services. It is recommended in future years that the Streets Fund receive 70
percent of VLT and the General Fund receive 30 percent. In order to submit a bal-
anced FY19-20 budget to the Council, it was necessary to utilize $336,749 or 30
percent of the annual allocation of the VLT.
CORE SERVICE – PUBLIC SAFETY
One of the chief roles of government is to provide for the safety of its citizens. The
citizens of Fountain Hills receive great value from the Town’s contracts for public
safety with Maricopa County Sheriff’s Office and Rural/Metro. Town funds that are
expended for public safety services provided under these contracts are undeniably
high-quality and cost-efficient.
However, the fact remains that public safety costs, while essential, represent an
ever-increasing proportion of the Town’s total expenditures. During the period
from FY01-02 through FY19-20, the Town’s total General Fund expenditures in-
creased 35.8% while public safety costs increased 99.0% leaving reduced funding
to pay for non-public safety core services. For FY19-20, public safety costs will go
up by approximately $700,000, nearly $600,000 alone for law enforcement ser-
vices from Maricopa County Sheriff’s Office. Public safety costs will represent about
51% of the General Fund’s budget.
The chart below demonstrates the proportion of total Town expenditures relative
to public safety costs. (Note: Town General Fund expenditures peaked in FY08-
09.)
34.9%
37.2%
51.1%
$-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
$16.0
$18.0
$20.0
FY01-02 Actual FY07-08 Actual FY19-20 BudgetMillionsPublic Safety Costs vs. Total General Fund
Expenditures
Public Safety Costs Total General Fund Expenditures
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Budget Message
In order to provide the core services and amenities that the residents of Fountain
Hills expect, new sources of revenue must be found in the near future.
The Town relies primarily on two main sources of revenue for operations: (1) State
-shared revenues (sales, income and vehicle license taxes distributed proportion-
ately by the State based on population); and (2) local sales tax. Combined, these
two sources contribute 90% of the General Fund (37% and 53% respectively).
At the time of this budget message, staff members have been waiting on the final
State-shared revenue estimates from the State. Even though last fiscal year the
Town of Fountain Hills had a modest increase in State-shared revenues, the
amount of revenue received was about the same amount received as ten years
ago. This important source of revenue is projected to be flat and eventually decline
over time as high-growth cities will receive larger allocations of State-shared reve-
nue.
The chart below demonstrates that overall local sales tax collections now reflect a
modest increase over prior years:
While building activity in Fountain Hills has been on the upswing since 2016 and
continuing into 2019, particularly with large scale commercial, multi-family
housing, and luxury housing construction, the total building permits issued is still
below the peak in the year 2000. The following chart shows the historical building
permit activity from the year 1998 forward.
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
$5.0
$5.5
MillionsFY13-14 FY14-15 FY15-16 FY16-17 FY17-18
Fountain Hills 2.6% Sales Tax Activity by Sector -FY13 -14 thru FY17-18
Construction Transportation/Util Wholesale/Retail Restaurant/Bars
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Budget Message
BUDGET APPROACH
In developing the proposed FY19-20 budget, each Department Director was given
specific instructions to stay within the FY18-19 budget as the base budget for FY19
-20. New budget requests were submitted separately as supplemental budget
requests. This process was designed to maintain the current level of effort for core
services and streamline the process for justifying increases to the base budget.
The criteria used to evaluate the supplemental requests are as follows:
Is there a dedicated revenue source to pay for the new program or service?
Is the budget request one-time or ongoing?
Does the supplement address issues involving operational efficiencies, safe-
ty, a Council priority, or a Strategic Plan priority?
By working with Department Directors to find operational efficiencies and identify-
ing budget savings in the current budget, we were able to fund $260,500 in one-
time supplemental budget needs and $86,000 in ongoing supplemental needs.
Bldg.Total Units Bldg.Total Units
1998 582 17 32 36 170 784 26 995
1999 415 18 36 34 229 680 36 947
2000 326 33 66 23 97 489 37 892
2001 227 23 46 6 28 301 8 707
2002 135 3 6 4 33 174 16 622
2003 124 10 20 10 28 172 14 689
2004 143 7 14 64 154 311 14 664
2005 165 13 26 184 287 478 9 777
2006 95 3 6 102 137 238 19 745
2007 62 0 0 18 18 80 7 589
2008 25 1 2 2 2 29 48 489
2009 4 1 2 0 0 6 21 328
2010 11 0 0 0 0 11 18 366
2011 6 0 0 0 0 6 17 319
2012 10 0 0 0 0 10 19 376
2013 22 0 0 12 12 34 18 386
2014 30 1 2 13 13 45 20 391
2015 37 2 4 5 10 51 23 347
2016 33 0 0 8 16 49 13 415
2017 63 1 2 14 14 79 15 370
2018 54 2 4 34 34 92 25 494
21 Year Total 2569 135 268 569 1282 4119 423 11908
21 Year Avg 122.3 6.4 12.8 27.1 61.0 196.1 20.1 567.0
Other
TOWN-WIDE BUILDING PERMITS ISSUED
CommercialSingle Family
Duplex Multi-Family Total Dwelling
UnitsYEAR
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CORE SERVICES BUDGET
In developing the proposed budget, staff focused on a review of services delivered
by the Town, increased scrutiny of expenditures, and prioritization of programs to
be funded with limited resources. This proposed budget provides the following core
services to Town citizens from the funding sources listed:
PUBLIC SAFETY
Public Safety expenditures continue to consume a growing proportion of the over-
all operating budget. In FY19-20, the overall public safety costs are up nearly
$700,000.
Two years ago, staff negotiated a new contract with Rural/Metro Fire to better an-
ticipate the annual cost of fire and emergency services in FY17-18 and into the fu-
ture. The Town Council approved a new multi-year agreement in 2018 with Rural/
Metro Fire that caps future contractual increases to three percent annually.
The intergovernmental agreement for law enforcement services with the Maricopa
County Sheriff’s Office (MCSO) is based on the actual cost of services from the pri-
or fiscal year. For FY19-20, the agency increased the cost of law enforcement ser-
vices by 14 percent. The Town of Fountain Hills is predicting that the Town’s law
enforcement services budget will continue to escalate at an annual 10 percent in-
crease due to increased costs tied to the Town’s proportionate share of MCSO’s
underfunded liabilities in the Arizona Public Safety Personnel Retirement System
(PSPRS), the pension plan primarily for police and fire. Due to a variety of factors,
nearly all of the municipalities and local governments that participate in PSPRS will
be experiencing unprecedented contribution increases to the retirement system on
behalf of their public safety employees in the foreseeable future.
RECOMMENDED STAFFING REQUESTS AND PERSONNEL CHANGES
The proposed FY19-20 budget includes four new full-time positions and one part-
time position. With limited resources and existing budget offsets, the following po-
sitions are recommended: a Code Enforcement Officer, a Procurement Officer, a
Senior Building Inspector, a Street Technician, and a part-time Accounting Clerk.
Budget Message
FY18-19 FY19-20 Funding Source
Public Safety $8,129,715 $8,807,219 General Fund
General Government 794,179 1,489,511 General Fund
Administration 2,917,499 2,686,126 General Fund
Public Works 1,035,577 1,100,934 General Fund
Development Services 1,105,398 1,100,290 General Fund
Community Services 2,520,780 2,595,839 General Fund
Excise Tax Funds -
Downtown/ED/Tourism 544,955 582,985 Excise Tax
Special Revenue Funds 6,169,638 7,751,739 Special Revenue
Debt Service 2,760,682 2,378,862 Debt Service
Capital Funds 6,436,443 4,069,194 CIP
$32,414,866 $32,562,699
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Budget Message
There are existing departmental budget savings to fully offset the cost of the part-
time Accounting Clerk and the Senior Building Inspector. The Street Technician po-
sition is offset by the use of funds provided by the Streets (HURF) Fund. During
the Council planning retreat last February, the Mayor and Council emphasized the
importance of having an additional Code Enforcement Officer to be proactively
working on weekends and staying on top of code complaints from residents.
All of the Department Directors made compelling justifications for additional staff-
ing as part of their supplemental budget requests. If the Town had the revenues to
support these requests, nearly all of the requests would have been recommended
for consideration in the FY19-20 budget.
The FY19-20 budget also includes minor reclassifications of positions. After review-
ing the Town’s classifications, I am recommending that the following positions be
reclassified:
Senior Services Activities Assistant to Activities Coordinator
Home Delivered Meals Coordinator to Activities Coordinator
Groundskeeper II to Park Operations Lead (Golden Eagle Park)
Administrative Services Director to Deputy Town Manager/
Administrative Services Director
Civil Plans Examiner to Assistant Town Engineer
MODEST INCREASE IN EMPLOYEE BENEFITS
In the proposed FY19-20 budget, there was no recommended salary and wage ad-
justment for employees. At the Town Council budget workshop held last April, the
Town Council directed me to include a three and one-half percent increase in em-
ployee wages and salaries. Based on this direction, employees will receive a two
percent increase after July 1, 2019, and a one and one-half percent increase after
January 1, 2020. The cost for the salary adjustments is $132,142.
In FY19-20, we are projecting that the Town’s portion of the premiums for em-
ployee medical, dental, vision and related benefits will increase modestly, by ap-
proximately 3% per covered employee.
MINOR REORGANIZATION
Under the Town Code, the Town Manager serves as the Chief Procurement Officer
of the Town. Over the past several years, Town Managers have delegated this re-
sponsibility to the Finance Director. In order to ensure that the new Finance Direc-
tor focuses his or her attention on critical budget and financial planning activities
starting in FY19-20, it was important to take this distraction away from the posi-
tion. It is also essential that, as part of our checks and balances in the organiza-
tion, the person responsible for controlling budget resources is different from the
person responsible for purchasing activities in the organization.
The Administrative Services Director currently is responsible for Human Resources,
Risk Management, Payroll, Transit, and Special Projects. Since administrative ser-
vices are internal support functions for the organization, it makes sense to transfer
procurement activities to the Administrative Services Director. In addition to trans-
ferring procurement to this division, I am recommending that the Information and
Technology Division be under the Administrative Services Director.
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For the past three years, I have utilized the Administrative Services Director as my
designated acting Town Manager when I am on vacation or out-of-town for confer-
ences and other occasions. I am requesting that this position be reclassified to
Deputy Town Manager/Administrative Services Director through the FY19-20
budget process.
COMMUNITY CONTRACTS
Over the years, a number of non-profit organizations have received grants-in-aid
from the Town of Fountain Hills in exchange for providing services to the commu-
nity. Recognizing that the Town does not have the resources to continue funding
these non-profits in the long-term, the Town Council has reduced funding levels
again. The only organization exempt from this reduction is the Extended Hands
Food Bank, which provides much-needed human service needs in our community.
CAPITAL IMPROVEMENT PROGRAM
The Town of Fountain Hills remains committed to funding one-time capital projects
with one-time revenue sources. Whenever possible, the Town utilizes grants and
other outside funding sources to complete projects.
The Five-Year Capital Improvement Program, which represents an investment in
public facilities and infrastructure, totals $3,197,250 in FY19 -20, down from
$5,398,672 in FY18-19 or a 40.8% decrease from previous fiscal year. The Town
Council previewed the proposed Five-Year Capital Improvement Program at a spe-
cial session on March 26, 2019, and provided direction and prioritization of the
proposed projects contained in the program.
STRATEGIC PLAN
The Strategic Planning Advisory Commission (SPAC) submitted for Council adop-
tion the 2017 Strategic Plan for the Town of Fountain Hills. The 2017 Strategic
Plan is designed to provide guidance to the Town and impacts a variety of Town
activities, including policy recommendations, Town operations, and capital im-
provement projects.
The 2017 Strategic Plan contains a number of actions and performance measures
tied to the following strategic priorities:
Goal #1: Maximize Economic Development Opportunities in Fountain Hills
Goal #2: Ensure that Infrastructure and Physical Environment in Fountain
Hills are Well-Maintained and Safe
Goal #3: Attract Families and Working Professionals to Fountain Hills
Goal #4: Ensure that Fountain Hills Finances are Stable and Sustainable
Goal #5: Focus on Strengthening the Community and Improving the Town’s
Quality of Life
Budget Message
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Budget Message
In 2019, the Strategic Planning Advisory Commission reprioritized the tasks tied to
the goals and objectives in the 2017 Strategic Plan based on the Town’s financial
resources. While the Plan remained unchanged, the reprioritization of the tasks
placed higher emphasis on those tasks tied to the Town’s finances. The Town
Council approved the reprioritized Plan in March of 2019.
BUDGET ASSUMPTIONS FOR FY19-20 AND BEYOND
Adherence to State-imposed Expenditure Limitations Law which impacts the
Town’s ability to budget proposed capital projects
Revenue projections are determined using both a trend analysis formula, as
well as a flat percentage increase, but are estimates
A reduction in the distribution of State-shared revenues
Existing levels of service are maintained
An inflation factor of three percent has been added to existing budgets for
Administration, Public Works, Development Services and Community Ser-
vices departments in future years
The law enforcement contract with Maricopa County Sheriff’s Office has
been budgeted at an increase of ten percent
The fire services contract with Rural/Metro Corporation is projected at a
three percent increase for FY18-19 and beyond.
The following chart provides General Fund projections through FY23-24:
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
REVENUES
Intergovernmental 6,220,134$ 6,251,977$ 6,290,174$ 6,329,033$ 6,368,936$
Permits, Licenses, Fees 1,124,725 1,122,210 1,117,128 1,140,682 1,144,311
Building Revenue 566,341 545,763 533,907 529,724 418,721
Local Taxes 9,313,230 9,304,255 9,635,282 9,966,307 10,297,333
Total Revenues 17,224,430$ 17,224,205$ 17,576,491$ 17,965,746$ 18,229,301$
EXPENDITURES
Mayor & Town Council 98,544$ 101,500$ 104,545$ 107,681$ 110,911$
General government 1,073,362 634,077 653,099 672,692 692,873
Administration 2,050,966 2,142,494 2,178,970 2,269,338 2,314,618
Municipal Court 397,276 409,194 421,470 434,114 447,137
Public Works 1,100,934 1,133,961 1,167,979 1,203,018 1,239,108
Development Services 1,100,290 1,133,299 1,167,299 1,202,318 1,238,388
Community Services 2,595,839 2,673,715 2,753,927 2,836,544 2,921,641
Public Safety (Police & Fire)8,807,219 9,406,450 10,057,159 10,764,241 11,533,072
Total Expenditures 17,224,430 17,634,690 18,504,448 19,489,946 20,497,748
Surplus/(Deficit)-$ (410,485)$ (927,957)$ (1,524,200)$ (2,268,447)$
Five-year Budget Projection
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Budget Message
DISTINGUISHED BUDGET PRESENTATION AWARD
For the past seventeen years, the Town of Fountain Hills has been awarded the
Government Finance Officers Association (GFOA) Distinguished Budget Presenta-
tion Award. This award is presented to government entities that meet certain crite-
ria in the presentation of their budget. This Budget Message section is designed to
provide the citizen with a broad view of the contents of the FY19-20 annual budg-
et, its processes, issues and anticipated outcomes.
A DEBT OF GRATITUDE
A special thank you is extended to the Mayor and Town Council, our numerous
Board and Commission Members, and our Town volunteers for their many hours of
volunteer service without which the Town could not function in the fine manner it
does. This volunteer core of 900-plus citizens provides the Town of Fountain Hills
with a vast bank of knowledge about subjects that contribute to planning for the
present and future of Fountain Hills.
I would also like to thank the Town of Fountain Hills Department Directors and
their staff members for their diligence in preparing their budgets. The Directors
and their staff attended several sessions with the Town Manager and Finance Divi-
sion to justify programs, develop cost estimates, and answer questions. This team
effort has resulted in a balanced budget that achieves the Council’s current goals
and assists in planning for the future of Fountain Hills.
Finally, I am extremely grateful to the former Finance Director Craig Rudolphy and
Accountant Beata Bogdan for their countless hours working evenings and week-
ends in preparing and finalizing the FY19-20 annual budget.
Respectfully submitted,
Grady E. Miller
Town Manager
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Community Profile
Community Profile
The Height of Desert Living 18
COMMUNITY
PROFILE
The Town of Fountain Hills overlooks
the Verde River Valley and the east
Valley of the metro Phoenix area. It is
a master planned community estab-
lished in 1970 by McCulloch Properties
(now MCO Properties, Inc.). Prior to
1970, the area was a cattle ranch and
was part of one of the largest land and
cattle holdings in Arizona. The land
was purchased by Robert McCulloch in
the late 1960s and the community de-
signed by Charles Wood, Jr. (designer
of Disneyland in southern California).
One of the community’s most valuable
assets is its natural beauty. Incredible
views and natural desert terrain pro-
vide for a wide range of outdoor activi-
ties including hiking, biking, and golf.
In fact, Fountain Hills contains some of
the more challenging and picturesque
golf courses in the State of Arizona.
The crown jewel of Fountain Hills is our
beautiful fountain, which is one of the
world's tallest man-made fountains. It
serves as a focal point for the commu-
nity and attracts thousands of visitors
each year.
The fountain is nestled in the center of
a large man-made lake. With all three
pumps and under ideal conditions, the
plume of water rises 560 feet (171m)
in height from a concrete water lily
sculpture, though in normal operation
only two of the pumps are used, with
a fountain height of around 330 feet
(101m). The fountain operates for 15
minutes at the top of every hour be-
tween 9 AM and 9 PM, weather per-
mitting.
Fountain Hills is home to approxi-
mately 125 pieces of Town-owned art-
work throughout its downtown and at
public buildings. Art is a significant
part of the Town's heritage. The Public
Art Committee and its parent organi-
zation, the Fountain Hills Cultural and
Community Profile
The Height of Desert Living 19
Civic Association, is the official repre-
sentative of the Town in all matters
dealing with the promotion of public
art within Fountain Hills.
From striking statues set against
Fountain Hills’ mountain ranges to
photography located inside public
buildings, Fountain Hills has some-
thing for everyone. A wide variety of
fountains, bronze sculptures, and oth-
er art types and media are available
to be viewed. Residents and visitors
are invited to take self guided tours,
or take advantage of one of the “Art
Walk” guided tours.
Located on 13,006 acres of land,
Fountain Hills is surrounded by the
McDowell Mountains and Scottsdale
on the west, the Fort McDowell Ya-
vapai Nation on the east, the Salt Riv-
er Pima-Maricopa Indian Community
on the south, and the McDowell Moun-
tain Regional Park on the north. The
elevation is 1,520 feet at the fountain,
2,460 feet at the Adero Canyon Trail-
head, and is approximately 500 feet
above Phoenix.
Over the past twenty-five plus years,
Fountain Hills has grown from 10,190
residents to a Town of 23,899 in
2015. On June 5, 2006, the Town of
Fountain Hills became twenty square
miles and about ten percent larger by
annexing 1,300 acres of State Trust
Land. The process to annex the State
Trust Land occurred over a two and
one-half year period and development
of the land will occur over the next
decade. Annexing this property into
the Town ensures that its future de-
velopment will be of the highest quali-
ty under the Town’s standards. With
unparalleled scenic views of the sur-
rounding rugged mountains, and the
serenity of the Sonoran Desert, the
Town carefully protects the native flo-
ra, fauna, and scenic vistas. It is not
unusual to see bobcats, javelina,
jackrabbits or coyotes wandering the
fringes of the community. Amongst
the natural beauty, the Town contin-
ues to attract residents who build
their homes to take advantage of this
environment.
The Town offers a wide range of living
accommodations, from small condo-
minium complexes to large custom
homes. Fountain Hills also offers rec-
reational and cultural programs and
services that contribute to a high
quality of life for its residents. The
community consists of primarily resi-
dential property and open space; of
the total 20.32 square miles of land,
only 2.5% of the total is zoned com-
mercial and/or industrial, 23.3% is
preserved as open space and 51.0%
is residential. Of the remaining land,
2,264 acres are developable, with 62
acres being zoned commercial (2.7%),
3 acres zoned industrial (0.1%), 72
acres for schools (3.2%) and 44 acres
for lodging (1.9%).
Community Profile
The Height of Desert Living 20
The Town provides or administers a
full range of services including public
safety (law enforcement, fire and
emergency services); development
services (code enforcement, mapping
and graphics, planning and zoning);
public works (including construction
and maintenance of streets and infra-
structure); municipal court; recrea-
tional activities; community center;
senior services and cultural events.
The Town does not maintain utility or
other operations that require the es-
tablishment of enterprise funds.
Two hundred fifty-eight communities,
including Fountain Hills, earned
recognition from national non-profit
KaBOOM! as 2017 Playful City USA
communities honoring cities and
towns that ensure kids get the bal-
anced and active play they need to
thrive. From forty-four states and the
District of Columbia, the Playful City
USA honorees range from eleven-
time honorees to first-time recipi-
ents. In its 10th year, Playful City
USA is a national recognition pro-
gram that honors cities and towns for
taking bold steps to create more play
opportunities for all kids.
The International Festival and Events
Association (IFE) honored the Town
of Fountain Hills with three awards in
2018. This association highlights
events from around the world with
budgets ranging from less than
$250,000 to well over $3 million. This
year, Fountain Hills was highlighted
Community Profile
The Height of Desert Living 21
as the GOLD winner for two separate
categories: Best Single Digital/Social
Advertisement and Best Emergency
Preparedness and Management Plan.
The Town also garnered a SILVER
award for Best Single Magazine Display
Ad. These awards recognize the high
quality marketing efforts Town staff
produce to promote our many events.
The Arizona Office of Tourism recog-
nized the Town’s tourism staff with the
award for Outstanding Marketing Cam-
paign for 2017 for its “Get Out of the
Valley and into the Hills!” campaign.
The campaign encouraged visitors to
Arizona for major events such as the
Waste Management Open, Spring
Training Games, and the Final Four
game.
On January 8, 2018 the Town of Foun-
tain Hills, Arizona was awarded the ra-
re distinction of being designated an
International Dark Sky Community by
the International Dark Sky Association
(IDA). It is one of only two Internation-
al Dark Sky Communities located near
a major metropolitan area. In total, on-
ly 16 communities in the world have
previously earned this prestigious des-
ignation.
Fountain Hills’ low population density is
a major reason it is such a desirable
place to live. Unlike other regions of
the Valley, one can dine, play, and
commute, without congestion.
Fountain Hills’ land is currently devel-
oped at an average density of 1.5
dwelling units per acre for single family
homes and 6.8 units per acre for multi-
family housing.
At the end of 2018, there were 915 va-
cant single family lots and 158 vacant
multi-family lots.
Based upon the 2015 US Census popu-
lation estimate figure of 23,899, Foun-
tain Hills has an average of 1,176.1
people per square mile, or 1.84 people
per acre.
Community Profile
The Height of Desert Living 22
Demographics
Community Profile
Population Housing Units Population Housing Units Population Housing Units
Occupied
Housing Units
Vacant
Housing Units22,489 13,167 20,235 10,491 11.1% 25.5% 10,339 2,828
201020102000Percent Change 2000-2010
Population
Age 0-17 Years
Population
Age 18 Years &
Over
22,489 3,230 19,259 14.4% 85.6%
Percent of Population
Population
2010
Population
Age 0-17
Years
Population
Age 18 Years
& Over
* US CENSUS
** MAG
***US CENSUS, AMERICAN COMMUNITY SURVEY
****TOWN DEVELOPMENT SERVICES
Year Fountain Hills Population
1980 2,772*
1985 5,200**
1990 10,030*
1995 13,745**
2000 20,235*
2005 24,492*
2010 22,489*
July 1, 2015 23,899***
July 1, 2016 24,482***
July 1, 2017 24,583***
2020 25,900**
2030 31,000**
Estimated Buildout ~2040 34,700****
Population Trends
The Height of Desert Living 23
Community Profile
The Height of Desert Living 24
TOWN-WIDE BUILDING PERMITS ISSUED
Community Profile
The Height of Desert Living 25
Community Profile
TOWN-WIDE BUILDING PERMITS ISSUED
VALUATION IN DOLLARS
*1998-2018 Valuation includes commercial building permits as well as tenant improvements.
COMMERCIAL BUILDING PERMITS
ISSUED AND VALUATION
Year Permits Issued Valuation ($ in Millions)
1998 26 9.739
1999 36 13.326
2000 37 25.869
2001 8 15.625
2002 16 16.698
2003 14 9.554
2004 14 23.021
2005 9 27.782
2006 19 15.792
2007 7 5.966
2008 48 10.004
2009 21 0.944
2010 18 0.719
2011 17 2.311
2012 19 1.012
2013 18 1.060
2014 20 1.936
2015 23 12.730
2016 13 0.859
2017 15 13.619
2018 25 37.552
0
20
40
60
80
100
120
140
160
180
DOLLARS IN MILLIONSYEAR
The Height of Desert Living 26
Public Schools Address
1. Fountain Hills High School 16100 E. Palisades Boulevard
2. Fountain Hills Middle School 15414 N. McDowell Mountain Road
3. McDowell Mountain Elementary School 14825 N. Fayette Drive
Preschools Address
4. McDowell Mountain Preschool 14825 N. Fayette Drive
5. Creative Child Care Preschool 17150 E. Amhurst Drive
6. Here We Grow Learning Center 16901 E. Palisades Boulevard
7. Maxwell Preschool Academy 15249 N. Fountain Hills Boulevard
8. Promiseland Christian Preschool 15555 E. Bainbridge Avenue
Charter School Address
9. Fountain Hills Charter School 16751 E. Glenbrook Boulevard
East Valley Institute of Technology Address
10. EVIT—Fountain Hills Vocational Center 17300 E. Calaveras Avenue
The Fountain Hills Unified School District has earned a reputation for excellent aca-
demic programs, noteworthy student achievement, and high levels of parent and
community involvement. Over the past several years, the district has earned re-
spect throughout the state as a small, friendly, and high achieving system with
well-trained and motivated staff (www.fhusd.org).
Fountain Hills Schools
Fountain Hills High School
Fountain Hills Middle School McDowell Mountain Elementary School
Community Profile
The Height of Desert Living 27
Community Profile
The Height of Desert Living 28
Community Profile
Shopping Center Location Map
The Height of Desert Living 29
TOWN-WIDE LAND USE
Community Profile
The Height of Desert Living 30
Community Profile
The Height of Desert Living 31
Town Council
Town Council
The Height of Desert Living 32
Town Council
Organization Chart
FRONT ROW: Councilmember Dennis Brown, Mayor Ginny Dickey, Councilmember Alan Magazine
BACK ROW: Vice Mayor Art Tolis, Councilmember Sherry Leckrone, Councilmember Mike Schar-
now, Councilmember David Spelich
Development
Services
Citizens of Fountain Hills
Presiding Judge
Town of Fountain Hills Organization
Recreation /
Tourism
Community
ServicesFire / EMS Administration Law
Enforcement
Town Manager Town Attorney
Community
Center
Code
Enforcement
Building Safety Finance
Town Clerk
Administrative
Services
Senior
Services
Parks
Town Prosecutor
Economic
Development
Appointed
by Council
Contracted
Volunteer
Program
Mayor and Town Council
GIS
Planning
Engineering
Streets
Facilities
Public Works
Inspection
Public
Information
The Height of Desert Living 33
Town Council
Ginny Dickey
Mayor Ginny Dickey and her family
chose Fountain Hills as their home town in
1983. Born and raised in NY, she followed
her parents who had fallen in love with this
desert community in the seventies. Her
siblings all relocated to AZ, creating a
foundation here that spans multiple gener-
ations.
Ginny holds a BS in Mathematics from
Tufts University. She’s been a banker, a
bookkeeper and a part-time teacher, in AZ,
VT and NH. She was an Arizona Senate
staffer and an Assistant Director at the De-
partment of Environmental Quality. After
retiring from the State, she worked with
the US Attorney’s Office as a neighborhood
liaison with various partners including law
enforcement.
Inducted into the 2010 Hall of Fame, she
participated in Fountain Hills strategic
planning sessions since 1984. She went
from room mother to PTA Board, Site
Council to elected School Board member,
where she served from 1994 to 2002,
twice as President. Ginny was a Charter
Member of the Arts Council and served on
the Theater Board as Treasurer and ac-
countant, earning their 2009 Founders
Award. She performed in several AriZoni
winning productions.
In the Valley, she was a member of Busi-
ness and Professional Women (Woman of
the Year) and the Public Policy Chair for
the American Association of University
Women. Active in several statewide
groups, she was an organizer for the Ari-
zona Women’s Hall of Fame at the Car-
negie Library.
Ginny served as Town Councilwoman for
over eight years, co-chairing the Centen-
nial Committee and sitting on the MAG
Regional Domestic Violence Council until
2014. She helped raise funds for two
public art pieces and co-organized a
community unity event in 2017.
Other activities include:
Justice Department, Recognition of
Meritorious Service: Weed and Seed
Program
League of Arizona Cities and Towns
Eight Years of Service and Dedication
Ten Years of Service Recognition to
the State of Arizona
ADEQ Constellation Team Award for
Asarco efforts
ADEQ Constellation Team Award for
Hazardous Air Pollutant/Mercury ef-
forts
Arizona School Boards Association
Silver Cactus Pin; Gold Cactus Pin;
Master of Boardsmanship
Panel speaker, Estrella Mountain
Community College
Classroom speaker, Arizona State
University
Workshops, Coronado High School
and Scottsdale Community College
Contributor, Sonoran/Lincoln Institute
of Land Policy Working Paper
Falcon Leadership Mentoring Pro-
gram, National School Boards Associ-
ation, New Orleans
Ginny is married to former teacher,
FHUSD and EVIT Board member Jim
Dickey, a retired Valley Metro and ADOT
Executive. Her family includes three sons
– FHUSD graduates Mike, Brian and
Frank Chin (Rutgers professor, Scotts-
dale Fire Captain, Philadelphia musician)
plus Jim’s daughter and son, all their
spouses and eight grandchildren.
The Height of Desert Living 34
Councilmember Dennis Brown and
his wife, Judy, moved to Fountain
Hills in 1996. In 1999, they opened
their construction company, Echelon
Company, building both commercial
and residential products in Fountain
Hills.
Councilmember Brown was the Presi-
dent of the Fountain Hills Licensed
Contractors Association for five years
from 2002 through 2007. In 2002, a
Planning and Zoning Commission
seat became available. He was ap-
pointed to serve on the Commission
and served for more than seven
years, four of which were as Chair of
the Commission. During his seven
year tenure on the Planning and Zon-
ing Commission, the Commission re-
wrote the Town’s sign ordinance,
passed the Saguaro protection ordi-
nance, and wrote the Commercial Ar-
chitectural Guidelines.
Councilmember Brown and his wife
have supported Little League baseball
and football, the Fountain Hills Com-
munity Theater, Movies in the Park,
and numerous other local organiza-
tions. They have two sons and one
daughter who have given them five –
count them five – granddaughters.
Town Council
Dennis Brown
The Height of Desert Living 35
Town Council
Sherry Leckrone
Councilmember Sherry Leckrone has
lived in Fountain Hills since moving
from Chicago, IL in late 2004. She
has been an attorney for 27 years,
and is licensed to practice law in Illi-
nois and Arizona. Sherry received her
Juris Doctorate Degree from Chicago-
Kent College of Law in Chicago in
1990 graduating with honors while
excelling on the Moot Court and Trial
Advocacy Teams. Throughout her le-
gal career she has volunteered in
various roles, including in Illinois
where she was the co-founder and
President of the first Women’s Bar
Society in Kankakee, Illinois.
In Illinois she practiced as a federal
prosecutor in the U.S. Attorney’s Of-
fice, a county prosecutor, a public
defender and in private practice han-
dling criminal and civil litiga-
tion. While in Chicago, she prosecut-
ed complex white-collar crime, gov-
ernmental fraud and public corrup-
tion cases with the Cook County
State’s Attorney’s Office and taught
trial advocacy courses at her alma
mater as an adjunct professor. She
has over two decades of experience
as a trial attorney and has spent a
majority of her career as a prosecu-
tor. During her service as a prosecutor
with the Maricopa County Attorney’s
Office she handled and tried felony
and misdemeanor cases in a variety of
Bureaus, including Pretrial, Trial Divi-
sion, Repeat Offenders, Gangs, Justice
Courts and Special Crimes. Most re-
cently, she served as a Bureau Chief
in the Special Crimes Bureau where
she managed attorneys whose case-
loads included homicide, sex traffick-
ing, home invasion, gambling, identity
theft, arson, animal cruelty, govern-
mental fraud, weapon violations and
bomb cases. As a public servant in
both roles as a prosecutor and public
defender, she sought justice on both
sides of the aisle and negotiated to
resolve cases with opposing counsel.
Sherry’s keen sense for handling com-
plex cases, solving problems and
managing teams led to special recog-
nition in multiple cases she prosecut-
ed.
Sherry has a passion for public service
and for teaching. She served the
Town of Fountain Hills as a Commis-
sioner on the Planning and Zoning
Commission from 2006 until 2010.
She worked as a part-time adjunct
professor teaching law related courses
at Western International University. In
addition to the leadership roles she
held as an attorney, Sherry earned a
Management and Leadership Institute
Certificate from the ASU Bob Ramsey
Executive Education program in 2015
and became a certified facilitator in
The Leadership Challenge® in 2017.
When she is not working, she enjoys
writing, yoga, golfing, biking, hiking
and anything that involves the out-
door beauty that Arizona has to offer.
Sherry has close family members in
Arizona and Chicago. She enjoys liv-
ing in Fountain Hills and is honored to
serve its citizens in her role as a
Councilmember.
The Height of Desert Living 36
Councilmember Alan Magazine was
sworn in for his first term on the
Town Council on December 4, 2014.
Prior to that, he served for over five
years on the Strategic Planning Advi-
sory Commission, the last year as
Chair.
Born and raised in the Boston area,
his entire career took place in Wash-
ington, D.C. where he served as
president of three organizations, the
last being The Health Industry Manu-
facturers Association. Additionally, he
served on the staff of the Interna-
tional City Management Association,
as well as two four-year terms on the
Fairfax County Board of Supervisors
in Virginia. In the latter capacity, he
represented the county on the Metro-
politan Washington Council of Gov-
ernments’ Board of Directors, as well
as serving as Chairman of the North-
ern Virginia Transportation Commis-
sion.
During his “retirement” in Fountain
Hills, he has won numerous awards
as a nature photographer.
Councilmember Magazine received a
Ph.D. from the University of Maryland
in 1976. He has lived in Fountain Hills
with his wife, Cynthia, since 2006.
Magazine has two children and a
granddaughter. Cynthia has two chil-
dren from a previous marriage and
four grandchildren.
Town Council
Alan Magazine
The Height of Desert Living 37
Councilmember Mike Scharnow start-
ed working in Fountain Hills in 1983
and has resided here since 1990. He
worked at “The Fountain Hills Times”
for 32 years, many of those as edi-
tor, before switching careers at the
start of 2016 and becoming a finan-
cial advisor for Thrivent Financial
with an office in Fountain Hills.
Mike has volunteered for a plethora
of organizations and causes in Foun-
tain Hills over the past three dec-
ades. He currently is a 25-year mem-
ber of the Noon Kiwanis Club and is
on the board of directors for the
Fountain Hills Youth Substance Abuse
Prevention Coalition, the Lower Verde
Valley Hall of Fame Foundation and
Fountain Hills Sister Cities Corp. He
was inducted into the Hall of Fame in
2009.
He was founding chairman of the first
Parks and Recreation Commission for
the Town of Fountain Hills and helped
provide input for the design of Gold-
en Eagle Park, helped coordinate the
first Turkey Trot and introduced the
Town’s first official recreation pro-
gram.
Mike has served as a church elder,
helped organize the VisionFH pro-
gram and was part of the organizing
committee that launched the Foun-
tain Hills Leadership Academy. He
was named “Entrepreneur of the
Year” for 2018 by the Fountain Hills
Chamber of Commerce.
He graduated from the University of
Wisconsin in 1983 with Bachelor of
Arts degrees in english, psychology
and philosophy. Mike lives here with
his wife, Brenda, and has two adult
children who were raised in Fountain
Hills. In his spare time he enjoys
traveling with his wife, especially on
their Harley-Davidson motorcycle.
Town Council
Mike Scharnow
The Height of Desert Living 38
Councilmember David Spelich gradu-
ated with his degree in Mortuary Sci-
ence and has worked as a funeral di-
rector, criminal investigator for the
Cook County Medical Examiner’s Of-
fice, and, at the time of his retire-
ment, was assigned as the Chicago
Police Department’s Violent Crimes
Detective Liaison to the Cook County
Medical Examiner’s Office. He is co-
author of a textbook on Medico-legal
Death Investigations.
David has a combined twenty-four
years in law enforcement. The major-
ity of his career in the Chicago Police
Department was spent as a Violent
Crimes detective. He also spent time
working on the streets in a beat car,
a diver on the Marine Unit, and an
instructor at the CPD Police Academy.
Currently, David works as an investi-
gator for the State of Arizona Depart-
ment of Education.
David purchased a home in Fountain
Hills in 2009 and, upon retiring from
the Chicago Police Department in
2014, became a full-time resident in
Fountain Hills.
Upon relocating to Arizona, David has
been active in community affairs, at
both state, county, and local levels.
He is a member of the Sons of the
American Legion, and the Fountain
Hills Republican Club. In 2017 he as-
sumed the duties of the 2nd vice
president for that club. He currently
serves as Republican Committeeman
in LD23. He has volunteered on the
Maricopa Cold Case Posse. After
serving one year on the Governor’s
Advisory Council on Aging (GACA), in
2018 he was appointed as Secretary
of the Executive Board of the Gover-
nor’s Advisory Council on Aging
(GACA), where he remains an active
member.
Town Council
David Spelich
The Height of Desert Living 39
Town Council
Art Tolis
Vice Mayor Art Tolis has been active in
the Fountain Hills community for over
16 years. He has served on many
boards and commissions including the
Fountain Hills Chamber of Commerce
(2003-2007), Treasurer of the Cham-
ber in 2006, L. Alan Cruikshank River
of Time Museum Board of Directors,
Fountain Hills Realtor Marketing Chair/
Scottsdale Association of Realtors
Board of Directors, the Town of Foun-
tain Hills Planning & Zoning Commis-
sion, Four Peaks Rotary (2016-2017
as President), and is a graduate of the
first Fountain Hills Leadership Acade-
my class. Prior to moving to Arizona,
Art was active in Connecticut politics
and also served on the Town Council
for Berlin, Connecticut. He has a
Bachelor’s Degree from Syracuse Uni-
versity and a Master’s Certificate from
Pacific Coast Banking School/
University of Washington.
In addition to these community posi-
tions, Art is the owner of Tolis Mort-
gage Financial Group and is a licensed
mortgage broker, realtor and insur-
ance agent (life and health).
Art is married to Heather Tolis and is
the proud father to six children who
are either currently attending or have
graduated from the Fountain Hills Uni-
fied School District.
The Height of Desert Living 40
Elected Officials’ Terms of Office
Mayor:
Ginny Dickey
Term of Office: First term: December 2018—November 2020
Vice Mayor:
Art Tolis
Term of Office: First term: December 2016—November 2020
Councilmembers:
Dennis Brown
Term of Office: Partial term: May 2009—May 2012
Second term: June 2012—November 2016
Third term: December 2016—November 2020
Sherry Leckrone
Term of Office: Partial term: October 2018—November 2020
Alan Magazine
Term of Office: First term: December 2014—November 2018
Second term: December 2018—November 2022
Mike Scharnow
Term of Office: First term: December 2018—November 2022
David Spelich
Term of Office: First term: December 2018—November 2022
Town Council
Terms of Office
The Height of Desert Living 41
Financial Overview
&
Policies
Financial Overview & Policies
The Height of Desert Living 42
Financial Overview & Policies
FUND STRUCTURE
OPERATING
FUNDS
General Fund
(100)
Public Art Fund
(410)
SPECIAL
REVENUE FUNDS
DEBT SERVICE
FUNDS
CAPITAL
IMPROVEMENT
FUNDS
Vehicle
Replacement
Fund (810)
Streets (HURF)
Fund (200)
Downtown
Strategy Fund
(300)
Special
Revenue/Grants
Fund (400)
General
Obligation Debt
Service (510)
Eagle Mountain
Debt Service
(520)
Court
Enhancement
Fund (420)
Municipal
Property
Corporation Debt
Service (530)
Capital Projects
Fund (600)
Fire & Emergency
Development Fee
Fund (720)
Parks/Recreation
Development Fee
Fund (740)
TOWN OF FOUNTAIN HILLS
BUDGETARY FUNDS
GOVERNMENTAL FUNDS
Economic
Development
Fund (310)
Environmental
Fund (460)
Tourism Fund
(320)
Facilities
Replacement
Fund (610)
Cottonwoods
Maintenance
District Fund
(540)
The Height of Desert Living 43
The preceding page depicts the budgetary funds of the Town. The table above rep-
resents the departments of the Town and the funds that are used by those depart-
ments.
Financial Overview & Policies
Fund
Statement
Department
Summary
Total Proposed
Budget
Fund Type Fund Department Amount
Operating Total 17,779,919$
General Fund Mayor & Town Council 102 139-144 98,544
General Fund Administration 102 145-180 2,050,966
General Fund General Government 102 181-184 1,073,362
General Fund Municipal Court 102 185-192 397,275
General Fund Public Works 102 193-212 1,100,934
General Fund Development Services 102 213-238 1,100,291
General Fund Community Services 102 239-268 2,595,839
General Fund Law Enforcement 102 269-274 4,785,920
General Fund Fire & Emergency Medical 102 275-282 4,021,299
Public Art Fund Community Services 102 123 139,340
Vehicle Replacement Fund Administration 102 409-414 416,149
Fund Type Fund Department Amount
Special Revenue Total 8,334,724$
Highway User Revenue Fund Public Works 102 284-290 5,194,059
Downtown Strategy Fund Administration 102 291-294 38,400
Economic Development Fund Administration 102 295-298 285,482
Tourism Fund Community Services 102 299-306 259,103
Special Revenue Fund Administration 102 307-312 1,662,525
Court Enhancement Fund Municipal Court 102 313-316 154,800
Environmental Fund Public Works 102 317-322 735,254
Cottonwoods Maintenance District Fund Public Works 102 323-326 5,101
Fund Type Fund Department Amount
Debt Service Total 2,378,862$
General Obligation Bond Fund Administration 103 328 1,663,800
Eagle Mountain CFD Fund Administration 103 329 409,192
Municipal Property Corporation Fund Administration 103 330 305,870
Fund Type Fund Department Amount
Capital Projects Total 4,069,194$
Capital Projects Fund Administration, Community
Services, Public Works,
Development Services,
Fire & Emergency Medical
103 335-404 3,200,050
Facilities Replacement Fund Public Works 103 405-408 819,144
Development Fees Funds Community Services, Fire
& Emergency Medical 103 103, 125 50,000
GRAND TOTAL ALL FUNDS 32,562,699$
Page Number
Page Number
FUND/DEPARTMENT STRUCTURE
Governmental Funds
Page Number
Page Number
The Height of Desert Living 44
FUND STRUCTURE
The accounts of the Town are organized on the basis of funds, each of which is
considered a separate accounting entity. Operations of each fund are accounted
for with a separate set of self-balancing accounts that comprise its assets, liabili-
ties, fund equity, revenues and expenditures. Town resources are allocated to and
accounted for in individual funds based on the purposes for which they are to be
spent and the means by which spending activities are controlled. The Town of
Fountain Hills appropriates all funds in its budget process.
Operating Funds
«The General Fund (Fund 100) is the primary operating fund of the
Town and accounts for the resources and uses of various Fountain Hills depart-
ments. It exists to account for the financing of services traditionally associated
with local government. These services include police and fire protection, develop-
ment services (planning & zoning/building safety/code enforcement/GIS), public
works (facilities/engineering/outside inspections), community services (parks and
recreation/community center/senior services), general administration, and any
other activity for which a special fund has not been created. Governmental ac-
counting requires the General Fund be used for all financial resources, except
those required to be accounted for in another fund, and have designations of non-
spendable, restricted, committed, assigned or unassigned.
«The Public Art Fund (Fund 410) is funded by developer in -lieu con-
tributions. These funds may only be used for the maintenance of art and for the
installation of this art throughout the community. This fund has a committed fund
balance.
«The Vehicle Replacement Fund (Fund 810) is an internal service
fund and is used to account for the Town’s business-type activities. This fund is
considered self-supporting in that the services rendered are financed through user
charges or are on a cost reimbursement basis. This fund is classified as having as-
signed fund balances.
Special Revenue Funds are used to account for the proceeds of specific
revenue sources that are legally restricted to expenditures for specified purposes,
designated as committed or restricted. The Town maintains the following Special
Revenue Funds:
«The Streets (HURF) Fund (Fund 200) is funded by 0.2% of local sales
tax, State-shared revenues and transfers from the Capital Improvement Fund. The
State of Arizona taxes motor fuels and collects a variety of fees and charges relat-
ing to the registration and operation of motor vehicles. These revenues are depos-
ited in the Arizona Highway User Revenue Fund (HURF) and are then distributed to
the cities, towns, and counties and to the State Highway Fund. This fund may only
be used for street and highway purposes and is a restricted fund.
«The Downtown Strategy Fund (Fund 300) is a committed fund,
which may only be used for development of the downtown. Revenue for this fund
comes from the 20% of the 0.1% of local sales tax collections that have been ded-
icated for this purpose.
Financial Overview & Policies
The Height of Desert Living 45
Financial Overview & Policies
«The Economic Development Fund (Fund 310) is a committed fund,
which may only be used for economic development. Revenue for this fund comes
from the 80% of the 0.1% of local sales tax collections that have been dedicated
for this purpose.
«The Tourism Fund (Fund 320) is a committed fund, which may only
be used for tourism. Revenue for this fund is provided by a transfer from the Eco-
nomic Development Fund and grant money.
«The Special Revenue/Grants Fund (Fund 400) is restricted by the
terms of the individual grants or program funds received. An example of this
would be state or federal funds. These funds are to be used only for the specific
program or programs for which the funds have been awarded and in accordance
with all the grant conditions.
«The Court Enhancement Fund (Fund 420) is a restricted fund, which
may only be used to enhance the technological, operational and security capabili-
ties of the Fountain Hills Municipal Court and to support the operation of the Court
collection program. Revenues are derived from court fees and bond forfeitures.
«The Environmental Fund (Fund 460) is an assigned fund, which may
only be used to help offset the costs of stormwater management and air quality
permit requirements, as well as other environmental programs. These items in-
clude, but are not limited to, permit fees, wash maintenance, ADWR dam inspec-
tion and maintenance, street sweeping, storm drain cleaning and household haz-
ardous waste disposal. Revenues are derived from the annual environmental fee
billed to Town residents.
«The Cottonwoods Maintenance District Fund (Fund 540) is a re-
stricted fund, which may only be used for maintenance of the Cottonwoods
Maintenance District. Revenues are derived from a secondary property tax.
Debt Service Funds are established for the payment of principal and inter-
est on bonded indebtedness. Revenues are derived from a secondary property tax
levy, and municipal property lease payments. (The 0.2% of local sales tax previ-
ously dedicated to mountain preserve bonds has been redirected to the Highway
User Revenue Fund for the pavement management program.) Revenues are re-
ceived in amounts sufficient to pay the annual debt service payment; therefore,
the fund balance will be no less than the annual debt service payment due on Ju-
ly 1 of the new fiscal year plus an amount equal to the average annual delinquen-
cy factor based on the prior three years’ delinquency rate, categorized as restrict-
ed.
Debt Service Funds include:
General Obligation Debt Service (Fund 510)
Eagle Mountain CFD Debt Service (Fund 520)
Municipal Property Corporation Debt Service (Fund 530)
Capital Improvement Funds are used for the acquisition and/ or construc-
tion of major capital items including facilities, heavy equipment, technology, open
space, park improvements, and major road improvements.
The Height of Desert Living 46
«The Capital Projects Fund (Fund 600) revenues are committed rev-
enues derived from excess General Fund revenues and 50% of the construction
related local sales tax. The Capital Projects Fund is the primary source of capital
improvements funding for the Town.
«The Facilities Replacement Fund (Fund 610) revenues are assigned
and currently the result of transfers from the General Fund. The Fund has been
established to cover replacement costs for large scale items that cannot be ab-
sorbed in annual operating budgets. These items include, but are not limited to,
roofing, interior and exterior building painting, carpet replacement, physical plant
mechanical equipment, Fire Department equipment, and parks and recreation
structures.
The Development Fee Funds (Funds 710-770) are restricted funds, which may
only be used for the planning, design, and construction of public facilities serving
the needs of the new development from which it was collected, and designated as
restricted. The Town has developed an Infrastructure Improvement Plan (IIP) that
identifies each public improvement that is proposed to be the subject of a develop-
ment fee. This IIP is incorporated as part of the Town’s Capital Improvement Pro-
gram (CIP). Development Fee funds now only include:
Fire & Emergency (Fund 720)
Parks/Recreation (Fund 740)
BUDGETARY AND ACCOUNTING BASIS
The budget is prepared on a budgetary basis of accounting for all fund types. Ex-
penditures are recorded when the related fund liability is incurred, and revenues
are recognized only when they are measurable and available. In all cases, when
goods and services are not received by year-end, the encumbrances lapse. This
basis means certain transactions are recognized in the budget on a basis other
than Generally Accepted Accounting Principles (GAAP), which is the basis used to
prepare the Town’s Comprehensive Annual Financial Report (CAFR). The major dif-
ferences between the budgetary and GAAP basis are:
Certain revenues, expenditures and transfers are not included on a budget-
ary basis, but are accrued and reported on a GAAP basis. For example, in-
creases or decreases in compensated absences are not reported for budget-
ary purposes, but are presented as revenues or expenditures on a GAAP ba-
sis.
Depreciation is not budgeted as an expense in budgetary accounting.
Capital outlays are an expenditure in budgetary accounting and an asset in
GAAP.
Certain debt service principal and interest payments are accounted for as
expenditures in the General Fund on a budgetary basis, but are reported as
expenses in the Debt Service Fund on the GAAP basis.
All actual amounts in the budget document are shown on the budgetary basis to
facilitate meaningful comparisons.
Financial Overview & Policies
The Height of Desert Living 47
Operating and Capital Budget Relationship
Included within the annual budget is a Capital Improvement Program presented on
a budgetary basis. Capital project budget funding sources are matched with budg-
eted expenditures. Governmental accounting procedures do not require adequate
budget to pay for an entire contract to be available and appropriated in the period
in which a contract is entered. Therefore, expenditures are presented on a budget-
ary basis which is a cash flow model.
For example, a 180 day construction contract entered into in May of fiscal year one
would have cash expenditures from May of fiscal year one through October of fis-
cal year two; however, the entire budget for this project would not be appropriat-
ed in fiscal year one, the year in which the contract was entered. Any unspent
funds at fiscal year-end are carried forward and budgeted again in fiscal year two.
Financial Overview & Policies
The Height of Desert Living 48
TOWN OF FOUNTAIN HILLS FINANCIAL POLICIES
I. INTRODUCTION
The Mayor and Town Council (the “Town Council”) of the Town of Fountain Hills
(the “Town”) understands that principles of sound financial management establish
the framework for overall fiscal planning and management. The principles set forth
guidelines for both current activities and long range planning. Following these prin-
ciples will enhance the Town’s financial health as well as its image and credibility
with its citizens, the public in general, bond rating agencies and investors. The pol-
icies will be reviewed periodically to assure the highest standards of fiscal manage-
ment. Policy changes will be needed as the Town continues to grow and becomes
more diverse and complex in the services it provides, as well as the organization
under which it operates, to provide these services to its citizens. The Town Manag-
er and staff have the primary role of reviewing and providing guidance in the fi-
nancial area to the Town Council.
II. OVERALL GOALS
The overall financial goals underlying these principles are:
2.1 Fiscal Conservatism. To ensure that the Town is, at all times, in a solid fi-
nancial condition, defined as:
A. Cash solvency – the ability to pay bills.
B. Budgetary solvency – the ability to balance the budget.
C. Long run solvency – the ability to pay future costs.
D. Service level solvency – the ability to provide needed and desired ser-
vices.
E. Adhering to the highest accounting and management practices as well
as the financial reporting and budgeting standards established by the
Government Finance Officers Association, by the Governmental Ac-
counting Standards Board (GASB) and by other professional organiza-
tions.
2.2 Maintaining Bond Rating. To maintain an Aa3 or better bond rating in the
financial community to assure the Town taxpayers that the Town govern-
ment is well-managed and financially sound.
2.3 Stability. To have the ability to withstand local and regional economic fluctu-
ations, to adjust to changes in the service requirements of our community,
and to respond to changes in Federal and State priorities and funding as
they affect the Town’s residents.
2.4 Delivering Quality Services. To deliver quality services in an affordable, effi-
cient and cost-effective basis providing full value for each tax dollar.
Financial Overview & Policies
The Height of Desert Living 49
III. FUND BALANCE
Fund balance is defined as the cumulative difference of all revenues and expendi-
tures, also considered the difference between a fund’s assets and deferred out-
flows of resources and its liabilities and deferred inflows of resources. The purpose
of this policy is to establish a key element of the financial stability of the Town by
setting guidelines for fund balance. It is essential that the Town maintain adequate
levels of fund balance to mitigate financial risk that can occur from unforeseen
revenue fluctuations, unanticipated expenditures, and similar circumstances. The
fund balance also provides cash flow liquidity for the Town’s general operations.
Fund balance is an important indicator of the Town’s financial position and ade-
quate reserves must be maintained to allow the Town to continue providing ser-
vices to the community during periods of economic downturns and/or unexpected
emergencies or requirements.
The level of fund balance is related to the degree of uncertainty that the Town fac-
es. A prudent level of financial resources is necessary to protect against the need
to reduce service levels or raise taxes and fees due to temporary revenue short-
falls or unpredicted one-time expenditures. With the Town dependency upon State
-shared income and State sales tax revenues for approximately one third of the
General Fund budget, there is increased opportunity for fluctuation. Additionally, a
significant portion of Town revenue is received from sales taxes – both State-
shared and local – which are sensitive to fluctuations in the economy. Therefore,
the level of reserves needs to be sufficient to ensure stability in ongoing govern-
ment operations during a slowdown in the economy or legislative changes to the
revenue sharing formula.
Fund balance is one of the most widely used elements of state and local govern-
ment financial statements by (1) municipal bond analysts through credit reviews
and ratings, (2) taxpayer associations, (3) research organizations and oversight
bodies, (4) state, county and local legislators and officials, (5) financial statement
users and (6) reporters.
Other objectives that influence the size of the fund balance are:
1. Credit reviews performed by municipal bond analysts.
2. Preserving or improving the bond rating.
3. Maintaining a positive trend to historical fund balances.
4. Maintaining a rating equal to or better than surrounding communities.
The Governmental Accounting Standards Board (“GASB”) has found that useful-
ness and value of fund balance information provided is significantly reduced by
misunderstandings regarding the message that it conveys and the inconsistent
treatment and financial reporting practices of governments. GASB issued a pro-
nouncement, GASB Statement No. 54 (“GASB 54”), which applies to all financial
reports of all state and local governmental entities; GASB 54 intended to improve
financial reporting by providing fund balance categories and classifications that will
be more easily understood.
Financial Overview & Policies
The Height of Desert Living 50
3.1 Fund Balance Categories. An accounting distinction is made between por-
tions of fund balance that are spendable and non-spendable. These portions
are broken into five categories:
(A) Non-spendable fund balance—Includes amounts either not in
spendable form or legally or contractually required to be maintained
intact. This amount includes inventory, prepaids, and non-current re-
ceivables such as long-term loan and notes receivable and property
held for resale (unless the proceeds are restricted, committed, or as-
signed).
(B) Restricted fund balance—Includes amounts that are either (1) ex-
ternally imposed by creditors (such as through debt covenants),
grantors, contributors, or laws or regulations of other governments or
(2) imposed by law through constitutional provisions or enabling leg-
islation. Restricted fund balance means “restricted net assets” as de-
fined in the government-wide Statement of Net Assets, GASB State-
ment No. 34, as amended by GASB Statement No. 46.
(C) Committed fund balance—Includes amounts that are committed for
specific purposes by formal action of the Town Council. Amounts clas-
sified as “committed” are not subject to legal enforceability like re-
stricted fund balance; however, those committed amounts cannot be
used for any other purpose unless the Town Council removes or
changes the limitation by taking the same form of action it employed
to previously impose the limitation. The action to commit fund bal-
ances must occur prior to yearend; however, actual amounts can be
determined in the subsequent period.
(D) Assigned fund balance—Includes amounts that are intended by the
Town to be used for specific purposes, but are neither restricted nor
committed. Intent should be expressed by the Town Council itself or a
subordinate high-level body or official possessing the authority to as-
sign amounts to be used for specific purposes in accordance with poli-
cy established by the Town Council. This assignment would include
any activity reported in a fund other than the General Fund that is not
otherwise restricted more narrowly by the above definitions. The
Town is not allowed to assign balances that result in a residual deficit.
(E) Unassigned fund balance—Includes any remaining amounts after
applying categories (A)-(D) above (amounts not classified as non-
spendable, restricted, committed or assigned). Planned spending in
the subsequent year’s budget would be included in the unassigned
fund balance category. The General Fund is the only fund that will re-
port a positive unassigned balance.
3.2 General Fund.
The fund balance of the General Fund may consist of up to five components,
as described previously. In order to satisfy the objective of maintaining a
bond rating equal to or better than surrounding peer communities, a com-
bined General Fund operating fund balance of at least 30% of revenues is
recommended.
Financial Overview & Policies
The Height of Desert Living 51
A. Committed Fund Balance. The Town will maintain a committed fund
balance in the General Fund of 20% of the average actual General
Fund revenues for the preceding five fiscal years, indicating stable fis-
cal policies. The maintenance of this fund balance is a particularly im-
portant factor considered by credit rating agencies in their evaluation
of the credit worthiness of the Town. It is of primary importance that
the Town’s credit rating be protected.
(1) Rainy Day Fund to be Maintained. As a component of the Com-
mitted fund balance, the Town will maintain a Rainy Day Fund,
separate and apart from the Unassigned General Fund, which
shall be designated for use in the event of an unanticipated ex-
penditure or loss of revenue. The Rainy Day Fund balance at
the end of any fiscal year will be equal to a minimum of 20% of
the average actual General Fund revenues for the preceding
five fiscal years. This contingency will provide for the tempo-
rary financing of an unforeseen nature for that year. Expendi-
tures for these emergency or unforeseen appropriations can
only be undertaken with Town Manager approval and only if
funds are not available in the department requesting the fund-
ing.
(2) Guidelines for Rainy Day Fund. In order to achieve the objec-
tives of this policy, and to maintain sufficient working capital
and a comfortable margin of safety to address emergencies
and unexpected declines in revenue without borrowing, the fol-
lowing guidelines shall be adhered to by the Town Manager,
Town staff and Town Council:
(a) Deposit Rules. At the end of each fiscal year, the
Town Council shall transfer 5% of any surplus revenues
(before transfers to the Capital Projects Fund) to the
Rainy Day Fund. Deposits shall be made as set forth
herein until the Rainy Day Fund balance is equal to at
least 20% of the average actual General Fund revenues
for the preceding five fiscal years.
(b) Use Rules. Rainy Day Funds may only be expend-
ed for any one of the following purposes or under the
following circumstances:
(i) To replace the loss of more than 25% of the
Town’s local share of State-shared revenues re-
ceived pursuant to Ariz. Rev. Stat. § 43-206.
(ii) For any event that threatens the health,
safety or welfare of the Town’s citizens.
(iii) For any event that threatens the fiscal sta-
bility of the Town.
(iv) To address any matter declared as an
emergency by the Governor or the Mayor.
Financial Overview & Policies
The Height of Desert Living 52
(c) Withdrawal Rules. All withdrawals from the Rainy
Day Fund shall be subject to the following rules:
(i) Any appropriation shall require the approval
by at least 2/3 of the entire Town Council.
(ii) The maximum amount of Rainy Day with-
drawals in any fiscal year shall not exceed one-
half of the total balance in the Fund.
(d) Replenishment Rules. Any amounts withdrawn
from the Rainy Day Fund shall be replenished as follows
(and such repayment shall be in addition to the annual
deposits set forth above):
(i) All amounts shall be repaid in not more
than five years, in annual installments of not less
than 1% of the previous fiscal year General Fund
balance.
(ii) Repayments shall be appropriated as part
of the annual budget adoption.
B. Assigned Fund Balance. The Town will maintain an assigned fund bal-
ance in the General Fund of a minimum 10% of the average actual
General Fund revenues for the preceding five fiscal years. This as-
signed fund balance will be assigned for (1) “pay-as-you-go” capital
project expenditures, (2) vehicle or equipment replacement, (3) pre-
paying or defeasing existing Town debt or (4) any other expenditure
that is non-recurring in nature. The 10% is the minimum and may be
increased to accelerate accumulation of funds for a large capital ex-
penditure. To the extent these balances are expended, additional
funds necessary to restore this additional 10% amount will be provid-
ed in at least approximately equal contributions during the five fiscal
years following the fiscal year in which the event occurred. The as-
signed General Fund balance can be authorized for expenditure only
in accordance with Resolution 2012-02 adopted by the Mayor and
Town Council on June 7, 2012, as may be amended from time to
time.
C. Unassigned Fund Balance. Funds in excess of the balances described
in the preceding paragraphs will be unassigned General Fund balance,
unless otherwise assigned in accordance with GASB 54. By Resolu-
tion, the Town Council has allocated General Fund surplus funds to be
(1) transferred to the Rainy Day Fund, (2) transferred to Assigned
Fund Balance, (3) used to supplement “pay as you go” capital ex-
penditures in the Capital Projects Fund or (4) used to prepay or de-
fease existing Town debt. These funds may not be used to establish
or support costs that are recurring in nature. Any excess revenues
collected over budgeted and unexpended appropriations not needed
to meet fund balance requirements will be transferred to the Capital
Projects Fund.
Financial Overview & Policies
The Height of Desert Living 53
During the annual budget process, the Town Manager will estimate
the surplus or deficit for the current year and prepare a projection of
the year-end unassigned General Fund balance. Such projection will
include an analysis of trends in fund balance levels on an historical
and future projection basis.
The Finance Director is authorized to assign available fund balance for
specific purposes in accordance with GASB 54. It is the policy of the
Town that expenditures for which more than one category of fund
balance could be used, that the order of use is: nonspendable fund
balance, restricted fund balance, committed fund balance, assigned
fund balance and unassigned fund balance.
3.3 Special Revenue Funds.
A. Streets Fund. The Streets (HURF) Fund is restricted in use solely for
street and highway purposes. The fund depends upon State-shared
revenues for over 90% of annual revenues. The restricted fund bal-
ance will be based on the minimum requirement as specified in the
schedule for projects funded with Special Revenue or grant funds.
The schedule will be reviewed on an annual basis to determine the
required amount to be set aside as restricted fund balance.
B. Excise Tax Funds. The excise tax funds are committed funds that the
Town Council may dedicate for specific purposes by resolution or as
part of the annual budget adoption.
3.4 Debt Service Funds.
The Debt Service Fund is established for the payment of principal and inter-
est on bonded indebtedness and as such is a restricted fund. Revenues are
derived from a property tax levy, pledged excise taxes, municipal property
lease payments, and shared revenues. Revenues are received in amounts
sufficient to pay the annual debt service payment; therefore, the restricted
fund balance will be no less than the annual debt service payment due on
July 1 of the new fiscal year and no more than the annual debt service pay-
ment due on July 1 plus an amount equal to the average annual delinquency
factor based on the prior three years’ delinquency rates.
3.5 Capital Projects Fund.
A Capital Projects Fund has been established to allow the Town to accumu-
late monies for (1) purchase of land or buildings, (2) improvements to Town
-owned properties, (3) grant matches associated with capital improvements,
(4) public safety projects and equipment purchases, (5) economic develop-
ment projects and (6) such other capital projects as determined by the
Town Council. The Capital Projects Fund will be funded by: (A) sales of real
and personal property belonging to the Town; (B) General Fund transfer of
any excess revenues (from the prior fiscal year) collected over budgeted
and unexpended appropriations not needed to meet fund balance require-
ments or re-appropriation; and (C) interest earnings on the balance of the
fund invested per the Town’s investment policy. Accounted for separately,
Financial Overview & Policies
The Height of Desert Living 54
Financial Overview & Policies
but considered part of the Capital Projects Fund, are accumulated develop-
ment fees collected pursuant to Ariz. Rev. Stat. § 9-463.05 that are as-
sessed on new construction for the purpose of funding growth. These funds
are restricted to growth-related capital expenditures as designated in the
Town’s adopted Infrastructure Improvements Plan. The fund balance will be
established each fiscal year during the budget process depending on
planned expenditures but cannot exceed accumulated revenues. The Town
shall first be entitled to recoup the cost of any capital improvements, infra-
structure, marketing or sales-related costs associated with the disposition of
property before crediting the Capital Projects Fund (for funds other than de-
velopment fees). The Town Council may approve the uses of the Capital
Projects Fund as a part of its annual budget or by motion and affirmative
vote at the time the expenditures are approved.
IV. FINANCIAL PLANNING
Financial planning refers to the process of identifying resources and allocating
those resources among competing purposes. The primary vehicle for this planning
is the preparation, monitoring, and analyses of the Town’s budget. It is increasing-
ly important to monitor the performance of the programs competing to receive
funding.
4.1 Budget Adoption. The Town Manager shall prepare a proposed annual budg-
et, which shall be submitted to the Town Council and the public for review in
accordance with Ariz. Rev. Stat. § 42-17001, et seq. The Town will budget
revenues and expenditures on the basis of a fiscal year beginning July 1 and
ending the following June 30. The Town Council will adopt the budget no lat-
er than June 30. By adopting the budget and the various funds set forth
therein, the Town Council expresses its intent to commit fund balances for
the purpose of GASB 54 classifications. The Town Manager shall execute the
Town Council policies as set forth in the finally adopted budget.
4.2 Budget Preparation. The Town Manager or authorized designee will prepare
a budget in accordance with the guidelines established by the Government
Finance Officers Association in its Distinguished Budget Award Program. The
proposed budget will contain the following:
A. Revenue estimates by major category, by major fund.
B. Expenditure estimates by department levels and major expenditure
category, by fund.
C. Estimated fund balance by fund.
D. Debt service by issue detailing principal and interest amounts by
fund.
E. Proposed personnel staffing levels.
F. A detailed schedule of capital projects, including a capital improve-
ment program.
G. Any additional information, data, or analysis requested of manage-
ment by the Town Council.
The Height of Desert Living 55
4.3 Operating Budget. The operating budget will be based on the principle that
current operating expenditures, including debt service, will be funded with
current revenues, creating a balanced budget. The Town will not balance the
current budget at the expense of meeting future years’ expenditures; for
example, accruing future years’ revenues, or rolling over short-term debt to
avoid planned debt retirement.
4.4 Revenue Sources. Ongoing operating costs should be supported by ongoing,
stable revenue sources. This policy protects the Town from fluctuating ser-
vice levels and avoids crises when one-time revenues are reduced or re-
moved. Revenues from growth or development should be targeted to costs
related to development, or invested in improvements that will benefit future
residents or make future service provision efficient.
4.5 Revenue Estimate. The Town Manager will provide an estimate of the
Town’s revenues annually for each fiscal year, as well as estimates of spe-
cial (grant, excise tax, etc.) revenues and interfund transfers.
4.6 Staffing. The budget will fully appropriate the resources needed for author-
ized regular staffing. At no time shall the number of regular full-time em-
ployees on the payroll exceed the total number of full-time positions author-
ized by the Town Council. All personnel actions shall be in conformance with
applicable Federal and State law and all Town ordinances and policies.
4.7 Budget Preparation Schedule. Annually, the Town Manager shall provide a
budget preparation schedule outlining the preparation timelines for the pro-
posed budget. Budget packages for the preparation of the budget, including
forms and instructions, shall be distributed to Town Departments in a timely
manner for the Department’s completion. Department Directors shall pre-
pare and return their budget proposals to the Administration Department,
as required in the budget preparation schedule.
4.8 Performance Measurement. Performance measurement indicators will be in-
tegrated into the budget process as appropriate.
4.9 Efficiency Analysis. Alternatives for improving the efficiency and effective-
ness of the Town’s programs and the productivity of its employees will be
considered during the budget process. Duplication of services and inefficien-
cy in service delivery should be eliminated wherever they are identified.
4.10 Department Responsibility. Department Directors are required to monitor
revenues and control expenditures to prevent exceeding their total depart-
mental expenditure budgets. Department Directors shall immediately notify
the Town Manager of any exceptional circumstances that could cause a de-
partmental expenditure budget to be exceeded.
4.11 Quarterly Report. A quarterly report on the status of the General Fund
budget and trends will be prepared within 60 days of the end of each quar-
ter by the Town Manager or authorized designee.
4.12 Deficit. If a deficit is projected during any fiscal year, the Town will take
steps to reduce expenditures, increase revenues or, if a deficit is caused by
an emergency, consider using the Rainy Day Fund, to the extent necessary
Financial Overview & Policies
The Height of Desert Living 56
to ensure a balanced budget at the close of the fiscal year. The Town Man-
ager may institute a cessation during the fiscal year on hirings, promotions,
transfers, and capital equipment purchases. Such action will not be taken
arbitrarily or without knowledge and support of the Town Council.
V. EXPENDITURE CONTROL
The Town Manager shall ensure compliance with the legally adopted budget. In ad-
dition, purchases and expenditures must comply with all applicable legal require-
ments.
5.1 Budgeted Expenditures. Expenditures will be controlled by an annual budget
at the departmental level. The Town Council shall adopt appropriations
through the budget process. Written procedures will be maintained for ad-
ministrative approval and processing of certain budget transfers within
funds.
5.2 Purchasing System and Policies. The Town will maintain a purchasing sys-
tem that provides needed materials in a timely manner to avoid interrup-
tions in the delivery of services. All purchases shall be made in accordance
with the Town’s purchasing policies, guidelines and procedures and applica-
ble State and Federal laws. The Town will endeavor to obtain supplies,
equipment, and services as economically as possible.
5.3 Internal Controls. Expenditures will be controlled through appropriate inter-
nal controls and procedures in processing invoices for payment.
5.4 State Expenditure Limit. The State of Arizona sets a limit on the expendi-
tures of local jurisdictions. The Town will comply with these expenditure lim-
itations and will submit an audited expenditure limitation report, audited fi-
nancial statements and audited reconciliation report as defined by the Uni-
form Expenditure Reporting System (Ariz. Rev. Stat. § 41-1279.07) to the
State Auditor General each year.
5.5 Capitalized Assets. All assets of $10,000 or more will be capitalized and rec-
orded in the Town of Fountain Hills Summary of Capital Assets.
VI. REVENUES AND COLLECTIONS
All government employees are considered stewards of public funds. In order to
provide funding for service delivery, the Town must have reliable revenue sources.
These diverse revenues must be collected equitably, timely and efficiently.
6.1 Balanced Revenue Base. The Town’s goal is a General Fund revenue base
that is equally balanced between sales taxes, State-shared revenues, prop-
erty tax, service fees, and other revenue sources.
6.2 Stable Revenue Base. The Town will strive for a diversified and stable reve-
nue base to shelter it from economic changes or short-term fluctuations and
in any one revenue source by doing the following:
A. Establishing new charges and fees as needed and as permitted by law
at reasonable levels.
Financial Overview & Policies
The Height of Desert Living 57
B. Pursuing legislative change, when necessary, to permit changes or
establishment of user charges and fees.
C. Aggressively collecting all revenues, late penalties, outstanding taxes
owed and related interest as authorized by law.
6.3 Monitoring Collection. The Town Manager or authorized designee will moni-
tor all taxes to ensure they are equitably administered and collections are
timely and accurate. Fees and charges should be based on benefits and/or
privileges granted by the Town, or based on costs of a particular service.
6.4 Intergovernmental Aid. The Town Manager or authorized designee should
pursue intergovernmental aid for those programs and activities that address
a recognized need and are consistent with the Town’s long-range objectives.
Any decision to pursue intergovernmental aid should include the considera-
tion of the following:
A. Present and future funding requirements.
B. Cost of administering the funds.
C. Costs associated with special conditions or regulations attached to the
grant award.
6.5 Cost Recovery. The Town will attempt to recover all allowable costs (both
direct and indirect) associated with the administration and implementation
of programs funded through intergovernmental aid. In the case of the Foun-
tain Hills Unified School District, the Town may determine to recover less
than full cost of services provided. In the case of State and Federally man-
dated programs, the Town will attempt to obtain full funding for the service
from the governmental entity requiring the service be provided. Allowable
costs will be determined based upon a “Cost Allocation Study” prepared pe-
riodically.
6.6 Growth Revenues. Local sales tax revenues are derived from several
sources with a significant portion from construction related activity. To en-
sure that the revenues from growth or development are targeted to costs
related to development, or invested in improvements that will benefit future
residents or make future service provision efficient, the Town will designate
50% of those one-time revenues to the Capital Projects Fund. Monthly,
these revenues will be transferred from the General Fund to the Capital Pro-
jects Fund for future appropriation.
VII. USER FEE COST RECOVERY
User fees and charges are payments for voluntarily-purchased, publicly-provided
services that benefit specific individuals. The Town relies on user fees and charges
to supplement other revenue sources in order to provide public services.
7.1 Establishing Fees. The Town may establish user fees and charges for certain
services provided to users receiving a specific benefit. User fees and charges
will be established to recover as much as possible the direct and indirect
costs of the program or service, unless the percentage of full cost recovery
has been mandated by specific action of the Town Council. It is recognized
Financial Overview & Policies
The Height of Desert Living 58
that occasionally competing policy objectives may result in reduced user
fees and charges that recover a smaller portion of service costs.
7.2 Recalculation. Periodically, the Town will recalculate the full costs of activi-
ties supported by user fees to identify the impact of inflation and other at-
tendant costs.
VIII. CASH HANDLING POLICY
Collecting and controlling cash at the Town are very important functions. The Cus-
tomer Service Representatives and Permit Technicians are the Town’s cash han-
dling agents. Strong internal controls for cash collection and handling are neces-
sary to prevent mistreatment of Town funds and to safeguard and protect employ-
ees from unwarranted charges of mishandling funds.
Historical practices shall not constitute justification for deviation from these proce-
dures. The material contained in this Section supersedes any previous policies and
procedures regarding the handling of cash followed within the Town and/or within
Departments. The Finance Division will conduct periodic reviews of cash handling
procedures. Any amendments to the policies require Town Council approval, but
the Town Manager may make interpretations and exceptions to the policies con-
tained in this Section as more particularly set forth in Subsection 8.13 below.
8.1 Individual Responsibilities. All cash transactions are to be processed by
Town staff (including cash, credit cards, checks, etc.) and not volunteers.
Any Department Director or manager with responsibilities for managing
Town cash receipts and those employees who are entrusted with the re-
ceipt, deposit and reconciliation of cash for Town-related activities shall be
responsible for knowledge of and compliance with this Section VIII. A refer-
ence to this Section should be included as part of all departmental policies
and procedures.
8.2 Establishing Cash Handling Sites. Ideally, from a control perspective, col-
lecting and controlling cash should be centralized in one location; however,
that is not always possible or practical. As a result, the collection of money
is, in part, decentralized. The Finance Division must authorize all cash han-
dling sites, including one-time requests for cash for special events. Depart-
ments requesting status as a cash handling site (or special events where
money is being collected and a cash float is needed) must submit a request
to the Finance Division at least 24 hours prior to the special event that in-
cludes:
A. Reason(s) why cash handling site or cash float is needed.
B. A list of the personnel involved with the cash handling site, descrip-
tions of their duties, and how segregation of duties will be main-
tained.
C. Whether a change drawer will be needed.
D. A description of the reconciliation process, including frequency of rec-
onciliation.
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The Height of Desert Living 59
E. A description of the process for safeguarding cash until it is deposit-
ed.
F. A schedule of how often and where cash deposits will be made.
8.3 Procedures for Cash Collection.
A. “Cash” is defined as any of the following accepted methods of pay-
ment for Town transactions:
(1) Cash (U.S. coin and currency).
(2) Checks (drawn on U.S. banks and made payable to the Town;
no third party checks).
(3) Credit Cards (MasterCard, Visa, Discover, American Express).
(4) Money Orders.
B. Cash should be physically protected through the use of vaults, safes,
cash registers, etc. Each Department is responsible to make the nec-
essary provisions to properly safeguard the cash receipts in its area
and maintain the necessary safe or vault that will ensure the security.
Generally, any amount of cash on hand must be maintained in a vault
or heavy safe (one which cannot be easily moved by two persons us-
ing a hand cart). Cash should not be retained in desk drawers or
standard file cabinets without a locking mechanism; petty cash must
be secured in a locked file cabinet and keys should be secured sepa-
rately.
C. The cash drawer should be kept shut when not in use and after each
transaction. The cash drawer, when open, should not be left unat-
tended when it contains money. The contents of cash drawers should
be placed in a safe, vault, or an approved, locked location after each
day; all safes are to be kept locked.
8.4 Receipts.
A. Procedures must be in place to record the daily beginning and ending
receipt numbers of the cash register, and include safeguards to pre-
vent manipulation of register totals, receipt numbers, etc. Automatic
numbering of receipts through a computerized system is an accepta-
ble alternative.
B. Receipts should be generated from either receipt books or cash regis-
ter receipt system.
C. Cash registers must be programmed to issue receipts, which shall
contain all information required by the accounting system to properly
credit and track payments.
D. Receipt books, if issued for special events, must be issued in sequen-
tial order. All books should be accounted for from the time of delivery
and returned to the Finance Division.
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The Height of Desert Living 60
E. Only those receipt books that have been distributed by the Finance
Division may be used.
F. At a minimum, sequential, pre-numbered receipt forms must contain
the following information:
(1) Date issued.
(2) Cashier and/or Department issuing the receipt.
(3) Name of payor (not the department name or revenue source).
(4) Net amount received.
(5) Sufficient information to identify the purpose of the payment.
(6) Form of payment (cash, check, credit card, etc.).
G. The receipt forms should also:
(1) Contain all available identifying numbers and other pertinent,
descriptive information including invoice numbers.
(2) Be issued in a minimum of two copies, one for the payor and
one to accompany the deposit.
(3) Never be altered; if any type of change is necessary, all copies
of the receipt must be clearly marked “void”, and a new receipt
issued.
(4) Be filed sequentially and retained by the Department (including
void receipts).
8.5 Cash Received in Person.
A. When a customer produces a mutilated bill (where a portion is miss-
ing), the receiver should request that the customer have a bank re-
deem the bill. No bill will be considered for acceptance if both serial
numbers are not present.
B. A printed receipt must be issued for each payment received when the
customer pays in person. At a remote location (for special events),
manual pre-numbered receipts may be used when cash register re-
ceipts are not available.
C. Departments may not accept post-dated checks, IOU’s, or third party
checks.
D. All cash received must be recorded through the computerized ac-
counting system with computer-generated official Town cash receipts.
When a cash handling site with a computerized accounting system
has to use temporary cash receipts, those temporary receipts must
be converted over to computerized receipts as soon as possible. If the
conversion cannot be accomplished within 48 hours, the cash should
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Financial Overview & Policies
be deposited into the Department’s safe and tracked in detail until it
is recorded on the computerized accounting system.
E. The customer must be presented an official Town receipt form with a
duplicate record being retained by the receiving Department. All num-
bered receipts must be accounted for, including the original of voided
receipts.
F. The cash handling site must maintain a clear separation of duties. An
individual should not have responsibility for more than one of the
cash handling components: collecting, depositing, disbursement, and
reconciling.
G. The procedures below are to be followed to safeguard the employee
and the cash:
(1) Account for cash as soon as is it received – count the cash in
front of customer.
(2) Keep cash received in view of the customer until the transac-
tion is complete.
(3) If change is required, count all cash and change in front of cus-
tomer.
(4) Reconcile the funds received to the computerized accounting
system cash report or to the total of the temporary receipts at
the end of the day or at the end of each shift and balance the
receipts as set forth in Subsection 8.9.
(5) Immediately place all cash in a cash drawer, safe or other se-
cure place until deposited. A secure area for processing and
safeguarding funds received should be provided and restricted
to authorized personnel.
(6) Personal transactions with Town cash funds are prohibited.
Monies may never be borrowed nor loaned from cash funds,
nor may personal checks be cashed from receipts.
(7) All employees paying for Town services (rentals, movie tickets,
animal license, business license, etc.) must be rung up by a
different employee under a separate user ID.
(8) Deposit all cash intact and not intermingled or substituted with
other cash.
(9) Pay refunds or expenditures through the appropriate Town
bank account on a Town-generated check from the main ac-
counts payable account for the smaller accounts. If the original
payment was made using credit/debit card, then whenever
possible refunds will be issued through the credit card per
credit card regulations.
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(10) Provide printed receipts generated by the financial system for
every transaction involving money.
(11) Voided cash receipts must be approved and initialed by a su-
pervisor before the daily deposit is done, noting the reason for
voiding the transaction.
(12) Deposit daily cash report and cash promptly at the end of each
day into the Finance Division safe.
(13) Place cash in amounts over $500.00 in the Finance Division
safe immediately following the transaction until the end of day
close out.
(14) Cashiers should enter transactions using their personal logins
(switch user) during a single shift.
(15) All packaged coin or strapped currency received as payment
should be removed from the package or straps and verified.
H. Cashing checks from Town deposits, borrowing cash for personal use,
lapping receipts to cover shortages in cash receipts, withholding
checks for deposit in order to float checks, commingling personal and
Town funds and modifying cash records are all serious offenses and
may result in discipline up to and including immediate discharge from
employment.
8.6 Cash Received Through the Mail.
A. When mail is opened, if the cash received is not credited directly into
the appropriate Town account or issued a receipt through a comput-
erized accounting system, a log of the checks, credit card transac-
tions and or cash should be prepared and submitted to the Finance
Division. The log should include the customer’s name, amount re-
ceived, check number and any other information available that may
assist in proper allocation of the funds. The envelope also should be
retained as part of the records.
B. When mail is opened, checks must be endorsed promptly with a re-
strictive endorsement stamp. Checks must be stored in a safe or oth-
er secure place approved by the Finance Division until deposited.
C. Unidentified receipts must be deposited to a depository account ap-
proved for such purposes. All reasonable attempts should be made to
identify the correct account and transfer the funds.
8.7 Check Acceptance.
A. The Federal Reserve has established a regulation to standardize check
endorsements:
(1) Checks must be made payable to the Town of Fountain Hills
and endorsed promptly with a restrictive endorsement stamp
payable to the Town of Fountain Hills. The endorsement
Financial Overview & Policies
The Height of Desert Living 63
stamps must be distributed by the Finance Division; this stamp
protects the check if lost or stolen.
(2) All depositor’s endorsements are limited to the top 1.5 inches
on the back side of the check, at the trailing edge of the check.
This area is where endorsements are normally placed. If you
look at the face of the check, the endorsement area is directly
behind where “Pay to the Order of” is printed.
(3) Any check that has been endorsed may not be returned to the
customer. Any marks below the 1.5 inches on the check may
obscure the bank routing number, cause delays in returning
checks, and forfeit the Town’s right to recovery. The purpose of
this regulation is to speed collection and returns.
(4) The endorsement must include the following:
FOR DEPOSIT ONLY
TOWN OF FOUNTAIN HILLS
[Account Number]
(5) Checks should have the customer information pre-printed on
the face of the check. Bank issued/generated checks are ac-
ceptable.
(6) Personal checks from employees for cash may not be cashed at
any counter in a Town facility.
(7) Checks or credit card transactions will not be cashed or pro-
cessed for more than the amount of purchase. Departments
are not authorized to return currency to the payor in the event
that the check exceeds the amount due to the Town.
B. Be sure that the name, branch, city and state where the drawer’s
bank is located is printed on the check.
C. The Town will not accept a check that is:
(1) Illegible or not written out clearly; checks should be written out
in blue or black ink only.
(2) For anything other than the exact amount (no change will be
given).
(3) A third party check (that is, checks made out to someone other
than the Town).
(4) Altered or changed.
(5) Undated, post-dated or stale dated (older than six months).
(6) Not signed.
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The Height of Desert Living 64
(7) A starter check, i.e. a check without the name, address and
check number on the face of the check.
(8) Not in U.S. funds.
(9) From a foreign bank, even if payable in U.S. funds.
(10) Transfer checks.
D. If the written amount on a check does not match the numerical
amount, the written amount will govern.
E. Money orders should be filled out by the customer in the presence of
Town staff; the customer must countersign and write Town of Foun-
tain Hills in the payee section.
8.8 Credit Card Acceptance.
A. Credit cards accepted are Visa, MasterCard, Discover, and American
Express.
B. When presented with a credit card, the Department cashier shall:
(1) Verify that the card has not been altered and is not expired.
(2) Check customer identification to verify that the name on the
card and the account name are the same, unless someone is
paying for other family members.
(3) Retain the credit card until the transaction is complete.
(4) Enter the credit card transaction by swiping the card through
the terminal on the keyboard; if the keyboard does not have a
terminal, the swipe reader is not functioning or payment is be-
ing taken over the telephone, the credit card number should be
entered manually when prompted.
(5) If the credit card information is being input from a paper regis-
tration form that includes the card number and payor signature,
shred or permanently mark over the portion of the form that
includes the credit card information as soon as the transaction
is complete and the card is accepted.
(6) If receiving credit card information over the phone, verify the
caller’s name as it appears on the card, verify the amount to be
processed, enter the credit card number, expiration date and
security code directly; immediately shred any piece of paper
where the information can be viewed or taken.
8.9 Balancing of Cash Receipts.
A. All funds collected must be balanced daily, by mode of payment, by
comparing the total of the cash, checks and credit cards to the com-
puterized accounting reports, to the manual receipts totals, including
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The Height of Desert Living 65
Financial Overview & Policies
the totals of the money received by mail. All cash receipts and sup-
porting documentation (daily deposit slip, system receipts, and sys-
tem reports) should be transferred daily to the accounting system
and all discrepancies should be resolved before the end of the day/
shift.
B. Daily cash counts and reconciliations will be performed on a random
basis by the Accountant or other senior Finance Division staff mem-
ber. These reconciliations should be signed and dated by the review-
er. The total monthly receipts should be balanced with the monthly
bank account statements and accounting system monthly reports and
all discrepancies should be resolved.
C. Currency and coin must be reconciled separately from checks, credit
cards and money orders by comparing actual cash received to the
cash total from the cash report or to the sum of the cash sales from
the manual receipts.
D. Over/short amounts must be separately recorded, investigated and
resolved to the extent possible as set out in the over/short portion of
this Section.
E. Because balancing can be a time-consuming task and requires atten-
tion to detail, it is recommended that each cashier pre-balance his/
her own drawer periodically during the day.
NOTE: On the rare occasion that a check needs to be forwarded to
another party by the Town of Fountain Hills, the check cannot be en-
dorsed. Any of the following positions are authorized to approve this
receipt without endorsement: the Town Manager, the Finance Direc-
tor, and the Town Clerk. Approval to accept this instrument in this
manner requires approval from one of the Town’s authorized signato-
ries in writing prior to the presentation of the instrument.
F. End of day close out process for cash collection points includes the
following:
(1) Two signatures on the daily cash report before depositing in
the Finance Division safe.
(2) Total deposit must match the printed report from the software
program.
(3) Deposits are turned in daily and deposited in the Finance Divi-
sion safe by the responsible party.
8.10 Cash Over & Short.
A. A daily accounting of cash received should be balanced against the
total amount on the daily reports run by the Department. Any amount
that is over or short shall be reported on the same day to the Depart-
ment Director and the Accountant.
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B. The discipline procedures set forth below should be followed if the es-
tablished dollar limits and frequency of overages and/or shortages are
exceeded. The current established dollar limit is five dollars. A log
should be established to record any overages and shortages, and the
employee’s name and date. Patterns, frequencies, and inconsistencies
should be noted on the employee’s performance review. Overages or
shortages of $50.00 or more are to be reported to the Finance Direc-
tor.
C. Warnings or exceptions involving cash overages or shortages shall be
retained in the employee’s permanent file.
D. If the shortage is the result of a suspected or documented theft, the
shortage must be reported immediately and in writing to the Account-
ant, the Finance Director, and the Town Manager who will submit to
law enforcement for investigation, regardless of amount.
E. Employees who handle cash are expected to be careful and accurate
and to balance their funds each day without overages or shortages.
Failure to follow internal controls and checks and balances as ap-
proved by the Finance Division is considered to be at least negligence
and could be considered misconduct subject to the following discipli-
nary procedures:
(1) Verbal Warning. A verbal warning will be given if an employee
has:
(i) Two or more over/shorts in any 90-day period
(regardless of the amount).
(ii) Cumulative over/shorts of $75.00 or more in any 30 -day
period.
(2) Written Warning.
(i) After an employee has received two verbal warnings, the
third warning will be in the form of a written warning. A
fourth warning will be subject to disciplinary action as
determined by the Department Director.
(ii) A written warning will be issued if an employee exceeds
a cumulative total of $100.00 or more cash short in any
month regardless of the number of verbal warnings.
8.11 Returned Check Procedures.
A. Any checks returned by the Town’s depository bank as uncollected
shall be sent to the Finance Division. Examples of returned checks in-
clude: non-sufficient funds (NSF), account closed, payor’s signature
missing, refer to maker and post-dated or stale-dated checks.
B. When a check is returned, the Finance Division prepares a negative
entry to the revenue journal, debiting the originating account for the
amount of the check and at the same time assessing a service fee in
Financial Overview & Policies
The Height of Desert Living 67
Financial Overview & Policies
the amount set forth in the Town’s adopted fee schedule. It is the re-
sponsibility of the Department that was credited with the revenue to
notify the check writer and use due diligence to collect the amount of
the check and the service fee. The check writer will be prohibited
from receiving Town services until the Town is paid the full amount,
plus the returned check fee. Restitution should be in the form of cur-
rency, money order, cashier’s check, or certified check. The Finance
Division will maintain an aging report on all non-collectable items;
this report will be submitted monthly to the Finance Director.
C. When restitution is obtained, the same account should be used that
was used on the negative entry and the deposit should be transferred
to the Customer Service Representative for inclusion in the daily de-
posit.
D. If after proper due diligence is performed, collection has not been
made, the Accountant may be consulted regarding returned items
that remain uncollected for further action through the State.
8.12 Preparation of Deposits (performed by the Finance Division).
A. The Finance Division shall prepare all deposits.
B. All checks must be made payable to Town of Fountain Hills and en-
dorsed. A calculator tape of the checks should be included with the
checks bundled together.
C. Cash must be recorded on the deposit slip in the appropriate space.
D. Only depository-issued deposit slips, including the appropriate ac-
count number(s) and sub-code(s) are to be used.
E. Someone not involved with collecting the cash, opening the mail or
reconciling the deposit must prepare the deposit.
F. Deposit from the Municipal Court should be secured in locking deposit
bags, which are available from the bank.
G. Trips to the bank should be at random times during each day.
8.13 Exceptions to Cash Handling Policy.
A. Any exception to this Section must be approved in writing by the De-
partment Director and requires the concurrence of the Finance Direc-
tor. For example, in cases where there is not enough staff available to
maintain complete separation of duties, an alternate process to safe-
guard Town funds must be established and approved by the Finance
Director. Requests for exceptions to these procedures must be sub-
mitted to the Finance Director in writing.
B. Town personnel are prohibited from depositing Town cash into check-
ing or other bank accounts unless the account has been set up by the
Finance Division.
The Height of Desert Living 68
8.14 Records Retention. All cash receipts and related documents must be main-
tained in accordance with Records Retention Schedules pursuant to Ariz.
Rev. Stat. §§ 39-101 through 39-103 and 41-151.15 through 41-151.19.
Accounting reports, deposit slips, credit card receipts, copies of manual
cash receipts, etc. should be kept for the period specified by the Records
Retention Schedules.
IX. DEBT POLICY
The purpose of this debt policy is to provide for the preservation and enhancement
of the Town’s bond ratings, the maintenance of adequate debt service reserves,
compliance with debt instrument covenants and provisions and required disclo-
sures to investors, underwriters, and rating agencies. The Town’s overall debt
management policy is to ensure that financial resources are adequate in any gen-
eral economic situation to not preclude the Town’s ability to pay its debt when
due.
These policies are meant to supplement the legal framework of public debt laws
provided by the Arizona Constitution, State Statutes, Federal tax laws and the
Town’s current bond resolutions and covenants.
9.1 General.
A. The Town will (1) use current revenues to pay for short-term capital
projects, repair and maintenance items and (2) reserve long-term
debt for capital improvements with useful lives of ten years or more.
The Town will not use long-term debt to fund current governmental
operations and will manage its cash flow in a fashion that will prevent
any borrowing to meet working capital needs. However, exclusive re-
liance upon “pay-as-you-go” funds for capital improvements requires
existing residents to pay for improvements that will benefit new resi-
dents who relocate to the area after the expenditure is made. Financ-
ing capital projects with debt provides for an “intergenerational equi-
ty,” as the actual users of the capital asset pay for its cost over time,
rather than one group of users paying in advance for the costs of the
asset. Where there is a benefit to all future residents, debt financing
should be given consideration.
B. To increase its reliance on current revenue to finance its capital im-
provements, and promote a “pay-as-you-go” philosophy, the Town
will allocate each year a percentage of current revenues to maintain a
minimum 10% of average actual General Fund revenues for the pre-
ceding five fiscal years in the assigned fund balance.
9.2 Capital Improvement Plan
A. As part of the budget process each year, the Town Manager or au-
thorized designee will prepare a capital spending plan that provides a
detailed summary of specific capital projects for the five fiscal years
subsequent to the fiscal year presented. The plan will include the
name of the project, project schedule, capital cost by fiscal year and
a recommended specific funding source. The five year capital im-
provement plan will be developed within the constraints of the Town’s
ability to finance the plan.
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The Height of Desert Living 69
Financial Overview & Policies
B. The Town Manager and Department Directors will develop formal
ranking criteria that will be used in the evaluation of all capital pro-
jects. The ranking criteria will give greatest weight to those projects
that protect the health and safety of its citizens. “Pay-as-you-go” pro-
ject financing shall be given the highest priority. Capital improve-
ments that must rely upon debt financing shall be accorded a lower
priority and projects with a useful life of less than ten years shall not
be eligible for inclusion in bond issues except in extraordinary circum-
stances.
C. Lease-purchase financing shall be undertaken only when the project
is considered essential to the efficient operation of the Town or to re-
move expenditures that would exceed the State-imposed expenditure
limitation. The Town Manager or authorized designee shall be respon-
sible for ensuring that “pay-as-you-go” expenditures do not cause the
State-imposed expenditure limitation to be exceeded in any fiscal
year.
D. All capital project requests will be accompanied by a description of
the sources of funding to cover project costs. Where borrowing is rec-
ommended, a dedicated source of funds to cover debt service re-
quirements must be identified. All capital project requests will be re-
quired to identify any impact the project may have on future operat-
ing costs of the Town. The Town will seek grants to finance capital
improvements and will favor those projects that are likely to receive
grant money.
E. All capital project appropriations and amendments to the capital im-
provement plan must be approved by the Town Council.
F. The capital plan will include all equipment and facilities with a useful
life of greater than ten years and a cost greater than $50,000. Debt
financing shall not exceed the useful life of the infrastructure im-
provement or asset.
G. The following steps shall be used to prepare the Capital Improvement
Program (“CIP”):
(1) Establish Capital Improvement policies, including:
(a) Time period the CIP will cover.
(b) Facilities/equipment that will be included in the CIP.
(c) How acquisition of multiple items (i.e., computers) will
be treated.
(d) Identification of projects that are expected to be under-
taken, but fall outside the time horizon of the plan.
(2) Adopt standards to rank project requests.
(a) Projects that address a public health or safety concern
are given top priority.
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(b) Projects mandated by a court of competent jurisdiction
or a government with authority over the Town are equal
with public health or safety.
(c) Major maintenance (preservation of assets).
(d) Replacement of obsolete equipment (improving efficien-
cy).
(e) Expansion to meet demand caused by growth.
(f) Coordination of projects to achieve cost savings.
(g) Availability of cash to finance improvements from cur-
rent revenues.
(h) Acquisition of open space.
(3) Perform and maintain a capital inventory and identify useful
life.
(4) Identify projects.
(a) Status review of previously approved projects.
(b) Identification of new projects.
(c) Assess capital project alternatives.
(d) Complete project request forms.
(5) Assess funding sources.
(a) Available grants.
(b) Development fees shall be utilized to fund capital pro-
jects before “pay-as-you-go” and bond issuance financ-
ing.
(c) Developer contributions.
(d) Private contributions.
(e) Issuance of securities.
(f) Capital leases.
(6) Approve the CIP and Budget.
(a) Town Council review.
(b) Public hearing.
(c) Adoption of the CIP and capital budget.
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The Height of Desert Living 71
Financial Overview & Policies
All capital project requests will be accompanied by a description of the sources of
funding to cover project costs. Where borrowing is recommended, the source of
funds to cover debt service requirements must be identified. All capital project re-
quests will be required to identify any impact the project may have on future oper-
ating costs of the Town.
Department Directors will submit detailed descriptions of the useful life of capital
projects submitted in conjunction with the preparation of the Town’s CIP. The
Town Manager shall incorporate an estimate of the useful life of proposed capital
improvements in developing an amortization schedule for each bond issue. If a
short-lived asset or project (less than ten years) is included in a bond issue then
the bond amortization schedule shall be adjusted to reflect the asset’s rapid depre-
ciation. At no time shall the amortization exceed the life of the asset.
9.3 Financing Alternatives.
A. Financing alternatives include, but are not limited to:
(1) Grants.
(2) Developer Contributions.
(3) General Obligation (“GO”) Bond – requires voter approval, sup-
ported by an ad valorem (property) tax.
(4) Revenue Bonds – repaid with dedicated revenue source (HURF,
revenue generated by project).
(5) Municipal Property Corporation (“MPC”) Bonds – repaid with a
dedicated revenue source.
(6) Community Facilities District (“CFD”) or Special District Bonds
– supported by an ad valorem property tax, revenues of the
district or assessments of the cost of public infrastructure or
enhanced municipal services.
(7) Capital Leases – repaid within operating budget.
(8) Commercial Paper (CP) or Bond Anticipation Notes (BAN) with
terms less than two years.
B. Town debt service costs (GO Bonds, Revenue Bonds, MPC Bonds,
Leases) shall not exceed 20% of the Town’s operating revenue in or-
der to control fixed costs and ensure expenditure flexibility. Improve-
ment District, CFD and Special District debt service is not included in
this calculation because it is paid by district property owners and is
not an obligation of the general citizenry. Separate criteria for CFDs
have been established and included within the Town’s CFD policy.
C. The Town shall comply with all U.S. Internal Revenue Service arbi-
trage rebate requirements for bonded indebtedness.
D. Where applicable, the Town will structure GO bond issues to create
level debt service payments over the life of the issue. The goal will be
The Height of Desert Living 72
to strive for a debt repayment schedule to be no more than 15 years;
at no time will the debt exceed 25 years.
E. Refunding bonds will be measured against a standard of the net pre-
sent value debt service savings exceeding 3% of the principal amount
of the bonds being refunded, or if savings exceed $750,000, or for
the purposes of modifying restrictive covenants or to modify the ex-
isting debt structure to the benefit of the Town. Refinancings under-
taken for other reasons should proceed only when the advantages
have been clearly shown in a cost/benefit analysis of the transaction.
F. The Town will seek to maintain and, if possible, improve the current
bond rating in order to minimize borrowing costs and preserve access
to credit.
G. An analysis showing how a new issue combined with current debt im-
pacts the Town’s debt capacity and conformance with Town debt poli-
cies will accompany every future bond issue proposal. The debt ca-
pacity analysis should reflect a positive trend and include:
(1) Percent of debt outstanding as a percent of the legal debt limit.
(2) Measures of the tax and revenue base.
(3) Evaluation of trends relating to expenditures and fund balance.
(4) Debt service as a percentage of assessed valuation.
(5) Measures of debt burden on the community.
(6) Tax-exempt market factors affecting interest costs.
(7) Debt ratios.
H. MPC and contractual debt, which is non-voter approved, will be uti-
lized only when a dedicated revenue source (i.e., excise taxes) can be
identified to pay debt service expenses. The project to be financed
will generate net positive revenues (i.e., the additional revenues gen-
erated by the project will be greater than the debt service require-
ments).
I. The Town’s privilege/excise tax to debt service goal will be a ratio of
at least 2.5:1 to ensure the Town’s ability to pay for long-term debt
from this elastic revenue source.
9.4 Issuance of Obligations.
A. The Town shall select the underwriter and the paying agent/registrar
for each debt issuance based on competitive bid. The underwriter
must be a firm with an office in the Phoenix area and a record of prior
working relationships.
B. The request for proposals process will be designed to select the ser-
vice providers that offer the Town the best combination of expertise
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Financial Overview & Policies
and price. The Town is not required to select the firm offering the
lowest price, but a report must be prepared by the Town Manager
providing justification to the Town Council for a recommendation
when other than the lowest bidder is chosen. The review of all pro-
posals submitted shall be the responsibility of the Town Manager.
C. The Town will sell bonds through public sale, online bidding process
or an accelerated bidding process unless the Town Council authorizes
the bond to be sold by negotiated sale or private placement.
D. The Town Manager or designee and Town Attorney will coordinate
their activities to ensure that all securities are issued in the most effi-
cient and cost-effective manner and in compliance with the governing
statutes and regulations. The Town Manager and the Town Attorney
shall consult and jointly select the bond counsel for a bond issue.
E. The Town Manager or authorized designee will seek a rating on all
new issues which are being sold in the public market if economically
feasible.
F. The Town will report all financial information on an annual basis and
notices of listed events in a timely manner, not in excess of ten busi-
ness days after the occurrence of event, to the rating agencies and
the Municipal Securities Rulemaking Board (MSRB) Electronic Munici-
pal Market Access (EMMA) system. The annual report will include but
not be limited to the Town’s annual Comprehensive Annual Financial
Report (CAFR) and other items specified in the Town’s continuing dis-
closure undertakings.
G. Any institution or individual investing monies as an agent for the
Town shall do so in a manner consistent and in compliance with the
Town’s adopted Investment Policy.
H. The Town Manager or authorized designee will provide detailed draw
schedules for any project to be funded with borrowed monies. The
Town will invest the proceeds or direct a trustee to invest the pro-
ceeds of all borrowings in a manner that will ensure the availability of
funds as described in the draw schedules.
I. The Town acknowledges the responsibilities of the underwriting com-
munity and pledges to make all reasonable efforts to assist underwrit-
ers in their efforts to comply with Securities and Exchange Commis-
sion Rule 15c2-12 and MSRB Rule G-36. The Town will follow its
adopted issuance and post-issuance compliance procedures relating
to its tax-exempt financings.
X. INVESTMENT/CASH MANAGEMENT POLICY
It is the intent of this investment/cash management policy (the “Investment Policy”)
that idle public funds (i.e., uninvested funds) will be invested in a manner that main-
tains safety of principal, maintains liquidity to meet cash flow needs, provides com-
petitive investment returns and conforms to all state statutes governing the invest-
ment of public funds (the “Investment Portfolio”). The purpose of these investment
guidelines is to formalize the framework for the Town’s daily investment activities.
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10.1 Scope. This Investment Policy shall be administered in a manner that follows
Arizona Revised Statutes Title 35, Chapter 2, Article 2.1, as amended and oth-
er investment guidelines mandated by statute and is limited in its application
to funds that are not immediately needed and are available for investment, in-
cluding any and/or all districts, component units, etc., of the Town. These
funds are accounted for in the Town’s Comprehensive Annual Financial Report
(“CAFR”) and may include:
A. The General Fund;
B. Highway User Revenue Fund;
C. Excise Tax Funds;
D. Special Revenue Funds;
E. Debt Service Funds;
F. Capital Project Funds
G. Development Fees Funds;
H. Internal Service Funds; and
I. Any new fund/component unit created unless specifically exempted.
Except for cash in certain restricted funds, the Town will consolidate cash bal-
ances from all funds to maximize investment earnings. Investment income will
be allocated to the various funds based on their respective participation and in
accordance with generally accepted accounting principles.
10.2 Prudence. Investments shall be made with judgment and care, under circum-
stances then prevailing, which persons of prudence, discretion, and intelligence
exercise in the management of their own affairs, not for speculation, but for
investment, considering the probable safety of their capital as well as the prob-
able income to be derived. The standard of prudence to be used by any firm or
individual given responsibility as Investment Officer shall be the “prudent per-
son” standard and shall be applied in the context of a professional investment
official managing an overall portfolio or account in a manner that aims to ac-
complish the objectives set forth in these policies. Investment Officers acting in
accordance with the Town’s written procedures and this Investment Policy and
exercising due diligence shall be relieved of personal responsibility for an indi-
vidual security’s credit risk or market price changes, provided deviations from
expectations are reported in a timely fashion and appropriate action is taken to
control adverse developments.
10.3 Objectives. In priority order, the primary objectives of Town investment activi-
ties are:
A. Safety: Safety of principal is the foremost objective of the investment
program. Investments of the Town shall be undertaken in a manner that
seeks to ensure the preservation of principal in the overall portfolio. To
attain this objective, the Town will diversify its investments by investing
funds among a variety of securities offering independent returns and fi-
nancial institutions.
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Financial Overview & Policies
B. Liquidity: The Town Investment Portfolio will remain sufficiently liquid
to enable the Town to meet all operating requirements that might be
reasonably anticipated. Liquidity will be achieved by matching invest-
ment maturities with forecasted cash flow funding requirements, by in-
vesting in securities with active secondary markets and by diversification
of maturities and call dates. Furthermore, since all possible cash de-
mands cannot be anticipated, a portion of the portfolio may also be
placed in savings accounts, Certificates of Deposit (“CDs”) or local gov-
ernment investment pools that offer same day liquidity for short-term
funds.
C. Yield (Return on Investments): The Town Investment Portfolio shall be
designed with the objective of attaining a market rate of return
throughout budgetary and economic cycles, taking into account the
investment risk constraints of safety and liquidity needs and the cash
flow characteristics of the portfolio.
Return shall be subordinated to safety and liquidity. The core of invest-
ments is limited to relatively low-risk securities in anticipation of earning
a fair return relative to the risk being assumed. Securities shall not be
sold prior to maturity, with the following exceptions:
(1) A security with declining credit may be sold early to minimize loss
of principal;
(2) A security swap would improve the quality, yield or target dura-
tion in the portfolio;
(3) Liquidity needs of the portfolio require that the security be sold;
and
(4) If market conditions present an opportunity for the Town to bene-
fit from the sale.
D. Risk of Loss: All participants in the investment process will seek to act
responsibly and prudently as custodians of the public trust. Investment
Officers will avoid any transactions that they reasonably believe might
impair public confidence in the Town’s ability to govern effectively. The
Town Council recognizes that in a diversified portfolio, occasional meas-
ured losses due to market volatility are inevitable, and must be consid-
ered within the context of the overall portfolio’s investment return, pro-
vided that adequate diversification has been implemented.
10.4 Investment Strategy. The Town intends to pursue a portfolio management phi-
losophy that includes passive management; passive management means that
the financial markets will be monitored by Investment Officers and invest-
ments will be purchased and sold based on the Town’s parameters for safety
and liquidity and based on market conditions. All marketable securities pur-
chased by the Town shall have active secondary markets, unless a specific
cash outflow is being matched with an investment that will be held to maturity
to meet that obligation. Securities may be purchased as a new issue or in the
secondary markets. Securities may be sold as provided in Section 10.3. Securi-
ties may be purchased with the intent from the beginning to sell them prior to
maturity or with the expectation that the security would likely be called prior to
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maturity under the analyzed market scenario. The portfolio will be structured
to benefit from anticipated market conditions and to achieve a reasonable re-
turn. Relative value between asset groups shall be analyzed and pursued as
part of the investment program within the restrictions set forth by this Invest-
ment Policy. Diversification by market sector and security types, as well as ma-
turity will be used to protect the Town from credit and market risk in order to
meet liquidity requirements. Market and credit risk shall be minimized by di-
versification and are defined below:
A. Credit Risk: The Town will seek to mitigate credit risk, which is defined
as the risk of loss due to failure of the security issuer or backer. Mitigat-
ing credit risk is to be accomplished by carefully managing the allocation
of funds to non-government or insured sectors. The Finance Director will
monitor the credit holdings on a continuous basis to ensure they remain
appropriate to hold.
B. Interest Rate Risk: The Town will seek to mitigate interest rate risk,
which is defined as the risk that the market value of securities held in
the portfolio will decline due to increases in market interest rates subse-
quent to their purchase. This mitigation will be accomplished by:
(1) Structuring the Investment Portfolio so that securities mature
concurrent with the anticipated cash requirements for ongoing
operations, thereby avoiding, as much as possible, the need to
sell securities into an adverse market environment prior to ma-
turity;
(2) Investing funds primarily in shorter-term securities or similar in-
vestment pools and limiting the average maturity of the portfolio
in accordance with the needs of the Town; and
(3) With respect to any firm or individual given responsibility for in-
vestments, utilizing external research and advice regarding the
current interest rate outlook and global economic condition to op-
timize portfolio duration strategy.
C. Market Rate Risk: The Town will seek to mitigate market rate risk,
which is defined as the risk that the portfolio value will fluctuate due to
changes in the general level of interest rates. This mitigation will be ac-
complished by:
(1) Providing adequate liquidity for short-term cash needs; and
(2) Making longer-term investments only with funds that are not
needed for current cash flow purposes.
10.5 Responsibility and Control.
A. Delegation of Authority: Authority to manage the Town investment pro-
gram is derived from the Ariz. Rev. Stat. §§ 35-323 - 328. Manage-
ment responsibility for the investment program is hereby delegated to
the Finance Director. The Finance Director shall be primarily responsible
for ensuring the Investment Portfolio is invested according to this In-
vestment Policy. In carrying out these duties, the Finance Director may
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The Height of Desert Living 77
Financial Overview & Policies
delegate certain tasks to others (each an “Investment Officer”) whose
skill and experience are appropriate to the delegation. The term
“Investment Officer” includes the Finance Director (until a particular task
is delegated) and the “Investment Advisor,” as defined below and as de-
scribed in Section 10.5. A list of Town personnel eligible for delegation
as Investment Officer is attached to this Investment Policy in Appen-
dix A.
B. Establishment of Procedures: The Finance Director shall establish writ-
ten procedures for the operation of the investment program consistent
with this Investment Policy. Procedures should include reference to:
safekeeping, repurchase agreements, wire transfer agreements, bank-
ing service contracts and collateral/depository agreements. Such proce-
dures shall include explicit delegation of authority to persons responsible
for investment transactions. No person may engage in an investment
transaction except as provided under the terms of this Investment Policy
and the procedures established by the Finance Director.
C. Management Responsibilities: No person shall engage in an investment
transaction except as provided under the terms of Investment Policy,
the procedures established by the Finance Director, or designee, and
verbal or written authorization by the Finance Director to withdraw,
transfer, deposit and invest the Town’s funds. The Finance Director shall
be responsible for all transactions undertaken, and shall establish a sys-
tem of controls to regulate the activities of Investment Officers. The Fi-
nance Director has the authority to manage internally or to delegate the
management of the investment program to an investment advisor en-
gaged by the Town (the “Investment Advisor”). The Finance Director is
responsible for:
(1) Reporting Investment Portfolio performance to Town Manager;
(2) Evaluating the performance of the externally-managed portfolio;
(3) Monitoring Investment Advisor’s compliance with this Investment
Policy;
(4) Conveying the investment needs of the Town to the Investment
Advisor; and
(5) Developing investment strategy with the Investment Advisor.
D. Ethics and Conflicts of Interest: All persons involved in the investment
process shall refrain from personal business activity that could conflict
with proper execution of the investment program, or which could impair
their ability to make impartial investment decisions. Employees and In-
vestment Officers shall disclose to the Town Manager any material fi-
nancial interests in financial institutions that conduct business within the
Town, and they shall further disclose any material personal financial/
investment positions that could be related to the performance of the
Town, particularly with regard to the time of purchases and sales. This
Investment Policy expressly incorporates the provisions of Ariz. Rev.
Stat. Title 38, Chapter 3, Article 8.
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E. Disclosure: Investment Officers and employees shall disclose to the
Town Manger any material financial interest in financial institutions that
conduct business with the Town. Investment Officers and employees
shall further disclose any material personal investment positions that
could be related to the performance of the Town’s Investment Portfolio.
Investment Officers and employees shall subordinate their personal in-
vestment transaction to those of this jurisdiction, particularly with re-
gard to the timing of purchases and sales. An Investment Officer who is
related within the second degree by affinity or consanguinity to individu-
als seeking to sell an investment to the Town shall file a statement with
the Town Manager and the Finance Director disclosing that relationship.
F. Investment Training: Investment Officers shall have a finance, account-
ing or related degree and knowledge of treasury functions and the State
of Arizona laws governing public money management and investments.
10.6 Authorized Financial Dealers and Institutions. The Finance Director will main-
tain a list of qualified persons or firms authorized to provide investment ser-
vices that have been publicly procured. In addition, a list will also be main-
tained of the State pool of approved security broker/dealers selected by credit
worthiness who are authorized to provide investment services. The Town shall
qualify persons or firms by applying generally accepted industry standards
(i.e., capital requirements, asset quality, earnings, liquidity, management and
local community development) using available public agency and private rating
services as appropriate. Investment transactions shall only be conducted with
financial institutions that are licensed as may be required by law to do business
in Arizona. Primary government securities dealers, or broker-dealers engaged
in the business of selling government securities shall be registered in compli-
ance with section 15 or 15C of the Securities Exchange Act of 1934 and regis-
tered pursuant to Ariz. Rev. Stat. § 44-3151, as amended. It shall be the re-
sponsibility of the financial institutions and broker/dealers who desire to be-
come qualified bidders for investment transactions to provide the following:
i. Audited financial statements within six months of the close of the fiscal
year
ii. Proof of Financial Industry Regulatory Authority (FINRA) certification,
and trading resolution;
iii. Proof of State registration; and
iv. Certification of having read this Investment Policy and the Town’s de-
pository contracts.
An eligible listing of broker/dealers shall be established for the purchase and
sale of investment securities; a new list of approved broker/dealers will be es-
tablished as needed. External managers may also use their own lists of inter-
nally-approved broker-dealers, but only after any such list has been approved
by the Town Manager and Finance Director. A periodic review of the financial
condition and registrations of qualified companies will be conducted by the Fi-
nance Director and the Town Manager.
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The Height of Desert Living 79
Financial Overview & Policies
A. Selection of Depository, Financial Institutions and Broker/Dealers: De-
positories shall be selected through the Town’s procurement process,
with a typical contract being for two years with an option to extend the
contract for three additional one year terms. In selecting depositories,
the creditworthiness of institutions shall be considered, and the Finance
Director shall conduct a comprehensive review of the prospective depos-
itories’ credit characteristics and financial history. No public deposit shall
be made except in an eligible public depository as established by state
depository laws. The depository bank bid will not include bids for invest-
ment rates on certificates of deposit.
Certificate of deposit rates will be evaluated competitively between qual-
ified financial institutions in accordance with the manner in which all
other types of investment assets are purchased. The Investment Officer
may accept bids for certificates of deposit and for all marketable securi-
ties either orally, in writing, electronically, or in any combination of
these methods. The Investment Officer will strive to receive three price
quotes on marketable securities being sold, but may allow one broker/
dealer to sell at a predetermined price under certain market conditions.
Investments purchased shall be shopped competitively between ap-
proved financial institution and broker/dealers.
B. Insurability: Banks, financial institutions, individuals and firms seeking
to establish eligibility for the Town’s certificates of deposit purchase pro-
gram, shall submit financial statements, evidence of federal insurance
and other information as required by the Investment Officers.
10.7 Portfolio and Investment Asset Parameters.
A. Pricing: Market price for investments acquired for the Town’s Invest-
ment Portfolio shall be priced using independent pricing sources and
market value shall be monitored at least annually.
B. Eligible Investments: The Town’s eligible investments are governed by
Ariz. Rev. Stat. § 35-323 et seq. Furthermore, those investments not
identified in Ariz. Rev. Stat. § 35-323 et seq. are considered to be in-
eligible. For the eligible investments, the following limitations apply:
(1) Investments in insured or collateralized CDs in eligible deposi-
tories shall not exceed 30% of the portfolio.
(2) Investments in Certificate of Deposit Account Registry Services
shall not exceed 20% of the portfolio.
(3) Bonds, notes or other evidences of indebtedness of the State
or any of its counties, incorporated cities or towns, school dis-
tricts or special taxing districts, including registered warrants
that bear interest pursuant to Ariz. Rev. Stat. § 11-635, shall
not exceed 10% of the portfolio.
(4) Bonds, notes or evidences of indebtedness of any county, mu-
nicipal district, municipal utility or special taxing district of any
state that are payable from revenues, earnings or a special tax
specifically pledged for the payment of the principal and inter-
The Height of Desert Living 80
est on the obligations, and for the payment of which a lawful
sinking fund or reserve fund has been established and is being
maintained shall not exceed 10% of the portfolio.
(5) Bonds, notes or evidences of indebtedness issued by any coun-
ty improvement district or municipal improvement district of
any state to finance local improvements authorized by law, if
the principal and interest of the obligations are payable from
assessments on real property within the improvement district
shall not exceed 10% of the portfolio.
(6) Commercial paper of prime quality shall not exceed 30% of the
portfolio.
(7) Bonds, debentures, notes or other evidences of indebtedness
shall not exceed 30% of the portfolio.
(8) Negotiable or brokered certificates of deposit issued by a na-
tionally or state chartered bank or savings and loan association
shall not exceed 30% of the portfolio.
Bond proceeds shall be invested by the Finance Director (or the In-
vestment Officer, if such duties have been delegated) pursuant to ap-
plicable laws, relevant bond indenture requirements and relevant ten-
ets of this Investment Policy.
Proceeds from tax-exempt bonds shall be invested, recorded, and re-
ported in the manner set forth by the United States (“U.S.”) Treasury
and Internal Revenue Service to preserve the tax-exempt status of
the bonds. The Town’s Finance Department will maintain systems to
ensure that these requirements are met. Funds set aside to defease
Town debt in conjunction with an escrow agreement will be invested
in accordance with State law and appropriate bond documents and as
the trustee bank holding such funds deems necessary.
C. Prohibited Investments: Regardless of sector, no more than 5% of
the portfolio may be invested in any one issuer (excluding obligations
issued or guaranteed by the U.S. or any of the senior debt of its
agencies, sponsored agencies, corporations, sponsored corporations,
or instrumentalities). In addition to the limitations on investment
types according to Ariz. Rev. Stat. § 35-323 et seq., Town funds will
not be invested in any of the following:
(1) reverse repurchase agreement
(2) callable agencies
(3) derivative type investments such as collateralized mortgage
obligations, strips, floaters, etc.
(4) futures, contractual swaps, options
(5) inverse floaters
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The Height of Desert Living 81
Financial Overview & Policies
(6) interest only securities
(7) forward contracts
(8) interest bearing securities that have a possibility of not accru-
ing current income
(9) closed end management type companies
(10) securities whose yield/market value is based on currency, com-
modity, or non-interest indices
(11) bearer-form securities
D. Downgraded Credit Ratings: If the credit rating of a security is sub-
sequently downgraded below the minimum rating level specified in
this Investment Policy, the Finance Director shall evaluate the down-
grade on a case-by-case basis in order to determine if the security
should be held or sold. The Finance Director will apply the general ob-
jectives of safety, liquidity, yield, and legality to make the decision.
10.8 Collateralization. Where allowed by State law, full collateralization is required
on all demand deposit accounts, including checking accounts and non-
negotiable certificates of deposit. The State requires all depositories holding
public funds participate in the State managed pooled collateral program. The
State will monitor collateral for public funds to ensure the proper level of collat-
eral is maintained by participant depositories. The Finance Director will check
to ensure that any depository it utilizes is a State collateral pool participant. In
the event that the Town enters into a repurchase agreement, it shall require
collateralization at 102% and accept only the following insurance and securities
as collateral:
A. FDIC insurance coverage.
B. Obligations of the U.S., its agencies and instrumentalities, including
agency and instrumentality issued mortgage backed collateral if directly
guaranteed by the U.S.
C. Other obligations, the principal of and interest on which are uncondition-
ally guaranteed or insured by the State, the U.S. or its agencies and in-
strumentalities.
D. Obligations of states, agencies thereof, counties, cities, and other politi-
cal subdivisions of any state having been rated as to investment quality
by a NRSRO and having received a rating of no less than “A” or its
equivalent.
10.9 Safekeeping and Custody. All security transactions including collateral for re-
purchase agreements, entered into by the Town or its agents/trustees shall be
conducted on a delivery-versus-payment (“DVP”) basis. That is, funds shall not
be wired or paid until verification has been made that the safekeeping bank
received the correct security. The safekeeping, or custody, bank is responsible
for matching instructions from the Town’s Investment Officers on an invest-
ment settlement, with what is wired from the broker/dealer, prior to releasing
The Height of Desert Living 82
the Town’s designated funds for a given purchase. The security shall be held in
the name of the Town, or held on behalf of the Town, in a bank nominee
name. A third party custodian designated by the Finance Director and evi-
denced by safekeeping receipts will hold securities. The safekeeping bank’s
records shall assure the notation of the Town’s ownership of, or explicit claim
on, the securities. The original copy of all safekeeping receipts shall be deliv-
ered to the Town. Securities shall be held by a custodian designated by the
Town Manager and evidenced by safekeeping receipts.
10.10 Internal Control. The Town Manager shall establish an annual process of inde-
pendent review as part of the external audit. This review will provide internal
control by assuring compliance with policies and procedures. The Investment
Officer is responsible for establishing and maintaining an internal control struc-
ture designed to ensure that the assets of the Town are protected from loss,
theft, or misuse. The internal control structure shall be designed to provide
reasonable assurance that these objectives are met. The concept of reasona-
ble assurance recognizes that the cost of a control should not exceed the
benefits likely to be derived and the valuation of costs and benefits requires
estimates and judgments by management. Internal controls should address
the following points:
A. Control of collusion: Collusion is a situation where two or more em-
ployees are working in conjunction to defraud their employer.
B. Separation of transaction authority from accounting and record keep-
ing: By separating the person who authorizes or performs the transac-
tion from the people who record or otherwise account for the transac-
tion, a separation of duties is achieved.
C. Custodial safekeeping: Securities purchased from any bank or dealer
including appropriate collateral (as defined by state law) shall be
placed with an independent third party of custodial safekeeping.
D. Avoidance of physical delivery securities: Book-entry securities are
much easier to transfer and account for since actual delivery of a docu-
ment never takes place. Delivered securities must be properly safe-
guarded against loss or destruction. The potential for fraud and loss
increases with physically delivered securities.
E. Clear delegation of authority to staff members: Staff members must
have a clear understanding of their authority and responsibilities to
avoid improper actions. Clear delegation of authority also preserves
the internal control structure that is contingent on the various staff po-
sitions and their respective responsibilities.
F. Written confirmation of transactions for investments and wire trans-
fers: Due to the potential for error and improprieties arising from tele-
phone and electronic transactions, all transactions should be supported
by written communications and approved by the appropriate person.
Written communications may be via facsimile if on letterhead and if the
safekeeping institution has a list of authorized signatures.
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Financial Overview & Policies
G. Development of a wire transfer agreement with the lead bank and third
-party custodian: The Finance Director should ensure that an agree-
ment will be entered into and will address the following points: con-
trols, security provisions, and responsibilities of each party making and
receiving wire transfers.
10.11 Reporting. The Town Manager, or designee, is charged with the responsibility
of providing quarterly reports on investment activity and returns. The report
shall summarize investment transactions that occurred during the reporting
period, and shall include, at a minimum:
A. Asset listing showing par value, cost and market value of each security,
type of investment, issuer and interest rate;
B. Average maturity of the portfolio;
C. Maturity distribution of the portfolio;
D. Average portfolio credit quality;
E. Distribution by type of investment.
10.12 Investment Policy Adoption. This Investment Policy shall be adopted by resolu-
tion of the Town Council. The Investment Policy shall be reviewed at least once
every five years by the Finance Director and Town Manager and any modifica-
tions made hereto must be approved by the Town Council.
10.13 Certification. A copy of this Investment Policy will be provided upon request to
the senior management of any financial institution that is approved to transact
business with the Town in order that it is appraised of the policies of the Town.
The certification must be signed and executed by a senior member of the fi-
nancial institution before any business is conducted.
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GLOSSARY
AGENCY: A debt security issued by a federal or federally sponsored agen-
cy. Federal agencies are backed by the full faith and credit of the U.S. Government.
Federally sponsored agencies (FSAs) are backed by each particular agency with a
market perception that there is an implicit government guarantee. An example of
federal agency is the Government National Mortgage Association (GNMA). An exam-
ple of a FSA is the Federal National Mortgage Association (FNMA).
ASKED: The price at which securities are offered.
BANKERS’ ACCEPTANCE (BA): A draft or bill or exchange accepted by a
bank or trust company. The accepting institution guarantees payment of the bill, as
well as the issuer.
BASIS POINT: A unit of measurement used in the valuation of fixed -income
securities equal to 1/100 of 1 percent of yield (i.e., “1/4” of 1 percent is equal to 25
basis points).
BID: The price offered by a buyer of securities. (When you are selling se-
curities, you ask for a bid.) See Offer.
BROKER: A broker brings buyers and sellers together for commission.
CERTIFICATE OF DEPOSIT (CDs): A time deposit with a specific maturity
evidenced by a certificate. Large-denomination CDs are typically negotiable.
CERTIFICATE OF DEPOSIT ACCOUNT REGISTRY SERVICES (CDARS): A net-
work of financial institutions offering CDs that diversify large deposits between
banks at FDIC limits.
COLLATERAL: Securities, evidence of deposit or other property which a
borrower pledges to secure repayment of a loan. Also refers to securities pledged by
a bank to secure deposits of public monies.
COMPREHENSIVE ANNUAL FINANCIAL REPORT (CAFR): The official annual
report for the Town. It includes five combined statements for each individual fund
and account group prepared in conformity with GAAP. It also includes supporting
schedules necessary to demonstrate compliance with finance-related legal and con-
tractual provisions, extensive introductory material, and a detailed Statistical Sec-
tion.
COUPON: (a) The annual rate of interest that a bond ’s issuer promises to pay
the bondholder on the bond’s face value. (b) A certificate attached to a bond evi-
dencing interest due on a payment date.
DEALER: A dealer, as opposed to a broker, acts as a principal in all transac-
tions, buying and selling for his own account.
DEBENTURE: A bond secured only by the general credit of the issuer.
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Financial Overview & Policies
DELIVERY VERSUS PAYMENT: There are two methods of delivery of securi-
ties: delivery versus payment and delivery versus receipt. Delivery versus payment
is delivery of securities with an exchange of money for the securities. Delivery ver-
sus receipt is delivery of securities with an exchange of a signed receipt for the se-
curities.
DISCOUNT: The difference between the cost price of a security and its ma-
turity when quoted at lower than face value. A security selling below original offer-
ing price shortly after sale also is considered to be at a discount.
DISCOUNT SECURITIES: Non -interest bearing money market instruments that
are issued a discount and redeemed at maturity for full face value (i.e., U.S. Treas-
ury Bills).
DIVERSIFICATION: Dividing investment funds among a variety of securi-
ties offering independent returns.
FEDERAL CREDIT AGENCIES: Agencies of the Federal Government set up to
supply credit to various classes of institutions and individuals, i.e., S&L’s small busi-
ness firms, students, farmers, farm cooperatives, and exporters.
FEDERAL DEPOSIT INSURANCE CORPORATION (FDIC): A federal agency
that insures bank deposits, currently up to $250,000 per deposit.
FEDERAL FARM CREDIT BUREAU (FFCB): Debt securities issued by banks of
the Farm Credit System, a leading provider of loans, leases, and services to rural
communities and U.S. agriculture.
FEDERAL FUNDS RATE: The rate of interest at which Fed funds are traded.
This rate is currently pegged by the Federal Reserve through open-market opera-
tions.
FEDERAL HOME LOAN BANKS (FHLB): The institutions that regulate and
lend to savings and loan associations. The Federal Home Loan Banks play a role
analogous to that played by the Federal Reserve Banks vis-a-vis member commer-
cial banks.
FEDERAL NATIONAL MORTGAGE ASSOCIATION (FNMA): FNMA, like GNMA
was chartered under the Federal National Mortgage Association Act in 1938. FNMA is
a federal corporation working under the auspices of the Department of Housing and
Urban Development (HUD). It is the largest single provider of residential mortgage
funds in the U.S. Fannie Mae, as the corporation is called, is a private stockholder-
owned corporation. The corporation’s purchases include a variety of adjustable
mortgages and second loans, in addition to fixed-rate mortgages. FNMA’s securities
are also highly liquid and are widely accepted. FNMA assumes and guarantees that
all security holders will receive timely payment of principal and interest.
FEDERAL OPEN MARKET COMMITTEE (FOMC): Consists of seven members
of the Federal Reserve Board and five of the twelve Federal Reserve Bank Presi-
dents. The President of the New York Federal Reserve Bank is a permanent mem-
ber, while the other Presidents serve on a rotating basis. The Committee periodically
meets to set Federal Reserve guidelines regarding purchases and sales of Govern-
ment Securities in the open market as a means of influencing the volume of bank
credit and money.
The Height of Desert Living 86
FEDERAL RESERVE SYSTEM: The central bank of the U.S. created by Con-
gress and consisting of a seven-member Board of Governors in Washington, D.C.,
12 regional banks and about 5,700 commercial banks that are members of the sys-
tem.
FINANCIAL REGULATORY INDUSTRY AUTHORITY: A regulatory body creat-
ed after the merger of the National Association of Securities Dealers and the New
York Stock Exchange’s regulation committee. The Financial Industry Regulatory Au-
thority is responsible for governing business between brokers, dealers and the in-
vesting public. By consolidating these two regulators, FINRA aims to eliminate regu-
latory overlap and cost inefficiencies.
GOVERNMENT NATIONAL MORTGAGE ASSOCIATION (GNMA OR GINNIE
MAE): Securities influencing the volume of bank credit guaranteed by
GNMA and issued by mortgage bankers, commercial banks, savings and loan associ-
ations, and other institutions. Security holder is protected by full faith and credit of
the U.S. Government. Ginnie Mae securities are backed by the FHA, VA, or FMHM
mortgages. The term “pass-throughs” is often used to describe Ginnie Maes.
GOVERNMENT SPONSORED ENTERPRISE AGENCIES (GSE): U.S. Govern-
ment Agencies, Government Sponsored Enterprises (GSEs), Corporations or Instru-
mentalities of the US Government – Federal Instrumentality Securities include, but
are not limited to, Federal National Mortgage Association (FNMA), the Federal Home
Loan Mortgage Corporation (FHLMC), Federal Home Loan Banks (FHLB), and the
Federal Farm Credit Bureau (FFCB).
INTERNAL CONTROLS: An internal control structure designed to ensure
that the assets of the entity are protected from loss, theft, or misuse. The internal
control structure is designed to provide reasonable assurance that these objectives
are met.
INVESTMENT ADVISOR: An independent person or group of people that
makes investment recommendations or conducts securities analysis for a fee.
LIQUIDITY: A liquid asset is one that can be converted easily and rapidly
into cash without a substantial loss of value. In the money market, a security is said
to be liquid if the spread between bid and asked prices is narrow and reasonable
size can be done at those quotes.
LOCAL GOVERNMENT INVESTMENT POOL (LGIP): The aggregate of all
funds from political subdivisions that are placed in the custody of the State Treasur-
er for investment and reinvestment.
MARKET VALUE: The price at which a security is trading and could presum-
ably be purchased or sold.
MASTER REPURCHASE AGREEMENT: A written contract covering all future
transactions between the parties to repurchase/reverse repurchase agreements that
establishes each party’s rights in the transactions. A master agreement will often
specify, among other things, the right of the buyer-lender to liquidate the underly-
ing securities in the event of default by the seller-borrower.
MATURITY: The date upon which the principal or stated value of an invest-
ment becomes due and payable.
Financial Overview & Policies
The Height of Desert Living 87
MONEY MARKET: The market in which short -term debt instruments (i.e., bills,
commercial paper, bankers’ acceptances, etc.) are issued and traded.
OFFER: The price asked by a seller of securities. (When you are buying se-
curities, you ask for an offer.) See Asked and Bid.
OPEN MARKET OPERATIONS: Purchases and sales of government and cer-
tain other securities in the open market by the New York Federal Reserve Bank as
directed by the FOMC in order to influence the volume of money and credit in the
economy. Purchases inject reserves into the bank system and stimulate growth of
money and credit; sales have the opposite effect. Open market operations are the
Federal Reserve’s most important and most flexible monetary policy tool.
PORTFOLIO: Collection of securities held by an investor.
PRIMARY DEALER: A group of government securities dealers who submit
daily reports of market activity and positions and monthly financial statements to
the Federal Reserve Bank of New York and are subject to its informal oversight. Pri-
mary dealers include SEC-registered securities broker-dealer, banks, and a few un-
regulated firms.
PRUDENT PERSON RULE: An investment standard. In some states, the law
requires that a fiduciary, such as a trustee, may invest money only in a list of secu-
rities selected by the custody state - the so-called legal list. In other states, the
trustee may invest in a security if it is one which would be bought by a prudent per-
son of discretion and intelligence who is seeking a reasonable income and preserva-
tion of capital (see Ariz. Rev. Stat. §§ 14-10902 and 14-10906).
QUALIFIED PUBLIC DEPOSITORIES: A financial institution which does not
claim exemption from the payment of any sales or compensation use or ad valorem
taxes under the laws of this state, which has segregated for the benefit of the com-
mission eligible collateral having a value of not less than its maximum liability and
which has been approved by the Public Deposit Protection Commission to hold public
deposits.
RAINY DAY FUND: Designed to set revenue aside during times of above -
trend economic growth and to utilize this revenue during times of below-trend
growth. A Rainy Day Fund can be used to balance the budget, which is the intend-
ed purpose.
RATE OF RETURN: The yield obtainable on a security based on it purchase
price or its current market price. This may be the amortized yield to maturity on a
bond the current income return.
REPURCHASE AGREEMENT (RP OR REPO): A holder of securities sells these
securities to an investor with an agreement to repurchase them at a fixed price on a
fixed date. The security “buyer” in effect lends the “seller” money for the period of
the agreement, and the terms of the agreement are structured to compensate him
for this. Dealers use RP extensively to finance their positions. Exception: When the
Fed is said to be doing RP, it is lending money, which is, increasing bank reserves.
SAFEKEEPING: A service to customers rendered by banks for a fee where-
by securities and valuables of all types and descriptions are held in the bank’s vaults
for protection.
Financial Overview & Policies
The Height of Desert Living 88
SECONDARY MARKET: A market made for the purchase and sale of out-
standing issues following the initial distribution.
SECURITIES & EXCHANGE COMMISSION (SEC): Agency created by Con-
gress to protect investors in securities transactions by administering securities legis-
lation.
SIFMA: Securities Industry and Financial Markets Association.
TOTAL RETURN: The sum of all investment income plus changes in the cap-
ital value of the portfolio. For mutual funds, return on an investment is composed of
share price appreciation plus any realized dividends or capital gains. This is calculat-
ed by taking the following components during a certain time period: (Price Apprecia-
tion) + (Dividends paid) + (Capital Gains) = Total Return.
U.S. TREASURY BILLS: A non -interest bearing discount security issued by the
U.S. Treasury to finance the national debt. Most bills are issued to mature in three
months, six months, or one year.
U.S. TREASURY BONDS: Long -term U.S. government debt securities with matur-
ities of ten years or longer and issued in minimum denominations of $1,000. Cur-
rently, the longest outstanding maturity for such securities is 30 years.
U.S. TREASURY NOTES: Intermediate U.S. government debt securities with
maturities of 1 to 10 years and issued in denominations ranging from $1,000 to $1
million or more.
U.S. TREASURY OBLIGATION: Direct obligations of the U.S. Treasury
whose payment is guaranteed by the U.S.
YIELD: The current rate of return on an investment security generally ex-
pressed as a percentage of the security’s current price.
Financial Overview & Policies
The Height of Desert Living 89
Financial Overview & Policies
Appendix A
Authorized Investment Officers:
PFM Asset Management LLC
Attn: Paulina Woo
1820 East Ray Road
Chandler, Arizona 85225
Town Manager
Town Accountant (limited in ministerial acts only)
Town Clerk (limited in ministerial acts only)
The Height of Desert Living 90
Financial Overview & Policies
The Height of Desert Living 91
Budget Highlights
Budget Highlights
The Height of Desert Living 92
Budget Introduction
In FY09-10, the Town introduced program budgeting. Program budgeting is a
method of budgeting expenditures to meet programmatic objectives rather than
budgeting on a line-item basis. In program budgeting, specific performance objec-
tives or outcomes are defined and the costs to produce those outcomes are enu-
merated in the budget. In FY16-17, although the budget document continues with
Department level, Division level and Program level budgets, many programs were
combined for more efficient managing and reporting purposes. For a summary of
all Town programs, please see pages 123-125.
The proposed budget is
based on revenue projec-
tions that are conservative
and based on the expecta-
tion that the local and na-
tional economy will continue
at its existing pace of mod-
erate growth in revenues
next fiscal year. Revenues
for all funds are $26.9M with
expenditures of $32.6M with
some funds utilizing re-
serves for projects.
It should be noted that the
State-shared sources of rev-
enue are very sensitive to
the fluctuations of the econ-
omy as well as to annual
legislative appropriations.
Additionally, these revenues
are distributed to cities and
towns based on each munic-
ipality’s population com-
pared to that of the entire
State. Some municipalities
have abundant available
land for expansion and will
continue to grow in popula-
tion, while others, like Foun-
tain Hills, have fixed borders
and limited population
growth. Over time, Fountain
Hills will, therefore, repre-
sent a smaller and smaller percentage of the total and will be allocated a smaller
percentage of State-shared revenues. Past efforts to diversify the Town’s revenue
sources by asking the voters to approve a primary property tax have been unsuc-
cessful, which has necessitated reductions in force while maintaining the existing
level of service. During FY15-16, seven cities and towns had a mid-decade census
done in order to capture a bigger portion of State-shared revenues, which in turn,
has had a negative impact on the Town’s portion.
Budget Highlights
General Fund
64%
Streets
13%
Economic
Development
1%
Special Revenue
6%
Court Enhancement
1%
Environmental
2%
GO Debt
Service
6%
Eagle Mtn CFD
2%Capital Projects
3%
Parks & Rec
Development Fee
1%
Vehicle
Replacement Fund
1%
TOWN OF FOUNTAIN HILLS
REVENUES BY FUND
Total All Funds = $26.9M
General Fund
53%
Streets
16%
Economic
Development
1%
Tourism
1%
Special Revenue
5%
Environmental
2%
GO Debt Service
5%
Eagle Mtn CFD
1%
MPC Debt Service
1%
Capital Projects
10%
Facilities
Replacement Fund
3%Vehicle
Replacement Fund
1%
TOWN OF FOUNTAIN HILLS
EXPENDITURES BY FUND
Total All Funds = $32.6M
The Height of Desert Living 93
Budget Highlights
General Fund Budget Overview
The General Fund supports core services and is the largest fund with the greatest
potential for revenue fluctuations. Revenues from taxes, State-shared revenues,
license and permit fees, and charges for services provide the major resources to
fund programs and services delivered by the Town.
The economic recession forced the Town to focus on the delivery of core services,
defined by the Town Council as:
Public Safety – Fire and Emergency Medical, Law Enforcement
Administration – Finance, Administrative Services, Information Technology,
Purchasing, Town Manager, Town Clerk, General Government, and Judicial
Public Works - Facilities, Engineering
Development Services – Building Safety, Planning & Zoning, Code Enforce-
ment, Mapping & Graphics
Community Services – Parks, Recreation, Senior Services, Community Cen-
ter, Tourism, Open Space and Trails
In FY14-15 , the Town Council directed staff to develop a new program for funding
the maintenance of capital. In FY15-16, the Town had a Capital Reserve Study
performed to identify those items. During the upcoming year, a transfer of General
Fund reserves in the amount of $500,000 is proposed into the Facilities Replace-
ment Fund to help cover some of those projects.
90% of the Town’s General
Fund resources are derived
from the local taxes and
State-shared revenues.
In FY08-09, the Town received
$14.8M in General Fund revenues
but dropped over $2M by FY12 to
$12.6M. The economic recovery
saw a return to an upward reve-
nue stream. In FY19-20, 30% of
the Vehicle License Tax revenue
will be reallocated again to the
General Fund.
Intergovernmental
36%
Permits, Licenses,
Fees
7%
Building Revenue
3%
Local Taxes
54%
Town of Fountain Hills
FY19-20 General Fund Operating Revenues
TOTAL = $17.2M
$14.8
$13.4 $13.2 $12.6 $13.3 $13.2
$14.1 $14.7 $15.0
$15.9 $16.3
$17.2
$-
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
$14.0
$16.0
$18.0
$20.0
FY08-09 FY09-10 FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20MillionsGeneral Fund Revenues
The Height of Desert Living 94
Following is a brief summary of what is included in the proposed General Fund
budget for FY19-20:
Salaries and Benefits - For FY19-20, additional staffing is proposed, totaling
4.63 FTEs; a Code Enforcement Officer requested by Council, a Senior Building In-
spector, a Procurement Officer, a Streets Maintenance Technician, a part-time Ac-
count Clerk, and an increase in hours for the Civil Plans Examiner. Most Town em-
ployees’ salaries and benefits are funded through the General Fund; salaries nor-
mally include overtime, sick leave, and vacation. The Town Manager, with Council
direction, has put in a cost of living increase of 3.5%, with a 2% increase begin-
ning in July and the remaining 1.5% effective in January. Because local govern-
ments are primarily a service industry, salaries and benefits comprise a major por-
tion of expenditures. For Fountain Hills, salaries and benefits represent 25% of the
proposed General Fund budget in FY19-20 and 16% of the total budget.
Employee benefits include health, vision and dental insurance, employer taxes,
disability, workers’ compensation insurance, and employer match of retirement
contributions. The Town does not provide a defined benefit pension plan for em-
ployees but rather matches employee contributions into a 401(a) account main-
tained by the International City/County Managers Association (ICMA).
Contractual Services - The Town contracts with outside professionals for a num-
ber of services which represents 36% of the total budget (61% of the General
Fund). Two major contracts included in this category are:
1. Fire protection and emergency medical services ($3,721,695), currently un-
der contract with Rural/Metro Corporation – 3% increase; and
2. Police protection ($4,675,701), currently provided through the Maricopa
County Sheriff’s Office – 14.3% increase.
These two contracts alone represent 51% of the General Fund budget in FY19-20.
Contractual Services also include annual landscape maintenance contracts, equip-
ment and vehicle repairs, and facilities maintenance (janitorial, building mainte-
nance, etc.). Maintenance of the Town’s 119 acres of parks, Town medians, dams,
and washes are provided by independent contractors. These contracts are solicited
through a bid process to obtain the most competitive price for the Town. With
pavement management a high priority, the Town is placing a priority on infrastruc-
ture maintenance that has previously been deferred ($1,000,000 in funding annu-
ally).
The chart on the right shows
that the number of Town em-
ployees is only slightly higher
than at the lowest level in over
nineteen years while the level
of service to the citizens has
remained constant.
Budget Highlights
115
106
77
77
82 87 88 87
80
61 58 57
51 52 52 54 56 56
61
40
50
60
70
80
90
100
110
120
FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Number of FTE Employees
The Height of Desert Living 95
Maintenance/Utilities - In FY19-20, maintenance/utilities represent 6% of the
total General Fund budget. The Town owns eight buildings that require mainte-
nance on HVAC equipment, interior and exterior surfaces, electric and plumbing,
fire systems, irrigation, etc. Town staff has been unable to dedicate the resources
necessary to maintain the buildings in an optimum condition; consequently future
budgets will require increasing amounts of funding to maintain standards.
Supplies and Services - Supplies and Services include operational costs such as
operating supplies, office supplies, etc. for Town Hall and other Town-owned build-
ings and accounts for 4% of the operating budget. The Town owns the Library/
Museum, the Community Center, two operational fire stations, a vehicle mainte-
nance facility, the Kiwanis building, Town Hall, and the Streets operations building.
Capital Outlays - Capital outlays include the purchase of furniture and equip-
ment, and the improvement of Town facilities with a cost of at least $10,000 but
less than $50,000. Expenditures of $50,000 or more are included in the Capital
Improvement Program. The Facilities Replacement Fund is used to cover the costs
of other infrastructure type items, such as buildings, parks, the fountain, etc.
Streets (HURF) Fund Overview
The Streets (HURF) Fund is a fund restricted to streets and transportation related
purposes. With an operational priority for pavement management, the revenue
from Vehicle License Taxes (VLT) was appropriated within the Streets fund to be
used for pavement maintenance (not reconstruction). The available resources in
Streets are anticipated at $4.9M in FY19-20 including $773,173 from VLT. Road
maintenance has not been adequately funded for several years which has resulted
in serious degradation of the Town’s 163 miles of streets. The FY19-20 Streets’
budget will continue to focus on resolving the long-term fiscal needs for road
maintenance.
The Streets (HURF) fund provides funding for the following Town programs:
Streets Department—Administration, including Legal Services
Open Space
Pavement Management
Street Signs
Vehicle Maintenance
Excise Tax Funds Overview
The Excise Tax/Downtown Fund was created in FY00-01 designating 0.1% of the
Town’s 2.6% local sales tax to downtown development. Subsequently, on
April 18, 2013, the Town Council established an additional fund by splitting the
original Excise Tax/Downtown Fund into two separate funds:
Downtown Strategy Fund (original Excise Tax/Downtown Fund)
Economic Development Fund
Both funds were funded originally through the dedicated 0.1% of local sales tax
with a 60/40 split—60% of sales tax revenues allocated to the new Economic De-
velopment Fund and 40% of sales tax revenues allocated to the Downtown Strate-
gy Fund. The residual fund balance of the Excise Tax/Downtown Fund as of
Budget Highlights
The Height of Desert Living 96
June 30, 2013, was included with any new revenue in the Downtown Strategy
Fund to be used towards Town Center infrastructure improvement and develop-
ment.
The Economic Development Fund, originally, was funded with 60% of the 0.1%
local sales tax to be available for any economic development purpose. The Eco-
nomic Development budget also included a proposal to create a new fund for Tour-
ism in the amount of $103,000 as well as implementation of the Economic Devel-
opment Plan adopted by the Council in March 2013. A resolution (2014-50) was
passed on December 4, 2014, changing the allocations to 80% to the Economic
Development Fund and 20% to the Downtown Strategy Fund effective January 1,
2015.
Special Revenue Funds Overview
All special revenues (grants, etc.) are received in the Special Revenue Funds. Op-
erating expenses are also recorded in the Special Revenue Funds unless the pro-
jects supported are in the Capital Improvement Program or the funds are in sup-
port of ongoing Town services.
In 2013, with proceeds from a $60,000 grant from the State lottery funds (LTAF
II), the Town contracted with Valley Metro for a study on possible transportation
programs in Fountain Hills. The study was conducted throughout the community to
get a wide response as to the transportation needs; as a result, the Town created
the Ride-Choice program. Grant funds will be used for that program as long as
they are available. Additionally, a portion of subsequent funding was used to con-
struct the first bus shelter in Town as part of a Park N’ Ride approach near Town
Hall.
Included in the FY19-20 budget is an appropriation in the event that unanticipated
grants become available. These funds are committed/assigned/restricted for spe-
cific purpose and not available for general operations. The following is a summary
of the funds classified a special revenue funds:
Special Revenue Fund
Court Enhancement Fund
Environmental Fund
Cottonwoods Maintenance District Fund
Debt Service Funds Overview
Total debt service revenues for FY19-20 are budgeted at $2.1 million including
secondary property taxes for voter approved bonds and transfers from the General
Fund for the Community Center. Revenues are budgeted higher than expenditures
to allow for a delinquency factor in uncollected property tax revenues. The follow-
ing is a summary of the debt payments for FY19-20:
General Obligation Bonds (property taxes) $1.7 million
Municipal Property Corporation (excise taxes) $0.3 million
Eagle Mountain Facilities District (property taxes) $0.4 million
Budget Highlights
The Height of Desert Living 97
Development Fee Funds Overview
With limited funds from development anticipated, there are no capital projects
budgeted to be funded from development fees in the next fiscal year. However,
prior legislation required that the Town update the Infrastructure Improvement
Plan (IIP) and conduct a revised development fee study prior to August 1, 2014.
This study was initiated in FY12-13, completed in FY13-14 and is the basis for cur-
rent fees. The study was approved and reduced the number of fee categories from
five to two:
Law Enforcement, Streets, and Library/Museum were eliminated
Fire & Emergency and Parks/Recreation will remain
The fund balances remaining in the eliminated categories are included in the
FY19-20 expenditures to be used towards programs or projects that will be includ-
ed in a new IIP. A new Land Use Assumptions and IIP will be considered by Council
in early FY19-20.
Capital Projects Fund Overview
The Capital Projects Fund resources are derived from one time construction sales
tax (50% of revenues – the other 50% funds operations in the General Fund) as
well as bond proceeds or other revenue sources. During the building boom prior to
2008, the Town accumulated approximately $10M in the Capital Projects Fund and
had been cautious about moving forward with projects during the recession.
The following project areas and funding source are programmed for FY19-20 with
total expenditures for capital projects budgeted at $3.2M which include:
$0.5M for Golden Eagle Impoundment Area improvements
$0.3M in Four Peaks Park improvements
$0.3M in unpaved alley paving projects
$1.0M for intersection improvements
$0.2M for the Sidewalk Infill program
The complete list of projects is shown on page 342 and 346.
Budget Highlights
The Height of Desert Living 98
Budget Highlights
Operating
Funds
Debt Service
Funds
Capital
Projects Funds
Non-Major
Funds Total
Revenues:
Sales Tax 9,125,999$ -$ 640,293$ 1,229,517$ 10,995,809$
Property Tax - 2,087,527 - 6,642 2,094,169
Franchise Tax 187,231 - - - 187,231
Intergovernmental 6,220,134 - 90,000 4,224,749 10,534,883
Fines and Forfeitures 179,000 - - 49,000 228,000
Licenses and Permits 929,417 - 164,025 491,976 1,585,418
Charges for Services 297,800 - - 200,000 497,800
Leases and Rents 283,584 - - - 283,584
Investment Earnings 26,640 2,280 21,624 28,992 79,536
Other 402,449 - - 31,000 433,449
Sub total Revenues 17,652,254 2,089,807 915,942 6,261,876 26,919,879
Transfers In 210,418 303,235 1,800,000 648,607 2,962,260
Sub total 17,862,672 2,393,042 2,715,942 6,910,483 29,882,139
Use/(Source) of Reserves 959,582 (14,180) 1,633,252 3,064,166 5,642,820
Total Revenues 18,822,254$ 2,378,862$ 4,349,194$ 9,974,649$ 35,524,959$
Expenditures:
Current:
General Government:
Mayor and Council 98,544$ -$ -$ -$ 98,544$
Administration 2,050,966 2,378,862 155,050 1,991,508 6,576,386
General Government 1,149,769 - - - 1,149,769
Municipal Court 397,276 - - 154,800 552,076
Total General Government 3,696,555 2,378,862 155,050 2,146,308 8,376,775
Public Safety:
Fire & Emergency Medical 4,021,299 - 9,500 - 4,030,799
Law Enforcement 4,785,920 - - - 4,785,920
Total Public Service 8,807,219 - 9,500 - 8,816,719
Community Services 2,735,179 - 425,500 259,103 3,419,782
Public Works 1,440,676 - 3,479,144 5,929,313 10,849,133
Development Services 1,100,290 - - - 1,100,290
Sub total 17,779,919 2,378,862 4,069,194 8,334,724 32,562,699
Transfers Out 1,042,335 - 280,000 1,639,925 2,962,260
Total Expenditures 18,822,254$ 2,378,862$ 4,349,194$ 9,974,649$ 35,524,959$
Note: See page 43 for a listing of the funds included in each column.
FY19-20 Summary of Proposed Budget Revenues and Expenditures - All Funds
The Height of Desert Living 99
Budget Highlights
Sales Tax
41%
Property Tax
8%
Franchise Fee
1%
Inter-
governmental
39%Fines and
Forfeitures
1%
Licenses and
Permits
6%
Charges for
Services
2%
Leases and
Rents
1%
Other
1%
TOWN OF FOUNTAIN HILLS
NET REVENUES BY TYPE -ALL FUNDS
Total = $26.9M
General
Government
26%
Public Safety
27%Community
Services
11%
Public Works
33%
Development
Services
3%
TOWN OF FOUNTAIN HILLS
NET EXPENDITURES BY FUNCTION -ALL FUNDS
Total = $32.6M
The Height of Desert Living 100
Budget Highlights
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Revenues:
Taxes:
Sales Tax 9,419,552$ 10,311,578$ 10,348,824$ 10,995,809$
Property Tax 2,287,444 2,286,081 2,402,801 2,094,169
Franchise Tax 367,119 421,682 374,461 187,231
Intergovernmental 7,917,650 8,266,027 8,667,542 10,534,883
Fines and Forfeitures 257,727 182,998 298,000 228,000
Licenses and Permits 1,314,481 2,004,386 1,572,121 1,585,418
Charges for Services 360,114 254,122 310,724 497,800
Leases and Rents 287,230 282,530 237,768 283,584
Investment Earnings 55,126 158,861 297,068 79,536
Other 446,300 601,425 120,159 433,449
Sub total Revenues 22,712,743 24,769,690 24,629,468 26,919,879
Transfers In 5,238,137 4,582,728 1,500,561 2,962,260
Sub total 27,950,880 29,352,418 26,130,029 29,882,139
Use/(Source) of Reserves (4,404,648) 639,707 7,785,398 5,642,820
Total Revenues 23,546,232$ 29,992,125$ 33,915,427$ 35,524,959$
Expenditures:
Current:
General Government:
Mayor and Council 71,213$ 77,779$ 82,592$ 98,544$
Administration 5,466,577 5,443,898 5,883,922 6,576,386
General Government 417,745 1,432,215 663,579 1,149,769
Municipal Court 300,637 326,699 422,543 552,076
Total General Government 6,256,172 7,280,591 7,052,636 8,376,775
Public Safety:
Fire & Emergency Medical 4,043,063 5,703,533 6,495,801 4,030,799
Law Enforcement 3,884,593 3,792,675 4,211,488 4,785,920
Total Public Service 7,927,656 9,496,208 10,707,289 8,816,719
Community Services 2,930,692 3,549,873 4,780,935 3,419,782
Public Works 4,850,246 4,207,210 8,768,608 10,849,133
Development Services 790,733 875,515 1,105,398 1,100,290
Sub total Expenditures 22,755,499 25,409,397 32,414,866 32,562,699
Transfers Out 790,733 4,582,728 1,500,561 2,962,260
Total Expenditures 23,546,232$ 29,992,125$ 33,915,427$ 35,524,959$
Historical Summary of Revenues and Expenditures - All Funds
The Height of Desert Living 101
Budget Highlights
$-
$2
$4
$6
$8
$10
$12
$14
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
BudgetMillionsTown of Fountain Hills
Revenues -By Year and Type
Taxes
Intergovernmental
Debt Service Proceeds
Fines and Forfeitures
Licenses and Permits
Charges for Services
Leases and Rents
Investment Earnings
Other
$-
$2
$4
$6
$8
$10
$12
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
BudgetMillionsTown of Fountain Hills
Expenditures -By Year and Function
General Government
Public Safety
Community Services
Development Services
Public Works
The Height of Desert Living 102
Budget Highlights
Fund/Department
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Operating Funds
Mayor & Council 71,213$ 77,779$ 82,592$ 98,544$
Administration 1,921,811 2,290,065 2,438,779 2,050,966
General Government 202,454 204,809 616,326 1,073,362
Municipal Court 300,515 321,152 342,027 397,275
Public Works 894,827 795,607 1,035,577 1,100,934
Development Services 585,262 730,745 1,105,399 1,100,291
Community Services 2,273,100 2,177,851 2,520,780 2,595,839
Fire & Emergency Medical 3,674,953 3,866,395 3,918,227 4,021,299
Law Enforcement 3,884,593 3,792,675 4,211,488 4,785,920
Total General Fund 13,808,728 14,257,078 16,271,195 17,224,430
Community Services 50,518 29,234 54,100 139,340
Total Public Art Fund 50,518 29,234 54,100 139,340
Administration 53,368 61,229 - -
Total Internal Service Fund 53,368 61,229 - -
General Government 215,292 1,008,231 177,853 416,149
Total Vehicle/Equip Repl Fund 215,292 1,008,231 177,853 416,149
Total Operating Funds 14,127,906$ 15,355,772$ 16,503,148$ 17,779,919$
Special Revenue Funds
Public Works 2,962,316$ 2,611,947$ 5,035,896$ 5,194,059$
Total Streets (HURF) Fund 2,962,316 2,611,947 5,035,896 5,194,059
Administration 34,056 56,044 40,885 38,400
Total Downtown Strategy Fund 34,056 56,044 40,885 38,400
Administration 134,102 183,332 264,812 285,482
Total Economic Development Fund 134,102 183,332 264,812 285,482
Community Services 198,352 206,514 239,258 259,103
Total Tourism Fund 198,352 206,514 239,258 259,103
Administration 371,069 157,945 338,800 1,662,525
Total Special Revenue Fund 371,069 157,945 338,800 1,662,525
Municipal Court 122 5,547 80,515 154,800
Total Court Enhancement Fund 122 5,547 80,515 154,800
Public Works 494,638 530,655 709,326 735,254
Total Environmental Fund 494,638 530,655 709,326 735,254
Administration 3,798 4,696 5,101 5,101
Total Cottonwoods Maint District 3,798 4,696 5,101 5,101
Total Special Revenue Funds 4,198,453$ 3,756,680$ 6,714,593$ 8,334,724$
The Height of Desert Living 103
Budget Highlights
Debt Service Funds
Administration 2,119,250$ 2,121,550$ 1,972,850$ 1,663,800$
Total Gen Oblig Debt Service 2,119,250 2,121,550 1,972,850 1,663,800
Administration 409,226 407,724 405,968 409,192
Total Eagle Mtn CFD Debt Service 409,226 407,724 405,968 409,192
Administration 393,690 377,696 381,864 305,870
Total Munic Prop Corp Debt Service 393,690 377,696 381,864 305,870
Total Debt Service Funds 2,922,166$ 2,906,970$ 2,760,682$ 2,378,862$
Capital Projects Funds
Administration 26,207$ 2,791$ 34,863$ 155,050$
Public Works 610,851 250,012 881,913 2,660,000
Community Services 408,187 1,135,740 1,917,506 385,000
Fire & Emergency Medical 368,109 1,837,138 2,566,330 -
Total Capital Projects Fund 1,413,354 3,225,681 5,400,612 3,200,050
Public Works 93,085 163,759 975,296 819,144
Total Facilities Replacement Fund 93,085 163,759 975,296 819,144
Fire & Emergency Medical - - 11,244 9,500
Total Fire/Emergency Dev Fee - - 11,244 9,500
Community Services - - 48,756 40,500
Total Park/Rec Dev Fee - - 48,756 40,500
Community Services 535 535 535 -
Total Open Space Dev Fee 535 535 535 -
Total Capital Projects Funds 1,506,974$ 3,389,975$ 6,436,443$ 4,069,194$
Total Expenditures 22,755,499$ 25,409,397$ 32,414,866$ 32,562,699$
Fund/Department
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
The Height of Desert Living 104
Operating funds included in this table are the General Fund, Public Art and Vehicle
Replacement Funds. The Capital Projects and Non-Major Funds will be utilizing ac-
cumulated reserves, as well as funds transferred into those funds, for one time
capital expenditures.
Budget Highlights
Operating
Funds
Debt Service
Funds
Capital Projects
Funds
Non-Major
Funds Total
Revenues:
Sales Tax 9,125,999$ -$ 640,293$ 1,229,517$ 10,995,809$
Property Tax - 2,087,527 - 6,642 2,094,169
Franchise Tax 187,231 - - - 187,231
Intergovernmental 6,220,134 - 90,000 4,224,749 10,534,883
Fines and Forfeitures 179,000 - - 49,000 228,000
Licenses and Permits 929,417 - 164,025 491,976 1,585,418
Charges for Services 297,800 - - 200,000 497,800
Leases and Rents 283,584 - - - 283,584
Investment Earnings 26,640 2,280 21,624 28,992 79,536
Other 402,449 - - 31,000 433,449
Sub total 17,652,254 2,089,807 915,942 6,261,876 26,919,879
Transfers In 210,418 303,235 1,800,000 648,607 2,962,260
Total Revenues 17,862,672 2,393,042 2,715,942 6,910,483 29,882,139
Expenditures:
General Government:
Mayor and Council 98,544 - - - 98,544
Administration 2,050,966 2,378,862 155,050 1,991,508 6,576,386
General Government 1,149,769 - - - 1,149,769
Municipal Court 397,276 - - 154,800 552,076
Total General Government 3,696,555 2,378,862 155,050 2,146,308 8,376,775
Public Safety:
Fire & Emergency Medical 4,021,299 - 9,500 - 4,030,799
Law Enforcement 4,785,920 - - - 4,785,920
Total Public Service 8,807,219 - 9,500 - 8,816,719
Community Services 2,735,179 - 425,500 259,103 3,419,782
Public Works 1,440,676 - 3,479,144 5,929,313 10,849,133
Development Services 1,100,290 - - - 1,100,290
Sub total 17,779,919 2,378,862 4,069,194 8,334,724 32,562,699
Transfers Out 1,042,335 - 280,000 1,639,925 2,962,260
Total Expenditures 18,822,254 2,378,862 4,349,194 9,974,649 35,524,959
Net Change in Fund Balance (959,582) 14,180 (1,633,252) (3,064,166) (5,642,820)
Fund Balance
Beginning of Year - estimated 7,527,249 76,198 8,592,820 5,135,861 21,332,128
End of Year 6,567,667$ 90,378$ 6,959,568$ 2,071,695$ 15,689,308$
Fund Balance Percentage Change (13%)19%(19%)(60%)(26%)
Note: See page 43 for a listing of the funds included in each column.
FY19-20 Projected Changes in Fund Balances
The Height of Desert Living 105
Revenue Summary
Revenue Summary
The Height of Desert Living 106
Revenue
This section provides a broad overview of the revenues included in the FY19-20
budget. Information is presented for each fund and fund type.
Total revenues for all funds are estimated at $26,919,879 excluding transfers. The
Operating Funds portion represents approximately 66% of the total. Streets
(HURF) funds represent 13% of the total. Special Revenue funds represent anoth-
er 8% of the budget. Debt Service represents 8%, Excise Tax is 2%, and Capital
Projects represent 3%.
Revenue Summary
Operating Funds
66%
Streets
13%
Excise Tax Funds
2%
Special Revenue
Funds
8%
Debt Service Funds
8%
Capital Projects
Funds
3%
TOWN OF FOUNTAIN HILLS
REVENUES BY FUND TYPE
Total All Funds = $26.9M
The Height of Desert Living 107
Revenue Summary
Operating Funds
Sales Tax-Local 7,974,977$ 8,417,615$ 8,693,264$ 9,125,999$
Franchise Fees 367,119 421,683 374,461 187,231
Liquor License Fees 2,550 2,600 2,000 2,000
Business License 134,864 133,280 136,365 141,696
Animal License 39,163 36,174 - -
Building Permit 212,413 251,517 227,272 240,587
Sign Permits 8,860 6,935 8,175 6,100
Planning & Zoning Fees 4,611 6,384 17,489 16,185
Landscape Permits 23,100 23,520 23,100 16,800
Encroachment Permits 24,928 24,887 35,000 25,000
Variances 4,000 2,200 7,600 4,300
Subdivision Fees 34,950 206,768 45,250 52,250
Special Event Permit 6,850 8,800 5,225 8,750
Engineering Fees 4,050 6,600 3,950 5,900
Plan Review 135,838 185,422 176,326 185,969
Inspection Fees 65,869 35,440 12,500 13,250
Alcohol Permits 270 240 620 630
Third Party Revenues - - 235,000 210,000
Rental Fees 137,286 134,007 117,279 156,095
Non-Taxable Rental 11,209 7,301 300 7,300
Cell Tower Lease 138,735 141,223 120,189 120,189
Sales Tax-State 2,192,044 2,352,502 2,429,816 2,583,377
Income Tax-State 2,923,870 3,032,329 3,005,431 3,253,750
Vehicle License Tax - - - 336,749
Fire Insurance Premium Tax 44,611 45,347 50,500 46,258
Program Fees 174,638 164,456 195,724 197,800
Sponsorships 7,708 5,858 10,200 5,200
Donations 28,519 37,239 61,209 32,345
Reimbursements/Refunds 12,542 328 1,000 1,260
Auction/Recycle Proceeds 78 39 640 640
Restitution/Ins Proceeds - 712 4,500 200
Miscellaneous Revenue 5,211 5,721 5,310 5,310
Taxable Sales 12,499 34,088 10,800 30,810
Convenience Fees 4,149 5,448 1,500 1,500
Court Fines/Fees 211,190 152,161 246,000 179,000
Abatements - 1,575 - -
Interest Income 3,679 25,792 7,200 24,000
Internal Service Charges 2,084 - - -
Total General Fund 14,954,464 15,916,191 16,271,195 17,224,430
In-Lieu Fees 6,468 69,491 15,000 100,000
Donations 25 - - -
Restitution/Ins Proceeds - 1,500 - -
Interest Income 479 2,318 240 240
Total Public Art Fund 6,972 73,309 15,240 100,240
Internal Service Charges 53,368 56,129 - -
Vehicle Replacement Charges - 5,100 - -
Total Internal Service Fund 53,368 61,229 - -
Auction/Recycle Proceeds 23,467 3,839 - 25,000
Interest Income 3,221 12,830 1,200 2,400
Internal Service Charges - 1,193 - -
Vehicle Replacement Charges 238,583 331,305 268,472 300,184
Total Vehicle/Equip Repl Fund 265,271 349,167 269,672 327,584
Total Operating Funds 15,280,075$ 16,399,896$ 16,556,107$ 17,652,254$
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Revenues
The Height of Desert Living 108
Revenue Summary
Special Revenue Funds
Sales Tax-Local 719,662$ 793,197$ 796,063$ 819,678$
Vehicle License Tax 941,364 1,011,836 1,081,889 785,748
Highway User Tax 1,538,940 1,593,514 1,538,106 1,666,476
In-Lieu Fees 178,768 20,145 100,000 200,000
Adopt-A Street Fee 240 30 - -
Reimbursements/Refunds 91 - - -
Auction/Recycle Proceeds 992 1,159 - 1,000
Restitution/Ins Proceeds - 989 25,000 30,000
Miscellaneous Revenue - - - -
Interest Income 7,023 39,992 2,400 24,000
Internal Service Charges 2,154 - - -
Total Streets Fund 3,389,234 3,460,862 3,543,458 3,526,902
Sales Tax-Local 71,966 79,320 79,607 81,968
Interest Income 1,487 3,755 1,260 1,260
Total Downtown Strategy Fund 73,453 83,075 80,867 83,228
Sales Tax-Local 287,865 317,280 318,425 327,871
Prop 202/Gaming Revenue - - - -
Interest Income 482 1,150 240 240
Total Economic Development Fund 288,347 318,430 318,665 328,111
Grants 31,584 37,554 38,000 45,000
Prop 202/Gaming Rev 39,076 35,000 45,000 45,000
Donations - 2 - -
Taxable Sales 634 2,243 - -
Convenience Fees 9 6 - -
Interest Income 392 932 180 180
Total Tourism Fund 71,695 75,737 83,180 90,180
Grants 138,576 - 196,800 1,160,000
LTAF II 21,009 101,946 67,000 297,525
Prop 202/Gaming Rev 46,576 56,000 75,000 125,000
Total Special Revenue Fund 206,161 157,946 338,800 1,582,525
Grants - - - 100,000
CCEF Revenue 43,494 26,924 48,500 46,500
JCEF Revenue 3,043 2,337 3,500 2,500
Interest Income 263 589 240 840
Total Court Enhancement Fund 46,800 29,850 52,240 149,840
Environmental Fee 500,731 488,474 493,668 491,976
Convenience Fees 51 75 - -
Interest Income 2,048 7,663 1,800 2,400
Total Environmental Fund 502,830 496,212 495,468 494,376
Property Tax-Cy 5,653 5,471 6,642 6,642
Interest Income 74 197 72 72
Total Cottonwoods Maint District 5,727 5,668 6,714 6,714
Total Special Revenue Funds 4,584,247$ 4,627,780$ 4,919,392$ 6,261,876$
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Revenues
The Height of Desert Living 109
Revenue Summary
Property Tax-Cy 1,902,919$ 1,909,924$ 1,986,373$ 1,674,485$
Interest Income 4,408 8,494 1,200 1,200
Total Gen Oblig Bond Debt Service 1,907,327 1,918,418 1,987,573 1,675,685
Property Tax-Cy 378,872 370,686 409,786 413,042
Interest Income 938 2,116 240 240
Total Eagle Mtn CFD Debt Service 379,810 372,802 410,026 413,282
Interest Income 2,315 3,811 840 840
Total Munic Prop Corp Debt Service 2,315 3,811 840 840
Total Debt Service Funds 2,289,452$ 2,295,031$ 2,398,439$ 2,089,807$
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Revenues
Sales Tax-Local 365,082$ 704,166$ 461,465$ 640,293$
Grants - - 140,000 90,000
Reimbursements/Refunds 54,136 103,051 - -
Interest Income 19,757 22,557 7,224 7,224
Total Capital Projects Fund 438,975 829,774 608,689 737,517
Donations - 5,400 - -
Interest Income 4,141 17,275 3,600 7,200
Total Facilities Replacement Fund 4,141 22,675 3,600 7,200
Development Fees 21,666 172,727 33,297 31,323
Interest Income 412 1,608 240 2,400
Total Fire/Emergency Dev Fee 22,078 174,335 33,537 33,723
Development Fees 89,769 412,417 109,284 132,702
Interest Income 1,442 5,522 420 4,800
Total Park/Rec Dev Fee 91,211 417,939 109,704 137,502
Interest Income 2,564 2,260 - -
Total Open Space Dev Fee 2,564 2,260 - -
Total Capital Projects Funds 558,969$ 1,446,983$ 755,530$ 915,942$
Total Revenues 22,712,743$ 24,769,690$ 24,629,468$ 26,919,879$
The Height of Desert Living 110
See the following pages for a discussion of the major revenue types, restrictions
on use, and major influences for each type. The graphs on the following pages do
not represent all of the accounts combined into the above categories.
The use of reserves is intended to be for funding capital projects.
Revenue Summary
Operating
Funds
Debt Service
Funds
Capital
Projects Funds
Non-Major
Funds Total
% of
Total
Revenues:
Sales Tax 9,125,999$ -$ 640,293$ 1,229,517$ 10,995,809$ 31%
Property Tax - 2,087,527 - 6,642 2,094,169 6%
Franchise Tax 187,231 - - - 187,231 1%
Intergovernmental 6,220,134 - 90,000 4,224,749 10,534,883 30%
Fines and Forfeitures 179,000 - - 49,000 228,000 1%
Licenses and Permits 929,417 - 164,025 491,976 1,585,418 4%
Charges for Services 297,800 - - 200,000 497,800 1%
Leases and Rents 283,584 - - - 283,584 1%
Investment Earnings 26,640 2,280 21,624 28,992 79,536 0%
Other 402,449 - - 31,000 433,449 1%
Subtotal Revenues 17,652,254 2,089,807 915,942 6,261,876 26,919,879 75%
Transfers In 210,418 303,235 1,800,000 648,607 2,962,260 8%
Subtotal 17,862,672 2,393,042 2,715,942 6,910,483 29,882,139 84%
Use/(Source) of Reserves 959,582 (14,180) 1,633,252 3,064,166 5,642,820 16%
Total Revenues 18,822,254$ 2,378,862$ 4,349,194$ 9,974,649$ 35,524,959$ 100%
Note: See page 43 for a listing of the funds included in each column.
FY19-20 Revenues by Type
The Height of Desert Living 111
Revenue Summary
State-shared Sales Tax Revenue
General Fund
Restrictions Fiscal Year Amount
No restrictions on usage. Must be expended for public 2010-11 1,860,421$ 3.5%
purposes.2011-12 1,757,297$ -5.5%1
2012-13 1,840,766$ 4.7%
2013-14 1,957,505$ 6.3%
2014-15 2,055,241$ 5.0%
2015-16 2,131,484$ 3.7%
2016-17 2,192,043$ 2.8%1
2017-18 2,352,502$ 7.3%
2018-19 (est.) 2,429,816$ 3.3%
2019-20 (est.) 2,583,377$ 6.3%
1 Change as a result of census population
Major Influences: Construction Activity, Retail Sales, Population and Economy
Revenue census figures (Fountain Hills represents .4% of the State total). The FY19-20 revenue projection
is based on the League of Arizona Cities and Towns bulletin and by the Arizona Department of Revenue
forecast for Sales and Use Tax.
Percent
Change
Assumptions
The State assesses a 5.6% sales tax, of which cities and towns share in the collections based on the rel-
ation of its population to the total population of all incorporated cities and towns using the Department of
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
STATE SHARED SALES TAX REVENUE
Fiscal years 2011 through 2020
The Height of Desert Living 112
Revenue Summary
Local Sales Tax
All Funds
Restrictions Fiscal Year Amount
Revenues from the 2.6% local sales tax are allocated to 2010-11 7,844,332$ 2.6%
Capital Projects, Pavement Maintenance, Downtown 2011-12 7,779,219$ -0.8%
Strategy, Economic Development and General Fund.2012-13 7,957,162$ 2.3%
General Fund proceeds are not restricted but must be 2013-14 8,459,267$ 6.3%
expended for public purpose.2014-15 8,983,050$ 6.2%
2015-16 9,391,267$ 4.5%
2016-17 9,419,552$ 0.3%
2017-18 10,311,578$ 9.5%
2018-19 (est.)10,348,824$ 0.4%
2019-20 (est.)10,995,809$ 6.3%
The local sales tax rate in Fountain Hills is 2.6% - total receipts for FY19-20 are estimated to be $11.0M.
The construction related sales tax is derived from one-time activities and has been dedicated for one-time
expenditures. Another portion of the local sales tax is dedicated for downtown development. The following
is a breakdown of the dedicated and non-dedicated (General Fund) projections:
Dedications:
Downtown Strategy Fund 81,968$
Economic Development Fund 327,871
Pavement Maintenance 819,678
Capital Projects Fund 640,293
General Fund 9,125,999
Total Projections 10,995,809$
Major Influences: Economy, Construction Activity, Retail Sales, Public Policy
Assumptions
Percent
Change
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
LOCAL SALES TAX REVENUE
Fiscal years 2011 through 2020
The Height of Desert Living 113
Revenue Summary
Highway User Revenue
Streets (HURF) Fund
Restrictions Fiscal Year Amount
There is a State constitutional restriction on the use of 2010-11 1,396,075$ 0.4%
these funds which requires that these funds be used 2011-12 1,126,762$ -19.3%
solely for street and highway purposes. Payment of 2012-13 1,232,187$ 9.4%
principal and interest on highway and street bonds are 2013-14 1,268,563$ 3.0%
an approved use.2014-15 1,392,806$ 9.8%
2015-16 1,451,431$ 4.2%
2016-17 1,538,940$ 6.0%
2017-18 1,593,514$ 3.5%
2018-19 (est.) 1,538,106$ -3.5%
2019-20 (est.) 1,666,476$ 8.3%
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 gasoline sales. The revenue estimate for FY19-20 is based on estimates of
revenue sharing by Arizona Department of Transportation (ADOT) in their distribution forecast for the next
fiscal year.
Major Influences: Gasoline sales, Population, Economy and State Policy
Percent
Change
Assumptions
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
HIGHWAY USER (HURF) REVENUE
Fiscal years 2011 through 2020
The Height of Desert Living 114
Revenue Summary
State-shared Income Tax Revenue
General Fund
Restrictions Fiscal Year Amount
No restrictions on usage. Must be expended for public 2010-11 2,383,874$ -24.6%
purposes.2011-12 1,898,088$ -20.4%1
2012-13 2,297,203$ 21.0%
2013-14 2,506,685$ 9.1%
2014-15 2,722,433$ 8.6%
2015-16 2,707,673$ -0.5%
2016-17 2,923,870$ 8.0%1
2017-18 3,032,329$ 3.7%
2018-19 (est.) 3,005,431$ -0.9%
2019-20 (est.) 3,253,750$ 8.3%
1 Change as a result of census population
A 1972 citizen's initiative gave the cities and towns a percentage share of the State income tax, officially
called Urban Revenue Sharing; Arizona cities and towns receive 15% of the State's income tax
collections. This State-shared revenue is distributed to cities and towns based on the relation of their
population to the total population of all incorporated cities and towns in the State according to the latest
census. Amounts distributed are based on actual income tax collections from two years prior to the fiscal
year in which the Town receives the funds. The projection for FY19-20 is provided by the League of
Arizona Cities and Towns and the State's Joint Legislative Budget Committee (JLBC).
Major Influences: Personal Income, Corporate Net Profits, Population and State Policy
Assumptions
Percent
Change
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
STATE SHARED INCOME TAX REVENUE
Fiscal years 2011 through 2020
The Height of Desert Living 115
Revenue Summary
Vehicle License Tax Revenue
Streets (HURF) Fund
Restrictions Fiscal Year Amount
Town Council has restricted for the Pavement 2010-11 799,551$ -2.7%
Management Program. (30% allocated to General Fund)2011-12 722,126$ -9.7%
2012-13 752,949$ 4.3%
2013-14 800,475$ 6.3%
2014-15 858,874$ 7.3%
2015-16 927,440$ 8.0%
2016-17 941,364$ 1.5%
2017-18 1,011,836$ 7.5%
2018-19 (est.) 1,081,889$ 6.9%
2019-20 (est.) 1,122,497$ 3.8%
Approximately 20% of the revenues collected for the licensing of motor vehicles is distributed to
incorporated cities and towns. The Town receives its share of the vehicle license tax collections based on
its population in relation to the total incorporated population of the county (Fountain Hills represents 0.4%
of the State total). The remainder of the revenues collected are shared by schools, counties, and the
State. The Town Council of Fountain Hills passed Resolution 2013-02 designating proceeds from the VLT
to be used strictly for maintenance of Town's streets (transferred to Streets/HURF fund). Beginning in
FY19-20, Town Council has reallocated the vehicle license tax as follows: 30% to the General Fund and
70% to the Streets (HURF) Fund.
General Fund 336,749$
Streets (HURF) Fund 785,748
1,122,497$
Major Influences: Automobile sales, Population, and State Policy
Assumptions
Percent
Change
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
VEHICLE LICENSE TAX REVENUE
Fiscal years 2011 through 2020
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Revenue Summary
Fines and Forfeitures Revenue
General Fund
Restrictions Fiscal Year Amount
No restrictions on usage. Must be expended for public 2010-11 214,999$ -17.2%
purpose.2011-12 203,350$ -5.4%
2012-13 173,024$ -14.9%
2013-14 154,024$ -11.0%
2014-15 167,491$ 8.7%
2015-16 185,279$ 10.6%
2016-17 211,190$ 14.0%
2017-18 152,161$ -28.0%
2018-19 (est.) 246,000$ 61.7%
2019-20 (est.) 179,000$ -27.2%
Municipal Court fines come from traffic violations and other fines paid for the violation of municipal
ordinances. The Town contracts with the Maricopa County Sheriff's Office for traffic enforcement and has
not seen an increase in the number of citations.
Major Influences: Population, Enforcement, Public Policy
Assumptions
Percent
Change
$-
$50,000
$100,000
$150,000
$200,000
$250,000
FINES AND FORFEITURES REVENUE
Fiscal years 2011 through 2020
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Revenue Summary
Licensing Fee Revenue
General Fund
Restrictions Fiscal Year Amount
No restrictions on usage. Must be expended for public 2010-11 151,637$ 2.0%
purpose.2011-12 150,144$ -1.0%
2012-13 148,209$ -1.3%
2013-14 148,066$ -0.1%
2014-15 169,638$ 14.6%
2015-16 175,120$ 3.2%
2016-17 174,027$ -0.6%
2017-18 169,455$ -2.6%
2018-19 (est.) 136,365$ -19.5%
2019-20 (est.) 141,696$ 3.9%
License fees are derived from fees on professions, occupations, businesses operating within the Town
limits. The license fee is used primarily as a means of regulating businesses within the community. The
estimate for FY19-20 is based on 3,055 active business licenses. Beginning in FY18-19, animal licensing
was transferred to Maricopa County Animal Care and Control.
Major Influences: Economy, Enforcement
Assumptions
Percent
Change
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
LICENSING FEE REVENUE
Fiscal years 2011 through 2020
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Revenue Summary
Building Related Revenue
General Fund
Restrictions Fiscal Year Amount
No restrictions on usage. Must be expended for public 2010-11 253,074$ 7.1%
purpose.2011-12 232,447$ -8.2%
2012-13 262,403$ 12.9%
2013-14 396,875$ 51.2%
2014-15 538,264$ 35.6%
2015-16 605,966$ 12.6%
2016-17 518,619$ -14.4%
2017-18 753,523$ 45.3%
2018-19 (est.) 556,662$ -26.1%
2019-20 (est.) 566,341$ 1.7%
Revenues from this source include the fees collected from building permits, rezoning, improvement
plans, encroachment and subdivision plans. The estimates for FY19-20 are based on construction activity
provided by local developers and planning staff and reflect the general economy in new home
construction. The projected number of permits for next fiscal year is 64 single family, 38 multi-family
unit, and 2 commercial projects.
Major Influences: Population, Economy, Development, Public Policy
Percent
Change
Assumptions
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
BUILDING RELATED REVENUE
Fiscal years 2011 through 2020
The Height of Desert Living 119
Revenue Summary
Charges For Services-Recreation User Fees
General Fund
Restrictions Fiscal Year Amount
No restrictions on usage. Must be expended for public 2010-11 187,524$ -2.7%
purpose.2011-12 180,223$ -3.9%
2012-13 152,106$ -15.6%
2013-14 138,089$ -9.2%
2014-15 156,839$ 13.6%
2015-16 168,895$ 7.7%
2016-17 174,638$ 3.4%
2017-18 164,456$ -5.8%
2018-19 (est.) 195,724$ 19.0%
2019-20 (est.) 197,800$ 1.1%
Charges for services are collected from recreation programs for youths to seniors. Senior Services
offers programs for senior citizens including home delivered meals, fitness programs, special interest
classes, as well as social events.
Major Influences: Population, Internal Policy on Rates
Assumptions
Percent
Change
$-
$25,000
$50,000
$75,000
$100,000
$125,000
$150,000
$175,000
$200,000
CHARGES FOR SERVICES -RECREATION USER FEES
Fiscal years 2011 through 2020
The Height of Desert Living 120
Revenue Summary
Charges For Services-Rentals
General Fund
Restrictions Fiscal Year Amount
No restrictions on usage. Must be expended for public 2010-11 238,104$ 5.2%
purpose.2011-12 217,987$ -8.4%
2012-13 226,600$ 4.0%
2013-14 252,874$ 11.6%
2014-15 269,774$ 6.7%
2015-16 255,204$ -5.4%
2016-17 287,500$ 12.7%
2017-18 257,368$ -10.5%
2018-19 (est.) 238,388$ -7.4%
2019-20 (est.) 284,213$ 19.2%
The Community Center provides meeting space for the Senior Services, local organizations such as the
photography club, Community Chorus, Fountain Hills Realtors and various homeowners associations. It
also serves as a venue for weddings, concerts and other gatherings. Park rentals include the Plaza and
ramada rentals. Additional rental charges are collected from cellular providers for use of Town property
for their towers.
Major Influences: Population, Internal Policy on Rates
Assumptions
Percent
Change
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
CHARGES FOR SERVICES -RENTALS
Fiscal years 2011 through 2020
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Expenditure Summary
Expenditure Summary
The Height of Desert Living 122
Expenditures
This section provides a broad overview of the expenditures included in the
FY19-20 budget. Information is presented for each fund and fund type.
All Funds Expenditure Summary
Total expenditures for all funds are $32,562,699, excluding transfers. The Operat-
ing Funds represent 55% of the total. Streets (HURF) Fund represents 16% of the
total Town budget. Special Revenue Funds represent 8% of the budget with Debt
Service representing 7%, Excise Tax 2%, and Capital Projects 12%.
With the introduction of program budgeting, all expenditures are categorized by
line item or program. A summary of all programs and proposed costs is shown on
the next pages.
Expenditure Summary
Operating Funds
55%
Streets
16%
Excise Tax Funds
2%
Special Revenue
Funds
8%
Debt Service Funds
7%
Capital Projects
Funds
12%
TOWN OF FOUNTAIN HILLS
EXPENDITURES BY FUND TYPE
Total All Funds = $32.6M
The Height of Desert Living 123
Expenditure Summary
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures by Fund and Program
Operating Funds
Accounting 158,931$ 164,076$ 192,063$ 308,661$
Administration 6,319,610 6,186,029 7,203,837 8,499,259
Animal Control 23,576 24,319 - -
Attorney Services 331,298 464,384 479,770 246,116
Building Inspection 204,675 299,489 632,025 536,489
Building Maintenance 440,145 99,165 151,813 174,088
Code Compliance 71,768 74,502 79,058 158,855
Community Events 92,687 165,798 180,478 173,575
Customer Service 36,980 41,261 41,406 42,984
Engineering 205,471 144,770 196,322 272,016
Fountain 232,123 150,662 175,335 175,515
Home Delivered Meals 48,934 45,606 61,570 67,010
Legislation 13,643 13,138 4,463 -
Licensing 46,770 55,163 61,369 -
Mapping & Graphics 99,727 96,039 110,363 113,328
Media Relations - 36,012 35,095 35,426
Open Space 48,696 11,172 37,158 45,330
Operations 4,737,077 5,525,164 5,848,922 6,015,755
Outside Inspections 52,127 53,702 64,139 56,703
Planning & Zoning 81,569 98,097 109,814 111,481
Purchasing 57,922 61,342 62,526 -
Risk Management 274,396 285,141 357,246 -
Senior Memberships/Activities 66,741 - - -
Special Interest Programs 17,025 16,087 15,821 15,878
Sports Activities 48,863 39,293 52,170 52,520
Volunteers 76,269 85,739 88,517 93,501
Youth & Teen Programs 21,705 20,928 29,915 29,940
Total General Fund 13,808,728$ 14,257,078$ 16,271,195$ 17,224,430$
Operating Funds - continued
Art & Culture 50,518$ 29,234$ 54,100$ 139,340$
Total Public Art Fund 50,518 29,234 54,100 139,340
Operational Support 53,368 61,229 - -
Total Internal Service Fund 53,368 61,229 - -
Vehicle Replacement 215,292 1,008,231 177,853 416,149
Total Vehicle Replacement Fund 215,292 1,008,231 177,853 416,149
Total Operating Funds 14,127,906$ 15,355,772$ 16,503,148$ 17,779,919$
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Expenditure Summary
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures by Fund and Program
Special Revenue Funds
Administration 290,357$ 314,509$ 508,673$ 529,357$
Adopt A Street 1 - - -
Open Space 383,541 255,891 374,282 409,434
Pavement Management 2,052,176 1,748,607 3,926,934 4,036,852
Street Signs 66,091 46,003 146,811 153,220
Traffic Signals 110,664 188,049 - -
Vehicle Maintenance 59,486 58,888 79,196 65,196
Total Streets Fund 2,962,316 2,611,947 5,035,896 5,194,059
Administration 34,056 56,044 40,885 38,400
Total Downtown Strategy Fund 34,056 56,044 40,885 38,400
Administration 134,102 183,332 264,812 285,482
Total Economic Development Fund 134,102 183,332 264,812 285,482
Administration 198,352 206,513 239,258 259,103
Total Tourism Fund 198,352 206,513 239,258 259,103
Grants Admin 371,069 157,945 338,800 1,662,525
Total Special Revenue Fund 371,069 157,945 338,800 1,662,525
Court Enhancement 122 5,547 50,515 124,800
Judicial Court Enhancement - - 30,000 30,000
Total Court Enhancement Fund 122 5,547 80,515 154,800
Administration 494,638 530,655 709,326 735,254
Total Environmental Fund 494,638 530,655 709,326 735,254
Cottonwoods Maintenance District 3,798 4,696 5,101 5,101
Total Cottonwoods Maint District 3,798 4,696 5,101 5,101
Total Special Revenue Funds 4,198,453$ 3,756,679$ 6,714,593$ 8,334,724$
Debt Service Funds
Gen Oblig Bond Debt Service 2,119,250$ 2,121,550$ 1,972,850$ 1,663,800$
Eagle Mtn CFD Debt Service 409,226 407,724 405,968 409,192
Munic Prop Corp Debt Service 393,690 377,696 381,864 305,870
Total Debt Service Funds 2,922,166$ 2,906,970$ 2,760,682$ 2,378,862$
The Height of Desert Living 125
Expenditure Summary
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures by Fund and Program
Capital Projects Funds
Administration 2,207$ 2,791$ 34,863$ 155,050$
Downtown Development 24,000 - - -
Fire Suppression 368,109 1,837,138 2,566,330 -
General Govt Projects 321,873 25,482 - 350,000
Park Development 408,187 1,135,741 1,917,506 385,000
Pavement Management 107,440 224,530 831,913 1,635,000
Stormwater Management 181,538 - 50,000 675,000
Total Capital Projects Fund 1,413,354 3,225,682 5,400,612 3,200,050
Administration 93,085 163,759 975,296 819,144
Total Facilities Replacement Fund 93,085 163,759 975,296 819,144
Fire/Emergency Dev Fee - - 11,244 9,500
Park/Rec Dev Fee - - 48,756 40,500
Open Space Dev Fee 535 535 535 -
Total Development Fee Funds 535 535 60,535 50,000
Total Capital Projects Funds 1,506,974$ 3,389,976$ 6,436,443$ 4,069,194$
Total Expenditures 22,755,499$ 25,409,397$ 32,414,866$ 32,562,699$
The Height of Desert Living 126
Expenditure Summary
Operating
Funds
Debt Service
Funds
Capital
Projects Funds
Non-Major
Funds Total
% of
Total
Expenditures:
General Government 3,696,555$ 2,378,862$ 155,050$ 2,146,308$ 8,376,775$ 24%
Public Safety 8,807,219 - 9,500 - 8,816,719 25%
Community Services 2,735,179 - 425,500 259,103 3,419,782 10%
Public Works 1,440,676 - 3,479,144 5,929,313 10,849,133 30%
Development Services 1,100,290 - - - 1,100,290 3%
Subtotal Expenditures 17,779,919 2,378,862 4,069,194 8,334,724 32,562,699 92%
Transfers Out 1,042,335 - 280,000 1,639,925 2,962,260 8%
Total Expenditures 18,822,254$ 2,378,862$ 4,349,194$ 9,974,649$ 35,524,959$ 100%
Note: See page 43 for a listing of the funds included in each column.
FY19-20 Expenditures by Function
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Expenditure Summary
Department Division Proposed Budget
Mayor & Council Mayor & Council 98,544$
Administration Town Manager 371,637
Town Clerk 187,711
Administrative Services 221,414
Purchasing 85,194
Finance 628,238
Information Technology 310,656
Legal Services 246,116
Total Administration 2,050,966
General Government Non-Departmental 1,073,362
Municipal Court Municipal Court 397,275
Public Works Public Works 147,002
Engineering 272,016
Facilities 681,916
Total Public Works 1,100,934
Development Services Development Services 180,138
Planning & Zoning 111,481
Code Compliance 158,855
Mapping & Graphics 113,328
Building Safety 536,489
Total Development Services 1,100,291
Community Services Community Services 234,329
Recreation 635,552
Community Center 286,622
Senior Services 212,946
Parks-Town Hall 99,632
Parks-Fountain Park 443,045
Parks-Golden Eagle Park 294,371
Parks-Four Peaks Park 128,328
Parks-Desert Vista Park 91,624
Parks-Open Space/Trails 45,330
Parks-Avenue of the Fountains Plaza 124,060
Total Community Services 2,595,839
Law Enforcement Law Enforcement 4,785,920
Fire & Emergency Medical Fire & Emergency Medical 4,021,299
Total General Fund Expenditures 17,224,430$
FY19-20 General Fund Expenditures by Department and Division
The Height of Desert Living 128
Expenditure Limitation
Each year, the Economic Estimates Commission of the State of Arizona develops
expenditure limits for local governments in Arizona based on a formula using
1979-80 expenses adjusted for inflation and population growth. Cities and towns
are required to stay within the limits or incur a penalty (reduction in State-shared
revenues).
The FY19-20 expenditure limitation for the Town of Fountain Hills is $29,854,752
which is a 3.1% increase from the previous year. The limit applies to FY19-20 ex-
penditures of the Town (all funds) but allows for certain exemptions and deduc-
tions. For example, bond proceeds, debt service payments, grant expenditures,
and HURF are not included when determining compliance with the expenditure lim-
itation. However, development fee and capital project expenditures are subject to
the limitation. The table below is an estimate of the Town’s expenditure limitation,
deductions and exclusions and final spending authority.
Expenditure Summary
Total Expenditures 32,562,699$
Exclusions (Subtractions) from Revenues:
Separate Legal Entitites 720,163
Required fees paid to the Arizona Department of Revenue 65,000
Debt Service Payments 1,663,800
Dividends, Interest, Gains 138,390
Grants, Aid, Contributions from Federal Government -
Grants, Aid, Contributions from Private Organizations 37,545
Amounts Received from State 1,862,525
Quasi-External interfund Transactions 8,460
Savings Reserved for Capital Purchase (voter approved)-
Highway User Revenues Excess 1979-80 4,267,009
Contracts with Other Political Subdivisions -
Refunds, Reimbursements 1,260
Voter Approved Exclusions -
Prior Years Carry Forward -
Total Exclusions 8,764,152
Expenditures subject to limitation 23,798,547
Expenditure Limitation 29,854,752
Under/(Over) Limitation 6,056,205$
EXPENDITURE LIMITATION ANALYSIS (Estimated)
The Height of Desert Living 129
Budget Process
&
Schedule
Budget Process & Schedule
The Height of Desert Living 130
Budget Process
Planning Process
A number of planning processes are in place to guide the Town’s decision making. Many
of these processes allow for direct citizen input through public hearings, community
meetings or participation in Council-appointed committees. The Town’s planning
processes include:
Planning Process Description
Town Vision, Mission, Goals and Values Sets the overall tone of the organization
and guides employees in managing the
daily operations of the Town.
General Plan A guide designed to encourage the most
appropriate use of land and resources
within the Town consistent with the
interest of the citizens. The General Plan
sets forth goals, objectives, policies and
implementation techniques that will guide
the development activity within the Town
and promote, preserve and protect the
health, safety, and general welfare of its
citizens.
Capital Improvement Program A five-year guide to assist in long range
planning for the Town’s capital needs.
Details of the adopted Capital
Improvement Plan are found beginning
on page 347.
Fiscal Policy Guidelines Policies guiding the financial management
of the Town of Fountain Hills are
approved by the Town Council to ensure
a fiscally sound government. The
adoption of and compliance with these
policies is an important factor in Rating
Agency reviews. A summary of the
Town’s policies can be found beginning on
page 52.
Annual Budget Process Town staff develops a recommended
budget. Many of the decisions included in
that recommendation are driven by
processes noted above. A summary of
the Town’s budget process can be found
on the following pages.
Five Year Financial Plan A five-year financial forecast is developed
annually as a tool to anticipate potential
budget imbalances. The current plan can
be found on page 16.
The Height of Desert Living 131
Mission of the Budget Process
Communication and involvement with citizens and other stakeholders is stressed.
The broad nature of the budget mission allows issues to be addressed that have
limited the success of budgeting in the past. Apathy is a serious illness of govern-
ment; it is in the best interests of government to have involved stakeholders.
The term stakeholder refers to anyone affected by or who has a stake in govern-
ment. This term stakeholder includes, but is not limited to, citizens, customers,
elected officials, management, employees and their representatives, businesses,
vendors, other governments, and the media. It is vital that the budget processes
include diverse stakeholders.
Each year, the Town of Fountain Hills’ budget is developed from the Town Council’s
priorities by the Finance Division with the individual Departments and the Town
Manager. Meetings with each Department, the Town Manager and the Finance Di-
vision are held during the months of February/March. After these meetings are
completed, a proposed Town-wide balanced budget is prepared for submittal to
the full Town Council and public in April/May.
Recommended Budget Practices
The Town of Fountain Hills’ budget process is designed to meet citizens’ needs for
information and input; decision makers’ needs for information and advice from citi-
zens on their desired blend of services; and the time line set by the State of Arizo-
na through the Arizona Budget Law.
The Town of Fountain Hills’ budget process incorporates the recommended practic-
es promulgated by the National Advisory Council on State and Local Budgeting
(NACSLB) and the Government Finance Officers Association (GFOA). Concurrently,
Town staff apply diligent effort into improving the processes, decisions and out-
comes with each new budget year. The NACSLB’s practices encourage govern-
ments to consider the long-term consequences of actions to ensure that impacts of
budget decisions are understood over a multi-year planning horizon and to assess
whether program and service levels can be sustained.
Budget Definition
All cities and towns in Arizona are required to adopt an annual budget. State law
dictates that fiscal years begin on July 1 and end on June 30. Certain parts of the
budget document, such as summaries of revenues and expenditures showing two
years of spending history, are required by State law.
A good budget process is characterized by several essential features:
Incorporates a long-term perspective
Establishes linkages to broad goals
Focuses budget decisions on results and outcomes
Involves and promotes effective communication with stakeholders
Provides incentives to government management and employees
Budget Process
The Height of Desert Living 132
These key characteristics of good budgeting make clear that the budget process is
not simply an exercise in balancing revenues and expenditures one year at a time,
but is strategic in nature, encompassing a multi-year financial and operating plan
that allocates resources on the basis of identified goals. A good budget process
moves beyond the traditional concept of line-item expenditure control, providing
incentives and flexibility to managers that can lead to improved program efficiency
and effectiveness.
Principles and Elements of the Budget Process
The budget process consists of four broad principles that stem from the definition
and mission previously described. These principles are as follows:
1. A government should have broad goals that provide overall direction for the
government and serve as a basis for decision making.
2. A government should have specific policies, plans, programs and man-
agement strategies to define how it will achieve its long-term goals.
3. A financial plan and budget that moves toward Town achievement of goals,
within the constraints of available resources, should be prepared and adopt-
ed.
4. Program and financial performance should be continually evaluated, and ad-
justments made, to encourage progress toward achieving goals.
These principles encompass many functions that spread across a governmental or-
ganization. They reflect the fact that development of a balanced budget is a politi-
cal and managerial process that also has financial and technical dimensions. Each
of the principles of the budget process incorporates components or elements that
represent achievable results. These elements help translate the guiding principles
into action components. Individual budgetary practices are derived from these ele-
ments. The principles and elements provide a structure to categorize budgetary
practices.
The Town of Fountain Hills has broad goals that provide overall direction for the
government and serves as a basis for decision-making.
Assess community needs, priorities, challenges and opportunities
Identify opportunities and challenges for governmental services, capital as-
sets, and management
Develop and disseminate broad goals
Develop approaches to achieve goals – a government should have specific
policies, plans, programs, and management strategies to define how it will
achieve its long-term goals
Adopt financial policies
Develop programmatic, operating, and capital policies and plans
Develop programs and services that are consistent with policies and plans
Develop management strategies
Develop a budget consistent with approaches to achieve goals – a financial
plan and budget that moves toward achievement of goals, within the con-
straints of available resources, should be prepared and adopted
Develop a process for preparing and adopting a budget
Develop and evaluate financial options
Make choices necessary to adopt a budget
Budget Process
The Height of Desert Living 133
Evaluate performance and make adjustments – program and financial per-
formance should be continually evaluated, and adjustments made, to en-
courage progress toward achieving goals
Monitor, measure, and evaluate performance
Make adjustments as needed
When does the “budget season” start?
The budget process typically begins in December or January when the Finance Di-
vision begins to review current levels of service, Council goals and objectives as
identified at the annual Council retreat, proposed capital improvements, and finan-
cial forecasts.
In reality, the budget process for the Town is actually an ongoing process.
Throughout the fiscal year, citizens and staff submit suggestions for new services,
regulations, funding sources, and improved service delivery, as well as concerns to
the Town Council and Commissions for discussion, study, and/or implementation.
Commissions develop plans for new or enhanced programs to be included in the
following year’s budget proposal.
Implementing, Monitoring, and Amending the Budget
A budget is an annual planning tool — it identifies the Town’s work plan and
matches the financial, material, and human resources available with the require-
ments to complete the work plan. The budget includes information about the or-
ganization and identifies the Council policy that directed the budget preparation.
Although a budget is often discussed as a financial document, the financial portion
means very little without the policy and administrative information that explains
what the organization intends to do with the financial resources.
In July, the Town staff begins the process of implementing the newly adopted
budget and is accountable for budgetary control throughout the fiscal year. Reve-
nue and expenditure patterns are examined, compared to budget plans, and cor-
rective action, if necessary, is taken during the fiscal year. Town management has
access to a monthly budget and activity report; the Town Council is provided a
summary budget report at the end of each quarter disclosing actual revenue, ex-
penditure, and fund balance performance as compared to the budget.
The Town of Fountain Hills’ budget is adopted at a Department level and the Capi-
tal Improvement Program is adopted at a project level. Control of each legally
adopted annual budget is at the Department level; the Town Manager may, at any
time, transfer any unencumbered appropriation balance or portion thereof be-
tween general classifications of expenditure (line items) within a Department. The
items are reduced by a like amount. At the request of the Town Manager, the
Council may transfer any unencumbered appropriation balance or portion thereof
between one Department to another.
Pursuant to Arizona Revised Statutes, “No expenditure shall be made for a purpose
not included in such budget...”. Thus, a contingency line item is included within
the General Fund to accommodate most unplanned expenditures. The other option
in amending the budget, according to State law, is for the Council to declare an
emergency and then transfer the monies from one line item or Department to an-
other. In essence, any approved Council transfers do amend the budget although
the budget is never reprinted.
Budget Process
The Height of Desert Living 134
What funds are included in this budget?
The accounts of the Town are organized on the basis of funds, each of which is
considered a separate accounting entity. Government resources are allocated to
and accounted for in individual funds based on the purposes for which they are to
be spent and the means by which spending activities are controlled. The Town of
Fountain Hills appropriates all funds in its budget process:
General Fund – revenues and expenditures to carry out basic governmental
activities such as police and fire, recreation, planning, legal services, admin-
istrative services, etc. (unrestricted).
Special Revenue Funds – revenues derived from specific taxes or other ear-
marked revenue sources, usually required by statute or ordinance to finance
particular activities. Streets (HURF) Fund, grants, and the Excise Tax Funds
are examples of special revenue funds.
Debt Service Funds – established to account for the accumulation of re-
sources for, and the payment of, general long-term debt principal and inter-
est. Municipal Property Corporation (MPC) and Community Facilities District
(CFD) funds are included within the debt service funds.
Capital Projects Funds – to account for the purchase or construction of ma-
jor capital facilities, heavy equipment, park improvements and major road
improvements. The Capital Projects Fund revenues are derived from excess
General Fund revenues and 50% of the construction related local sales tax.
These funds also include the Facilities Replacement Fund and the Develop-
ment Fee Funds.
When can a citizen have input into the budget process?
Town staff welcomes comments and suggestions throughout the year. The first op-
portunity for the Town Council to contribute to the budget is during the annual
goal setting retreat which is typically held around the beginning of the calendar
year. The proposed budget is presented to the public and Town Council in April/
May at which time a public hearing is held to receive input. This hearing is the op-
portunity to increase the budget for the next fiscal year before the maximum
spending amount is established. Once the maximum spending amount is adopted
as the tentative budget, line items can only be exchanged or decreased prior to
the budget’s final adoption.
Budget Process
The Height of Desert Living 135
Budget Schedule
Budget Schedule FY19-20 Budget Schedule FY19-20
Wed, November 14, 2018 Staff budget “kick-off” meeting in the Council Chambers and submission deadline for
pictures and text to Nancy for Mayor’s State of Town Address
Thu, December 13, 2018 DEADLINE for preliminary operating budgets entered into MUNIS
Staffing requirements and budget supplements due to Finance
CIP project requests and funding sources due to Finance
Revenue projections from individual departments
New or changes to existing fees on Fee Schedule due
Mon, January 14, 2019 5 year Revenue Forecast due to Town Manager from Finance; Final reconciliation of
revenues vs. expenditures (Finance staff)
Thu, January 17, 2019 Mayor’s State of the Town Address
Tues - Thu, January 22 - 24, 2019 Departmental presentations for Town Manager
Thu, February 7, 2019 Council Retreat Session - Priorities for FY19-20 with Council receiving preliminary CIP
Budget & Strategic Plan Review
Thu, February 14, 2019 Staff meeting to debrief Council Retreat
Department/Division templates due to Finance
Mon, February 18, 2019 Final operating budgets entered into MUNIS based on proposed changes from Retreat
Tues, February 19, 2019 Staff to review proposed budget dates with Town Attorney for statute compliance
Tues, March 26, 2019 Council Special Session @ 5:30 PM – Consideration of CIP projects and possible discussion
of proposed or changes to Fees
Mon, April 1, 2019 A.R.S. §9-499.15(B)(1)-(3): Deadline to publish the proposed fee and tax levy notice on the
Town’s website (including written report/data supporting any increases or new fees) for
legal compliance at least 60 days prior to date will be approved by the Council.
Mon, April 8, 2019 Council receives proposed budget, posted online
Budget Schedules prepared for Legal
Mon, April 15, 2019 Final revenue projections entered into MUNIS
Mon, April 15, 2019 Public Outreach/Open House (5:30 – 6:30 PM)
Tues, April 23, 2019 Council Budget Workshop - Special Session @ 5:00 PM
Tues, May 7, 2019 Town, CMD & EMCFD Meetings - Adoption of Tentative Budgets with notice of hearing
dates; notices sent to Cottonwood Homeowners the next day - CMD requires 20 days
between the date of the published notice and the final budget hearing, which (due to
advertising date limitations creates a 29-day window between the tentative budget
adoption and the final budget adoption; EMCFD requires 10 days between the date of the
published notice and the final budget hearing, which would allow the EMCFD budget to be
adopted with a 21-day gap between the tentative budget adoption and the final; however,
it is aligned with the CMD to avoid confusion
Wed, May 15, 2019 A.R.S. §9-499.15(B)(4): Deadline to post [on all Town social media sites] the “Notice of
Intent” - for legal compliance at least 15 days prior to date will be approved by Council.
Wednesdays, May 15 & 22, 2019 Publish Notice of time & place of budget hearings, where budgets are available (Town Hall
& Library), and Tentative Budget(s) in the Times legal section for 2 consecutive weeks;
place on Town website & at Library the next day after adoption [A.R.S. §42-17103]
Tues, June 4, 2019 Town, CMD & EMCFD Meetings – Public Hearing held in Regular Session (required to be
held on or before the 14th day before the day on which it levies taxes); Council convenes
in Special Session & adopts Town’s Final Budget (A.R.S. §42-17104) and reconvenes the
Regular Session [14 days - June 19, 2019]
Tues, June 18, 2019 Town, CMD & EMCFD Meetings - Adoption of Tax Levy occurs on or before the 3rd Monday
in August [A.R.S. §42-17151]; Forward certified copy of approved tax levy ordinance(s) to
County Board of Supervisors the next business day
Tues, June 25, 2019 Post Final Budget(s) on website within 7 days of adoption [A.R.S. §42-17105 - for 60
months]
July through August 12, 2019 Council Summer Hiatus
Tues, August 13, 2019 1st meeting of the new fiscal year
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Budget Schedule
The Height of Desert Living 137
OPERATING BUDGETS
MAYOR & TOWN COUNCIL
ADMINISTRATION
MUNICIPAL COURT
GENERAL GOVERNMENT
PUBLIC WORKS
DEVELOPMENT SERVICES
COMMUNITY SERVICES
LAW ENFORCEMENT
FIRE & EMERGENCY MEDICAL
Operating Budgets
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Operating Budgets
Organization Chart
Department Directors
Town Manager Grady Miller
Finance Director David Pock
Presiding Judge Robert Melton
Economic Development Director James Smith
Community Services Director Rachael Goodwin
Development Services Director John Wesley
Public Works Director Justin Weldy
Fire Chief Chief Dave Ott,
Rural/Metro Corporation
District Commander Captain Larry Kratzer,
Maricopa County Sheriff’s Office
Town Prosecutor Mark Iacovino,
The Law Office of Mark Iacovino
Town Attorney Aaron Arnson,
Pierce Coleman PLLC
Development
Services
Citizens of Fountain Hills
Presiding Judge
Town of Fountain Hills Organization
Recreation /
Tourism
Community
ServicesFire / EMS Administration Law
Enforcement
Town Manager Town Attorney
Community
Center
Code
Enforcement
Building Safety Finance
Town Clerk
Administrative
Services
Senior
Services
Parks
Town Prosecutor
Economic
Development
Appointed
by Council
Contracted
Volunteer
Program
Mayor and Town Council
GIS
Planning
Engineering
Streets
Facilities
Public Works
Inspection
Public
Information
The Height of Desert Living 139
Mayor & Town Council
Operating Budgets
Mayor & Town Council
The Height of Desert Living 140
MAYOR & TOWN COUNCIL
Mission Statement
The Mayor & Town Council are charged with serving the best interests of the com-
munity by providing for its safety and well-being; respecting its special, small-
town character and quality of life; providing superior public services; sustaining
the public trust through open and responsive government; and maintaining the
stewardship and preservation of its financial and natural resources.
Operating Budgets
Mayor & Town Council
FRONT ROW: Councilmember Dennis Brown, Mayor Ginny Dickey, Councilmem-
ber Alan Magazine
BACK ROW: Vice Mayor Art Tolis, Councilmember Sherry Leckrone, Councilmem-
ber Mike Scharnow, Councilmember David Spelich
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Department Overview
The Town Council is comprised of the Mayor and six Councilmembers, all of whom
are elected at large to serve the citizens of the Town of Fountain Hills. The term of
office for the Mayor is two years, and Councilmembers serve overlapping terms of
four years. The corporate powers of the Town are vested in the Council and are
exercised only as directed or authorized by law via ordinance, resolution, order or
motion. The Council appropriates funds and provides policy direction to Town staff.
The Council appoints a Town Manager, who is responsible for the day-to-day ad-
ministration of the Town. The Council also appoints the Presiding Judge, Town At-
torney, and Town Prosecutor.
Operating Budgets
Mayor & Town Council
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration $ 71,213 $ 77,779 $ 82,592 $ 98,544
Total $ 71,213 $ 77,779 $ 82,592 $ 98,544
Expenditures by Program
Variance Explanations:
Administration: Budgeted amounts were increased for Councilmembers to go to
meetings and training.
Administration
100%
Use of Funds -Mayor & Town Council -By Program
Where does the money go?
Total Proposed Budget = $98,544
The Height of Desert Living 142
Operating Budgets
Mayor & Town Council
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages $ 54,652 $ 55,408 56,074$ 58,822$
Employment Taxes 3,471 3,283 3,281 3,325
Benefits 5,269 5,559 5,604 6,282
Meetings and Training 2,696 685 4,810 16,665
Maintenance and Repair 95 - - -
Contractual Services 159 10,890 10,240 10,240
Supplies 2,717 1,253 2,503 3,110
Internal Service 2,154 701 80 100
Total $ 71,213 $ 77,779 $ 82,592 $ 98,544
Expenditures by Category
Wages
60%
Employment
Taxes
3%
Benefits
6%
Meetings and
Training
17%
Contractual
Services
11%
Supplies
3%
Use of Funds -Mayor & Town Council -By Category
Where does the money go?
Total Proposed Budget = $98,544
Town Council has accepted the Strategic Planning Advisory Committee’s highest
goals, objectives and tasks as follows:
Rezone unplatted land for greater density and affordable family homes
Develop and implement an investment plan to bring streets, buildings and
parks up to established standards
Adequately fund all identified reserve funds
Identify revenue options
Increase revenues to meet community needs including addressing project-
ed operating shortfall
Variance Explanations:
Meetings and Training: Budgeted amounts were increased for Councilmembers.
The Height of Desert Living 143
Operating Budgets
Mayor & Town Council
The 2017 Fountain Hills Strategic Plan contains a number of actions and perfor-
mance measures tied to the following strategic priorities:
Goal #1: Maximize Economic Development Opportunities in Fountain
Hills
Goal #2: Ensure that Infrastructure in Fountain Hills is Well-
Maintained and Safe
Goal #3: Attract Families and Working Professionals to Fountain Hills
Goal #4: Ensure that Fountain Hills Finances are Stable and Sustain-
able
Goal #5: Focus on Strengthening the Community and Improving the
Town’s Quality of Life
The Height of Desert Living 144
Operating Budgets
Mayor & Town Council
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 18,652$ 19,408$ 20,074$ 22,822$
Salaries-Part Time 36,000 36,000 36,000 36,000
FICA 2,232 2,207 2,232 2,232
Medicare 759 781 813 853
Workers Compensation 130 86 101 105
Unemployment Insurance 350 209 135 135
Group Health Insurance 2,872 3,008 3,010 3,040
Group Dental Insurance 208 215 218 232
Group Vision Insurance 28 43 46 46
Disability Insurance 76 76 85 96
Retirement 2,052 2,179 2,208 2,511
Life Insurance 19 20 20 25
Bonus 14 18 17 17
Allowance/Stipend - - - 315
Meetings & Training 2,696 685 4,810 15,575
Boards & Commission - - - 1,090
Sign Repair & Replacement 95 - - -
Legal Fees - 10,890 10,000 10,000
Printing Expense 159 - 240 240
Office Supplies 414 114 600 600
Food & Beverage Supplies 265 242 800 1,200
Program Materials 1,737 897 900 900
Uniforms 301 - 200 400
Postage & Delivery - - 3 10
ISF-Copier Charges 187 97 80 100
ISF-Mail Service Charges 19 6 - -
ISF-Telecom Charges 1,948 598 - -
Total Mayor & Council 71,213$ 77,779$ 82,592$ 98,544$
FY19-20 Proposed Budget
Summary of Expenditures
Mayor & Council
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Administration
Operating Budgets
Administration
The Height of Desert Living 146
Operating Budgets
Administration Department
Note: Numbers in parentheses represent full-time equivalents (FTE).
Town Manager
Executive Assistant to Town
Manager & Town Council
ADMINISTRATION DEPARTMENT
Volunteer
CoordinatorTown Clerk
Deputy Town
Manager /
Administrative
Services Director
Economic
Development
Director
Economic
Development
Analyst
Network & IT
Administrator
Financial Services
Technician
Accountant
Customer Service Rep II
(.50)
Customer Service Rep II
(.50)
Finance Director
Financial Services
Technician
IT Support Specialist
(.50)
Communications &
Marketing
Coordinator (.2)
(shared -Comm. Svcs.)
Part time
Full Time
Full Time
Shared
Procurement
Officer
Accounting Clerk
(.50)
The Height of Desert Living 147
Operating Budgets
Administration Department
ADMINISTRATION
Mission Statement
The Administration Department is dedicated to serving the citizens of Fountain
Hills by providing administrative direction and support to the Town’s Departments.
Administration provides accurate and current information on Council legislation
and administrative actions; provides for the delivery of comprehensive financial
services to internal and external customers; provides support to Town staff;
reaches out to political leaders and geographical neighbors to continue to grow re-
lationships in the best interests of the Town; and enhances the Town’s economic
base through business attraction, retention and business vitality activities.
Department Overview
The Administration Department is made up of six (6) Divisions and two (2) service
functions: Town Manager, Town Clerk, Administrative Services, Finance, Infor-
mation Technology, Legal Services, Media Relations service and the Volunteer Pro-
gram. The Town Manager provides direct supervision over the Town Clerk, Admin-
istrative Services, Finance, Media Relations service and the Volunteer Program.
The Town Manager also administers the budget for Legal Services. The Finance Di-
rector is responsible for Finance and Customer Service. The Administrative Ser-
vices Director is responsible for Human Resources, Risk Management, Information
Technology and Purchasing.
Division
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Town Manager 292,381$ 348,446$ 353,484$ 371,637$
Information Technology 279,579 285,227 300,502 310,656
Town Clerk 134,820 217,660 178,897 187,711
Administrative Services 399,344 416,010 533,399 221,414
Finance 484,389 558,338 592,728 628,238
Legal Services 331,298 464,384 479,770 246,116
Purchasing - - - 85,194
Total 1,921,811$ 2,290,065$ 2,438,780$ 2,050,966$
Expenditures by Division
Variance Explanations:
Administrative Services: The decrease reflects movement of the Town liability in-
surance to General Government.
Legal Services: The decrease is a result of reduced Town attorney fees.
Purchasing: Purchasing is a new division that was added which includes a new
position.
The Height of Desert Living 148
Operating Budgets
Administration Department
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Accounting 158,931$ 164,076$ 192,062$ 308,661$
Administration 742,867 897,836 919,710 1,121,882
Attorney Services 331,298 464,384 479,770 246,116
Customer Service 36,980 41,261 41,406 42,984
Legislation 13,642 13,138 4,463 -
Licensing 46,769 55,163 61,369 -
Media Relations - 36,012 35,095 35,426
Operations 182,737 185,972 196,616 202,396
Purchasing 57,922 61,343 62,526 -
Risk Management 274,396 285,141 357,246 -
Volunteers 76,269 85,739 88,517 93,501
Total 1,921,811$ 2,290,065$ 2,438,780$ 2,050,966$
Expenditures by Program
Variance Explanations:
Accounting/Licensing/Purchasing(AP): Programs were combined into Accounting
for more efficient managing and reporting purposes. A new purchasing division
was created and moved into Administration.
Attorney Services: The decrease is a result of reduced Town attorney fees.
Risk Management: The decrease reflects reallocation of the Town liability insur-
ance into General Government.
Town Manager
19%
Information
Technology
16%
Town Clerk
9%
Administrative
Services
11%
Finance
32%
Legal Services
13%
Use of Funds -Administration -By Division
Where does the money go?
Total Proposed Budget = $2,050,966
The Height of Desert Living 149
Operating Budgets
Administration Department
Variance Explanations:
Contractual Services: The decrease reflects reallocation of the Town liability insur-
ance to General Government.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 745,749$ 814,548$ 852,967$ 996,697$
Employment Taxes 17,410 18,061 18,078 22,257
Benefits 146,233 167,489 175,463 210,446
Dues & Memberships 126,751 136,576 144,197 156,039
Meetings and Training 18,470 20,564 57,902 56,462
Maintenance and Repair 3,173 4,035 11,000 11,000
Utilities 3,486 1,280 13,000 13,700
Contractual Services 771,275 1,005,861 1,108,596 522,888
Supplies 22,757 31,205 37,445 41,721
Equipment 50,114 71,419 13,950 13,800
Internal Service 16,393 19,027 6,182 5,956
Total 1,921,811$ 2,290,065$ 2,438,780$ 2,050,966$
Expenditures by Category
Accounting
15%
Administration
54%
Attorney
Services
12%
Customer
Service
2%
Media
Relations
2%
Operations
10%
Volunteers
5%
Use of Funds -Administration -By Program
Where does the money go?
Total Proposed Budget = $2,050,966
The Height of Desert Living 150
Operating Budgets
Administration Department
Wages
50%
Employment
Taxes
1%
Benefits
10%
Dues &
Memberships
8%
Meetings and
Training
3%
Utilities
1%
Contractual
Services
24%
Supplies
2%
Equipment
1%
Use of Funds -Administration -By Category
Where does the money go?
Total Proposed Budget = $2,050,966
The Height of Desert Living 151
Operating Budgets
Administration Department
FY18-19 Department Accomplishments
Initiative Strategic Value
Published Fountain Hills First to improve com-
munications Goal #3, Objective #2
Provided direction to Council on revenue options Goal #4, Objective #1
Achieved Dark Skies Community Designation Goal #3, Objective #2
Oversaw and provided direction to staff on com-
pleting major capital projects, i.e. Fire Station
#2 and Adero Canyon Trailhead
N/A
Implemented Pavement Analysis recommenda-
tions Goal #2, Objective #1
Increased funding for business accelerator Goal #1, Objective #1
FY19-20 Objectives
Initiative Strategic Value Estimated Cost/Funding
Source
Oversee and implement the
2017 Strategic Plan $0
Oversee and provide direction
to staff on completing major
capital projects, i.e. La Mon-
tana/Avenue of the Fountains
roundabout improvements and
improvements to increase pe-
destrian safety.
N/A $950,000/Downtown Strategy
Fund
Implement Council approved
revenue options for FY 19-20 Goal #4, Objective #1 $80,000
Identify possible pavement
management projects to refer
to voters in 2020
Goal #2, Objective #1 TBD
The Height of Desert Living 152
Operating Budgets
Administration Department
General Fund
Salaries-Full Time 676,670$ 737,079$ 776,853$ 907,173$
Salaries-Part Time 68,765 77,277 76,114 89,524
Overtime 313 193 - -
FICA 4,274 4,855 3,945 5,508
Medicare 10,599 11,637 12,276 14,570
Workers Compensation 1,800 1,237 1,537 1,808
Unemployment Insurance 737 332 320 371
Group Health Insurance 62,508 63,680 68,332 82,678
Group Dental Insurance 4,750 4,955 5,886 6,834
Group Vision Insurance 544 797 992 1,053
Disability Insurance 2,636 2,671 3,266 3,814
Retirement 74,577 81,813 84,900 99,150
Life Insurance 694 727 764 1,009
Bonus 524 666 643 743
Allowance/Stipend - 12,180 10,680 15,165
Licenses/Filing Fees 81,231 89,028 100,944 99,445
Dues, Subscript & Publicat 45,520 47,548 43,252 56,594
Education/Tuition Reimb - - 15,179 15,179
Meetings & Training 18,294 20,378 41,633 41,283
Boards & Commissions 176 185 1,090 -
Equipment Maint/Repair 1,574 1,403 5,000 5,000
Office Equip Maint/ Repair 1,599 2,632 6,000 6,000
Telecommunications 3,486 1,280 13,000 13,700
Auditing Expense 65,250 74,970 83,681 68,740
Professional Fees 46,112 67,674 77,157 72,783
Legal Fees 225,294 351,031 361,000 132,000
Management Fees 15,986 14,754 17,825 13,025
Insurance Expense 237,830 247,437 320,003 4,000
Rentals & Leases 809 1,214 1,140 1,224
Printing Expense 3,751 20,562 5,485 7,490
Advertising/Signage 6,055 4,685 8,425 10,010
Intergovt Agreements 49,710 50,606 66,000 66,000
Contractual Services 300 1,858 - 4,000
Constituent Communication 3,079 5,628 1,500 20,100
Bank/Merc Acct Fees 6,343 3,609 11,580 3,600
Election Expense 9,112 53,333 35,550 -
Community Contracts/Events - - 4,200 4,800
Prosecutor Fees 100,000 105,000 110,250 110,316
Public Defender Fees 1,644 3,500 4,800 4,800
Office Supplies 2,711 2,475 6,286 6,934
Cleaning/Janitorial Supplies - 39 10 10
Operating Supplies 1,480 4,976 4,285 4,085
Food & Beverage Supplies 8,322 10,699 11,310 13,141
Program Materials 9,670 12,108 9,987 11,750
Uniforms 221 - - -
Postage & Delivery 353 511 5,567 5,801
Miscellaneous Expense - 397 - -
Small Tools 1,056 - - -
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Administration Department
The Height of Desert Living 153
Operating Budgets
Administration Department
General Fund-continued
Software 1,961$ 37,845$ 550$ 550$
Hardware/Peripherals 46,623 29,121 13,400 13,250
Furniture/Appliances - - - -
Equipment 475 4,453 - -
ISF-Copier Charges 4,502 4,947 4,355 3,549
ISF-Mail Service Charges 5,019 6,098 - -
ISF-Vehicle Replacement Charge - 828 1,353 1,835
ISF-Motor Pool Charges 1,029 817 475 572
ISF-Telecom Charges 5,843 6,337 - -
Contingency - - - -
Total Administration 1,921,811$ 2,290,065$ 2,438,780$ 2,050,966$
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Administration Department
The Height of Desert Living 154
Town Manager Division
Service Delivery Plan
Provide leadership to ensure a high quality of life for the citizens of Fountain Hills
by utilizing Town resources to the greatest extent possible and offering superior
service. Work in conjunction with the Town Council and the Strategic Planning Ad-
visory Commission (SPAC) for successful implementation of Operational Priorities
and Strategic Plan Goals. Per direction and approval of the Town Council, adminis-
ter fee for service contracts, distribute information to the public and administer the
Volunteer Program.
Operating Budgets
Town Manager Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration $ 216,112 $ 226,695 229,872$ 242,710$
Media Relations - 36,012 35,095 35,426
Volunteers 76,269 85,739 88,517 93,501
Total $ 292,381 $ 348,446 $ 353,484 $ 371,637
Expenditures by Program
Administration
87%
Media
Relations
13%
Use of Funds -Town Manager -By Program
Where does the money go?
Total Proposed Budget = $371,637
The Height of Desert Living 155
Operating Budgets
Town Manager Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 220,308$ 233,579$ 244,344$ 256,824$
Employment Taxes 3,903 3,995 4,081 4,286
Benefits 43,227 56,541 49,916 53,358
Dues & Memberships 1,440 1,979 2,057 2,512
Meetings and Training 1,806 3,894 9,580 8,490
Utilities 938 - - -
Contractual Services 1,745 27,527 25,975 26,655
Supplies 16,208 18,870 16,464 18,700
Equipment 515 11 - -
Internal Service 2,291 2,050 1,067 812
Total 292,381$ 348,446$ 353,484$ 371,637$
Expenditures by Category
Wages
70%
Employment
Taxes
1%Benefits
14%Meetings and
Training
2%
Contractual
Services
8%
Supplies
5%
Use of Funds -Town Manager -By Category
Where does the money go?
Total Proposed Budget = $371,637
The Height of Desert Living 156
Operating Budgets
Town Manager Division
Activities/Results
VOLUNTEER PROGRAM
Over 900 volunteers from the Town of Fountain Hills bring energy, skill, enthusi-
asm, vision, and support to our Town. Volunteers enable the Town to improve the
lives of its citizens by providing essential services and desired amenities as well as
foster civic engagement through service.
Picture yourself volunteering with: the Home Delivered Meal Program, Crisis Re-
sponse Team, Give a Lift Program, Teen Court Program, or at one of the many
special events led by Community Services such as the Turkey Trot or the Irish
Fest, 4th at the Fountain, Music Fest or in the Adopt - A - Street Program, the Sen-
ior Activity Center, Front Desk attendants at the Community Center and Town Hall,
Boards and Commissions, and many more opportunities. All of these volunteer op-
portunities directly work with residents and visitors to Fountain Hills.
The presence of volunteers in the Town Hall, Community Services, Fire Depart-
ment or Senior Activity Center is crucial to a vision that is focused on expanding
and enhancing the services the Town is able to provide the community.
Everyone can serve….everyone can make a difference!
MEDIA RELATIONS
The mission of the Public Information Office is to accurately communicate news
and information to Fountain Hills' customers, citizens, news media, elected offi-
cials, and employees via internal and external communication sources. In fiscal
year 18-19, the Public Information Office distributed three issues of the Fountain
Hills First informational newsletter. This publication reaches approximately 13,127
residential homes in Town. The Fountain Hills First publication boasts a wealth of
information including, but not limited, to information regarding street maintenance
work, business licensing, tax and fee information, Town aid programs and the spe-
cial events calendar. In addition to this publication the Public Information Office
also manages the Town’s six social media pages, municipal website information
releases and news releases.
The Height of Desert Living 157
Operating Budgets
Town Manager Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 220,308$ 233,579$ 244,344$ 256,824$
Medicare 3,217 3,539 3,573 3,755
Workers Compensation 541 386 437 460
Unemployment Insurance 145 70 71 71
Group Health Insurance 16,835 18,580 12,540 12,665
Group Dental Insurance 798 911 921 982
Group Vision Insurance 107 170 179 181
Disability Insurance 817 852 1,034 1,087
Retirement 24,342 26,462 26,879 28,250
Life Insurance 221 241 240 285
Bonus 108 145 143 143
Allowance/Stipend - 9,180 7,980 9,765
Dues, Subscript & Publicat 1,440 1,979 2,057 2,512
Meetings & Training 1,631 3,709 8,490 8,490
Boards & Commissions 175 185 1,090 -
Telecommunications 938 - - -
Professional Fees 608 2,426 18,920 400
Printing Expense 99 19,473 155 155
Advertising/Signage - - 1,200 1,200
Contractual Services 300 - - -
Constituent Communication 738 5,628 1,500 20,100
Community Contracts/Events - - 4,200 4,800
Office Supplies 728 515 2,300 2,300
Cleaning/Janitorial Supplie - 29 - -
Operating Supplies 45 2,349 830 860
Food & Beverage Supplies 6,694 8,117 7,210 7,700
Program Materials 8,190 7,465 5,517 7,300
Uniforms 221 - - -
Postage & Delivery 329 395 607 540
Software - 11 - -
Hardware 40 - - -
Equipment 475 - - -
ISF-Copier Charges 954 491 750 665
ISF-Mail Service Charges 267 170 - -
ISF-Vehicle Replacement Charges - 313 235 112
ISF-Motor Pool Charges 39 - 82 35
ISF-Telecom Charges 1,031 1,076 - -
Total Town Manager 292,381$ 348,446$ 353,484$ 371,637$
FY19-20 Proposed Budget
Summary of Expenditures
Town Manager
The Height of Desert Living 158
Town Clerk Division
Service Delivery Plan
Town Clerk supports the values of the community and the organization through
the delivery of quality customer service; conducting fair and open municipal elec-
tions; providing broad organizational support; managing the Town’s records man-
agement program and accessibility to public records; overseeing boards and com-
missions administration; and ensuring that official postings, notices and related
publications meet legal compliance.
Operating Budgets
Town Clerk Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 121,178$ 204,522$ 174,435$ 187,711$
Legislation 13,642 13,138 4,462 -
Total 134,820$ 217,660$ 178,897$ 187,711$
Expenditures by Program
Administration
100%
Use of Funds -Town Clerk -By Program
Where does the money go?
Total Proposed Budget = $187,711
The Height of Desert Living 159
Operating Budgets
Town Clerk Division
Variance Explanations:
Wages: An amount was added for a new part-time account clerk position.
Dues & Memberships: The increase is a result of a new subscription to agenda
management software.
Contractual Services: Amount was removed for elections as none are anticipated
in this coming fiscal year.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 88,388$ 125,270$ 111,578$ 140,584$
Employment Taxes 1,516 1,887 1,650 3,506
Benefits 16,511 21,143 18,087 21,460
Dues & Memberships 375 380 720 6,720
Meetings and Training 2,474 50 4,824 4,824
Contractual Services 22,755 66,503 40,012 9,080
Supplies 196 423 670 695
Equipment 1,056 - 50 50
Internal Service 1,549 2,004 1,306 792
Total 134,820$ 217,660$ 178,897$ 187,711$
Expenditures by Category
Wages 75%
Employment
Taxes 2%Benefits 11%
Dues &
Memberships
4%
Meetings and
Training 3%
Contractual
Services 5%
Use of Funds -Town Clerk -By Category
Where does the money go?
Total Proposed Budget = $187,711
The Height of Desert Living 160
Performance Measures
Operating Budgets
Town Clerk Division
Activities/Results
Quality
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Registered Voters:
Special (05/15/18)
Primary (08/30/16 and 08/28/18)
N/A
16,387
16,991
N/A
N/A
16,775
N/A
N/A
Voter Turnout %:
Special (05/15/18)
Primary (08/30/16 and 08/28/18)
N/A
41%
40%
N/A
N/A
51%
N/A
N/A
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Percentage of contracts processed within five
business days after approval 100% 100% 98% 100%
Percentage of agenda and meeting notices
posted in compliance with legal requirements 100% 100% 100% 100%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Town Council Agenda/Meeting notices posted 42/24 36/28 36/25 36/25
Requests for Public Information processed 165 205 150 150
The Height of Desert Living 161
Operating Budgets
Town Clerk Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 88,388$ 125,270$ 99,750$ 122,006$
Salaries-Part Time - - 11,828 18,578
FICA - - - 1,152
Medicare 1,250 1,722 1,447 2,053
Workers Compensation 211 141 178 251
Unemployment Insurance 55 24 25 50
Group Health Insurance 5,622 5,788 5,792 5,849
Group Dental Insurance 594 614 621 459
Group Vision Insurance 82 124 131 79
Disability Insurance 359 359 422 516
Retirement 9,723 13,813 10,973 13,421
Life Insurance 92 94 98 136
Bonus 40 51 50 100
Allowance/Stipend - 300 - 900
Licenses/Filing Fees - - 70 70
Dues, Subscript & Publicat 375 380 650 6,650
Meetings & Training 2,474 50 4,824 4,824
Professional Fees 10,095 10,068 383 -
Printing Expense - - 80 80
Advertising/Signage 3,547 3,070 4,000 5,000
Bank/Merc Account Fees - 32 - -
Contractual Services - - - 4,000
Election Expense 9,112 53,333 35,550 -
Office Supplies 196 423 470 470
Postage & Delivery - - 200 225
Small Tools 1,056 - - -
Software - - 50 50
ISF-Copier Charges 1,093 1,585 1,099 421
ISF-Mail Service Charges 15 39 - -
ISF-Vehicle Replacement Charges - - 153 283
ISF-Motor Pool Charges 211 141 53 88
ISF-Telecom Charges 230 239 - -
Total Town Clerk 134,820$ 217,660$ 178,897$ 187,711$
FY19-20 Proposed Budget
Summary of Expenditures
Town Clerk
The Height of Desert Living 162
Administrative Services Division
Service Delivery Plan
Lead the organization in the acquisition, maintenance, development, supervision
and measurement of the human assets and the results of their work (quality,
productivity and service). Protect the Town’s assets from loss and minimize em-
ployee injuries on the job.
Operating Budgets
Administrative Services Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 124,948$ 130,869$ 176,153$ 221,414$
Risk Management 274,396 285,141 357,246 -
Total 399,344$ 416,010$ 533,399$ 221,414$
Expenditures by Program
Variance Explanations:
Administration/Risk Management: Programs were combined into Administration
for more efficient managing and reporting purposes and the Town’s liability insur-
ance was reallocated to General Government.
Administration
100%
Use of Funds -Administrative Services
By Program
Where does the money go?
Total Proposed Budget = $221,414
The Height of Desert Living 163
Operating Budgets
Administrative Services Division
Variance Explanations:
Contractual Services: The decrease reflects reallocation of the Town liability insur-
ance to General Government.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 98,325$ 100,736$ 105,822$ 109,591$
Employment Taxes 1,626 1,503 1,762 1,824
Benefits 22,609 24,343 24,392 25,161
Dues & Memberships 7,994 9,175 8,525 9,017
Meetings and Training 10,918 13,457 36,854 36,205
Utilities 750 - - -
Contractual Services 252,022 260,745 346,092 28,043
Supplies 3,629 4,635 9,040 10,271
Equipment/Improvements - 26 - -
Internal Service 1,471 1,390 912 1,302
Total 399,344$ 416,010$ 533,399$ 221,414$
Expenditures by Category
Wages
50%
Benefits
11%
Dues &
Memberships
4%
Meetings and
Training
16%
Contractual
Services
13%
Supplies
5%
Internal Service
1%
Use of Funds -Administrative Services
By Category
Where does the money go?
Total Proposed Budget = $221,414
The Height of Desert Living 164
Performance Measures
Quality
Productivity
Operating Budgets
Administrative Services Division
Activities/Results
FY16-17 FY17-18 FY18-19 FY19-20
Actual Actual Estimate Target
Increase the percentage of employee perfor-
mance reviews completed on schedule 97% 88% 91% 97%
Increase or maintain the number of applications
received per recruitment for non-exempt posi-
tions 26 N/A 31 25
Increase or maintain the number of applica-
tions received per recruitment for exempt posi-
tions 28 29 33 30
FY16-17 FY17-18 FY18-19 FY19-20
Actual Actual Estimate Target
Decrease the number of days lost to injury per
worker’s compensation claim 2 34 0 0
Maintain the turnover rate of full-time employ-
ees at an acceptable rate 12% 7% 11% 6%
FY16-17 FY17-18 FY18-19 FY19-20
Actual Actual Estimate Target
Number of full-time employees departed from
Town service 5 3 5 1
Number of exit interviews conducted 5 3 5 1
Ensure supervisors receive performance evalua-
tion documentation four weeks in advance 92% 75% 75% 100%
Quarterly track and analyze performance evalu-
ation trends, including number of performance
evaluations that were late, type of increases
each employee received, etc.
92% 100% 100% 100%
Number of exempt recruitments conducted 3 7 4 1
Number of full-time non-exempt recruitments
conducted 2 1 5 0
Average number of days to fill a vacancy 65 60 80 60
Number of workers’ compensation claims due to
injury 3 3 3 0
The Height of Desert Living 165
Operating Budgets
Administrative Services Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 98,325$ 100,736$ $ 105,822.00 $ 109,591.00
Medicare 1,335 1,321 1,549 1,603
Workers Compensation 236 158 189 196
Unemployment Insurance 55 25 24 25
Group Health Insurance 10,346 10,868 10,874 10,983
Group Dental Insurance 852 865 874 932
Group Vision Insurance 53 74 77 79
Disability Insurance 399 399 427 448
Retirement 10,816 11,081 11,086 11,647
Life Insurance 102 104 104 122
Bonus 41 51 50 50
Allowance/Stipend - 900 900 900
Dues, Subscript & Publicat 7,994 9,175 8,525 9,017
Training/Cont Ed - - 15,179 15,179
Meetings & Training 10,917 13,457 21,675 21,025
Telecommunications 750 - - -
Professional Fees 13,142 13,308 23,214 21,083
Legal Fees - - 1,000 1,000
Insurance Expense 237,830 247,437 320,003 4,000
Printing Expense - - 150 150
Advertising/Signage 1,050 - 1,725 1,810
Office Supplies 570 192 830 830
Cleaning/Janitorial Supplies - - 10 10
Operating Supplies 248 82 - -
Food & Beverage Supplies 1,628 2,582 4,100 5,441
Program Materials 1,162 1,349 3,940 3,830
Postage & Delivery 21 34 160 160
Miscellaneous Expense - 397 - -
Hardware/Peripherals - 26 - -
ISF-Copier Charges 454 439 400 420
ISF-Mail Service Charges 66 72 - -
ISF-Vehicle Replacement Charges - 89 379 673
ISF- Motor Pool Charges 495 311 133 210
ISF-Telecom Charges 457 478 - -
Total Administrative Services 399,344$ 416,010$ 533,399$ 221,414$
FY19-20 Proposed Budget
Summary of Expenditures
Administrative Services
The Height of Desert Living 166
Purchasing Division
Service Delivery Plan
Purchasing is responsible for supporting the Town's need for materials and ser-
vices in accordance with Federal, State, and Town requirements. This requirement
is conducted in an open, competitive, and professional manner, which maximizes
the effectiveness of tax dollars.
Operating Budgets
Purchasing Division
Variance Explanations:
Administration: This is a new division that was added which includes a new posi-
tion.
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration -$ -$ -$ 85,194$
Total -$ -$ -$ 85,194$
Expenditures by Program
Administration
100%
Use of Funds -Purchasing
By Program
Where does the money go?
Total Proposed Budget = $85,194
The Height of Desert Living 167
Operating Budgets
Purchasing Division
Variance Explanations:
Wages: Amount was added for a new position.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages -$ -$ -$ 62,100$
Employment Taxes - - - 1,050
Benefits - - - 19,944
Meetings & Training - - - 200
Supplies - - - 150
Equipment/Improvement - - - 1,750
Total -$ -$ -$ 85,194$
Expenditures by Category
Wages
75%
Benefits
25%
Use of Funds -Purchasing
By Category
Where does the money go?
Total Proposed Budget = $85,194
The Height of Desert Living 168
Performance Measures
Quality
Productivity
Activities/Results
Operating Budgets
Purchasing Division
FY16-17 FY17-18 FY18-19 FY19-20
Actual Actual Estimate Target
Requisitions Processed within 60 business
hours. N/A N/A N/A 95%
Excellent / Good customer survey results. N/A N/A N/A 85%
FY16-17 FY17-18 FY18-19 FY19-20
Actual Actual Estimate Target
Requisitions processed N/A N/A N/A 900
Number of procurement contracts approved by
Council N/A N/A N/A 24
FY16-17 FY17-18 FY18-19 FY19-20
Actual Actual Estimate Target
Number of P-Card Transactions N/A N/A N/A 1,200
Number of competitive formal solicitations con-
ducted N/A N/A N/A 20
The Height of Desert Living 169
Operating Budgets
Purchasing Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time -$ -$ $ - $ 62,100
Medicare - - - 914
Workers Compensation - - - 111
Unemployment Insurance - - - 25
Group Health Insurance - - - 10,983
Group Dental Insurance - - - 932
Group Vision Insurance - - - 156
Disability Insurance - - - 254
Retirement - - - 6,600
Life Insurance - - - 69
Bonus - - - 50
Allowance/Stipend - - - 900
Meetings & Training - - - 200
Office Supplies - - - 150
Hardware/Peripherals - - - 1,750
Total Procurement -$ -$ -$ 85,194$
FY19-20 Proposed Budget
Summary of Expenditures
Purchasing
The Height of Desert Living 170
Finance Division
Service Delivery Plan
Provide efficient and cost effective financial oversight of both the short and long -
term components of the Town’s functions. Be proactive in providing financial infor-
mation to staff and citizens. Provide safe, secure and effective cash, banking, mer-
chant service, tax service and debt service administration for the Town.
Operating Budgets
Finance Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Accounting 158,931$ 164,076$ 192,062$ 308,660$
Administration 183,787 236,495 235,364 276,594
Customer Service 36,980 41,261 41,406 42,984
Licensing 46,769 55,163 61,369 -
Purchasing 57,922 61,343 62,527 -
Total 484,389$ 558,338$ 592,728$ 628,238$
Expenditures by Program
Variance Explanations:
Accounting/Licensing/Purchasing(AP): Programs were combined into Accounting
for more efficient managing and reporting purposes. A new purchasing division
was created and moved into Administration.
Accounting
49%
Administration
44%
Customer
Service
7%
Use of Funds -Finance -By Program
Where does the money go?
Total Proposed Budget = $628,238
The Height of Desert Living 171
Operating Budgets
Finance Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 260,665$ 274,987$ 279,418$ 307,493$
Employment Taxes 8,978 9,352 6,943 7,478
Benefits 48,850 49,057 66,087 72,200
Dues & Memberships 3,138 10,724 2,935 3,350
Meetings and Training 3,139 3,162 6,644 6,744
Maintenance & Repair 1,558 2,615 6,000 6,000
Utilities 750 - - -
Contractual Services 145,997 183,127 211,966 211,994
Supplies 2,264 3,144 9,021 10,055
Equipment 343 11,270 900 -
Internal Service 8,707 10,900 2,814 2,924
Total 484,389$ 558,338$ 592,728$ 628,238$
Expenditures by Category
Wages
49%
Employment
Taxes
1%
Benefits
12%
Meetings
and
Training
1%
Maintenance &
Repair
1%
Contractual
Services
34%
Supplies
2%
Use of Funds -Finance -By Category
Where does the money go?
Total Proposed Budget = $628,238
The Height of Desert Living 172
Performance Measures
Quality
Operating Budgets
Finance Division
Activities/Results
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Consecutive years for GFOA annual Certifi-
cate of Achievement for Excellence in Finan-
cial Reporting award 21 22 23 24
Consecutive years for GFOA annual Distin-
guished Budget Presentation award 16 17 18 19
Consecutive years of GFOA annual Popular
Reporting Award 5 6 7 8
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Actual revenue versus forecast—General
Fund only (excluding transfers) 99% 94% 100% 100%
Unmodified audit opinion Yes Yes Yes Yes
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Accounts payable checks issued 1,434 1,477 1,500 1,500
Local tax revenues from audits $229,297 $171,149 $50,000 $50,000
Business licenses processed 2,767 2,874 2,900 2,900
The Height of Desert Living 173
Operating Budgets
Finance Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 191,587$ 197,518$ 242,923$ 269,646$
Salaries-Part Time 68,765 77,277 36,495 37,847
Overtime 313 193 - -
FICA 4,274 4,855 2,222 2,304
Medicare 3,651 3,881 4,071 4,476
Workers Compensation 624 428 500 548
Unemployment Insurance 429 189 150 150
Group Health Insurance 24,129 22,655 33,334 36,349
Group Dental Insurance 2,095 2,140 3,039 3,070
Group Vision Insurance 248 354 527 479
Disability Insurance 776 776 1,027 1,141
Retirement 21,109 21,659 26,721 29,661
Life Insurance 198 204 239 300
Bonus 295 369 300 300
Allowance/Stipend - 900 900 900
Licenses/Filing Fees 976 876 1,425 1,425
Dues, Subscript & Publicat 2,162 9,848 1,510 1,925
Meetings & Training 3,139 3,162 6,644 6,744
Office Equip Maint/Repair 1,557 2,615 6,000 6,000
Telecommunications 750 - - -
Auditing Expense 65,250 74,970 83,681 68,740
Professional Fees 1,597 34,627 26,140 51,300
Management Fees 15,986 14,754 17,825 13,025
Rentals & Leases 809 1,214 1,140 1,224
Printing Expense 3,652 1,089 5,100 7,105
Advertising/Signage 1,458 1,433 1,500 2,000
Intergovt Agreements 48,710 49,606 65,000 65,000
Constituent Communication 2,341 - - -
Contractual Services - 1,858 - -
Bank/Merc Acct Fees 6,194 3,577 11,580 3,600
Office Supplies 1,162 1,231 2,186 2,684
Cleaning/Janitorial Supplies - 10 - -
Operating Supplies 783 1,722 1,805 1,975
Program Materials 318 116 530 620
Postage & Delivery 2 63 4,500 4,776
Software - 6,790 - -
Hardware/Peripherals 343 87 900 -
Equipment - 4,393 - -
ISF-Copier Charges 1,977 2,418 2,055 1,993
ISF-Mail Service Charges 4,647 5,814 - -
ISF-Vehicle Replacement Charges - 426 562 710
ISF-Motor Pool Charges 250 327 197 221
ISF-Telecom Charges 1,833 1,914 - -
Total Finance 484,389$ 558,338$ 592,728$ 628,238$
FY19-20 Proposed Budget
Summary of Expenditures
Finance
The Height of Desert Living 174
Information Technology Division
Service Delivery Plan
The Information Technology Division is dedicated to providing professional support
in a timely and responsive manner while focusing on high availability and reliable
technology. The Division also endeavors to implement alternative technologies to
reduce operating and maintenance costs while improving the user experience.
Operating Budgets
Information Technology Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 96,842$ 99,255$ 103,886$ 108,260$
Operations 182,737 185,972 196,616 202,396
Total 279,579$ 285,227$ 300,502$ 310,656$
Expenditures by Program
Administration
100%
Use of Funds -Information Technology -By Program
Where does the money go?
Total Proposed Budget = $310,656
The Height of Desert Living 175
Variance Explanations:
Contractual Services: An item budget was moved to Dues & Memberships for a
more accurate classification of the expense.
Operating Budgets
Information Technology Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 78,062$ 79,976$ 111,805$ 120,105$
Employment Taxes 1,387 1,324 3,642 4,113
Benefits 15,035 16,406 16,981 18,323
Dues & Memberships 109,672 109,886 125,240 134,440
Meetings and Training 133 - - -
Maintenance and Repair 1,616 1,420 5,000 5,000
Utilities 1,049 1,280 13,000 13,700
Contractual Services 21,819 8,245 9,500 1,000
Supplies 460 4,133 2,250 1,850
Equipment 48,201 60,113 13,000 12,000
Internal Service 2,145 2,444 84 125
Total 279,579$ 285,227$ 300,502$ 310,656$
Expenditures by Category
Wages
39%
Employment
Taxes
1%
Benefits
6%Dues &
Memberships
43%
Maintenance
and Repair
2%
Utilities
4%
Supplies
1%
Equipment
4%
Use of Funds -Information Technology -By Category
Where does the money go?
Total Proposed Budget = $310,656
The Height of Desert Living 176
Performance Measures
Quality
Productivity
Operating Budgets
Information Technology Division
Activities/Results
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Percentage of emergency related helpdesk
tickets resolved within two business hours 95% 95% 99% 99%
Percentage of high priority helpdesk tickets
resolved within four hours 98% 98% 98% 100%
Percentage of helpdesk tickets resolved
within twelve hours 95% 98% 98% 100%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Total number of tickets opened 401 294 344 350
Total number of tickets closed without reso-
lution 0 0 0 0
Total number of tickets resolved within es-
tablished timeframe 401 294 344 350
Number of issues resolved during initial con-
tact 360 235 292 315
Online Payments Processed (Website) 659 1111 957 1000
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Availability of computer system up-time 99% 99% 98% 100%
Number of Public Meetings Recorded (Video) 24 25 25 25
The Height of Desert Living 177
Operating Budgets
Information Technology Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 78,062$ 79,976$ 84,014$ 87,006$
Salaries-Part Time - - 27,791 33,099
FICA - - 1,723 2,052
Medicare 1,145 1,174 1,636 1,769
Workers Compensation 187 125 233 242
Unemployment Insurance 55 24 50 50
Group Health Insurance 5,576 5,788 5,792 5,849
Group Dental Insurance 412 426 431 459
Group Vision Insurance 53 75 78 79
Disability Insurance 285 285 356 368
Retirement 8,587 8,798 9,241 9,571
Life Insurance 81 84 83 97
Bonus 41 51 100 100
Allowance/Stipend - 900 900 1,800
Licenses/Filing Fees 80,255 88,152 99,450 97,950
Dues, Subscript & Publicat 29,417 21,734 25,790 36,490
Meetings & Training 133 - - -
Equipment Maint/Repair 1,574 1,403 5,000 5,000
Office Equip Maint/Repair 42 17 - -
Telecommunications 1,048 1,280 13,000 13,700
Professional Fees 20,670 7,245 8,500 -
Intergovt Agreements 1,000 1,000 1,000 1,000
Bank/Merc Acct Fees 149 - - -
Office Supplies 55 114 500 500
Operating Supplies 405 823 1,650 1,250
Program Materials - 3,177 100 100
Postage & Delivery - 19 - -
Software 1,961 31,045 500 500
Hardware/Peripherals 46,240 29,007 12,500 11,500
Equipment - 60 - -
ISF-Copier Charges 25 14 50 50
ISF-Mail Service Charges 24 3 - -
ISF-Vehicle Replacement Charges - - 25 57
ISF-Motor Pool Charges 34 38 9 18
ISF-Telecom Charges 2,063 2,390 - -
Total Information Technology 279,579$ 285,227$ 300,502$ 310,656$
FY19-20 Proposed Budget
Summary of Expenditures
Information Technology
The Height of Desert Living 178
Legal Services Division
Service Delivery Plan
The Town Attorney and Town Prosecutor are appointed by the Town Council to
serve as general counsel for the Town in addition to responsibility for the efficient
disposition of criminal cases prosecuted in the Municipal Court.
Operating Budgets
Legal Services Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Attorney Services 331,298$ 464,384$ 479,770$ 246,116$
Total 331,298$ 464,384$ 479,770$ 246,116$
Expenditures by Program
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Dues & Memberships 4,130$ 4,432$ 4,720$ -$
Contractual Services 326,938 459,713 475,050 246,116
Internal Service 230 239 - -
Total 331,298$ 464,384$ 479,770$ 246,116$
Expenditures by Category
Variance Explanations:
Attorney Services: The decrease is a result of reduced Town attorney fees.
Attorney
Services
100%
Use of Funds -Legal Services -By Program
Where does the money go?
Total Proposed Budget = $246,116
The Height of Desert Living 179
Operating Budgets
Legal Services Division
Productivity
Activities/Results
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Ordinances processed 14 16 12 15
Resolutions processed 57 89 70 75
Contracts and Agreements processed 249 171 250 250
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Dues, Subscript & Publicat 4,130$ 4,432$ 4,720$ -$
Legal Fees 225,294 351,031 360,000 131,000
Advertising/Signage - 182 - -
Prosecutor Fees 100,000 105,000 110,250 110,316
Public Defender Fees 1,644 3,500 4,800 4,800
ISF-Telecom Charges 230 239 - -
Total Legal Services 331,298$ 464,384$ 479,770$ 246,116$
FY19-20 Proposed Budget
Summary of Expenditures
Legal Services
Variance Explanations:
Contractual Services: The decrease is a result of reduced Town attorney fees.
Contractual
Services
100%
Uses of Funds -Legal Services -By Category
Where does the money go?
Total Proposed Budget = $246,116
The Height of Desert Living 180
Operating Budgets
Legal Services Division
The Height of Desert Living 181
General Government
Operating Budgets
General Government
The Height of Desert Living 182
Operating Budgets
General Government
GENERAL GOVERNMENT
Mission Statement
The mission of General Government is to provide a centralized location for Town-
wide expenditures rather than in individual departmental budgets. By doing so,
transparency will be enhanced.
Department Overview
The purpose of the General Government Department is to locate expenditures that
are Town-wide and do not belong to any one department. Such expenditures as
the community contracts, Town’s membership dues in the Arizona League of Cities
and Towns, Maricopa Association of Governments, East Valley Partnership, and
other Town-wide expenditures, now including liability insurance, are located in the
General Government Department. Transfers for Municipal Property Corporation
(MPC) debt service for the Community Center are also located in General Govern-
ment. Terms such as General Government or Non-Departmental to describe the
cost center is a common approach in municipal budgeting.
Variance Explanations:
Non-Departmental: The increase reflects reallocation of the Town liability insur-
ance from Administrative Services.
Division
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Non-Departmental 202,454$ 204,809$ 616,326$ 1,073,362$
Total 202,454$ 204,809$ 616,326$ 1,073,362$
Expenditures by Division
Non-
Departmental
100%
Use of Funds -General Government-By Division
Where does the money go?
Total Proposed Budget = $1,073,362
The Height of Desert Living 183
Operating Budgets
General Government
Variance Explanations:
Administration: The increase reflects reallocation of the Town liability insurance
from Administrative Services.
Variance Explanations:
Contractual Services: The increase reflects reallocation of the Town liability insur-
ance from Administrative Services.
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 202,454$ 204,809$ 616,326$ 1,073,362$
Total 202,454$ 204,809$ 616,326$ 1,073,362$
Expenditures by Program
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Dues & Memberships 32,696$ 34,163$ 36,367$ 40,930$
Meetings & Training 382 3,694 - 650
Maintenance & Repair - 84 7,800 6,300
Utilities - - 25,500 24,120
Contractual Services 142,063 166,787 231,745 527,457
Supplies 610 81 6,076 26,305
Internal Service - - (10,205) (10,153)
Contingency 26,703 - 319,043 457,753
Total 202,454$ 204,809$ 616,326$ 1,073,362$
Expenditures by Category
Administration
100%
Use of Funds -General Government-By Program
Where does the money go?
Total Proposed Budget = $1,073,362
The Height of Desert Living 184
Operating Budgets
General Government
Supplies: A budget supplement was added for the 50th Anniversary Celebration.
Contingency: The increase will be reallocated as the need for contingency funding
is approved.
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Dues, Subscript & Publicat 32,696$ 34,163$ 36,367$ 40,930$
Meetings & Training 358 - - 650
Boards & Commissions 24 3,694 - -
Office Equipment Maint/Repair - - 7,800 6,300
Sign Repair & Replacement - 84 - -
Telecommunications - - 25,500 24,120
Professional Fees - 39,200 100,000 116,000
Legal Fees - 365 - -
Insurance Expense - - - 298,582
Advertising/Signage - 728 10,000 10,000
Contractual Services 12,758 12,758 - -
Constituent Communication 3,695 - - -
Community Contracts/Events 125,050 110,890 118,515 102,794
Holiday Lighting 560 2,846 3,000 -
Interest Expense - - 230 81
Office Supplies - - 3,000 3,000
Program Materials 610 - 1,000 21,000
Postage & Delivery - 81 2,076 2,305
ISF-Copier Charges - - (8,380) (8,500)
ISF-Motor Pool Charges - - (1,824) (1,653)
Contingency 26,703 - 319,042 457,753
Total General Government 202,454$ 204,809$ 616,326$ 1,073,362$
FY19-20 Proposed Budget
Summary of Expenditures
General Government
Dues &
Memberships
4%
Maintenance &
Repair
1%
Utilities
2%
Contractual
Services
48%
Supplies
2%
Contingency
43%
Uses of Funds -General Government -By Category
Where does the money go?
Total Proposed Budget = $1,073,362
The Height of Desert Living 185
Municipal Court
Operating Budgets
Municipal Court
The Height of Desert Living 186
Operating Budgets
Municipal Court
*Presiding Judge
(.63)
Senior Court ClerkSenior Court Clerk
MUNICIPAL COURT
Court Administrator
-
*Part time -
Appointed
by Council
Full Time
The Height of Desert Living 187
MUNICIPAL COURT
Mission Statement
The Fountain Hills Municipal Court is committed to professionally serving the citi-
zens of Fountain Hills by administering justice in a fair, efficient and respectful
manner, so as to enhance public trust and community confidence in our court sys-
tem.
Department Overview
The Fountain Hills Municipal Court is the judicial branch of the Fountain Hills gov-
ernment. Pursuant to State law and the Town Code, decisions regarding the over-
all function of the Court are the sole responsibility of the Presiding Judge, who also
has exclusive supervisory authority over all court personnel. The Court has juris-
diction over civil traffic, criminal traffic and criminal misdemeanor offenses and vi-
olations of our Town Code and ordinances. The Court also has authority over spec-
ified juvenile offenses. In addition, the Municipal Court Presiding Judge has author-
ity to issue arrest/search warrants, civil orders of protection, and injunctions
against harassment. As part of the Arizona State Court System, the Fountain Hills
Municipal Court is subject to the authority and administrative supervision of the
Arizona Supreme Court. The Fountain Hills Municipal Court has legal obligations
and reporting responsibilities to the State and County as well as to the Town of
Fountain Hills. The Court must comply with constantly changing federal, state, and
local laws and administrative rules, including those relating to crimes and criminal
procedure, victims’ rights, record keeping, ADA, minimum accounting standards
and judicial ethics.
Operating Budgets
Municipal Court
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration $ 169,486 $ 185,639 $ 186,270 $ 193,946
Operations 131,029 135,513 155,757 203,329
Total $ 300,515 $ 321,152 $ 342,027 $ 397,275
Expenditures by Program
Variance Explanations:
Operations: A budget supplement was added for the collection of unpaid fines.
The Height of Desert Living 188
Operating Budgets
Municipal Court
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 231,893$ 239,521$ 249,800$ 260,083$
Employment Taxes 9,107 9,064 8,834 9,118
Benefits 41,584 49,053 47,244 51,566
Dues and Memberships 4,362 3,422 7,663 8,863
Meetings and Training 409 1,649 3,465 3,405
Maintenance and Repair 635 690 3,159 804
Contractual Services 6,551 11,720 16,095 58,500
Supplies 2,408 1,956 4,272 3,935
Equipment 187 57 395 260
Internal Service 3,379 4,020 1,100 741
Total 300,515$ 321,152$ 342,027$ 397,275$
Expenditures by Category
Variance Explanations:
Contractual Services: A budget supplement was added for the collection of unpaid
fines.
Administration
100%
Use of Funds -Municipal Court -By Program
Where does the money go?
Total Proposed Budget = $397,275
The Height of Desert Living 189
Operating Budgets
Municipal Court
FY18-19 Department Accomplishments
Initiative Strategic Value
Provided all court and judicial services as man-
dated by the Constitution, statutes and ordi-
nances as fairly, effectively and efficiently as
possible.
Goal #5, Objective #2
Provided community outreach through informing
the public and Fountain Hills High School about
Teen Court and the justice system.
Goal #5, Objective #2
Goal #5, Objective #1
Effectively and efficiently monitored and en-
forced timely compliance with Court ordered
sentencing and diversion programs while hold-
ing defendants accountable for their actions and
obligations.
Goal #5, Objective #2
Complied with recognized Supreme Court/AOC
guidelines for timely case processing, manage-
ment and finances.
Goal #5, Objective #2
Goal #4, Objective #1
Obtain new case management system provided
by the Arizona Supreme Court to provide better
access to justice. Goal #5, Objective #2
Wages
65%
Employment
Taxes
2%Benefits
13%
Dues and
Memberships
2%
Meetings and
Training
1%
Contractual
Services
16%
Supplies
1%
Use of Funds -Municipal Court -By Category
Where does the money go?
Total Proposed Budget = $397,275
The Height of Desert Living 190
FY19-20 Objectives
Operating Budgets
Municipal Court
Initiative Strategic Value Estimated Cost/Funding
Source
Provide all court and judicial
services as mandated by the
Constitution, statutes and ordi-
nances as fairly, effectively and
efficiently as possible.
Goal #5, Objective #2 $0
Provide community outreach
and garner support through
informing the public and Foun-
tain Hills High School about
Teen Court and the justice sys-
tem.
Goal #3, Objective #2
Goal #5, Objective #1
Goal #5, Objective #2 $0
Refurbish or replace, as need-
ed, the benches in the Court-
room due to the wear and tear
that the benches have received
from years of use.
Goal #2, Objective #1 No more than $10,000
Funding Source: CCEF
Total amount in unknown
Eliminate paper files by transi-
tioning to scanning of active
case records to improve case
processing. With the goal to
become entirely paperless the
processing time should be re-
duced once the transition has
been completed providing the
staff a way to better serve the
public.
Goal #2, Objective #2
Goal #5, Objective #2
Estimated Cost Per Scanner:
$4,385.00
Total Estimated Cost of 3
Scanners: $13,155.00
Annual Cost Per Scanner:
$785.00
Total Estimated Annual Cost:
$2,355.00
Funding Source: CCEF
Comply with recognized Arizo-
na Supreme Court/AOC stand-
ards for timely case pro-
cessing, management, and
finances.
Goal #5, Objective #2
Goal #4, Objective #1 $0
Comply with standard court
security standards as defined
and mandated by the Arizona
Supreme Court/AOC.
Goal #5, Objective #2
No more than: $30,000 for
upgraded security cameras.
Funding Source: CCEF
Total amount is unknown.
Effectively and efficiently moni-
tor and enforce timely compli-
ance with Court ordered sen-
tencing and diversion pro-
grams while holding defend-
ants accountable for their ac-
tions and obligations.
Goal #5, Objective #2 $0
The Height of Desert Living 191
Operating Budgets
Municipal Court
Activities/Results
Performance Measures
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Cases Filed 1,913 1,268 1,050 1,500
Cases Terminated 2,072 1,217 1,000 2,000
Hearings/Trial Held 1,848 618 1,000 1,100
Quality
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Achieve a better understanding of how
many arraignments the court conducts. Approxi-
mately 1441 217 Estimat-
ed Minimum 1,000 1,950
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Telephone 871 682 1,800 2,000
Appearance 889 776 950 1,500
Acceptance of plea agreement 140 140 195 220
Defensive Driving School (DDS) Com-
pleted 527 210 330 360
The Height of Desert Living 192
Operating Budgets
Municipal Court
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 157,722$ 165,592$ 173,987$ 182,375$
Salaries-Part Time 72,126 73,929 75,813 77,708
Overtime 2,045 - - -
FICA 4,912 5,090 4,701 4,817
Medicare 3,385 3,524 3,624 3,775
Workers Compensation 517 352 409 426
Unemployment Insurance 293 98 100 100
Group Health Insurance 16,874 19,879 20,034 20,232
Group Dental Insurance 1,400 1,512 1,530 1,521
Group Vision Insurance 165 224 234 237
Disability Insurance 585 659 737 772
Retirement 22,246 26,324 24,338 28,401
Life Insurance 148 172 171 203
Bonus 165 206 200 200
Allowance/Stipend - 75 - -
Dues, Subscript & Publicat 4,362 3,422 7,663 8,863
Meetings & Training 409 1,649 3,465 3,405
Office Equip Maint/ Repair 635 690 3,159 804
Auditing Expense - 3,750 - -
Professional Fees 555 746 2,956 2,956
Legal Fees - 400 1,400 1,400
Printing Expense 633 1,283 2,000 2,000
Intergovt Agreements 5,000 5,157 9,200 11,605
Contractual Services - - - 40,000
Bank/Merc Acct Fees 363 385 540 540
Office Supplies 1,035 1,370 2,443 2,443
Cleaning/Janitorial Supplies 5 39 32 32
Safety Supplies 16 42 - -
Operating Supplies 6 28 - -
Food & Beverage Supplies 429 477 660 660
Uniforms 917 - - -
Postage & Delivery - - 1,137 800
Software 103 - - -
Hardware/Peripherals 84 58 395 260
ISF-Copier Charges 2 9 5 5
ISF-Mail Service Charges 978 1,049 - -
ISF-Vehicle Replacement Charge - 756 810 561
ISF-Motor Pool Charges 340 54 284 174
ISF-Telecom Charges 2,060 2,152 - -
Total Municipal Court 300,515$ 321,152$ 342,027$ 397,275$
FY19-20 Proposed Budget
Summary of Expenditures
Municipal Court
The Height of Desert Living 193
Public Works
Operating Budgets
Public Works
The Height of Desert Living 194
Note: Numbers in parentheses represent full-time equivalents (FTE).
Operating Budgets
Public Works Department
Director
PUBLIC WORKS DEPARTMENT
Street
Maintenance
Technician
Custodian
(.80)
Facilities
Maintenance
Tech
Custodian
(.50)
Streets
Superintendent
Facilities
/Environmental
Supervisor
Street
Maintenance
Technician
Fleet Mechanic
/ Open Space
Specialist
Custodian
Part time
Full Time
Contracted
Executive Assistant (.5)
(shared with Development Services)
Full Time
Shared
Civil Engineering
Inspector Town Engineer
Street
Maintenance
Technician
Assistant Town
Engineer
(.63)
The Height of Desert Living 195
Operating Budgets
Public Works Department
PUBLIC WORKS
Mission Statement
The Public Works Department is dedicated to enhancing the quality of life in Foun-
tain Hills by ensuring the construction of quality infrastructure; maintenance of
roadways and traffic control devices; maintenance of Town-owned washes, dams,
medians and open space; and maintenance of Town facilities in a manner that pro-
vides a safe, healthy and secure environment for staff and visitors. The Depart-
ment strives to provide quality customer service in a professional and timely man-
ner.
Department Overview
The Public Works Department is made up of three (3) Divisions: Public Works, Fa-
cilities and Engineering. The Public Works Director provides direct supervision over
Division heads and the executive assistant.
Division
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Public Works 172,490$ 159,995$ 179,521$ 147,002$
Engineering 205,471 144,770 196,323 272,016
Facilities 516,866 490,843 659,733 681,916
Total 894,827$ 795,608$ 1,035,577$ 1,100,934$
Expenditures by Division
Variance Explanations:
Public Works: The decrease is a result of changing the allocation between General
Fund and the Street Fund from 75/25 split to 70/30 split.
Administration
19%
Building
Maintenance
21%
Operations
53%
Outside
Inspections
7%
Use of Funds -Public Works -By Program
Where does the money go?
Total Proposed Budget = $1,100,934
The Height of Desert Living 196
Operating Budgets
Public Works Department
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 197,084$ 184,998$ 201,108$ 158,637$
Building Maintenance 440,145 99,164 151,813 174,088
Engineering 205,471 144,770 196,322 272,017
Operations - 312,973 422,194 439,489
Outside Inspections 52,127 53,703 64,140 56,703
Total 894,827$ 795,608$ 1,035,577$ 1,100,934$
Expenditures by Program
Variance Explanations:
Administration: The decrease is a result of changing the allocation between Gen-
eral Fund and the Street Fund from 75/25 split to 70/30 split.
Administration
19%
Building
Maintenance
21%
Operations
53%
Outside
Inspections
7%
Use of Funds -Public Works -By Program
Where does the money go?
Total Proposed Budget = $1,100,934
The Height of Desert Living 197
Operating Budgets
Public Works Department
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 363,022$ 353,971$ 383,025$ 432,033$
Employment Taxes 16,576 15,178 18,222 22,873
Benefits 71,849 73,237 77,849 76,981
Dues & Memberships 9,822 11,797 11,215 11,240
Meetings and Training 525 685 3,260 3,285
Maintenance and Repair 89,412 79,270 152,383 163,790
Utilities 261,020 170,463 195,240 195,416
Contractual Services 35,261 38,167 131,885 140,941
Supplies 26,236 25,343 40,504 36,508
Equipment 760 5,756 5,950 5,350
Damages/Vandalism - 2,779 900 900
Internal Service 18,372 18,962 15,144 11,617
Capital Expenditures 1,972 - - -
Total 894,827$ 795,608$ 1,035,577$ 1,100,934$
Expenditures by Category
Wages
39%
Employment
Taxes
2%
Benefits
7%
Dues &
Memberships
1%
Maintenance
and Repair
15%
Utilities
18%
Contractual
Services
14%
Supplies
3%
Internal Service
1%
Use of Funds -Public Works -By Category
Where does the money go?
Total Proposed Budget = $1,100,934
The Height of Desert Living 198
Operating Budgets
Public Works Department
Fund/Department
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
General Fund
Salaries-Full Time 318,443$ 305,460$ 335,078$ 316,865$
Salaries-Part Time 44,389 48,430 47,947 115,169
Overtime 190 81 - -
FICA 2,731 3,009 2,973 7,140
Medicare 5,159 4,999 5,560 6,282
Workers Compensation 8,340 7,015 9,532 9,277
Unemployment Insurance 345 155 157 174
Group Health Insurance 33,429 35,311 36,345 36,317
Group Dental Insurance 2,042 2,106 2,186 2,442
Group Vision Insurance 272 366 390 420
Disability Insurance 1,275 1,188 1,419 1,340
Retirement 34,243 33,609 36,859 34,857
Life Insurance 326 325 329 352
Bonus 262 332 321 353
Allowance/Stipend - - - 900
Licenses/Filing Fees 8,587 10,286 9,060 9,060
Dues, Subscript & Publicat 1,235 1,511 2,155 2,180
Meetings & Training 525 685 3,260 3,285
Building Maint/Repair 16,085 11,164 56,300 44,900
HVAC Repair 55,640 52,069 61,180 78,080
Plumbing Repair 165 5,216 6,100 8,100
Electrical Repair/Maint - - 5,140 5,140
Fire Protection Systems 6,504 6,504 7,045 7,960
Irrigation Repair 356 460 2,450 2,850
Backflow Testing & Maintenance 1,226 250 810 1,235
Equipment Maint/Repair 3,369 1,232 7,550 7,850
Vehicle Maint/Repair 399 1,846 2,160 2,160
Other Maint/Repair 3,265 - - 2,400
Sign Repair & Replacement 1,023 530 2,548 2,015
Painting 675 - 100 100
Lighting Repair - - 1,000 1,000
Electricity Expense 150,662 139,636 155,942 155,942
Refuse/Recycling 2,215 1,704 1,703 1,703
Telecommunications 3,034 3,006 5,760 5,736
Water/Sewer 24,426 22,602 26,985 26,985
Gas & Oil 2,926 3,514 4,850 5,050
Professional Fees 80,359 29,888 74,985 76,590
Rentals & Leases 30 - 750 750
Printing Expense 54 148 650 650
Advertising/Signage 65 196 - -
Contractual Services 19,889 988 25,000 25,000
Bank/Merc Acct Fees 446 289 1,500 500
Landscape Contracts 12,788 6,656 29,000 37,450
The Height of Desert Living 199
Operating Budgets
Public Works Department
General Fund-continued
Office Supplies 742$ 587$ 1,860$ 1,075$
Cleaning/Janitorial Supplies 11,982 9,631 14,500 14,500
Safety Supplies 91 2,091 825 825
Operating Supplies 9,698 10,468 19,025 15,833
Food & Beverage Supplies 1,826 1,547 2,000 2,000
Uniforms 1,226 1,021 2,100 2,100
Postage & Delivery 59 - 194 175
Small Tools 25 25 950 950
Hardware/Peripherals 32 1,394 600 -
Furniture/Appliances - 1,152 2,900 2,900
Equipment 703 806 1,500 1,500
Building Improvements Exp - 2,380 - -
Damages/Vandalism - 2,779 900 900
ISF-Copier Charges 361 149 380 287
ISF-Mail Service Charges 89 62 - -
ISF-Vehicle Replacement Charge 14,578 14,350 14,280 10,983
ISF-Motor Pool Charges 220 386 484 347
ISF-Telecom Charges 3,829 4,014 - -
Vehicles 1,972 - - -
Total Public Works 894,827$ 795,608$ 1,035,577$ 1,100,934$
Fund/Department
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
The Height of Desert Living 200
Operating Budgets
Public Works Department
FY18-19 Department Accomplishments
FY19-20 Objectives
Initiative Strategic Value
Completed a study to identify gap between ac-
tual and subdivision ordinance specifications and
determine cost of meeting ordinance specifica-
tions
Goal #1, Objective #1
Completed a comprehensive environmental plan
for Fountain Hills Goal #2, Objective #2
Implementation of safety measures to minimize
street flooding Goal #2, Objective #1
Restart long-range sidewalk infill program Goal #2, Objective #1
Initiative Strategic Value Estimated Cost/Funding
Source
Foster a culture of public ser-
vice and volunteerism Goal #5, Objective #3 $0
Develop and implement an in-
vestment plan to bring addi-
tional streets up to established
standards
Goal #2, Objective #1 $10,000,000 –$12,000,000
Bond/General Fund
Design and construct drainage
improvements to minimize
Golden Eagle Park flooding Goals #2, Objective #1 $500,000 General Fund
The Height of Desert Living 201
Operating Budgets
Public Works Division
Public Works Division
Service Delivery Plan
The Public Works Division, through its administrative services, is responsible for
the general oversight of capital projects and review, approval and inspections
related to encroachment permits.
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 120,363$ 106,293$ 115,382$ 90,299$
Outside Inspections 52,127 53,702 64,139 56,703
Total 172,490$ 159,995$ 179,521$ 147,002$
Expenditures by Program
Variance Explanations:
Administration: The decrease is a result of changing the allocation between Gen-
eral Fund and the Street Fund from 75/25 split to 70/30 split.
Administration
100%
Use of Funds -Public Works -By Program
Where does the money go?
Total Proposed Budget = $147,002
The Height of Desert Living 202
Operating Budgets
Public Works Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 118,292$ 108,904$ 119,658$ 94,752$
Employment Taxes 3,483 4,284 5,724 4,045
Benefits 24,477 25,183 27,562 22,643
Dues & Memberships 9,213 8,460 9,045 9,045
Meetings and Training - - 2,040 2,040
Maintenance and Repair 364 799 1,360 1,360
Utilities 3,219 3,633 3,380 3,716
Contractual Services 703 553 1,700 700
Supplies 943 1,141 1,960 1,575
Equipment - - 450 450
Internal Service 9,824 7,038 6,642 6,676
Capital Expenditures 1,972 - - -
Total 172,490$ 159,995$ 179,521$ 147,002$
Expenditures by Category
Variance Explanations:
Wages: The decrease is a result of changing the allocation between General Fund
and the Street Fund from 75/25 split to 70/30 split.
Wages
64%
Employment Taxes
3%
Benefits
15%
Dues &
Memberships
6%
Meetings and
Training
1%
Maintenance
and Repair
1%
Utilities
3%
Supplies
1%
Internal Service
6%
Use of Funds -Public Works -By Category
Where does the money go?
Total Proposed Budget = $147,002
The Height of Desert Living 203
Operating Budgets
Public Works Division
Activities/Results
Performance Measures
Quality
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Percentage of inspections completed within
24-hours of notice 99% 99% 99% 99%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of right-of-way and encroachment
permits issued 229 210 300 300
Total number of inspections (includes multi-
ple inspection totals for residential, commer-
cial & encroachment permits) 360 N/A 350 350
Number of Capital improvement (CIP) pro-
jects completed 3 1 4 3
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Expenditure per right -of–way and encroach-
ment permits issued $227.63 $253.31 $213.80 $184.19
Expenditure per inspection (includes multiple
inspection totals for residential, commercial
& encroachment permits) $144.80 N/A $183.25 $157.87
The Height of Desert Living 204
Operating Budgets
Public Works Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 118,292$ 108,888$ 119,658$ 94,752$
Overtime - 16 - -
Medicare 1,676 1,545 1,737 1,375
Workers Compensation 1,716 2,697 3,945 2,633
Unemployment Insurance 91 41 42 37
Group Health Insurance 10,730 11,705 12,677 10,607
Group Dental Insurance 787 808 873 908
Group Vision Insurance 104 124 136 122
Disability Insurance 463 366 507 400
Retirement 12,206 11,979 13,163 10,423
Life Insurance 118 113 118 105
Bonus 68 89 88 78
Licenses/Filing Fees 8,503 8,460 8,560 8,560
Dues, Subscriptions & Publications 710 - 485 485
Meetings & Training - - 2,040 2,040
Vehicle Maint/Repair 364 799 1,360 1,360
Telecommunications 940 803 780 1,116
Gas & Oil 2,279 2,830 2,600 2,600
Professional Fees 211 - - -
Printing Expense 54 67 200 200
Advertising/Signage - 196 - -
Bank/Merc Acct Fees 438 289 1,500 500
Office Supplies 614 587 1,285 900
Safety Supplies - 22 100 100
Uniforms 329 533 575 575
Small Tools - - 450 450
ISF-Copier Charges 52 11 100 30
ISF-Mail Service Charges 45 24 - -
ISF-Vehicle Replacement Charge 9,154 6,384 6,518 6,630
ISF-Motor Pool Charges - 21 24 16
ISF-Telecom Charges 574 598 - -
Vehicles 1,972 - - -
Total Public Works 172,490$ 159,995$ 179,521$ 147,002$
FY19-20 Proposed Budget
Summary of Expenditures
Public Works Division
The Height of Desert Living 205
Service Delivery Plan
The Facilities Division is dedicated to maintaining a safe and clean environment in
Town-owned buildings for citizens and employees to enjoy. The Facilities Division
maintains Town Hall, Community Center, Library/Museum, Fire Stations Nos. 1
and 2, the Kiwanis Building, the Streets’ operations building and a vehicle mainte-
nance facility.
Facilities Division
Operating Budgets
Facilities Division
Location
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Town Hall 248,658$ 78,705$ 85,726$ 68,338$
Civic Center - 312,973 422,194 439,490
Community Center 124,932 - - -
Physical Plant 35,960 - - -
Fire Station #1 - - - 12,105
Fire Station #2 - - - 9,295
Leased Buildings 107,316 99,165 151,813 152,688
Total 516,866$ 490,843$ 659,733$ 681,916$
Expenditures by Location
Variance Explanations:
Town Hall: The decrease is a result of personnel allocation changes.
Town Hall
10%
Civic Center
65%Fire Station #1
2%
Fire Station #2
1%
Leased
Buildings
22%
Use of Funds -Facilities -By Location
Where does the money go?
Total Proposed Budget = $681,916
The Height of Desert Living 206
Operating Budgets
Facilities Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 143,295$ 141,145$ 154,197$ 158,726$
Employment Taxes 9,828 8,215 9,469 9,769
Benefits 27,689 27,658 29,247 32,670
Dues & Memberships 14 - 300 300
Maintenance and Repair 88,342 78,471 151,023 162,430
Utilities 179,338 166,106 191,080 190,920
Contractual Services 34,465 28,596 73,434 83,491
Supplies 24,588 24,203 38,053 34,463
Equipment 760 4,363 5,500 4,900
Damages/Vandalism - 2,779 900 900
Internal Service 8,547 9,307 6,530 3,347
Total 516,866$ 490,843$ 659,733$ 681,916$
Expenditures by Category
Wages
23%
Employment
Taxes
1%Benefits
5%
Maintenance
and Repair
24%
Utilities
29%
Contractual
Services
12%Supplies
5%
Equipment
1%
Use of Funds -Facilities -By Category
Where does the money go?
Total Proposed Budget = $681,916
The Height of Desert Living 207
Operating Budgets
Facilities Division
Performance Measures
Quality
Activities/Results
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Percentage of maintenance requests re-
solved within 24 hours 80 80 80 80
Percentage of maintenance requests re-
solved within 48 hours 95 95 95 95
Percentage of trade related work orders
completed in-house versus contracts 70 70 70 70
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Square footage of buildings maintained by
staff 117,387 107,507 107,507 122,003
Square footage of buildings cleaned by staff 23,500 23,500 23,500 23,500
Number of annual maintenance requests 350 350 350 350
Number of Custodial Staff 1.25 1.25 1.25 1.25
Library/Museum Custodial Staff .50 .50 .50 .50
Town Hall Custodial Staff .75 .75 .75 .75
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Civic Center utility costs per square foot
(water, sewer and electricity) $1.92 $1.81 $2.00 $2.00
The Height of Desert Living 208
Operating Budgets
Facilities Division
General Fund
Salaries-Full Time 98,716$ 92,651$ 106,250$ 109,056$
Salaries-Part Time 44,389 48,430 47,947 49,670
Overtime 190 65 - -
FICA 2,731 3,009 2,973 3,079
Medicare 2,042 1,981 2,240 2,317
Workers Compensation 4,849 3,133 4,163 4,283
Unemployment Insurance 205 92 93 90
Group Health Insurance 15,334 15,871 15,928 17,893
Group Dental Insurance 720 746 754 938
Group Vision Insurance 94 130 136 179
Disability Insurance 401 411 450 462
Retirement 10,880 10,199 11,687 11,997
Life Insurance 103 105 104 121
Bonus 158 197 188 180
Allowance/Stipend - - - 900
Licenses/Filing Fees 14 - - -
Dues, Subscript & Publicat - - 300 300
Building Maint/Repair 16,085 11,164 56,300 44,900
HVAC Repair 55,640 52,069 61,180 78,080
Plumbing Repair 165 5,216 6,100 8,100
Electrical Repair/Maint - - 5,140 5,140
Fire Protection Systems 6,504 6,504 7,045 7,960
Irrigation Repair 356 460 2,450 2,850
Backflow Testing & Maintenance 1,226 250 810 1,235
Equipment Maint/Repair 3,369 1,232 7,550 7,850
Vehicle Maint/Repair 35 1,047 800 800
Other Maint/Repair 3,265 - - 2,400
Sign Repair & Replacement 1,023 530 2,547 2,015
Painting 675 - 100 100
Lighting Repair - - 1,000 1,000
Electricity Expense 150,662 139,636 155,942 155,942
Refuse/Recycling 2,215 1,704 1,703 1,703
Telecommunications 1,388 1,479 4,200 3,840
Water/Sewer 24,426 22,602 26,985 26,985
Gas & Oil 647 684 2,250 2,450
Professional Fees 21,582 21,939 43,485 45,091
Rentals & Leases 30 - 750 750
Printing Expense - - 200 200
Advertising/Signage 65 - - -
Landscape Contracts 12,788 6,656 29,000 37,450
Office Supplies 34 - 575 175
Cleaning/Janitorial Supplies 11,982 9,631 14,500 14,500
Safety Supplies 91 2,069 625 625
Operating Supplies 9,698 10,468 19,025 15,833
Food & Beverage Supplies 1,826 1,547 2,000 2,000
Uniforms 897 488 1,325 1,325
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Facilities
The Height of Desert Living 209
Operating Budgets
Facilities Division
General Fund-continued
Postage & Delivery 59$ -$ 3$ 5$
Small Tools 25 25 500 500
Hardware/Peripherals 32 - 600 -
Furniture/Appliances - 1,152 2,900 2,900
Equipment 703 806 1,500 1,500
Building Improvements Exp - 2,379 - -
Damages/Vandalism - 2,779 900 900
ISF-Copier Charges 90 24 80 57
ISF-Mail Service Charges 4 3 - -
ISF-Vehicle Replacement Charge 5,424 6,342 6,450 3,290
ISF-Motor Pool Charges 4 - - -
ISF-Telecom Charges 3,025 2,938 - -
Total Facilities 516,866$ 490,843$ 659,733$ 681,916$
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Facilities
The Height of Desert Living 210
Engineering Division
Service Delivery Plan
The Engineering Division is responsible for the review of commercial and residen-
tial building plans, flood plain administration, preliminary and final plats, easement
abandonments, etc.
Operating Budgets
Engineering Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Engineering 205,471$ 144,770$ 196,323$ 272,016$
Total 205,471$ 144,770$ 196,323$ 272,016$
Expenditures by Program
Variance Explanations:
Engineering: The increase is due to the reclassification of the civil plans examiner
to the assistant town engineer.
Engineering
100%
Use of Funds -Engineering -By Program
Where does the money go?
Total Proposed Budget = $272,016
The Height of Desert Living 211
Operating Budgets
Engineering Division
Performance Measures
Quality
Activities/Results
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Percentage of reviews of final plats, site plans
and commercial plans completed within es-
tablished turn-around time 95% 95% 95% 99%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of easements released or acquired 15 18 25 35
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 101,435$ 103,922$ 109,170$ 178,556$
Employment Taxes 3,265 2,679 3,029 9,059
Benefits 19,683 20,397 21,040 21,668
Dues & Memberships 595 3,337 1,870 1,895
Meetings & Training 525 684 1,220 1,245
Utilities 706 723 780 780
Contractual Services 78,462 9,018 56,751 56,750
Supplies 94 - 491 470
Equipment - 1,394 - -
Internal Service 706 2,616 1,972 1,593
Total 205,471$ 144,770$ 196,323$ 272,016$
Expenditures by Category
Variance Explanations:
Wages/Employment Taxes/Benefits: The increase is due to the reclassification of
the civil plans examiner to the assistant town engineer.
Wages
66%
Employment
Taxes
3%
Benefits
8%
Dues &
Memberships
1%
Contractual
Services
21%
Internal Service
1%
Use of Funds -Engineering -By Program
Where does the money go?
Total Proposed Budget = $272,016
The Height of Desert Living 212
Operating Budgets
Engineering Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 101,435$ 103,922$ 109,170$ 113,057$
Salaries-Part Time - - - 65,499
FICA - - - 4,061
Medicare 1,441 1,473 1,583 2,590
Workers Compensation 1,775 1,184 1,424 2,361
Unemployment Insurance 49 22 22 47
Group Health Insurance 7,364 7,736 7,740 7,817
Group Dental Insurance 534 553 559 596
Group Vision Insurance 73 112 118 119
Disability Insurance 412 412 462 478
Retirement 11,158 11,431 12,009 12,437
Life Insurance 105 108 107 126
Bonus 37 46 45 95
Licenses/Filing Fees 70 1,826 500 500
Dues, Subscript & Publicat 525 1,511 1,370 1,395
Meetings & Training 525 684 1,220 1,245
Telecommunications 706 723 780 780
Professional Fees 58,565 7,950 31,500 31,500
Printing Expense - 80 250 250
Contractual Services 19,889 987 25,000 25,000
Bank/Merc Acct Fees 8 - - -
Office Supplies 94 - - -
Safety Supplies - - 100 100
Uniforms - - 200 200
Postage & Delivery - - 191 170
Hardware/Peripherals - 1,394 - -
ISF-Copier Charges 220 113 200 200
ISF-Mail Service Charges 41 36 - -
ISF-Vehicle Replacement Charge - 1,624 1,312 1,062
ISF-Motor Pool Charges 215 365 461 331
ISF-Telecom Charges 230 478 - -
Total Engineering 205,471$ 144,770$ 196,323$ 272,016$
FY19-20 Proposed Budget
Summary of Expenditures
Engineering
The Height of Desert Living 213
Development Services
Operating Budgets
Development Services
The Height of Desert Living 214
Operating Budgets
Development Services Department
Note: Numbers in parentheses represent full-time equivalents (FTE).
Director
DEVELOPMENT SERVICES DEPARTMENT
Executive Assistant (.5)
(shared with Public Works)
Senior Code
Enforcement
Officer
Code
Enforcement
Officer
Senior Planner
Chief Building
Official/Plans
Examiner
Building Permit
Technician
Building Permit
Technician (.50)
Full Time
Full Time
Shared
Part time
GIS Technician
CAD Operator
Senior Building
Inspector
The Height of Desert Living 215
Operating Budgets
Development Services Department
DEVELOPMENT SERVICES
Mission Statement
The Development Services Department is dedicated to enhancing the quality of life
in Fountain Hills by providing plan review, construction permitting, building inspec-
tions, code enforcement, GIS as well as the use of innovative and proven land
planning techniques. The Department strives to provide quality customer service in
a professional and timely manner.
Department Overview
The Development Services Department is made up of five (5) Divisions: Develop-
ment Services, Building Safety, Code Compliance, Mapping & Graphics and Plan-
ning & Zoning. The Development Services Director provides direct supervision over
Division heads and the executive assistant. Previously, the Department also con-
tained the Engineering Division.
Variance Explanations:
Code Compliance: An amount was added for a new full-time code enforcement
officer position.
Division
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Development Services 127,522$ 162,618$ 174,138$ 180,138$
Planning 81,569 98,097 109,814 111,481
Building Safety 204,675 299,489 632,025 536,489
Code Compliance 71,768 74,502 79,058 158,855
Mapping & Graphics 99,727 96,039 110,363 113,328
Total 585,261$ 730,745$ 1,105,398$ 1,100,291$
Expenditures by Division
Development
Services
16%
Planning
10%
Building Safety
50%Code Compliance
14%
Mapping &
Graphics
10%
Use of Funds -Development Services -By Division
Where does the money go?
Total Proposed Budget = $1,100,291
The Height of Desert Living 216
Operating Budgets
Development Services Department
Variance Explanations:
Code Compliance: An amount was added for a new full-time code enforcement
officer position.
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 127,522$ 162,618$ 174,138$ 180,138$
Building Inspection 204,675 299,489 632,026 536,490
Code Compliance 71,768 74,502 79,058 158,855
Mapping & Graphics 99,727 96,039 110,362 113,327
Planning & Zoning 81,569 98,097 109,814 111,481
Total 585,261$ 730,745$ 1,105,398$ 1,100,291$
Expenditures by Program
Administration
16%
Building
Inspection
50%
Code
Compliance
14%
Mapping &
Graphics
10%
Planning &
Zoning
10%
Use of Funds -Development Services -By Program
Where does the money go?
Total Proposed Budget = $1,100,291
The Height of Desert Living 217
Operating Budgets
Development Services Department
Variance Explanations:
Wages/Benefits: Amounts were added for a new full-time code enforcement of-
ficer position and full-time senior building inspector.
Contractual Services: Amounts were lowered for third-party inspections and con-
tracted plan reviews were eliminated.
Internal Service: Vehicle usage charges were added for the new positions.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 390,414$ 507,021$ 535,128$ 645,560$
Employment Taxes 10,803 14,316 16,171 17,326
Benefits 78,519 104,205 107,156 149,139
Dues & Memberships 3,476 4,452 4,078 4,146
Meetings and Training 489 2,244 11,710 12,390
Maintenance and Repair 1,038 2,093 5,152 5,552
Utilities 4,331 2,849 4,860 5,340
Contractual Services 68,648 76,105 398,477 228,665
Supplies 5,818 4,412 13,595 12,360
Equipment 7,618 1,841 300 3,800
Internal Service 14,107 11,207 8,771 16,013
Total 585,261$ 730,745$ 1,105,398$ 1,100,291$
Expenditures by Category
Wages
59%
Employment
Taxes
2%
Benefits
14%
Meetings and
Training
1%
Maintenance
and Repair
1%
Contractual
Services
21%
Supplies
1%
Internal Service
1%
Use of Funds -Development Services -By Category
Where does the money go?
Total Proposed Budget = $1,100,291
The Height of Desert Living 218
Operating Budgets
Development Services Department
FY18-19 Department Accomplishments
FY19-20 Objectives
Initiative Strategic Plan Value
Completed the 2018 edition of the “Land Use
Analysis and Statistical Report” Goal #1, Objective #1
Adopted Cantilever Development Ordinance Goal #1, Objective #2
Goal #3, Objective #1
Adopted Revised A-Frame Signs & Banners Ordi-
nance Goal #2, Objective #2
Adopted Revised Residential Landscaping Ordi-
nance Goal #3, Objective #1
Adopted Large Accessory Structure Ordinance Goal #3, Objective #1
Adopted Revised Noise Ordinance Goal #3, Objective #2
Permitted Adero Canyon Phase II Goal #1, Objective #2
Updated the Sanitary District Sewer Atlas Goal #5, Objective #2
Permitted Copperwynd Resort Expansion Goal #1, Objective #2
Goal #1, Objective #3
Completed Wayfinding Sign Design Goal #1, Objective #2
Initiative Strategic Plan Value Estimated Cost/Funding
Source
Complete the 2020 General
Plan Update Goal #1, Goal #2, Goal #3,
Goal #4 $100,000 General Fund
Complete 2019 edition of “Land
Use Analysis and Statistical
Report” Goal #1, Objective #1 $1,000 General Fund
Continue public outreach and
advertising for the 2020 Cen-
sus update Goal #5, Objective #2 $5,000 General Fund
The Height of Desert Living 219
Operating Budgets
Development Services Department
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 390,414$ 461,933$ 483,899$ 624,937$
Salaries-Part Time - 45,071 51,229 20,623
Overtime - 16 - -
FICA - 2,822 3,175 1,278
Medicare 5,622 7,231 7,792 9,406
Workers Compensation 4,744 3,957 4,992 6,405
Unemployment Insurance 436 306 212 237
Group Health Insurance 30,974 45,195 45,389 67,804
Group Dental Insurance 2,328 3,192 3,229 5,195
Group Vision Insurance 330 534 560 878
Disability Insurance 1,441 1,790 2,048 2,645
Retirement 42,794 50,778 53,230 68,745
Life Insurance 368 479 475 697
Bonus 284 438 425 475
Allowance/Stipend - 1,800 1,800 2,700
Licenses/Filing Fees 1,272 1,278 1,350 1,420
Dues, Subscript & Publicat 2,204 3,174 2,728 2,726
Meetings & Training 489 2,244 11,710 12,390
Equipment Maint/Repair - 393 2,700 2,500
Vehicle Maint/Repair 263 199 1,252 1,252
Office Equip Maint/Repair 775 1,501 1,200 1,800
Telecommunications 3,161 1,627 2,860 2,340
Gas & Oil 1,170 1,222 2,000 3,000
Professional Fees 4,537 3,937 7,000 7,000
Rentals & Leases 708 1,214 1,214 1,214
Printing Expense 647 1,312 1,950 4,850
Advertising/Signage 1,757 1,350 3,000 3,000
Contractual Services 56,090 64,690 146,913 2,500
Bank/Merc Acct Fees 4,908 3,602 3,400 100
Third Party Fees - - 235,000 210,000
Office Supplies 5,325 3,670 11,750 10,250
Cleaning Supplies - 33 - -
Operating Supplies 173 91 - -
Food & Beverage Supplies - 17 - -
Uniforms 320 531 1,430 1,830
Postage & Delivery - 69 415 280
Small Tools - 159 300 300
Hardware/Peripherals 5,526 1,682 - 3,500
Furniture/Appliances 196 - - -
Equipment 1,897 - - -
ISF-Copier Charges 1,439 1,288 1,130 1,415
ISF-Mail Service Charges 215 361 - -
ISF-Vehicle Replacement Charge 10,224 7,297 7,251 10,731
ISF-Motor Pool Charges 280 230 390 3,868
ISF-Telecom Charges 1,950 2,032 - -
Total Development Services 585,261$ 730,745$ 1,105,398$ 1,100,291$
FY19-20 Proposed Budget
Summary of Expenditures
Development Services Department
The Height of Desert Living 220
Operating Budgets
Development Services Division
Development Services Division
Service Delivery Plan
The Development Services Division, through its administrative services, provides
direction to and clerical support for the Department by the Development Services
Director and executive assistant.
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 127,522$ 162,618$ 174,138$ 180,138$
Total 127,522$ 162,618$ 174,138$ 180,138$
Expenditures by Program
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 100,946$ 125,098$ 131,409$ 136,098$
Employment Taxes 2,945 3,051 3,404 3,520
Benefits 18,095 23,767 24,667 25,354
Dues & Memberships 42 791 644 662
Education and Training 138 305 4,100 4,100
Maintenance & Repair 775 1,501 1,200 1,800
Utilities 1,026 841 1,180 780
Contractual Services 1,117 1,350 1,514 1,514
Supplies 1,119 2,571 5,302 5,305
Equipment 375 1,639 - -
Internal Service 944 1,704 718 1,005
Total 127,522$ 162,618$ 174,138$ 180,138$
Expenditures by Category
Administration
100%
Use of Funds -Development Services -By Program
Where does the money go?
Total Proposed Budget = $180,138
The Height of Desert Living 221
Operating Budgets
Development Services Division
Performance Measures
Quality
Activities/Results
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Continue to serve as staff liaison to the Plan-
ning & Zoning Commission, Zoning Board of
Adjustment, and Building Board of Appeals.
16 15 18 20
Continue to support joint P&Z Commission /
Town Council joint meetings 1 1 1 1
Prepare/Post Commission and Board meeting
agendas both pre and post meetings. 32 30 32 34
Prepare Commission and Board meeting
minutes and post approved meeting minutes. 24 25 24 26
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Continue to draft, propose and update vari-
ous improvements to the Zoning Ordinance,
Subdivision Ordinance, and Town Code.
Yes Yes Yes Yes
Publish the annual Land Use Analysis and
Statistical Report Yes Yes Yes Yes
Administer contracts for plan review and in-
spection consulting services. 2 2 2 4
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Process payroll for department Bi-weekly Bi-weekly Bi-weekly Bi-weekly
Wages
76%
Employment
Taxes
2%
Benefits
14%
Education and
Training
2%
Maintenance &
Repair
1%
Contractual
Services
1%
Supplies
3%
Internal Service
1%
Use of Funds -Development Services -By Category
Where does the money go?
Total Proposed Budget = $180,138
The Height of Desert Living 222
Operating Budgets
Development Services Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 100,946$ 125,082$ 131,409$ 136,098$
Overtime - 16 1,907 1,975
Medicare 1,469 1,819 1,460 1,508
Workers Compensation 1,393 1,195 37 37
Unemployment Insurance 82 37 8,688 8,774
Group Health Insurance 6,038 8,612 647 689
Group Dental Insurance 446 639 117 118
Group Vision Insurance 58 112 556 576
Disability Insurance 293 438 14,455 14,971
Retirement 11,104 13,761 129 151
Life Insurance 75 130 75 75
Bonus 81 76 - 70
Dues, Subscript & Publicat 42 791 644 593
Meetings & Training 138 305 4,100 4,100
Office Equip Maint/Repair 775 1,501 1,200 1,800
Telecommunications 1,026 841 1,180 780
Rentals & Leases 708 1,214 1,214 1,214
Printing Expense 409 136 300 300
Office Supplies 1,101 2,205 5,000 5,000
Cleaning/Janitorial Supplies - 33 - -
Operating Supplies - 91 - -
Food & Beverage Supplies - 17 - -
Uniforms 18 155 300 300
Postage & Delivery - 69 2 5
Hardware/Peripherals 44 1,639 - -
Furniture/Appliances 196 - - -
Equipment 136 - - -
ISF-Copier Charges 490 708 320 650
ISF-Mail Service Charges 21 7 - -
ISF-Vehicle Replacement Charges - 325 295 270
ISF-Motor Pool Charges 88 66 103 84
ISF-Telecom Charges 345 598 - -
Total Development Services 127,522$ 162,618$ 174,138$ 180,138$
FY19-20 Proposed Budget
Summary of Expenditures
Development Services Division
The Height of Desert Living 223
Building Safety Division
Service Delivery Plan
Building Safety uses the building codes to establish minimum requirements to
safeguard the public safety, health and general welfare through affordability,
structural strength, means of egress, facilities, stability, sanitation, light and ven-
tilation, and energy conservation to life and property from fire and other hazards
attributed to the built environment, and to provide safety to fire fighters and
emergency responders during emergency operations.
Operating Budgets
Building Safety Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Building Inspection 204,675$ 299,489$ 632,025$ 536,489$
Total 204,675$ 299,489$ 632,025$ 536,489$
Expenditures by Program
Building
Inspection
100%
Use of Funds -Building Safety -By Program
Where does the money go?
Total Proposed Budget = $536,489
The Height of Desert Living 224
Operating Budgets
Building Safety Division
Variance Explanations:
Wages/Benefits: An amount was added for a new full-time senior building inspec-
tor.
Contractual Services: Budget for contracted plan reviews was eliminated.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 110,405$ 183,105$ 195,884$ 243,450$
Employment Taxes 3,007 6,804 7,816 7,245
Benefits 20,004 34,710 35,641 57,883
Dues & Memberships 317 367 530 530
Meetings and Training 74 1,439 2,310 3,990
Maintenance and Repair 263 101 892 692
Utilities 1,317 636 1,000 1,000
Contractual Services 60,613 67,812 382,913 211,000
Supplies 953 60 1,271 1,630
Equipment 1,144 202 200 1,950
Internal Service 6,578 4,253 3,568 7,119
Total 204,675$ 299,489$ 632,025$ 536,489$
Expenditures by Category
Wages
46%
Employment
Taxes
1%
Benefits
12%
Contractual
Services
41%
Use of Funds -Building Safety -By Category
Where does the money go?
Total Proposed Budget = $536,489
The Height of Desert Living 225
Operating Budgets
Building Safety Division
Performance Measures
Quality
Activities/Results
Productivity
*Building Inspections are performed by Building Official and third party Inspectors
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Percentage of all Residential building plan
reviews completed within established times 97% 100% 96% 100%
Percentage of all Commercial building plan
reviews completed within established times 100% 100% 100% 100%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
All building plan reviews 456 485 700 800
Number of residential plan reviews
(Multiple reviews possible) 167 146 60 675
Number of commercial plan reviews
(Multiple reviews possible) 18 25 10 80
Number of Inspectors *1 *1 *1 2
Total number of permits issued 509 485 550 734
Number of inspections conducted 2,646 3,602 5,500 4,600
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Average expenditure per inspection during
the reporting period 77.35 83.15 89.26 80.88
Average cost per permit $402.11 $623.94 $542.59 $506.90
The Height of Desert Living 226
Operating Budgets
Building Safety Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 110,405$ 138,034$ 144,655$ 222,827$
Salaries-Part Time - 45,071 51,229 20,623
FICA - 2,822 3,175 1,278
Medicare 1,597 2,602 2,856 3,558
Workers Compensation 1,247 1,184 1,685 2,309
Unemployment Insurance 164 196 100 100
Group Health Insurance 6,631 16,562 16,667 27,815
Group Dental Insurance 715 1,041 1,052 2,053
Group Vision Insurance 92 149 156 314
Disability Insurance 391 558 612 942
Retirement 11,993 15,147 15,912 24,511
Life Insurance 100 143 142 248
Bonus 81 210 200 200
Allowance/Stipend - 900 900 1,800
Licenses/Filing Fees 101 12 - -
Dues, Subscript & Publicat 215 355 530 530
Meetings & Training 74 1,439 2,310 3,990
Equipment Maint/Repair - - 200 -
Vehicle Maint/Repair 263 101 692 692
Telecommunications 799 - - -
Gas & Oil 518 636 1,000 1,000
Printing Expense 160 1,176 1,000 1,000
Advertising/Signage 22 - - -
Contractual Services 56,090 63,190 144,413 -
Bank/Merc Acct Fees 4,342 3,447 2,500 -
Third Party Fees - - 235,000 210,000
Office Supplies 697 - 550 700
Uniforms 257 60 700 900
Postage & Delivery - - 21 30
Small Tools - 159 200 200
Hardware/Peripherals 1,144 43 - 1,750
ISF-Copier Charges 138 118 150 150
ISF-Mail Service Charges 28 49 - -
ISF-Vehicle Replacement Charge 5,480 3,366 3,287 3,351
ISF-Motor Pool Charges 15 3 131 3,618
ISF-Telecom Charges 916 716 - -
Total Building Safety 204,675$ 299,489$ 632,025$ 536,489$
FY19-20 Proposed Budget
Summary of Expenditures
Building Safety
The Height of Desert Living 227
Code Compliance Division
Service Delivery Plan
The Code Compliance Division is actively involved in maintaining an excellent
quality of life by addressing community issues such as abandoned vehicles, prop-
erty maintenance, improperly maintained pools, illegal signs, improper parking
on private property, and dumping or other destruction in Town-owned washes.
The Code Compliance Division strives to address problems in a confidential,
friendly and understanding way which allows for sufficient time to come into
compliance voluntarily.
Operating Budgets
Code Compliance Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Code Compliance 71,768$ 74,502$ 79,058$ 158,855$
Total 71,768$ 74,502$ 79,058$ 158,855$
Expenditures by Program
Variance Explanations:
Code Compliance: An amount was added for a new full-time code enforcement
officer position.
Code
Compliance
100%
Use of Funds -Code Compliance -By Program
Where does the money go?
Total Proposed Budget = $158,855
The Height of Desert Living 228
Operating Budgets
Code Compliance Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 51,222$ 53,439$ 55,115$ 107,839$
Employment Taxes 1,676 1,373 1,544 3,023
Benefits 12,006 12,530 12,754 31,053
Dues & Memberships 14 70 150 200
Meetings and Training 138 500 900 900
Maintenance and Repair - 99 560 560
Utilities 1,538 1,372 1,780 3,560
Contractual Services - 1,500 2,700 2,800
Supplies 173 141 320 580
Equipment/Improvements - - - 1,750
Internal Service 5,001 3,478 3,235 6,590
Total 71,768$ 74,502$ 79,058$ 158,855$
Expenditures by Category
Variance Explanations:
Wages/Benefits: An amount was added for a new full-time code enforcement of-
ficer position.
Wages
68%
Employment
Taxes
2%Benefits
20%
Meetings and
Training
1%
Utilities
2%
Contractual
Services
2%
Equipment/Imp
rovements
1%
Internal Service
4%
Use of Funds -Code Compliance -By Category
Where does the money go?
Total Proposed Budget = $158,855
The Height of Desert Living 229
Performance Measures
Quality
Productivity
Activities/Results
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Percentage of code violations brought into
voluntary compliance prior to initiation of ad-
ministrative or judicial action 99% 99% 99% 99%
**Note: The number of cases does not reflect the total quantity of requests for service, as cases are
not opened on all requests and complaints. In addition to responding to inquiries, other administra-
tive duties take away time from case work.
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of Code Enforcement Officers 1 1 1 2
Number of code violation cases** 669 653 620 650
Number of code violation cases reviewed in
court proceedings (does not include barking
dog cases 7 8 7 8
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Average cost per code violation case $107.28 $114.09 $127.51 $240.68
Operating Budgets
Code Compliance Division
The Height of Desert Living 230
Operating Budgets
Code Compliance Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 51,222$ 53,439$ 55,115$ 107,839$
Medicare 732 745 800 1,566
Workers Compensation 889 603 719 1,407
Unemployment Insurance 55 25 25 50
Group Health Insurance 5,576 5,788 5,792 16,832
Group Dental Insurance 412 426 431 1,391
Group Vision Insurance 82 124 131 288
Disability Insurance 208 208 233 457
Retirement 5,635 5,878 6,063 11,863
Life Insurance 54 55 54 122
Bonus 40 51 50 100
Licenses/Filing Fees 14 - 100 100
Dues, Subscript & Publicat - 70 50 100
Meetings & Training 138 500 900 900
Vehicle Maint/Repair - 99 560 560
Telecommunications 886 786 780 1,560
Gas & Oil 652 586 1,000 2,000
Printing Expense - - 200 300
Contractual Services - 1,500 2,500 2,500
Office Supplies 173 - - 150
Operating Supplies - 141 - -
Uniforms - - 130 330
Postage & Delivery - - 190 100
Hardware/Peripherals - - - 1,750
ISF-Copier Charges 2 5 10 10
ISF-Mail Service Charges 26 72 - -
ISF-Vehicle Replacement Charge 4,743 3,162 3,225 6,580
ISF-Telecom Charges 229 239 - -
Total Code Compliance 71,768$ 74,502$ 79,058$ 158,855$
FY19-20 Proposed Budget
Summary of Expenditures
Code Compliance
The Height of Desert Living 231
Mapping & Graphics Division
Service Delivery Plan
The Mapping & Graphics Division is dedicated to providing excellent customer ser-
vice in a professional and timely manner. The Division is responsible for providing
internal and external customers with maps, graphic information, and research.
Operating Budgets
Mapping & Graphics Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Mapping & Graphics 99,727$ 96,039$ 110,363$ 113,328$
Total 99,727$ 96,039$ 110,363$ 113,328$
Expenditures by Program
Mapping &
Graphics
100%
Use of Funds -Mapping & Graphics -By Program
Where does the money go?
Total Proposed Budget = $113,328
The Height of Desert Living 232
Operating Budgets
Mapping & Graphics Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 67,891$ 69,564$ 73,077$ 75,693$
Employment Taxes 1,170 1,103 1,216 1,259
Benefits 16,384 17,230 17,667 17,998
Dues & Memberships 1,569 1,883 1,000 1,000
Meetings and Training - - 2,000 1,000
Maintenance and Repair - 393 2,500 2,500
Contractual Services 4,568 3,959 7,200 10,000
Supplies 3,342 1,465 5,400 3,600
Equipment 4,338 - - -
Internal Service 465 442 303 278
Total 99,727$ 96,039$ 110,363$ 113,328$
Expenditures by Category
Wages
67%
Employment
Taxes
1%
Benefits
16%
Dues &
Memberships
1%
Meetings and
Training
1%
Maintenance
and Repair
2%
Contractual
Services
9%
Supplies
3%
Use of Funds -Mapping & Graphics -By Category
Where does the money go?
Total Proposed Budget = $113,328
The Height of Desert Living 233
Operating Budgets
Mapping & Graphics Division
Activities/Results
Performance Measures
Quality
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 67,891$ 69,564$ 73,077$ 75,693$
Medicare 954 971 1,060 1,098
Workers Compensation 162 108 131 136
Unemployment Insurance 54 24 25 25
Group Health Insurance 8,064 8,445 8,450 8,534
Group Dental Insurance 412 660 668 603
Group Vision Insurance 54 75 78 79
Disability Insurance 276 276 310 321
Retirement 7,468 7,652 8,039 8,327
Life Insurance 70 72 72 84
Bonus 41 51 50 50
Dues, Subscript & Publicat 569 1,000 1,000 1,000
Licenses/Filing Fees 1,000 883 - -
Meetings & Training - - 2,000 1,000
Equipment Maint/Repair - 393 2,500 2,500
Professional Fees 4,537 3,937 7,000 7,000
Printing Expense - - 100 2,900
Bank/Merc Acct Fees 30 22 100 100
Office Supplies 3,342 1,465 5,300 3,500
Uniforms - - 100 100
Hardware/Peripherals 4,338 - - -
ISF-Copier Charges 188 70 150 130
ISF-Vehicle Replacement Charges - 110 113 113
ISF-Motor Pool Charges 47 22 40 35
ISF-Telecom Charges 230 239 - -
Total Mapping & Graphics 99,727$ 96,039$ 110,363$ 113,328$
FY19-20 Proposed Budget
Summary of Expenditures
Mapping & Graphics
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Work order satisfaction rating 95% 95% 95% 95%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of internal customer requests pro-
cessed 250 200 200 200
Number of aerial site plans completed 100 150 150 150
Number of external customer request pro-
cessed 100 175 175 175
GIS database maintenance in hours 80 80 80 80
The Height of Desert Living 234
Planning & Zoning Division
Service Delivery Plan
The Planning & Zoning Division is dedicated to enhancing the quality of life in
Fountain Hills through innovative, proven planning techniques, and providing ex-
cellent customer service in a professional and timely manner. The Division imple-
ments land-use planning-related goals, policies and programs as approved by the
Town Council. The Division processes applications for zoning interpretations and
verifications, preliminary and final sub-division plats, variances from the require-
ments of the Zoning Ordinance, Temporary Use Permits, Special Use Permits,
Commercial Site Plans, signs and amendments to the General Plan and Area Spe-
cific Plans. The Division also processes amendments to the Town’s regulations, the
Zoning Ordinance, Subdivision Ordinance and Town Code.
Operating Budgets
Planning & Zoning Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Long Range Planning 81,569 98,097 - -
Planning & Zoning - - 109,814 111,481
Total 81,569$ 98,097$ 109,814$ 111,481$
Expenditures by Program
Planning &
Zoning
100%
Use of Funds -Planning -By Program
Where does the money go?
Total Proposed Budget = $111,481
The Height of Desert Living 235
Operating Budgets
Planning & Zoning Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 59,949$ 75,814$ 79,643$ 82,480$
Employment Taxes 2,005 1,985 2,191 2,279
Benefits 12,031 15,968 16,427 16,851
Dues & Memberships 1,535 1,340 1,754 1,754
Meetings and Training 138 - 2,400 2,400
Utilities 450 - 900 -
Contractual Services 2,349 1,484 4,150 3,350
Supplies 231 175 1,302 1,245
Equipment 1,761 - 100 100
Internal Service 1,120 1,331 947 1,022
Total 81,569$ 98,097$ 109,814$ 111,481$
Expenditures by Category
Wages
74%
Employment
Taxes
2%
Benefits
15%
Dues &
Memberships
2%
Meetings and
Training
2%
Contractual
Services
3%
Supplies
1%
Internal Service
1%
Use of Funds -Planning -By Category
Where does the money go?
Total Proposed Budget = $111,481
The Height of Desert Living 236
Operating Budgets
Planning & Zoning Division
Performance Measures
Quality
Activities/Results
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of Long-Range Planning Projects N/A 7 (4) 8 6
Number of Subdivision Ordinance Projects N/A 19 (33) 50 45
Number of Zoning Cases N/A 48 (30) 40 35
Number of Building Permit Reviews 527 623 (211) 658 600
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Percentage of first reviews of plans complet-
ed within the established department turna-
round time
100% 100% 100% 100%
Staff Training (1 time/year) 100% 100% 100% 100%
The Height of Desert Living 237
Operating Budgets
Planning & Zoning Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 59,949$ 75,814$ 79,643$ 82,480$
Medicare 871 1,093 1,169 1,209
Workers Compensation 1,053 867 997 1,045
Unemployment Insurance 81 24 25 25
Group Health Insurance 4,665 5,788 5,792 5,849
Group Dental Insurance 343 426 431 459
Group Vision Insurance 45 75 78 79
Disability Insurance 274 311 337 349
Retirement 6,594 8,339 8,761 9,073
Life Insurance 69 78 78 92
Bonus 41 51 50 50
Allowance/Stipend - 900 900 900
Licenses/Filing Fees 587 266 1,250 1,250
Dues, Subscript & Publicat 947 1,074 504 504
Meetings & Training 138 - 2,400 2,400
Telecommunications 450 - 900 -
Printing Expense 78 - 350 350
Advertising/Signage 1,735 1,350 3,000 3,000
Bank/Merc Acct Fees 536 134 800 -
Office Supplies 186 - 900 900
Program Materials - - - -
Uniforms 45 175 200 200
Postage & Delivery - - 202 145
Small Tools - - 100 100
Equipment 1,761 - - -
ISF-Copier Charges 621 387 500 475
ISF-Mail Service Charges 140 234 - -
ISF-Vehicle Replacement Charge - 333 331 417
ISF-Motor Pool Charges 130 139 116 130
ISF-Telecom Charges 230 239 - -
Total Planning 81,569$ 98,097$ 109,814$ 111,481$
FY19-20 Proposed Budget
Summary of Expenditures
Planning & Zoning
The Height of Desert Living 238
Operating Budgets
Planning & Zoning Division
The Height of Desert Living 239
Community Services
Operating Budgets
Community Services
The Height of Desert Living 240
Operating Budgets
Community Services Department
Note: Numbers in parentheses represent full-time equivalents (FTE).
Director Executive Assistant
Parks
Superintendent
Recreation
Manager
COMMUNITY SERVICES DEPARTMENT
Park Operations
Lead
Park Operations
Lead
Park Operations
Lead
Park Operations
Lead
Part time
Full Time
Recreation
Coordinator
Recreation
Coordinator
Park Attendant
(.39)
Park Attendant
(.40)
Park Attendant
(.39)
Lead Park Attend.
(.49)
Park Attendant
(.39)
Park Attendant
(.39)
Customer Service Rep II
(.53)
Customer Service Rep II
(.35)
Community Center
Manager
Senior Services
Supervisor
Senior Services
Activities Coordinator
(.45)
Senior Services
Activities Coordinator
(.75)
Senior Services
Activities Coordinator
(.58)
Community Center
Operations
Coordinator
Lead Operations
Support Worker (.63)
Operations Sup Worker
(.20)
Operations Sup Worker
(.04)
Operations Sup Worker
(.02)
Operations Sup Worker
(.11)
Lead Operations
Support Worker (.65)
Communications &
Marketing Coordinator (.8)
(shared –Admin.)
Full Time
Shared
The Height of Desert Living 241
Operating Budgets
Community Services Department
COMMUNITY SERVICES
Mission Statement
The mission of the Community Services Department is to provide exceptional cus-
tomer service to enhance the quality of life by providing and maintaining safe,
available, and accessible parks and facilities, recreation programs, events, and
services that will meet the intellectual, social, cultural, and leisure needs of all res-
idents.
Department Overview
Management and operations of Parks, Recreation, Community Center, Senior Ser-
vices, McDowell Mountain Preserve, Desert Botanical Garden, a growing public
trails system, public art, tourism, and the Avenue of the Fountains Plaza.
Division
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Community Services 236,916$ 185,182$ 198,127$ 234,329$
Recreation 447,385 501,645 616,098 635,552
Parks 1,169,341 1,055,043 1,215,482 1,226,390
Community Center Operations 216,560 240,316 293,198 286,622
Senior Services 202,898 195,665 197,875 212,946
Total 2,273,100$ 2,177,851$ 2,520,780$ 2,595,839$
Expenditures by Division
Community
Services
9%
Recreation
24%
Parks
48%
Community
Center
Operations
11%
Senior Services
8%
Use of Funds -Community Services -By Division
Where does the money go?
Total Proposed Budget = $2,595,839
The Height of Desert Living 242
Variance Explanations:
Open Space: The increase is a result of additional expenses for the new Adero
Canyon trailhead.
Operating Budgets
Community Services Department
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 771,273$ 527,950$ 631,448$ 697,600$
Community Events 92,687 165,798 180,478 173,575
Fountain 232,123 150,662 175,335 175,515
Home Delivered Meals 48,935 45,606 61,570 67,010
Open Space 48,696 11,172 37,158 45,330
Operations 925,052 1,200,355 1,336,885 1,338,471
Senior Membership 66,741 - - -
Special Interest Programs 17,025 16,087 15,821 15,878
Sports Activities 48,863 39,293 52,170 52,520
Youth & Teen Programs 21,705 20,928 29,915 29,940
Total 2,273,100$ 2,177,851$ 2,520,780$ 2,595,839$
Expenditures by Program
Administration
26%Community Events
7%
Fountain
7%
Home
Delivered
Meals
3%
Open Space
2%
Operations
51%
Special Interest
Programs
1%
Sports
Activities
2%
Youth & Teen
Programs
1%
Use of Funds -Community Services -By Program
Where does the money go?
Total Proposed Budget = $2,595,839
The Height of Desert Living 243
Operating Budgets
Community Services Department
Variance Explanations:
Equipment: FY18-19 included one-time budget supplements for chairs and tables
for the Community Center.
Internal Service: Additional amounts were included for the replacement equip-
ment and vehicles to be purchased.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 876,851$ 876,978$ 970,566$ 1,017,639$
Employment Taxes 40,892 37,198 43,436 45,447
Benefits 159,107 176,840 190,341 213,083
Dues & Memberships 6,284 6,681 6,149 7,109
Meetings and Training 10,615 7,476 17,990 17,790
Maintenance and Repair 287,731 181,623 210,672 172,972
Utilities 347,760 324,420 375,590 377,186
Contractual Services 365,594 383,122 494,975 516,847
Supplies 83,829 87,746 119,517 138,556
Equipment 46,996 47,386 24,500 9,700
Damages/Vandalism 132 1,983 2,100 2,100
Internal Service 47,309 46,398 39,944 52,410
Contingency - - 25,000 25,000
Total 2,273,100$ 2,177,851$ 2,520,780$ 2,595,839$
Expenditures by Category
Wages
38%
Employment
Taxes
2%
Benefits
8%Meetings and
Training
1%
Maintenance
and Repair
7%
Utilities
15%
Contractual
Services
21%
Supplies
5%
Internal Service
2%Contingency
1%
Use of Funds -Community Services -By Category
Where does the money go?
Total Proposed Budget = $2,595,839
The Height of Desert Living 244
Operating Budgets
Community Services Department
General Fund
Salaries-Full Time 694,460$ 681,554$ 746,187$ 783,934$
Salaries-Part Time 181,248 194,191 224,379 233,705
Overtime 1,144 1,233 - -
FICA 11,349 12,101 13,730 14,301
Medicare 12,425 12,441 14,214 14,906
Workers Compensation 15,387 11,856 14,795 15,540
Unemployment Insurance 1,731 800 697 700
Group Health Insurance 76,199 83,650 86,856 103,987
Group Dental Insurance 6,233 6,495 6,831 7,904
Group Vision Insurance 718 1,031 1,126 1,217
Disability Insurance 2,469 2,291 3,157 3,319
Retirement 71,391 75,093 82,083 86,231
Life Insurance 661 684 733 870
Bonus 1,436 1,521 1,545 1,545
Allowance/Stipend - 6,075 8,010 8,010
Licenses/Filing Fees 3,717 2,136 1,940 2,240
Dues, Subscript & Publicat 2,567 4,545 4,209 4,869
Meetings & Training 10,420 7,281 17,415 17,215
Boards & Commissions 195 195 575 575
Building Maint/Repair 1,706 2,749 1,300 1,300
HVAC Repair 230 150 1,400 1,400
Plumbing Repair 3,741 2,118 2,700 2,700
Electrical Repair/Maint 6,269 20,650 5,950 5,950
Fire Protection Systems 1,221 1,221 2,440 2,440
Grounds Maint/Repair 94,133 12,534 50,600 27,600
Irrigation Repair 22,819 25,460 20,400 15,400
Backflow Testing & Maintenance 296 672 2,450 2,450
Equipment Maint/Repair 94,393 20,465 31,790 31,790
Vehicle Maint/Repair 5,013 10,025 11,010 11,010
Office Equip Maint/ Repair 3,728 3,444 6,324 6,624
Other Maint/Repair 22,674 28,681 37,800 30,800
Striping 379 1,302 2,380 2,380
Sidewalk/Pathway Repair 7,525 8,857 6,575 6,575
Sign Repair & Replacement 5,544 5,369 9,850 6,850
Painting 6,443 5,978 1,803 1,803
Lighting Repair 11,616 31,947 15,900 15,900
Electricity Expense 228,488 196,266 232,940 232,940
Refuse/Recycling 5,259 5,124 6,380 6,380
Telecommunications 10,867 5,916 9,942 5,754
Water/Sewer 92,543 105,959 111,516 112,500
Gas & Oil 10,604 11,155 14,812 19,612
Professional Fees 30,453 24,742 33,088 58,340
Instructor Fees 50,215 36,499 50,340 49,365
Rentals & Leases 29,253 31,264 60,221 54,677
Printing Expense 2,257 2,861 5,205 4,280
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Community Services Department
The Height of Desert Living 245
Operating Budgets
Community Services Department
General Fund-continued
Advertising/Signage 2,691$ 1,763$ 3,250$ 3,900$
Contractual Services 45,269 37,001 54,924 61,000
Constituent Communication 28,822 27,956 33,990 32,490
Bank/Merc Acct Fees 5,815 6,001 6,704 6,704
Community Contracts/Events 57,184 90,626 97,500 91,000
Landscape Contracts 104,875 116,316 138,427 145,007
ActiveNet Fees 8,760 8,095 11,326 10,083
Office Supplies 3,320 2,332 3,700 3,700
Cleaning/Janitorial Supplies 12,563 15,460 13,279 13,429
Safety Supplies 415 540 1,100 1,100
Operating Supplies 27,615 28,379 63,728 75,678
Food & Beverage Supplies 3,719 3,572 3,120 3,120
Program Materials 32,510 33,710 30,610 37,610
Uniforms 3,663 3,728 3,729 3,679
Postage & Delivery 24 25 251 240
Small Tools 3,635 4,654 4,500 4,500
Software 212 - - -
Hardware/Peripherals 847 1,317 - -
Furniture/Appliances 15,212 14,433 15,000 -
Equipment 6,999 26,981 5,000 5,200
Park Improvements Exp 20,091 - - -
Damages/Vandalism 132 1,983 2,100 2,100
ISF-Copier Charges 3,107 1,582 875 1,372
ISF-Mail Service Charges 238 280 - -
ISF-Vehicle Replacement Charge 37,565 38,375 38,948 50,927
ISF-Motor Pool Charges 4 52 121 112
ISF-Telecom Charges 6,394 6,109 - -
Contingency - - 25,000 25,000
Park Improvements - - - -
Total Community Services 2,273,100$ 2,177,851$ 2,520,780$ 2,595,839$
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Community Services Department
The Height of Desert Living 246
Operating Budgets
Community Services Department
FY18-19 Department Accomplishments
Initiative Strategic Value
Expanded annual summer camp to two weeks Goal #3, Objective #2
Received two playground grants to develop two
new play spaces within Four Peaks Park Goal #1, Objective #3; Goal #3, Objective #2
Two grants awarded to Tourism Division Goal #1, Objective #3
Produced the first Irish Fountain Fest event Goal #1, Objective #3; Goal #3, Objective #2
Introduced new programs: Melt, Meditation,
Noon Year’s Eve, Community Center Takeover Goal #3, Objective #2; Goal # 5, Objective #1
Reconstruction of three ballfields at Golden Ea-
gle Park Goal #2, Objective #1; Goal #3, Objective #2
Hosted a number of new special events on the
Avenue of the Fountains Plaza and Fountain
Park Goal #1, Objective #3; Goal #3, Objective #2
Completed the Adero Canyon Trailhead Goal #1, Objective #3
Completed second Tourism promotional video Goal #1, Objective #3; Goal #3, Objective #2
Initiative Strategic Value Estimated Cost/Funding
Source
Continue Four Peaks Park Ren-
ovation
Goal #1, Objective #3; Goal
#3, Objective #2; Goal #2,
Objective #1 $700,000 CIP
Evaluate Community Center
space for most efficient use Goal #1, Objective #3; Goal
#3, Objective #2
To be Determined/General
Fund/ Facility Replacement
Fund
Continue to increase the num-
ber of special events Goal #1, Objective #3 To be Determined/General
Fund
Organize specialty youth pro-
grams Goal #3, Objective #2 To be Determined/General
Fund
Continue to participate in the
Youth Coalition Goal #5, Objective #1 $0
Continue to Support Youth
Sports Club Goal #3, Objective #2 $0
Expand the use of social media
to promote activities and
events Goal #3, Objective #2 To be Determined/General
Fund
FY19-20 Objectives
The Height of Desert Living 247
Community Services Division
Service Delivery Plan
The Community Services Division, through its administrative services, provides di-
rection to and clerical support for the Department by the Community Services Di-
rector and executive assistant.
Operating Budgets
Community Services Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 236,916$ 185,182$ 198,127$ 234,329$
Total 236,916$ 185,182$ 198,127$ 234,329$
Expenditures by Program
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 186,018$ 131,839$ 139,774$ 153,838$
Employment Taxes 3,115 1,927 2,337 2,578
Benefits 33,245 37,926 39,626 38,941
Dues & Memberships 398 60 - -
Meetings and Training 532 2,442 6,100 3,600
Maintenance and Repair 2,282 2,193 2,720 2,720
Utilities 973 1,062 600 600
Contractual Services 3,347 3,837 3,600 28,600
Supplies 767 480 452 470
Equipment/Improvements - 40 - -
Internal Service 6,239 3,376 2,918 2,982
Total 236,916$ 185,182$ 198,127$ 234,329$
Expenditures by Category
Administration
100%
Use of Funds -Community Services -By Program
Where does the money go?
Total Proposed Budget = $234,329
The Height of Desert Living 248
Performance Measures
Activities/Results
Quality
Productivity
Operating Budgets
Community Services Division
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Continue to serve as staff liaison to the two
advisory commissions. 18 18 18 18
Continue to support commission and Council
joint meetings. 2 2 1 1
Prepare/post commission meeting agendas
both pre and post meetings. 36 36 36 36
Prepare commission meeting minutes and
post approved meeting minutes 18 18 18 18
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Continue to provide support for various im-
provements to the parks. Yes Yes Yes Yes
Administer contracts for various capital pro-
jects. 1 2 2 3
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Monitor number of trail users 13,500+ 15,000+ 20,000+ 25,000+
Variance Explanations:
Contractual Services: A budget supplement was added for a parks/programs/
facilities study.
Wages
66%Employment
Taxes
1%
Benefits
17%
Meetings and
Training
2%Maintenance
and Repair
1%
Contractual
Services
12%
Internal Service
1%
Use of Funds -Community Services -By Category
Where does the money go?
Total Proposed Budget = $234,329
The Height of Desert Living 249
Operating Budgets
Community Services Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 186,018$ 131,836$ 139,774$ 153,838$
Medicare 2,581 1,676 2,040 2,256
Workers Compensation 425 204 250 275
Unemployment Insurance 109 47 47 47
Group Health Insurance 15,039 20,852 20,662 18,571
Group Dental Insurance 1,195 1,658 1,662 1,501
Group Vision Insurance 140 280 293 220
Disability Insurance 539 404 591 651
Retirement 15,811 14,502 15,375 16,922
Life Insurance 139 134 138 171
Bonus 381 96 95 95
Allowance/Stipend - - 810 810
Licenses/Filing Fees 356 - - -
Dues, Subscript & Publicat 42 60 - -
Meetings & Training 337 2,247 5,525 3,025
Boards & Commissions 195 195 575 575
Vehicle Maint/Repair 85 29 500 500
Office Equip Maint/Repair 2,197 2,164 2,220 2,220
Telecommunications 778 784 - -
Gas & Oil 195 279 600 600
Professional Fees - - - 25,000
Rentals & Leases 3,293 3,368 3,600 3,600
Printing Expense 54 470 - -
Office Supplies 702 467 450 450
Cleaning/Janitorial Supplies 8 13 - -
Operating Supplies 58 - - -
Postage & Delivery - 40 2 20
ISF-Copier Charges 6 16 5 10
ISF-Mail Service Charges 19 27 - -
ISF-Vehicle Replacement Charge 5,757 2,856 2,913 2,972
ISF-Telecom Charges 457 478 - -
Total Community Services 236,916$ 185,182$ 198,127$ 234,329$
FY19-20 Proposed Budget
Summary of Expenditures
Community Services Division
The Height of Desert Living 250
Community Center Division
Service Delivery Plan
The Community Center strives to enhance the quality of life of Fountain Hills resi-
dents by providing and maintaining a safe, available, and accessible facility that
will meet the needs of all residents.
Operating Budgets
Community Center Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 95,287$ -$ -$ -$
Operations 121,273 240,316 293,198 286,622
Total 216,560$ 240,316$ 293,198$ 286,622$
Expenditures by Program
Operations
100%
Use of Funds -Community Center -By Program
Where does the money go?
Total Proposed Budget = $286,622
The Height of Desert Living 251
Operating Budgets
Community Center Division
Variance Explanations:
Equipment: FY18-19 included one-time budget supplements for chairs and tables
for the Community Center.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 151,895$ 175,708$ 208,868$ 219,939$
Employment Taxes 9,580 9,505 11,726 12,306
Benefits 22,073 24,004 26,725 27,685
Dues & Memberships 853 902 1,092 852
Meetings and Training - - 2,000 2,000
Maintenance and Repair 1,531 (83) 2,004 2,304
Utilities 1,083 1,138 6,108 2,064
Contractual Services 8,155 7,150 12,133 11,806
Supplies 3,438 1,930 3,650 3,600
Equipment 15,522 17,838 18,800 4,000
Internal Service 2,430 2,224 92 66
Total 216,560$ 240,316$ 293,198$ 286,622$
Expenditures by Category
Wages
77%
Employment
Taxes
4%
Benefits
10%
Meetings
and
Training
1%
Maintenance
and Repair
1%
Utilities
1%
Contractual
Services
4%
Supplies
1%
Equipment
1%
Use of Funds -Community Center -By Category
Where does the money go?
Total Proposed Budget = $286,622
The Height of Desert Living 252
Performance Measures
Quality
Productivity
Operating Budgets
Community Center Division
Activities/Results
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
To attain a high overall satisfaction rating
(good or better) with quality on rental evalu-
ations
N/A N/A N/A Good
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of bookings 3,764 4,295 4,350 4,350
Number of patrons served 73,010 81,826 84,000 84,000
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Net operating costs of facility per capita* $8.85 $9.82 $11.98 $11.37
*Population based on the U.S. Census 2016 estimate
The Height of Desert Living 253
Operating Budgets
Community Center Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 91,699$ 104,990$ 118,235$ 124,935$
Salaries-Part Time 60,196 70,718 90,633 95,004
FICA 3,781 4,411 5,519 5,784
Medicare 2,201 2,556 3,037 3,197
Workers Compensation 3,141 2,368 2,981 3,134
Unemployment Insurance 456 169 189 191
Group Health Insurance 10,311 10,621 11,584 11,698
Group Dental Insurance 762 788 862 918
Group Vision Insurance 99 138 156 158
Disability Insurance 361 361 501 529
Retirement 10,087 11,549 13,006 13,743
Life Insurance 93 109 116 139
Bonus 360 439 500 500
Licenses/Filing Fees 746 575 600 700
Dues, Subscript & Publicat 107 327 492 152
Meetings & Training - - 2,000 2,000
Office Equip Maint/ Repair 1,532 (83) 2,004 2,304
Telecommunications 1,083 1,138 6,108 2,064
Professional Fees - - 300 300
Rentals & Leases 3,477 3,534 3,600 4,056
Printing Expense 62 62 130 130
Advertising/Signage 2,505 1,281 2,850 3,500
Constituent Communication - - 3,000 1,500
Bank/Merc Acct Fees 1,288 1,283 1,320 1,320
ActiveNet Fees 823 990 933 1,000
Office Supplies 675 264 450 450
Cleaning/Janitorial Supplies 11 42 - -
Operating Supplies 498 252 1,000 1,000
Food & Beverage Supplies 719 351 550 550
Program Materials 952 565 1,000 1,000
Uniforms 583 455 650 600
Furniture/Appliances - - 15,000 -
Small Tools - 869 - -
Hardware/Peripherals 523 754 - -
Furniture/Appliances 12,771 13,792 - -
Equipment 2,228 2,424 3,800 4,000
ISF-Copier Charges 268 - - -
ISF-Mail Service Charges 2 - - -
ISF-Vehicle Replacement Charges - 60 68 50
ISF-Motor Pool Charges - - 24 16
ISF-Telecom Charges 2,160 2,164 - -
Total Community Center 216,560$ 240,316$ 293,198$ 286,622$
FY19-20 Proposed Budget
Summary of Expenditures
Community Center
The Height of Desert Living 254
Parks Division
Service Delivery Plan
The Parks Division staff is dedicated to providing safe, clean and green parks that
will meet the intellectual, social, cultural, and leisure needs of all park patrons. The
Town’s park system has been developed to enhance the quality of life of Fountain
Hills residents with hiking trails and park facilities for youth and adult sports pro-
grams, youth and teen programs, special events, and facility rentals. Each year,
our experienced staff works to meet the goals through efficient park maintenance
and operations methods.
Operating Budgets
Parks Division
Variance Explanations:
Open Space/Trails: The increase is a result of additional expenses for the new
Adero Canyon trailhead.
Location Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Town Hall 79,212$ 83,229$ 95,607$ 99,632$
Avenue of the Fountains Plaza 78,400 84,162 114,257 124,060
Fountain Park 466,587 367,700 416,436 443,045
Golden Eagle Park 228,978 290,389 321,351 294,371
Four Peaks Park 95,972 113,522 141,308 128,328
Desert Vista Park 171,496 104,869 89,365 91,624
Open Space/Trails 48,696 11,172 37,158 45,330
Total 1,169,341$ 1,055,043$ 1,215,482$ 1,226,390$
Expenditures by Location
Town Hall
8%Avenue of the
Fountains Plaza
10%
Fountain Park
37%
Golden Eagle
Park
24%
Four Peaks
Park
10%
Desert Vista
Park
7%
Open
Space/Trails
4%
Uses of Funds -Parks -By Location
Where the Money Goes
Total Proposed Budget = $1,226,390
The Height of Desert Living 255
Operating Budgets
Parks Division
Variance Explanations:
Open Space: The increase is a result of additional expenses for the new Adero
Canyon trailhead.
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 84,742$ 83,229$ 95,607$ 99,632$
Fountain 232,123 150,662 175,335 175,515
Open Space 48,696 11,171 37,158 45,330
Operations 803,780 809,981 907,382 905,913
Total 1,169,341$ 1,055,043$ 1,215,482$ 1,226,390$
Expenditures by Program
Administration
10%
Operations
90%
Uses of Funds -Parks -By Program
Where the Money Goes
Total Proposed Budget = $1,226,390
The Height of Desert Living 256
Operating Budgets
Parks Division
Variance Explanations:
Internal Service: Additional amounts were included for the replacement equip-
ment and vehicles to be purchased.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 204,042$ 233,687$ 252,164$ 262,047$
Employment Taxes 9,446 8,187 9,630 10,011
Benefits 56,020 69,204 73,163 77,547
Dues & Memberships 2,324 1,125 1,040 1,040
Meetings and Training 1,560 3,413 8,390 8,390
Maintenance and Repair 281,459 176,890 202,298 164,298
Utilities 341,865 317,089 364,258 368,882
Contractual Services 172,653 137,289 184,583 190,154
Supplies 41,701 45,972 77,504 89,507
Equipment 25,196 24,213 4,500 4,500
Damages/Vandalism 132 1,983 2,100 2,100
Internal Service 32,943 35,991 35,852 47,914
Total 1,169,341$ 1,055,043$ 1,215,482$ 1,226,390$
Expenditures by Category
Wages
21%
Employment
Taxes
1%
Benefits
6%
Meetings and
Training
1%
Maintenance
and Repair
13%
Utilities
30%
Contractual
Services
17%
Supplies
7%
Internal Service
4%
Uses of Funds -Parks -By Category
Where the Money Goes
Total Proposed Budget = $1,226,390
The Height of Desert Living 257
Operating Budgets
Parks Division
General Fund
Salaries-Full Time 203,016$ 232,572$ 252,164$ 262,047$
Overtime 1,026 1,115 - -
FICA - - - -
Medicare 2,884 3,306 3,712 3,855
Workers Compensation 6,265 4,728 5,794 6,032
Unemployment Insurance 297 153 124 124
Group Health Insurance 29,971 36,262 37,234 40,054
Group Dental Insurance 2,247 2,518 2,583 2,973
Group Vision Insurance 282 416 443 446
Disability Insurance 704 809 1,066 1,110
Retirement 22,445 25,706 27,739 28,824
Life Insurance 208 240 248 290
Bonus 162 254 250 250
Allowance/Stipend - 3,000 3,600 3,600
Licenses/Filing Fees 2,109 795 590 590
Dues, Subscript & Publicat 215 330 450 450
Meetings & Training 1,560 3,413 8,390 8,390
Building Main/Repair 1,706 2,749 1,300 1,300
HVAC Repair 230 150 1,400 1,400
Plumbing Repair 3,741 2,118 2,700 2,700
Electrical Repair/Maint 6,269 20,650 5,950 5,950
Fire Protection Systems 1,221 1,221 2,440 2,440
Grounds Maint/Repair 94,133 12,534 50,600 27,600
Irrigation Repair 22,819 25,460 20,400 15,400
Backflow Testing & Maintenance 296 672 2,450 2,450
Equipment Maint/Repair 94,393 20,465 30,290 30,290
Vehicle Maint/Repair 4,928 8,906 10,510 10,510
Other Maint/Repair 22,674 28,681 37,800 30,800
Striping 379 1,302 2,380 2,380
Sidewalk/Pathway Repair 7,525 8,857 6,575 6,575
Sign Repair & Replacement 3,085 5,199 9,800 6,800
Painting 6,443 5,978 1,803 1,803
Lighting Repair 11,616 31,947 15,900 15,900
Electricity Expense 228,488 196,266 232,940 232,940
Refuse/Recycling 5,259 4,920 6,380 6,380
Telecommunications 5,167 2,869 3,210 2,851
Water/Sewer 92,543 105,959 111,516 112,500
Gas & Oil 10,409 7,075 10,212 14,212
Professional Fees 18,523 10,765 13,900 13,900
Rentals & Leases 5,000 6,445 20,380 20,380
Printing Expense 2,040 1,937 3,900 2,900
Advertising/Signage 88 - - -
Contractual Services - - 6,500 6,500
Bank/Merc Acct Fees 655 1,112 771 771
Community Contracts/Events 40,925 66 - -
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Parks
The Height of Desert Living 258
Operating Budgets
Parks Division
General Fund-continued
Landscape Contracts 104,875$ 116,316$ 138,427$ 145,007$
ActiveNet Fees 545 649 705 695
Office Supplies 156 262 100 100
Cleaning/Janitorial Supplies 12,530 15,405 13,279 13,279
Safety Supplies 415 540 1,100 1,100
Operating Supplies 25,720 27,701 60,353 72,353
Food & Beverage Supplies - - 120 120
Program Materials 728 117 300 300
Uniforms 2,154 1,921 2,250 2,250
Postage & Delivery - 25 2 5
Small Tools 3,502 3,758 4,500 4,500
Hardware/Peripherals - 46 - -
Furniture/Appliances - (245) - -
Equipment 1,603 20,653 - -
Park Improvements Exp 20,091 - - -
Damages/Vandalism 132 1,983 2,100 2,100
ISF-Copier Charges 215 399 160 315
ISF-Mail Service Charges 2 1 - -
ISF-Vehicle Replacement Charge 31,808 35,114 35,692 47,599
ISF-Motor Pool Charges - - - -
ISF-Telecom Charges 919 478 - -
Park Improvements - - - -
Total Parks 1,169,341$ 1,055,043$ 1,215,482$ 1,226,390$
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Parks
The Height of Desert Living 259
Operating Budgets
Parks Division
Performance Measures
Quality
Productivity
Activities/Results
Fountain Hills Recreation Statistics:
119 Acres of Developed Parks
822 Acres of Mountain Preserve Park
8 Acres of Botanical Garden Preserve
1 Acre of Community Garden
59 Acres of Lake Overlook Trail Preserve
7.7 Miles of Mountain Preserve Trails
2.1 Miles of Preserve Trails
8.7 Miles of Urban Trails (FIT)
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Restrooms serviced and cleaned 365 days 365 days 365 days 365 days
Ramadas cleaned and serviced 365 365 365 365
Trails maintained and ready for use daily 365 365 365 365
Trailhead promotions with brochures, maps
and Town website 365 365 365 365
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Net expenditures for park operation per
capita* $44.30 $39.70 $43.40 $45.72
Park rental/revenue 203/36,269 319/55,691 225/30,260 325/60,000
Fountain Hills Hiking Trail visitors 24,000+ 50,000+ 30,000+ 55,000+
Fountain Hills Park Systems FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Maintain a high overall satisfaction rating
(good or better) of maintenance/operations Good Good Good Good
Number of Special Events hosted in parks 50 35 33 35
Appearance/availability Good Good Good Good
*Population based on the U.S. Census 2016 estimate
The Height of Desert Living 260
Recreation Division
Service Delivery Plan
The Recreation Division strives to enhance the quality of life for Fountain Hills resi-
dents by providing recreation services that will meet the intellectual, social, cultur-
al, and leisure needs of all residents. Program activities include: special interest
classes, youth and adult sports programs, youth and teen programs, special
events, and facility rentals.
Operating Budgets
Recreation Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 267,105$ 259,539$ 337,714$ 363,639$
Community Events 92,687 165,799 180,478 173,575
Special Interest Programs 17,025 16,087 15,821 15,878
Sports Activities 48,863 39,293 52,170 52,520
Youth & Teen Programs 21,705 20,927 29,915 29,940
Total 447,385$ 501,645$ 616,098$ 635,552$
Expenditures by Program
Administration
58%
Community
Events
27%
Special Interest
Programs
2%
Sports
Activities
8%
Youth & Teen
Programs
5%
Use of Funds -Recreation -By Program
Where does the money go?
Total Proposed Budget = $635,552
The Height of Desert Living 261
Operating Budgets
Recreation Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 201,462$ 199,012$ 244,958$ 257,987$
Employment Taxes 11,504 10,677 13,767 14,409
Benefits 38,661 35,480 42,033 48,917
Dues & Memberships 1,549 3,373 2,567 4,567
Meetings and Training 8,044 1,597 1,300 3,600
Maintenance and Repair 2,459 1,260 1,500 1,500
Utilities 2,981 5,131 4,624 5,640
Contractual Services 143,403 203,684 248,596 234,796
Supplies 31,761 35,609 30,763 37,754
Equipment 3,405 2,811 - -
Internal Service 2,156 3,011 990 1,382
Contingency - - 25,000 25,000
Total 447,385$ 501,645$ 616,098$ 635,552$
Expenditures by Category
Variance Explanations:
Utilities: Budget was increased for fuel for the park attendants.
Supplies: Budget was increased for youth and teen program materials in anticipa-
tion of additional teen trip programming.
Wages
41%Employment
Taxes
2%
Benefits
8%
Dues &
Memberships
1%
Meetings and
Training
1%
Utilities
1%
Contractual
Services
36%
Supplies
6%
Contingency
4%
Use of Funds -Recreation -By Category
Where does the money go?
Total Proposed Budget = $635,552
The Height of Desert Living 262
Operating Budgets
Recreation Division
Activities/Results
Performance Measures
Quality
1Does not include participations at special events or teen drop in programs
2 Volunteer hours are estimated
3 Population based on U.S. Census 2016 estimate
Productivity
FY16 - 17
Actual FY17 - 18
Actual FY18 - 19
Estimate
FY19 -
20
Target
To attain a High overall satisfaction rating
(good or better) with the quality of Town rec-
reation programs in post-program evalua-
tions
85% 88% 90% 92%
To achieve a high return rate on recreation
program surveys 30% 38% 40% 40%
FY16 - 17
Actual FY17 - 18
Actual FY18 - 19
Estimate FY19 - 20
Target
Number of individual program participants1 2,737 2,766 2,850 2,900
Number of team sport participants 345 315 600 650
Number of teen trip/teen activity participants 378 492 500 550
Number of volunteer hours in support of
Town recreation programs2 826 1120 1,000 1,050
Number of youth sport, Boys and Girls Club,
and FHUSD facility bookings 1,397 1,771 1,700 1,750
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Net operating costs of recreation programs
per capita3 $7.36 $9.89 $11.38 $11.11
The Height of Desert Living 263
Operating Budgets
Recreation Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 148,068$ 143,140$ 172,978$ 183,971$
Salaries-Part Time 53,276 55,754 71,980 74,016
Overtime 118 118 - -
FICA 3,353 3,481 4,382 4,506
Medicare 2,814 2,909 3,600 3,787
Workers Compensation 4,793 4,006 5,548 5,878
Unemployment Insurance 544 281 237 238
Group Health Insurance 20,041 15,054 17,376 22,681
Group Dental Insurance 1,556 1,112 1,293 1,580
Group Vision Insurance 188 186 234 237
Disability Insurance 601 493 732 779
Retirement 15,826 15,745 19,029 20,236
Life Insurance 155 141 169 204
Bonus 294 423 500 500
Allowance/Stipend - 2,325 2,700 2,700
Licenses/Filing Fees 194 454 400 400
Dues, Subscript & Publicat 1,355 2,919 2,167 4,167
Meetings & Training 8,044 1,597 1,300 3,600
Vehicle Maint/Repair - 1,090 - -
Sign Repair & Replacement 2,459 170 - -
Equipment Maint/Repair - 204 1,500 1,500
Telecommunications 2,982 1,126 624 840
Gas & Oil - 3,801 4,000 4,800
Professional Fees 11,674 13,161 17,880 17,880
Instructor Fees 50,215 36,499 47,800 46,800
Rentals & Leases 17,327 17,792 32,485 26,485
Printing Expense 122 312 1,100 1,100
Advertising/Signage 98 482 400 400
Contractual Services 17,070 14,700 15,800 16,800
Constituent Communication 24,018 24,340 26,700 26,700
Bank/Merc Acct Fees 3,176 2,912 3,423 3,423
Community Contracts/Events 16,259 90,561 97,500 91,000
ActiveNet Fees 3,444 2,925 5,508 4,208
Office Supplies 254 259 700 700
Operating Supplies 7 34 - -
Food & Beverage Supplies 1,098 1,656 550 550
Program Materials 29,452 32,309 28,595 35,595
Uniforms 926 1,352 829 829
Postage & Delivery 24 - 89 80
Small Tools - 27 - -
Software 212 - - -
Hardware/Peripherals 24 450 - -
Furniture/Appliances - 777 - -
Equipment 3,168 1,557 - -
ISF-Copier Charges 732 1,168 710 1,047
ISF-Mail Service Charges 47 69 - -
ISF-Vehicle Replacement Charge - 286 207 255
ISF-Motor Pool Charges 4 52 73 80
ISF-Telecom Charges 1,373 1,436 - -
Contingency - - 25,000 25,000
Total Recreation 447,385$ 501,645$ 616,098$ 635,552$
FY19-20 Proposed Budget
Summary of Expenditures
Recreation
The Height of Desert Living 264
Senior Services Division
Service Delivery Plan
Provide meeting space to members for programs and presentations. Coordinate
meeting schedule with support groups and other social services for the communi-
ty. Provide a mobility medical equipment loaner program to Town residents. Deliv-
er a quality noon-time meal to Town residents who require assistance in obtaining
nutritional meals.
Operating Budgets
Senior Services Division
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 87,223$ -$ -$ -$
Home Delivered Meals 48,934 45,606 61,570 67,010
Operations - 150,059 136,305 145,936
Senior Memberships/Activities 66,741 - - -
Total 202,898$ 195,665$ 197,875$ 212,946$
Expenditures by Program
Home
Delivered
Meals
31%
Operations
69%
Use of Funds -Senior Services-By Program
Where does the money go?
Total Proposed Budget = $212,946
The Height of Desert Living 265
Operating Budgets
Senior Services Division
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 133,434$ 136,731$ 124,802$ 123,828$
Employment Taxes 7,247 6,903 5,976 6,143
Benefits 9,109 10,226 8,794 19,993
Dues & Memberships 1,160 1,221 1,450 650
Meetings and Training 479 25 200 200
Maintenance and Repair - 1,364 2,150 2,150
Utilities 858 - - -
Contractual Services 38,037 31,162 46,063 51,491
Supplies 6,160 3,755 7,148 7,225
Equipment 2,874 2,483 1,200 1,200
Internal Service 3,540 1,795 92 66
Total 202,898$ 195,665$ 197,875$ 212,946$
Expenditures by Category
Variance Explanations:
Benefits: Budget was increased as a result of staff changes.
Wages
58%
Employment
Taxes
3%
Benefits
9%
Maintenance
and Repair
1%
Contractual
Services
25%
Supplies
3%Equipment
1%
Use of Funds -Senior Services-By Category
Where does the money go?
Total Proposed Budget = $212,946
The Height of Desert Living 266
Operating Budgets
Senior Services Division
Performance Measures
Quality
Productivity
Activities/Results
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of members 1,335 1,254 1,350 1,350
Maintain a high overall satisfaction rating
(good or better) of meal quality Good Good Good Good
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of attendees to senior programs
And presentations 25,126 22,314 25,000 25,000
Number of days per year meals delivered 365 365 365 365
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Number of senior programs offered 61 63 65 65
Number of special guest speaker presenta-
tions offered 37 36 35 35
Number of socialization activities/special
events offered 6 6 6 5
Number of support groups & social services
offered 15 15 15 14
Number of meals delivered annually 3,920 3,093 4,400 4,100
Number of clients participating in HDM pro-
gram 59 38 50 65
Number of pieces of medical equipment
loaned out N/A N/A 100 125
The Height of Desert Living 267
Operating Budgets
Senior Services Division
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Salaries-Full Time 65,659$ 69,013$ 63,036$ 59,143$
Salaries-Part Time 67,775 67,718 61,766 64,685
FICA 4,214 4,208 3,829 4,011
Medicare 1,945 1,995 1,825 1,811
Workers Compensation 763 550 222 221
Unemployment Insurance 325 150 100 100
Group Health Insurance 836 861 - 10,983
Group Dental Insurance 474 419 431 932
Group Vision Insurance 8 11 - 156
Disability Insurance 264 224 267 250
Retirement 7,223 7,592 6,934 6,506
Life Insurance 67 60 62 66
Bonus 238 309 200 200
Allowance/Stipend - 750 900 900
Licenses/Filing Fees 312 312 350 550
Dues, Subscript & Publicat 848 909 1,100 100
Meetings & Training 479 25 200 200
Office Equip Maint/Repair - 1,364 2,100 2,100
Sign Repair & Replacement - - 50 50
Telecommunications 858 - - -
Professional Fees 256 816 1,008 1,260
Instructor Fees - - 2,540 2,565
Rentals & Leases 156 125 156 156
Printing Expense (22) 80 75 150
Contractual Services 28,199 22,301 32,624 37,700
Constituent Communication 4,803 3,616 4,290 4,290
Bank/Merc Acct Fees 697 694 1,190 1,190
ActiveNet Fees 3,947 3,530 4,180 4,180
Office Supplies 1,533 1,079 2,000 2,000
Cleaning/Janitorial Supplies 14 - - 150
Operating Supplies 1,333 391 2,375 2,325
Food & Beverage Supplies 1,902 1,565 1,900 1,900
Program Materials 1,378 719 715 715
Postage & Delivery - - 158 135
Small Tools 133 - - -
Hardware/Peripherals 300 27 - -
Furniture/Appliances 2,441 109 - -
Equipment - 2,347 1,200 1,200
ISF-Copier Charges 1,886 - - -
ISF-Mail Service Charges 168 182 - -
ISF-Vehicle Replacement Charges - 60 68 50
ISF-Motor Pool Charges - - 24 16
ISF-Telecom Charges 1,486 1,554 - -
Total Senior Services 202,898$ 195,665$ 197,875$ 212,946$
FY19-20 Proposed Budget
Summary of Expenditures
Senior Services
The Height of Desert Living 268
Operating Budgets
Senior Services Division
The Height of Desert Living 269
Law Enforcement
Operating Budgets
Law Enforcement
The Height of Desert Living 270
Operating Budgets
Law Enforcement
LAW ENFORCEMENT
District Commander
(1 Captain)
Patrol
Sergeants (6)
Detective Sergeant
Sergeant (1)
Deputy Commander
(1 Lieutenant)
Administration
(1 Civilian)
District Detectives
(3)
Patrol Deputies
(20)
School Resource
Officer (1)
Administrative Sergeant
(1)
Community Liaison
(1)
The Height of Desert Living 271
LAW ENFORCEMENT
Department Overview
The Maricopa County Sheriff’s Office is a fully integrated law enforcement agency
committed to being the leader in establishing the standards for providing quality
law enforcement, detention and support services to the citizens of Maricopa Coun-
ty and to other criminal justice agencies.
Under the command of Captain Larry Kratzer, twenty two deputies are assigned to
the Town of Fountain Hills. Of these, twenty deputies and six sergeants are as-
signed to patrol. In addition, one deputy is assigned as the School Resource Of-
ficer and one deputy is assigned as the Community Liaison to address quality of
life issues, court security, and administrative duties. Additionally, there are three
detectives assigned, one detective supervisor sergeant, one administrative ser-
geant, one Commander (Captain), one Deputy Commander (Lieutenant), and one
administrative assistant.
Mission Statement
The Maricopa County Sheriff’s Office (MCSO) proudly provides contractual law en-
forcement services to the Town of Fountain Hills by enforcing State and local laws,
selective Town Ordinances and deterring criminal activity. MCSO will protect life
and property, investigate criminal activity, and will work in partnership with the
Town Council, staff, community leaders, and residents to resolve issues and con-
cerns.
MCSO is dedicated to providing these services to the residents of Fountain Hills
and the general public in a respectful, courteous, and professional manner and is
supportive of the community-based policing principles.
Additionally, all sworn personnel will meet and stay current with established State
training as delineated by Arizona Peace Officer Standards and Training Board (AZ
POST) and the Maricopa County Sheriff’s Office as a means of reducing liability.
Operating Budgets
Law Enforcement
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 3,861,018$ 3,768,356$ 4,211,488$ 4,785,920$
Animal Control 23,575 24,319 - -
Total 3,884,593$ 3,792,675$ 4,211,488$ 4,785,920$
Expenditures by Program
The Height of Desert Living 272
Operating Budgets
Law Enforcement
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Dues & Memberships 1,295$ 1,295$ 1,296$ 1,296$
Contractual Services 3,880,125 3,769,827 4,200,152 4,774,584
Supplies 650 652 40 40
Damages/Vandalism - - 10,000 10,000
Internal Service 2,523 3,500 - -
Capital Expenditures - 17,401 - -
Total 3,884,593$ 3,792,675$ 4,211,488$ 4,785,920$
Expenditures by Category
Administration
100%
Use of Funds -Law Enforcement -By Program
Where does the money go?
Total Proposed Budget = $4,785,920
Contractual
Services
100%
Use of Funds -Law Enforcement -By Category
Where does the money go?
Total Proposed Budget = $4,785,920
The Height of Desert Living 273
Operating Budgets
Law Enforcement
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Dues, Subscript & Publicat 1,295$ 1,295$ 1,296$ 1,296$
Printing Expense - - - 700
Advertising/Signage 644 809 - -
Intergovt Agreements 19,464 19,464 - -
Contractual Services 2,808 - 10,000 10,000
Bank/Merc Acct Fees 320 305 - -
Law Patrol 3,814,531 3,715,447 4,090,928 4,675,701
Jail Fees 42,358 33,802 67,500 67,500
Animal Control - - 31,724 20,683
Office Supplies - - 40 40
Program Materials 650 652 - -
Rewards Program - - 10,000 10,000
ISF-Copier Charges 172 362 - -
ISF-Mail Service Charges 2,351 3,138 - -
Furniture/Equipment - 17,401 - -
Total Law Enforcement 3,884,593$ 3,792,675$ 4,211,488$ 4,785,920$
FY19-20 Proposed Budget
Summary of Expenditures
Law Enforcement
The Height of Desert Living 274
Operating Budgets
Law Enforcement
Event Category 2017 2018 Event Category 2017 2018
False Burglar Alarm 791 735 Patrol/Vacation Watch 3,762 4,892
Welfare Check 634 745 Traffic Violation 1,885 791
Citizen/Motorist Assist 174 251 Speeders 1,128 691
Suspicious Activity 181 192 Follow Up 836 565
Suspicious Person 195 172 Traffic Control 384 514
Civil Action 143 205 School Programs/Community Service 265 343
Traffic Hazard 159 177 Citizen/Motorist Assist 208 184
Vehicle Crash (no injuries)166 160 Community Policing 112 269
Animal Noise Problem 186 115 Special Detail 201 105
Audible Burglar Alarm 118 157 Welfare Check 97 114
Suspicious Person and Vehicle 142 133 Found Property 58 47
Theft 109 123 Civil Action 47 47
Loud Neighbors Disturbing 106 117 Suspicious Person and Vehicle 52 37
Follow Up 59 146 Suspicious Vehicle 65 24
Criminal Damage 121 73 Suspicious Activity 39 46
Attempt to Locate 82 82 Traffic Hazard 45 32
Injured/Sick Person 71 88 Orders of Protection - Civil Use Only 22 34
Abandoned Vehicle 68 80 Criminal Subpoena - Civil Use 23 31
Animal Problem 63 79 Civil Summons - Civil Use Only 28 25
Illegal Parking 64 76 Suspicious Person 36 17
Total 3,632 3,906 Total 9,293 8,808
Calls for Service - occurs when a resident contacts the Office, typically by phone, and a deputy is dispatched to handle the call. The calls
include calls to '911' for emergency assistance along with non-emergency numbers.
Deputy Initiated Activities - occurs when a deputy initiates the dispatch by conducting a traffic stop or other proactive policing event.
Calls for Service
Top 20 Top 20
Deputy Initiated Activities
The Height of Desert Living 275
Fire & Emergency Medical
Operating Budgets
Fire & Emergency Medical
The Height of Desert Living 276
Operating Budgets
Fire & Emergency Medical
Fire Chief (1)
Station Two Captains
(3)
A,B,C Shift
Station One Captains
(3)
A,B,C Shift
FIRE DEPARTMENT
Assistant Fire Chief/
Fire Marshal (1)
Firefighters (12)
A,B,C Shift
Firefighters (6)
A,B,C Shift
The Height of Desert Living 277
FIRE & EMERGENCY MEDICAL
Mission Statement
The mission of the Fire Department is to protect the safety and quality of life of
residents, visitors and businesses in Fountain Hills. This mission is achieved by a
commitment to exceptional service delivery in fire suppression, emergency medi-
cine and rescue, as well as a proactive approach to fire prevention and public safe-
ty education.
Department Overview
Fire protection and Emergency Medical Service (EMS) are provided by a public/
private partnership between the Town and Rural Metro Corporation. The Town
owns the equipment and facilities and Rural Metro supplies the personnel through
a contract.
The Fire Department is responsible for EMS delivery and fire suppression within
the Town limits. The Fire Department is also responsible for fire prevention that
includes plan review and building inspections. The Fire Department takes the lead
role in emergency management and the Fire Chief serves as the Emergency Man-
ager for the Town. The Fire Department also provides other community services
such as public education, CPR classes, child safety seat checks and other safety
programs.
Operating Budgets
Fire & Emergency Medical
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 176,695$ 176,043$ 180,757$ 189,231$
Operations 3,498,258 3,690,352 3,737,470 3,832,068
Total 3,674,953$ 3,866,395$ 3,918,227$ 4,021,299$
Expenditures by Program
Administration
5%
Operations
95%
Use of Funds -Fire & Emergency Medical -By Program
Where does the money go?
Total Proposed Budget = $4,021,299
The Height of Desert Living 278
Operating Budgets
Fire & Emergency Medical
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Dues & Memberships 500$ 3,959$ 3,360$ 3,360$
Meeting & Training - - 2,200 2,200
Maintenance and Repair 53,308 46,257 55,990 55,250
Utilities 19,547 21,691 30,320 35,820
Contractual Services 3,409,898 3,512,228 3,624,060 3,725,735
Supplies 4,953 7,641 12,000 11,975
Equipment 38,237 27,265 16,500 16,500
Internal Service 148,510 247,354 173,797 170,459
Total 3,674,953$ 3,866,395$ 3,918,227$ 4,021,299$
Expenditures by Category
Maintenance
and Repair
1%
Utilities
2%
Contractual
Services
93%
Internal Service
4%
Uses of Funds -Fire & Emergency Medical -By
Category
Where does the money go?
Total Proposed Budget = $4,021,299
The Height of Desert Living 279
FY18-19 Department Accomplishments
FY19-20 Objectives
Operating Budgets
Fire & Emergency Medical
Initiative Strategic Value
Relocation of Station 2 Goal # 2, Objective #1
Adopt a revised Emergency Operations Plan N/A
Work on a more balanced call volume between
both stations N/A
Replaced 10 AED’s N/A
Initiative Strategic Value Estimated Cost/Funding
Source
Upgrade the cardiac defibrilla-
tors N/A $95,000/Facilities Replacement
Fund
Replace staff vehicle Goal #2, Objective #1 $54,000/Vehicle Replacement
Fund
Upgrade mobile radios Goal #2, Objective #1 $46,000/Facilities Replacement
Fund
Preliminary Design of Station 3 Goal #2, Objective #1 $150,000 CIP
The Height of Desert Living 280
Operating Budgets
Fire & Emergency Medical
Activities/Results
Performance Measures
Quality
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Complete Annual Minimum Company Stand-
ards Training 100% 100% 100% 100%
Emergency Response Times (5 Minutes) 84% 86% 88% 90%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Child Safety Seat Checks 84 58 40 60
Public Education Activities 83 133 90 100
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Fire Prevention Inspections 723 841 850 850
Plan Reviews 228 193 200 200
The Height of Desert Living 281
Operating Budgets
Fire & Emergency Medical
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
General Fund
Dues, Subscript & Publicat 500$ 3,959$ 3,360$ 3,360$
Meetings & Training - - 2,200 2,200
Building Maint/Repair 12,154 1,081 3,000 -
HVAC Repair 2,555 - 2,500 -
Plumbing Repair 735 374 2,000 -
Fire Protection Systems 814 814 915 -
Irrigation Repair - - 400 -
Backflow Testing & Maintenance - - 575 150
Equipment Maint/Repair 18,517 9,234 14,850 14,050
Vehicle Maint/Repair 18,533 34,542 29,000 40,900
Office Equip Maint/ Repair - - 150 150
Other Maint/Repair - - 2,400 -
Sign Repair & Replacement - 192 200 -
Lighting Repair - 19 - -
Electricity Expense - - 3,000 3,000
Refuse/Recycling - - 1,080 1,080
Telecommunications - - 4,740 5,040
Water/Sewer - - 1,500 1,500
Gas & Oil 19,548 21,691 20,000 25,200
Professional Fees 392 304 640 640
Printing Expense - 274 900 900
Intergovt Agreements 2,089 2,004 2,225 2,500
Contractual Services 3,405,877 3,508,053 3,613,295 3,721,695
Bank/Merc Acct Fees - 4 - -
Landscape Contracts 1,540 1,589 7,000 -
Office Supplies 87 - 550 550
Cleaning/Janitorial Supplies - - 50 50
Operating Supplies 1,764 3,473 6,760 6,760
Food & Beverage Supplies - 2 - -
Program Materials 1,048 711 1,000 1,000
Uniforms 2,053 3,456 3,600 3,600
Postage - - 40 15
Small Tools 3,667 5,776 6,500 6,500
Hardware/Peripherals 315 413 - -
Furniture/Appliances 1,884 651 - -
Equipment 32,371 20,425 10,000 10,000
ISF-Copier Charges 282 292 250 269
ISF-Mail Service Charges 53 27 - -
ISF-Vehicle Replacement Charge 139,514 238,102 173,547 170,190
ISF-Telecom Charges 8,661 8,933 - -
Total Fire & Emergency Medical 3,674,953$ 3,866,395$ 3,918,227$ 4,021,299$
FY19-20 Proposed Budget
Summary of Expenditures
Fire & Emergency Medical
The Height of Desert Living 282
Operating Budgets
Fire & Emergency Medical
The Height of Desert Living 283
Special Revenue Funds
Special Revenue Funds
The Height of Desert Living 284
Public Works
Streets Division
Streets Fund
(HURF)
Special Revenue Funds
Public Works-Streets Division
Streets Fund
The Height of Desert Living 285
Streets Division
Service Delivery Plan
The Streets Division is responsible for the maintenance of traffic signals; regulato-
ry signs; median landscape maintenance; storm debris clean up; street sweeping;
street-related emergency responses; vehicle maintenance; contract administration
as well as minor asphalt, curb and sidewalk repairs. The Streets (HURF) Fund,
which includes Vehicle License Tax (VLT) and transfers from the Capital Improve-
ment Fund, pays for Streets personnel and contract work for street repair.
Variance Explanations:
Street Signs: The increase is the result of personnel allocation changes and the
new full-time street maintenance technician position.
Special Revenue Funds
Public Works-Streets Division
Streets Fund
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 290,357$ 314,509$ 508,673$ 529,357$
Open Space 383,541 255,891 374,282 409,434
Pavement Management 2,052,177 1,748,607 3,926,934 4,036,852
Street Signs 66,091 46,003 146,811 153,220
Traffic Signals 110,664 188,049 - -
Vehicle Maintenance 59,486 58,888 79,196 65,196
Total 2,962,316$ 2,611,947$ 5,035,896$ 5,194,059$
Expenditures by Program
Administration
10%Open Space
8%
Pavement
Management
78%
Street Signs
3%
Vehicle
Maintenance
1%
Use of Funds -Streets -By Program
Where does the money go?
Total Proposed Budget = $5,194,059
The Height of Desert Living 286
Special Revenue Funds
Public Works-Streets Division
Streets Fund
Variance Explanations:
Wages/Employment Taxes/Benefits: The increase is the result of personnel alloca-
tion changes and the new full-time street maintenance technician position.
Equipment: The budget was moved to a different category.
Internal Service: The increase is a result of additional vehicle usage charges from
the new equipment and vehicles added to the fleet.
Contingency: Anticipated In-Lieu revenues are estimated to increase resulting in
an increased contingency amount.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 303,776$ 277,807$ 310,237$ 396,049$
Employment Taxes 20,318 15,872 21,138 27,965
Benefits 79,936 74,524 89,874 112,380
Dues & Memberships 4,056 2,003 11,750 11,750
Meetings and Training - 300 - -
Maintenance and Repair 2,074,883 1,748,410 3,817,420 3,734,309
Utilities 116,735 104,491 143,430 145,086
Contractual Services 298,333 302,896 428,394 436,552
Supplies 12,721 10,197 21,320 20,700
Equipment 3,200 13,731 20,250 14,500
Damages/Vandalism 8,633 2,280 40,000 40,000
Internal Service 39,725 34,501 32,083 54,768
Contingency - - 100,000 200,000
Capital Expenditures - 24,935 - -
Total 2,962,316$ 2,611,947$ 5,035,896$ 5,194,059$
Expenditures by Category
Wages
8%Employment
Taxes
1%
Benefits
2%
Maintenance
and Repair
72%
Utilities
3%
Contractual
Services
8%
Damages/
Vandalism
1%
Internal
Service
1%
Contingency
4%
Use of Funds -Streets -By Category
Where does the money go?
Total Proposed Budget = $5,194,059
The Height of Desert Living 287
Special Revenue Funds
Public Works-Streets Division
Streets Fund
Performance Measures
Activities/Results
Quality
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Pothole repair requests completed within two
business days. 95% 95% 95% 95%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Total residential lane miles 265 265 265 265
Total arterial lane miles 79 79 79 79
Number of vehicles in fleet 40 40 40 42
Acreage of medians maintained 56 56 56 56
Number of Adopt-a-Street active participants 65 60 60 55
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Net Expenditures per capita* $121.00 $106.69 $211.03 $312.06
*Population based on the U.S. Census 2016 estimate
The Height of Desert Living 288
Special Revenue Funds
Public Works-Streets Division
Streets Fund
Streets Fund
Salaries-Full Time 291,779$ 263,018$ 304,546$ 389,325$
Overtime 2,411 3,022 - -
On Call Pay 9,587 11,767 5,691 6,724
Medicare 4,148 3,840 4,516 5,761
Workers Compensation 15,900 11,860 16,505 22,057
Unemployment Insurance 269 171 117 147
Group Health Insurance 42,556 38,752 48,818 60,189
Group Dental Insurance 2,759 2,589 3,558 4,572
Group Vision Insurance 333 424 611 766
Disability Insurance 1,157 1,083 1,314 1,673
Retirement 32,655 30,559 34,128 43,541
Life Insurance 297 271 303 437
Bonus 180 246 242 302
Allowance/Stipend - 600 900 900
Licenses/Filing Fees 385 434 - -
Dues, Subscript & Publicat 3,671 1,569 11,750 11,750
Meetings & Training - 300 - -
Building Maint/Repair 1,027 21 15,000 15,000
HVAC Repair 95 310 - -
Plumbing Repair 177 43 - -
Electrical Repair/Maint 9,864 1,130 3,000 3,000
Fire Protection Systems 509 509 2,000 2,000
Grounds Maint/Repair 6,952 14,406 - 50,000
Irrigation Repair 2,643 1,993 2,500 2,500
Backflow Testing & Maintenance 2,498 1,451 6,110 6,110
Drainage Maint/Repair - 2,757 10,000 10,000
Equipment Maint/Repair 256 1,647 5,300 16,300
Vehicle Maint/Repair 6,731 7,170 63,200 -
Office Equip Maint/ Repair - - 22,625 22,625
Other Maint/Repair 108,978 3,336 750 750
Road Repair - - 1,800 1,800
Striping 500 12,326 50,000 50,000
Sidewalk/Pathway Repair 52,273 48,900 70,000 70,000
Other Road Related Repair 16,724 - - -
Sign Repair & Replacement 22,315 14,483 112,000 32,000
Pavement Management 1,841,942 1,530,595 3,453,135 3,452,224
Painting 1,350 - - -
Lighting Repair 48 107,333 - -
Electricity Expense 32,140 30,996 32,720 33,620
Refuse/Recycling 3,812 3,316 16,200 16,200
Telecommunications 4,114 3,703 4,200 4,956
Water/Sewer 64,467 57,564 75,910 75,910
Gas & Oil 12,201 8,913 14,400 14,400
Auditing Expense 7,750 8,530 9,694 11,460
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Streets Fund
The Height of Desert Living 289
Special Revenue Funds
Public Works-Streets Division
Streets Fund
Streets Fund-continued
Professional Fees 4,900$ 3,966$ 30,600$ 30,600$
Legal Fees 25,033 39,003 40,000 54,000
Insurance Expense 76,145 80,398 87,000 104,392
Rentals & Leases 50 1,304 5,000 -
Printing Expense - 81 - -
Advertising/signage - 45 - -
Contractual Services 32,829 34,560 13,500 13,500
Landscape Contracts 151,627 135,009 200,000 175,000
Traffic Signals - - 42,600 47,600
Office Supplies 1,959 34 2,075 2,075
Cleaning/Janitorial Supplies 75 291 500 500
Safety Supplies 19 1,440 150 150
Operating Supplies 8,833 6,123 15,600 15,600
Food & Beverage Supplies 431 752 500 500
Program Materials - - 995 -
Uniforms 1,279 1,161 1,500 1,875
Postage & Delivery 125 156 - -
Miscellaneous Expense - 241 - -
Small Tools 1,556 1,048 5,250 5,250
Software - - 7,500 7,500
Hardware/Peripherals - 6,606 - 1,750
Furniture/Appliances 845 - - -
Equipment 800 6,076 7,500 -
Damages/Vandalism 8,633 2,280 40,000 40,000
ISF-Copier Charges 9 1 5 5
ISF-Mail Service Charges 1 - - -
ISF-Vehicle Replacement Charge 36,703 31,450 32,078 54,747
ISF-Motor Pool Charges 28 20 - 16
ISF-Telecom Charges 2,983 3,030 - -
Contingency - - 100,000 200,000
Furniture/Equipment - 24,935 - -
Total Streets 2,962,316$ 2,611,947$ 5,035,896$ 5,194,059$
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
FY19-20 Proposed Budget
Summary of Expenditures
Streets Fund
The Height of Desert Living 290
Special Revenue Funds
Public Works-Streets Division
Streets Fund
The Height of Desert Living 291
Administration
Excise Tax Funds
Downtown Strategy
Economic Development
Tourism
Special Revenue Funds
Administration
Excise Tax Funds
The Height of Desert Living 292
The Town originally established an Excise Tax/Downtown Fund on August 3, 2000,
for the purpose of improving the downtown area to spur economic activity; this
fund had been funded through a dedicated portion of the Town’s local sales tax
(0.1% of 2.6%).
On April 18, 2013, the Town Council established an additional fund by splitting the
original Excise Tax/Downtown Fund into two separate funds:
Downtown Strategy Fund (original Excise Tax/Downtown Fund)
Economic Development Fund (new)
Both funds were originally funded through the dedicated 0.1% of local sales tax
with a 60/40 split—60% of sales tax revenues would be allocated to the new Eco-
nomic Development Fund and 40% of sales tax revenues would be allocated to the
Downtown Strategy Fund. The residual fund balance of the Excise Tax/Downtown
Fund as of June 30, 2013, was included with any new revenue in the Downtown
Strategy Fund to be used towards Town Center infrastructure improvement and
development. In January 2015, the percentage was changed to 80/20, respective-
ly. The Economic Development Fund is now funded with 80% of the 0.1% local
sales tax and will be available for any economic development purpose.
Special Revenue Funds
Administration
Excise Tax Funds
The Height of Desert Living 293
Downtown Strategy Fund
Service Delivery Plan
The Downtown Strategy Fund was established to provide resources for enhance-
ment to the downtown area through capital and economic development expendi-
tures to enhance the downtown’s economic base.
Special Revenue Funds
Administration
Downtown Strategy Fund
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 34,056$ 56,044$ 40,885$ 38,400$
Total 34,056$ 56,044$ 40,885$ 38,400$
Expenditures by Program
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Maintenance and Repair -$ 12,981$ 10,000$ -$
Contractual Services 34,056 43,063 30,885 38,400
Total 34,056$ 56,044$ 40,885$ 38,400$
Expenditures by Category
Administration
100%
Use of Funds -Downtown Strategy -By Program
Where does the money go?
Total Proposed Budget = $38,400
The Height of Desert Living 294
Special Revenue Funds
Administration
Downtown Strategy Fund
Variance Explanations:
Maintenance and Repair/Contractual Service: Budgets were moved for more accu-
rate reporting purposes.
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
Downtown Strategy Fund
Sign Repair & Replacement -$ 12,981$ $ - $ -
Lighting Repair - - 10,000 -
Management Fees 291 313 535 400
Advertising/Signage - 29 - -
Holiday Lighting 33,765 42,721 30,350 38,000
Total Downtown Strategy
Fund 34,056$ 56,044$ 40,885$ 38,400$
FY19-20 Proposed Budget
Summary of Expenditures
Downtown Strategy Fund
Contractual
Services
100%
Use of Funds -Downtown Strategy -By Category
Where does the money go?
Total Proposed Budget = $38,400
The Height of Desert Living 295
Economic Development Fund
Service Delivery Plan
Economic Development in Fountain Hills requires a collaborative effort to ensure
success. The Town of Fountain Hills plays a key role along with the business com-
munity and residents. The Town works collaboratively with the various stakeholder
groups and other agencies in its effort to diversify the local economy.
The Economic Development Plan is a multi-tiered approach to building a strong
economic base. Creating more base jobs locally will attract more year-round resi-
dents to live, work and play in the community. Expanding the market for local
businesses creates revenues that support the community’s quality of life. As reve-
nues are generated and the economic base expands, revenues are available for
basic services such as parks, recreation and roadway improvements.
Special Revenue Funds
Administration
Economic Development Fund
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 134,102$ 183,332$ 264,812$ 285,482$
Total 134,102$ 183,332$ 264,812$ 285,482$
Expenditures by Program
Administration
100%
Use of Funds -Economic Development -By Program
Where does the money go?
Total Proposed Budget = $285,482
The Height of Desert Living 296
Special Revenue Funds
Administration
Economic Development Fund
Variance Explanations:
Contractual Services: FY18-19 included a budget supplement for marketing assis-
tance for retail recruitment.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 83,697$ 85,749$ 145,614$ 208,941$
Employment Taxes 1,441 1,372 2,449 3,481
Benefits 18,484 20,098 39,933 41,867
Dues & Memberships 8,755 8,968 8,606 9,504
Meetings & Training 4,074 3,539 6,915 6,320
Utilities 919 - - -
Contractual Services 16,253 63,125 59,034 15,100
Supplies 164 52 200 200
Equipment/Improvements 31 - 2,000 -
Internal Service 284 429 61 69
Total 134,102$ 183,332$ 264,812$ 285,482$
Expenditures by Category
Wages
73%
Employment
Taxes
1%
Benefits
15%
Dues &
Memberships
3%
Meetings &
Training
2%
Contractual
Services
6%
Use of Funds -Economic Development -By Category
Where does the money go?
Total Proposed Budget = $285,482
The Height of Desert Living 297
Special Revenue Funds
Administration
Economic Development Fund
Activities/Results
Performance Measures
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Facilitate and/or recruit new base sector
employment opportunities
20 jobs
$500K
Capital
Expendi-
tures
30 jobs
$1M Capi-
tal Ex-
penditures
25 jobs
$1.5M Capi-
tal Expendi-
tures
40 jobs
$40 M
Capital
Expendi-
tures
Facilitate expansion of targeted existing
business
20 jobs
$50K Cap-
ital Ex-
penditures
15 jobs
62 jobs
$100K Cap-
ital Expend-
itures
30 jobs
$1M Capi-
tal Ex-
penditure
s
Support and structure assistance for entre-
preneurial growth
1 through
JumpStart
Biz
2 through
JumpStart
Biz
2 through
JumpStart-
Biz
3 through
JumpStar
tBiz
The Height of Desert Living 298
Special Revenue Funds
Administration
Economic Development Fund
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
Economic Development Fund
Salaries-Full Time 83,697$ 85,749$ 145,614$ 208,941$
Medicare 1,185 1,213 2,139 3,056
Workers Compensation 201 134 260 375
Unemployment Insurance 54 24 50 50
Group Health Insurance 8,135 8,548 19,475 14,535
Group Dental Insurance 594 614 1,496 1,121
Group Vision Insurance 82 124 285 211
Disability Insurance 340 340 616 884
Retirement 9,207 9,433 16,018 22,983
Life Insurance 87 89 143 233
Bonus 40 51 100 100
Allowance/Stipend - 900 1,800 1,800
Dues, Subscript & Publicat 8,755 8,968 8,606 9,504
Meetings & Training 4,074 3,539 6,915 6,320
Telecommunications 919 - - -
Professional Fees 10,659 - - -
Printing Expense 76 - 100 100
Advertising/Signage 518 475 - -
Community Contracts/Events 5,000 - - -
Marketing - 62,650 58,934 15,000
Office Supplies - 52 200 200
Uniforms 164 - - -
Hardware/Peripherals 31 - 2,000 -
Equipment - - - -
ISF-Copier Charges 54 109 40 69
ISF-Mail Service Charges - - - -
ISF-Vehicle Replacement Charge - 81 16 -
ISF-Motor Pool Charges - - 5 -
ISF-Telecom Charges 230 239 - -
Total Economic
Development Fund 134,102$ 183,332$ 264,812$ 285,482$
FY19-20 Proposed Budget
Summary of Expenditures
Economic Development Fund
The Height of Desert Living 299
Special Revenue Funds
Administration
Tourism Fund
Tourism Fund
Service Delivery Plan
Implement a comprehensive tourism program as outlined in the Town’s Economic
Development Plan. Provide a mix of marketing tools, with an emphasis on digital
methods, to promote Town programs, amenities, and special events. Maintain the
tourism website and provide timely analytic updates. Establish and maintain Foun-
tain Hills as a Destination Marketing Organization with the Arizona Office of Tour-
ism. Research grant opportunities, specific to Proposition 302 funding dispersed
through the Arizona Office of Tourism, and apply annually.
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 198,352$ 206,513$ 239,258$ 259,103$
Total 198,352$ 206,513$ 239,258$ 259,103$
Expenditures by Program
Administration
100%
Use of Funds -Tourism -By Program
Where does the money go?
Total Proposed Budget = $259,103
The Height of Desert Living 300
Special Revenue Funds
Administration
Tourism Fund
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 51,417$ 49,343$ 52,374$ 54,240$
Employment Taxes 929 812 915 940
Benefits 13,128 12,511 13,118 13,427
Dues & Memberships 2,993 8,583 8,383 8,383
Meetings & Training 3,668 1,108 3,500 3,500
Maintenance & Repair 800 - - -
Utilities 1,130 506 498 480
Contractual Services 102,659 121,916 150,291 167,638
Supplies 17,807 8,327 7,880 7,880
Equipment/Improvement 1,180 919 1,000 1,000
Internal Service 2,641 2,488 1,299 1,615
Total 198,352$ 206,513$ 239,258$ 259,103$
Expenditures by Category
Wages
21%
Benefits
5%
Dues &
Memberships
3%
Meetings & Training
1%
Contractual
Services
66%
Supplies
3%
Internal Service
1%
Use of Funds -Tourism -By Category
Where does the money go?
Total Proposed Budget = $259,103
The Height of Desert Living 301
Special Revenue Funds
Administration
Tourism Fund
Quality
Productivity
Performance Measures
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Average annual website views 30,000 91,000 95,000 100,000
Average monthly social media reach 20,000 21,000 40,000 50,000
Social Media Followers (Facebook) 4570 4,700 5,426 6,000
Support overall quality of visitor experience
while in Fountain Hills via visitor surveys Good Good Good Good
FY16-17
Actual FY17-18
Actual FY18-19
Target FY19-20
Target
Number of special events supported 22 25 27 27
Reach/ Maintain status of Destination Mar-
keting Organization as determined by the
Arizona Office of Tourism standards Maintain Maintain Maintain Maintain
FY16-17
Actual FY17-18
Estimate FY18-19
Target FY19-20
Target
Total distribution of collateral (includes Visi-
tor/ Dining Guides) 30,000
28,000 38,000 45,000
Percentage of in/out of county distribution 55/45 45/55 45/55 45/55
The Height of Desert Living 302
Special Revenue Funds
Administration
Tourism Fund
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
Tourism Fund
Salaries-Full Time 51,417$ 49,343$ 52,374$ 54,240$
Medicare 743 712 771 800
Workers Compensation 126 78 122 118
Unemployment Insurance 60 22 22 22
Group Health Insurance 6,616 5,538 5,720 5,777
Group Dental Insurance 497 413 432 460
Group Vision Insurance 63 72 77 79
Disability Insurance 199 162 222 229
Retirement 5,656 5,434 5,761 5,967
Life Insurance 52 51 51 60
Bonus 45 46 45 45
Allowance/Stipend - 795 810 810
Dues, Subscript & Publicat 2,993 8,583 8,383 8,383
Meetings & Training 3,668 1,108 3,500 3,500
Sign Repair & Replacement 800 - - -
Telecommunications 1,130 506 498 480
Professional Fees 17,743 33,563 56,141 66,141
Rentals & Leases 6,275 3,250 3,550 3,550
Printing Expense 79 4,100 - -
Advertising/Signage 76,468 80,104 89,100 96,447
Constituent Communication 2,095 897 1,500 1,500
Bank/Merc Acct Fees - 2 - -
Office Supplies 487 567 - -
Cleaning/Janitorial Supplies - - 700 700
Food & Beverage Supplies 5 - 500 500
Program Materials 16,964 7,476 4,086 4,086
Uniforms 251 156 1,000 1,000
Postage & Delivery 99 128 1,594 1,594
Software 198 - - -
Hardware/Peripherals 32 919 - -
Equipment 951 - 1,000 1,000
ISF-Copier Charges 1,173 1,409 1,100 1,400
ISF-Mail Service Charges 1,039 774 - -
ISF-Vehicle Replacement Charge - 66 147 164
ISF-Motor Pool Charges 199 - 52 51
ISF-Telecom Charges 229 239 - -
Total Tourism Fund 198,352$ 206,513$ 239,258$ 259,103$
FY19-20 Proposed Budget
Summary of Expenditures
Tourism Fund
The Height of Desert Living 303
Special Revenue Funds
Grant Information Sheets
G5201
PROJECT TITLE: Proposition 302 Grant for Tourism—Arizona Office of
Tourism
GRANT NUMBER: G5201
GRANT AMOUNT AWARDED: $45,000
TOWN’S MATCH AMOUNT: $ 0
TOTAL ESTIMATED PROJECT COST: $45,000
PROJECT DESCRIPTION/SCOPE:
Marketing grant through the Arizona Office of Tourism.
TIMEFRAME: FY19-20
PROJECT JUSTIFICATION:
Grant funding not requiring any Town matching funds.
FUNDING PRIORITY: High - Leverage Local Funds
The Height of Desert Living 304
PROJECT TITLE: Proposition 202 Grant for Tourism—Salt River Pima
Indian Community
GRANT NUMBER: G5202
GRANT AMOUNT AWARDED: $35,000
TOWN’S MATCH AMOUNT: $ 0
TOTAL ESTIMATED PROJECT COST: $35,000
PROJECT DESCRIPTION/SCOPE:
Marketing grant through Salt River Pima Indian Community for Special Events Support.
TIMEFRAME: FY19-20
PROJECT JUSTIFICATION:
Grant funding not requiring any Town matching funds.
FUNDING PRIORITY: High - Leverage Local Funds
Special Revenue Funds
Grant Information Sheets
G5202
The Height of Desert Living 305
PROJECT TITLE: Proposition 202 Grant for Tourism—Fort McDowell
GRANT NUMBER: G5204
GRANT AMOUNT AWARDED: $10,000
TOWN’S MATCH AMOUNT: $ 0
TOTAL ESTIMATED PROJECT COST: $10,000
PROJECT DESCRIPTION/SCOPE:
Fort McDowell grant for marketing the area and golfing activities.
TIMEFRAME: FY19-20
PROJECT JUSTIFICATION:
Grant funding not requiring any Town matching funds.
FUNDING PRIORITY: High - Leverage Local Funds
Special Revenue Funds
Grant Information Sheets
G5204
The Height of Desert Living 306
Special Revenue Funds
Administration
Tourism Fund
The Height of Desert Living 307
Administration
Special Revenue Fund
Special Revenue Funds
Administration
Special Revenue Fund
The Height of Desert Living 308
Special Revenue Fund
Service Delivery Plan
The Special Revenue Fund was established as a receptacle for grant monies, both
anticipated and unanticipated. Any monies received may have a matching ex-
penditure associated with it. If grants require a Town match, those monies are
transferred into this fund. Anticipated grants received on annual basis include
Proposition 202 funds and LTAF II funds.
Special Revenue Funds
Administration
Special Revenue Fund
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 371,069$ 157,946$ 338,800$ 1,662,525$
Total 371,069$ 157,946$ 338,800$ 1,662,525$
Expenditures by Program
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Contractual Services 47,068$ 56,000$ 77,000$ 127,000$
Equipment/Improvements - - 46,800 -
Contingency - - 150,000 1,230,525
Capital Expenditures 324,001 101,946 65,000 305,000
Total 371,069$ 157,946$ 338,800$ 1,662,525$
Expenditures by Category
Variance Explanations:
Administration: FY18-19 budget was reallocated to other funds.
Administration
100%
Use of Funds -Special Revenue -By Program
Where does the money go?
Total Proposed Budget = $1,662,525
The Height of Desert Living 309
Special Revenue Funds
Administration
Special Revenue Fund
Variance Explanations:
Contractual Services: Amounts were increased in anticipation of increased Prop
202 funding pass thru.
Equipment/Improvements: The grant associated with this expense has expired.
Contingency: FY18-19 budget was reallocated to other funds.
Capital Expenditures: An amount was included in anticipation of a youth sports
grant.
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
Special Revenue Fund
Advertising/Signage -$ -$ 2,000$ 2,000$
Intergovt Agreements 46,576 56,000 75,000 125,000
Contractual Agreements - - - -
Constituent Communication 492 - - -
Street Improvements - - 46,800 -
Contingency - - 150,000 1,230,525
Park Improvements 303,484 - - 240,000
Other Infrastructure 20,517 101,946 65,000 65,000
Total Special Revenue Fund 371,069$ 157,946$ 338,800$ 1,662,525$
FY19-20 Proposed Budget
Summary of Expenditures
Special Revenue Fund
Contractual
Services
8%
Contingency
74%
Capital
Expenditures
18%
Use of Funds -Special Revenue -By Category
Where does the money go?
Total Proposed Budget = $1,662,525
The Height of Desert Living 310
PROJECT TITLE: Civic Center Bus Stop Improvements
GRANT NUMBER: G4101
GRANT AMOUNT AWARDED: $611,316
TOWN’S MATCH AMOUNT: $ 0
TOTAL ESTIMATED PROJECT COST: $611,316
PROJECT DESCRIPTION/SCOPE:
Phase one of this project relocated the existing Valley Metro 514 Express bus route origination point
from Palisades Boulevard south of La Montana Drive to a more centralized location at the Town ’s Civ-
ic Center. The new bus stop location provided a bus shelter, parking and is ADA accessible. Additional
funding will be utilized for future bus stop improvements Town-wide.
TIMEFRAME: FY17-24
PROJECT JUSTIFICATION:
Phase one of this project provided a centralized bus stop location for the 514 Express Route at the
Town’s Civic Center and near higher density apartments and housing. Future projects will include
additional bus shelter improvements Town-wide. Funding for the project is provided by Local Trans-
portation Assistance Funds (LTAF II).
FUNDING PRIORITY: High - Leverage Local Funds
Special Revenue Funds
Grant Information Sheets
G4101
The Height of Desert Living 311
PROJECT TITLE: Arizona Sports and Tourism Grant
GRANT NUMBER: G5102
GRANT AMOUNT AWARDED: $160,000
TOWN’S MATCH AMOUNT: $80,000
TOTAL ESTIMATED PROJECT COST: $240,000
PROJECT DESCRIPTION/SCOPE:
Youth sports project: basketball court at Four Peaks Park.
TIMEFRAME: FY17-24
PROJECT JUSTIFICATION:
Grant funded.
FUNDING PRIORITY: High - Leverage Local Funds
Special Revenue Funds
Grant Information Sheets
G5102
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Special Revenue Funds
Administration
Special Revenue Fund
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Municipal Court
Court Enhancement Fund
Special Revenue Funds
Municipal Court
Court Enhancement Fund
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Court Enhancement Fund
Service Delivery Plan
Pursuant to local ordinance and Arizona Revised Statutes, the Court collects mon-
ies deposited into the local Court Enhancement Fund (CCEF) and Judicial Court En-
hancement Fund (JCEF) to increase the effectiveness of Fountain Hills Municipal
Court. Pursuant to Town Resolution 2000-03A, Court Enhancement Funds shall be
used to offset the costs of computer software, personnel, equipment and supplies
needed to increase the effectiveness of Court case management. Pursuant to
A.R.S. §12-113(B), Judicial Court Enhancement Funds, “shall be used according to
plans approved by the Supreme Court to train court personnel, improve, maintain
and enhance the ability to collect and manage monies assessed or received by the
courts, including restitution, child support, fines and civil penalties, to improve
court automation, to improve case processing or the administration of justice and
for probation services.” The monies collected into these funds are to be used to
supplement the Court’s annual appropriations and shall not be used solely to fund
Court operations. Both funds are maintained as separate accounts within the Town
and any balance remaining in such accounts at the end of the fiscal year shall car-
ry over into the subsequent fiscal year.
Special Revenue Funds
Municipal Court
Court Enhancement Fund
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Court Enhancement 122$ 5,547$ 50,515$ 124,800$
Judicial Court Enhancement - - 30,000 30,000
Total 122$ 5,547$ 80,515$ 154,800$
Expenditures by Program
Variance Explanations:
Court Enhancement: A budget supplement was included for security updates for
the Court.
Court
Enhancement
81%
Judicial Court
Enhancement
19%
Use of Funds -Court Enhancement -By Program
Where does the money go?
Total Proposed Budget = $154,800
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Special Revenue Funds
Municipal Court
Court Enhancement Fund
Variance Explanations:
Equipment/Improvements: FY18-19 include budget supplements for replacing the
benches in the courtroom and purchasing new technology equipment.
Capital Expenditures: A budget supplement was included for security updates for
the Court.
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Dues & Memberships -$ -$ 1,500$ 1,500$
Meetings & Training - 2,478 2,500 2,500
Maintenance & Repair - - 4,500 500
Contractual Services - - 5,300 4,800
Supplies - - 500 -
Equipment/Improvements 122 3,069 36,215 15,500
Capital Expenditures - - 30,000 130,000
Total 122$ 5,547$ 80,515$ 154,800$
Expenditures by Category
Dues &
Memberships
1%
Meetings &
Training
2%
Contractual
Services
3%
Equipment/Improvements
10%
Capital
Expenditures
84%
Use of Funds -Court Enhancement -By Category
Where does the money go?
Total Proposed Budget = $154,800
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Special Revenue Funds
Municipal Court
Court Enhancement Fund
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
Court Enhancement Fund
Dues, Subscript & Publicat -$ -$ 1,500$ 1,500$
Meetings & Training - 2,478 2,500 2,500
Office Equip Maint/Repair - - 4,500 -
Other Maint/Repair - - - 500
Rentals & Leases - - 2,800 2,800
Printing Expense - - 2,000 2,000
Advertising/Signage - - 500 -
Office Supplies - - 500 -
Software - - 510 -
Hardware/Peripherals 122 - 18,155 5,500
Furniture/Appliances - 3,069 17,550 10,000
Computer Hardware - - 30,000 130,000
Total Court Enhancement Fund 122$ 5,547$ 80,515$ 154,800$
FY19-20 Proposed Budget
Summary of Expenditures
Court Enhancement Fund
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Administration
Environmental Fund
Special Revenue Funds
Administration
Environmental Fund
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Environmental Fund
Special Revenue Funds
Administration
Environmental Fund
Service Delivery Plan
The Environment Fund was established to help offset the costs of stormwater
management and air quality permit requirements as well as other environmental
programs. These programs include, but are not limited to, stormwater and air
quality programs, public outreach, permit fees, wash maintenance, ADWR dam in-
spection and maintenance, street sweeping, and storm drain cleaning. The Envi-
ronmental Division provides environmental regulatory compliance oversight to
Fountain Hills operations and facilities and the management of the EPA’s Storm-
water Pollution Prevention Plan (SWPPP), Phase II Permit. This management in-
cludes oversight of staff training, field inspections, implementing the best manage-
ment practices outlined in the permit, and drafting and submitting the annual re-
ports required by the Arizona Department of Environmental Quality. This permit is
a State-mandated, unfunded requirement.
The Environmental Division is also responsible for coordinating recycling programs,
establishing energy efficiency activities and helping promote and implement sus-
tainable activities within the Town. This Division maintains environmental permits
and files for the Town of Fountain Hills.
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 494,638$ 530,655$ 709,326$ 735,254$
Total 494,638$ 530,655$ 709,326$ 735,254$
Expenditures by Program
Administration
100%
Use of Funds -Environmental -By Program
Where does the money go?
Total Proposed Budget = $735,254
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Special Revenue Funds
Administration
Environmental Fund
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Wages 18,283$ 18,731$ 19,677$ 32,605$
Employment Taxes 842 644 823 1,363
Benefits 3,625 3,739 3,853 6,334
Dues & Memberships 8,000 8,000 11,215 11,215
Meetings and Training - - 300 300
Maintenance & Repair 320,286 295,610 445,400 495,400
Utilities - 750 - -
Contractual Services 142,448 202,812 225,945 185,945
Supplies 1,069 330 2,000 2,000
Internal Service 85 39 113 92
Total 494,638$ 530,655$ 709,326$ 735,254$
Expenditures by Category
Variance Explanations:
Wages: The increase is a result of personnel allocation changes.
Wages
4%
Benefits
1%
Dues &
Memberships
2%
Maintenance &
Repair
68%
Contractual
Services
25%
Use of Funds -Environmental -By Category
Where does the money go?
Total Proposed Budget = $735,254
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Special Revenue Funds
Administration
Environmental Fund
Quality
Performance Measures
Activities/Results
Productivity
FY16-17
Actual FY17-18
Actual FY18-19
Estimate
FY19-
20
Target
Percentage of residential sweeping com-
pleted within specified cycle 100% 100% 100% 100%
Percentage of arterial sweeping com-
pleted within specified cycle 100% 100% 100% 100%
Completion of Annual permit require-
ments 100% 100% 100% 100%
FY16-17
Actual FY17-18
Actual FY18-19
Estimate
FY19-
20
Target
Total curb miles on sweeping schedule 316 360.4 360.4 360.4
Total lane miles swept annually 2,682 3,063.8 3063.8 3,063.8
Acres of Town-owned washes main-
tained 65 65 0 65
Number of paper shedding events held* 2 2 2 2
Number of electronics recycling events
held 1 1 1 1
Number of household hazardous waste
events held 0 1 1 1
FY16-17
Actual FY17-18
Actual FY18-19
Estimate FY19-20
Target
Expenditure of street sweeping $65,127 $71,860 $75,000 $75,000
Expenditure per curb mile of streets swept $24.28 $24,45 $24.48 $24.48
*Friends of the Library event
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Special Revenue Funds
Administration
Environmental Fund
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
Environmental Fund
Salaries-Full Time 18,283$ 18,731$ $ 19,677 $ 32,605
Medicare 265 262 286 473
Workers Compensation 564 375 531 880
Unemployment Insurance 14 6 6 10
Group Health Insurance 1,394 1,447 1,448 2,340
Group Dental Insurance 103 107 108 184
Group Health Vision 13 19 19 31
Disability Insurance 74 74 83 138
Retirement 2,011 2,061 2,164 3,586
Life Insurance 19 19 19 36
Bonus 10 13 12 19
Licenses/Filing Fees 5,000 5,000 7,715 7,715
Dues, Subscript & Publicat 3,000 3,000 3,500 3,500
Meetings & Training - - 300 300
Grounds Maint/Repair - - 5,000 5,000
Wash Maintenance 135,958 152,549 210,000 210,000
Dam Inspection and Maint 16,024 19,070 20,400 20,400
Drainage Maint/Repair 140,842 111,485 180,000 180,000
Storm Damage Cleanup 27,462 12,506 30,000 80,000
Refuse/Recycling - - - -
Refuse/Recycling - 750 - -
Professional Fees 68,087 47,289 40,000 50,000
Advertising/Signage - 189 - -
Contractual Services 74,332 115,978 135,920 135,920
Bank/Merc Acct Fees 29 51 25 25
Community Contracts/Events - 39,305 50,000 -
Program Materials 1,069 330 2,000 2,000
ISF-Copier Charges 30 35 60 30
ISF-Vehicle Replacement Charge - - 39 47
ISF-Motor Pool Charges 55 4 14 15
Total Environmental Fund 494,638$ 530,655$ 709,326$ 735,254$
FY19-20 Proposed Budget
Summary of Expenditures
Environmental Fund
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Special Revenue Funds
Administration
Environmental Fund
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Cottonwoods Maintenance
District
Special Revenue Funds
Cottonwoods Maintenance District
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Special Revenue Funds
Cottonwoods Maintenance District
The Cottonwoods Maintenance District was formed by the Town Council in June
1999 for the purpose of improving the common areas of the Cottonwoods subdivi-
sion; the Town Council serves as the governing Board for the District. The Mainte-
nance District provides for the maintenance of the common area, which is per-
formed by the Town of Fountain Hills. The cost is repaid through an annual proper-
ty tax assessment per property owner levied by the Town and collected by Mari-
copa County. The estimated levy for FY19-20 is $114.52 which includes the annual
contract cost for landscaping as well as establishing a reserve amount for future
exterior wall maintenance.
COTTONWOODS MAINTENANCE DISTRICT
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Revenues
Property Tax 5,653$ 5,471$ 6,642$ 6,642$
Interest Income 74 197 72 72
Total Revenues 5,727$ 5,668$ 6,714$ 6,714$
Expenditures
Grounds Maint/Repair (3,600)$ (4,500)$ (4,851)$ (4,851)$
Advertising/Signage (195) (195) (250) (250)
ISF-Mail Service Charges (3) (1) - -
Total Expenditures (3,798)$ (4,696)$ (5,101)$ (5,101)$
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Special Revenue Funds
Cottonwoods Maintenance District
Summary of Tax Levy—Cottonwoods Maintenance District
FY18-19 FY19-20
1.-$ -$
2.
-$
3.Property tax levy amounts
A. Primary property taxes -$ -$
B. Secondary property taxes 6,642 6,642
C.Total property tax levy amounts 6,642$ 6,642$
4.Property taxes collected*
A. Primary property taxes
(1) Current year's levy -$
(2) Prior years’ levies -
(3) Total primary property taxes -
B. Secondary property taxes
(1) Current year's levy 6,642
(2) Prior years’ levies -
(3) Total secondary property taxes 6,642
C. Total property taxes collected 6,642$
5.Property tax rates
A. Town tax rate
(1) Primary property tax rate -$ -$
(2) Secondary property tax rate 114.5200 114.5200
(3) Total town tax rate 114.5200$ 114.5200$
*Includes actual property taxes collected as of the date the proposed
budget was prepared, plus estimated property tax collections for the
remainder of the fiscal year.
Cottonwoods Maintenance District
Summary of Tax Levy and Tax Rate Information
Fiscal Year 19-20
Maximum allowable primary property
tax levy. A.R.S. §42-17051(A)
Amount received from primary property
taxation in the current year in excess
of the sum of that year's maximum
allowable primary property tax levy.
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Special Revenue Funds
Cottonwoods Maintenance District
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Debt Service Funds
Debt Service Funds
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Debt Service Funds
The Debt Service Funds provide for the payment of interest, principal, and related
costs on General Obligation (GO) bonds (both the Town of Fountain Hills and the
Eagle Mountain Community Facilities District) and Municipal Property Corporation
(MPC) Revenue bonds.
General Obligation Debt
There have been four General Obligation bond issues that were approved by the
voters for specific purposes:
The first GO bond issue in 1991 (refunded in 1995) was to pave roads
that remained unpaved at the time of incorporation.
Additional GO bonds issued in 1999 and 2000 (partially refunded in
2005) were for the construction of a library/museum and acquiring land
for open space preservation.
Bonds issued in 2001 (partially refunded in 2005) were for the purchase
of mountain preserve land in the McDowell mountains.
Bonds were issued in December 2014 to pay for the Saguaro Boulevard
Reconstruction Project.
The annual property tax levy is based on the total amount required for the pay-
ment (with adjustments for carry-forward and/or interest earnings, delinquencies,
etc.) divided by the total assessed valuation for the Town of Fountain Hills.
The Town’s assessed property valuation for FY19-20 is estimated to be
$495,142,179 for the upcoming year (a 6.1% increase from the prior year). The
estimated levy, is $0.3382 per $100 of assessed value. The levy is $0.0875 lower
than last year.
Debt Service Funds
GENERAL OBLIGATION DEBT SERVICE
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed
Budget
Revenues
Secondary Property Tax 1,902,919$ 1,909,924$ 1,986,373$ 1,674,485$
Interest Income 4,408 8,495 1,200 1,200
Total Revenues 1,907,327$ 1,918,418$ 1,987,573$ 1,675,685$
Expenditures
Principal Payments (1,930,000)$ (1,980,000)$ (1,880,000)$ (1,615,000)$
Interest Payments (188,250) (140,950) (92,250) (48,450)
Administrative/Trustee Fees (1,000) (600) (600) (350)
Total Expenditures (2,119,250)$ (2,121,550)$ (1,972,850)$ (1,663,800)$
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Debt Service Funds
Eagle Mountain Community Facilities District (CFD) Debt
There have been four bond issues (issued as General Obligation bonds) that were
approved for specific purposes:
The first two CFD bond issues in 1996 (refunded in 2005) were to ac-
quire certain public infrastructure benefiting the District, specifically a
sewer project, a storm water conveyance system project, the Eagle
Mountain Parkway Phase I project, and the Summer Hill Boulevard pro-
ject.
CFD bonds issued in 2005 were for refunding and defeasing the 1996 is-
sues.
Outstanding bonds were refinanced in 2015 to reduce interest costs.
The Eagle Mountain Community Facilities District debt payments are levied on the
property owners within the District. These obligations are paid by the property
owners using secondary property taxes, less any credits, carry-forward and/or in-
terest earnings and allowing for delinquencies. The anticipated rate based on the
estimated assessed valuation of $30,502,953 (an increase of 2.2% from the prior
year) is $1.3541 per $100 of assessed valuation compared to $1.3723 in the prior
year.
EAGLE MOUNTAIN COMMUNITY FACILITIES DISTRICT DEBT SERVICE
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed
Budget
Revenues
Property Tax 378,872$ 370,686$ 409,786$ 413,042$
Interest Income 938 2,116 240 240
Total Revenues 379,810$ 372,802$ 410,026$ 413,282$
Expenditures
Advertising/Signage (170)$ (195)$ (200)$ (200)$
Principal Payments (375,000) (380,000) (385,000) (395,000)
Interest Payments (34,056) (27,529) (20,768) (13,992)
Total Expenditures (409,226)$ (407,724)$ (405,968)$ (409,192)$
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Municipal Property Corporation (MPC) Debt
There have been four Municipal Property Corporation (MPC) bond issues that were
approved by the voters for specific purposes:
The first MPC bond issue in 2000 (partially refunded in 2005) was to
build the Community Center.
The second MPC issue was in 2001 (partially refunded in 2005) for the
purchase of mountain preserve land.
The third MPC issue was in 2004 for the construction of the Town Hall.
Outstanding bonds were refinanced in 2015 to reduce interest costs.
One of the methods of funding major municipal projects is the use of a municipal
property corporation (MPC). The Town created the Fountain Hills Municipal Proper-
ty Corporation and bonds were issued in 2000 and 2001 to build the Community
Center and purchase a portion of the McDowell Mountain Preserve. The MPC owns
the land and buildings purchased through bond proceeds. The bonds issued for the
Community Center are repaid through the General Fund within the General Gov-
ernment Department budget. When the bonds are retired, any assets owned by
the MPC will be turned over to the Town of Fountain Hills.
During FY11-12, the Town used surplus reserves to retire bonds that were issued
in 2004 for the Civic Center (Town Hall). The payoff provided a net savings of ap-
proximately $276,000 over the life of the bonds. The annual debt service payment
savings will be available in the General Fund for ongoing operations.
Beginning in FY16-17, the local sales tax that was dedicated to paying for the
mountain preserve bonds is being used to fund the pavement replacement pro-
gram.
Debt Service Funds
MUNICIPAL PROPERTY CORPORATION DEBT SERVICE
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed
Budget
Revenues
Interest Income 2,315$ 3,811$ 840$ 840$
Transfer In 249,055 249,055 209,838 303,235
Total Revenues 251,370$ 252,866$ 210,678$ 304,075$
Expenditures
License/Filing Fees (10)$ (10)$ (10)$ (10)$
Principal Payments (370,000) (360,000) (370,000) (300,000)
Interest Payments (22,680) (16,686) (10,854) (4,860)
Administrative/Trustee Fees (1,000) (1,000) (1,000) (1,000)
Total Expenditures (393,690)$ (377,696)$ (381,864)$ (305,870)$
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Debt Service Funds
Outstanding Debt
Outstanding Debt
The Schedule below includes an itemization of the outstanding debt as of
June 30, 2019, after the scheduled principal and interest payment due July 1,
2019.
Outstanding Debt Schedule
Bond Purpose Date of Interest Date of Original Principal Principal Outstanding
Type of Issue Bond Issue Rate Maturity Amount Amount Retired Principal
GO Refunding 6/1/2005 4.00 7/1/2019 7,225,000$ 7,225,000$ -$
GO
Road
Construction 12/18/2014
2.00-
3.00 7/1/2020 7,565,000 5,950,000 1,615,000
Total GO 14,790,000 13,175,000 1,615,000
Rev Refunding 6/4/2015 1.62 7/1/2020 1,880,000 1,580,000 300,000
Total Rev 1,880,000 1,580,000 300,000
GO Eagle Mtn 6/4/2015 1.76 7/1/2021 2,300,000 1,505,000 795,000
Total GO - Eagle Mtn 2,300,000 1,505,000 795,000
Grand Total 18,970,000$ 16,260,000$ 2,710,000$
GO General Obligation Bonds
Rev Revenue Bonds
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Legal Debt Margin Information
The Total Net Debt Applicable to Limit comes from the Report of Bonded Indebted-
ness and is related to those issues noted by the appropriate % debt limit.
20% limit - GO bonds for projects involving water, sewer, artificial lighting, parks,
open space, public safety, law enforcement, fire and emergency facilities, street
and transportation facilities and recreational facility improvements.
6% limit - GO bonds for any other general purpose improvements.
The basis for determining the legal debt margin is the net full cash assessed value.
Debt Service Funds
Legal Debt Margin Information
FY16-17 FY17-18 FY18-19 FY19-20
6% Debt Limit
Debt limit 30,651,618$ 31,468,771$ 32,385,629$ 33,951,090$
Total applicable to limit - - - -
Legal debt margin 25,419,147$ 26,678,977$ 27,998,343$ 33,951,090$
Total net debt applicable to the limit
as a percentage of debt limit - - - -
20% Debt Limit
Debt limit 102,172,060$ 104,895,902$ 107,952,098$ 113,170,302$
Total applicable to limit 7,405,000 5,475,000 3,495,000 1,615,000
Legal debt margin 77,325,489$ 83,454,923$ 89,832,809$ 111,555,302$
Total net debt applicable to the limit
as a percentage of debt limit 7%5%3%1%
Net Full Cash Assessed Value 510,860,302$ 524,479,512$ 539,760,488$ 565,851,508$
Town of Fountain Hills, Arizona
Legal Debt Margin Information
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Debt Service Funds
Summary of Tax Levy—Town of Fountain Hills
FY18-19 FY19-20
1.-$ -$
2.
-$
3.Property tax levy amounts
A. Primary property taxes -$ -$
B. Secondary property taxes 1,986,373 1,674,485
C.Total property tax levy amounts 1,986,373$ 1,674,485$
4.Property taxes collected*
A. Primary property taxes
(1) Current year's levy -$
(2) Prior years’ levies -
(3) Total primary property taxes -
B. Secondary property taxes
(1) Current year's levy 1,986,373
(2) Prior years’ levies -
(3) Total secondary property taxes 1,986,373
C. Total property taxes collected 1,986,373$
5.Property tax rates
A. Town tax rate
(1) Primary property tax rate -$ -$
(2) Secondary property tax rate 0.4257 0.3382
(3) Total town tax rate 0.4257$ 0.3382$
B. Special assessment district tax rates
Secondary property tax rates - As of the date the proposed budget
was prepared, the Town was operating two (2) special assessment
districts for which secondary property taxes are levied. For information
pertaining to these special assessment districts and their tax rates,
please contact the Town.
*Includes actual property taxes collected as of the date the proposed budget
was prepared, plus estimated property tax collections for the remainder of
the fiscal year.
Town of Fountain Hills
Summary of Tax Levy and Tax Rate Information
Fiscal Year 19-20
Maximum allowable primary property
tax levy. A.R.S. §42-17051(A)
Amount received from primary property
taxation in the current year in excess
of the sum of that year's maximum
allowable primary property tax levy.
The Height of Desert Living 334
Debt Service Funds
Summary of Tax Levy—Eagle Mountain Community Facilities District
FY18-19 FY19-20
1.-$ -$
2.
-$
3.Property tax levy amounts
A. Primary property taxes -$ -$
B. Secondary property taxes 410,026 413,042
C.Total property tax levy amounts 410,026$ 413,042$
4.Property taxes collected*
A. Primary property taxes
(1) Current year's levy -$
(2) Prior years’ levies -
(3) Total primary property taxes -
B. Secondary property taxes
(1) Current year's levy 410,026
(2) Prior years’ levies -
(3) Total secondary property taxes 410,026
C. Total property taxes collected 410,026$
5.Property tax rates
A. CFD tax rate
(1) Primary property tax rate -$ -$
(2) Secondary property tax rate 1.3723 1.3541
(3) Total CFD tax rate 1.3723$ 1.3541$
* Includes actual property taxes collected as of the date the proposed budget
was prepared, plus estimated property tax collections for the remainder of
the fiscal year.
Eagle Mountain Community Facilities District
Summary of Tax Levy and Tax Rate Information
Fiscal Year 19-20
Maximum allowable primary property
tax levy. A.R.S. §42-17051(A)
Amount received from primary property
taxation in the current year in excess
of the sum of that year's maximum
allowable primary property tax levy.
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Capital Improvement Program
Capital Improvement Program
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Capital Improvement Program (CIP) Policy and Procedures
Objective
To provide a policy and procedures for the development, approval, and implemen-
tation of the Town of Fountain Hills’ five (5) year and twenty (20) year Capital Im-
provement Programs (CIP).
Scope
This policy applies to all projects undertaken by the Town of Fountain Hills that
meet the definition of a capital improvement project detailed in the definitions sec-
tion.
Policy
The purpose of the Capital Improvement Program is to provide an authoritative
decision-making process for the evaluation, selection, and multi-year scheduling of
public physical improvements based on a projection of available fiscal resources
and the community's priorities.
The objectives of the Program are to:
a) ensure the timely repair, replacement and expansion of the Town’s infra-
structure;
b) serve as a link in the Town’s planning between the Town’s Strategic Plan
and all subsidiary plans with a 5-20 year horizon and the annual budget
process with a one-year horizon;
c) maintain control over the Town’s long-term cash flow in relation to the
Town's financial capacity; and
d) ensure efficient, effective and coordinated capital improvement.
Definitions
The following words, when used in connection with this policy, shall have the fol-
lowing meanings:
CAPITAL IMPROVEMENT PROGRAM: A multi-year planning document that is the
product of a systematic evaluation of capital projects. This Program serves as a
guide for the efficient and effective construction and maintenance of public facili-
ties, outlining a detailed timeline and financing schedule of capital projects for a
five (5) year period of time and a summary schedule of capital projects for a twen-
ty (20) year period.
CAPITAL IMPROVEMENT PROJECT: A capital project is a heavy equipment acquisi-
tion, a computer/software systems acquisition, or a public improvement that in-
volves construction of new infrastructure, additions to existing structures, renova-
tion of existing structures, and major repairs to infrastructure of a comprehensive
and non-routine nature. A capital project is defined in financial terms as a project
with a projected final cost of at least $50,000 and is a non-recurring expense.
In addition, the capital asset(s) resulting from the project should have a useful life
of at least 10 years. Studies, design and engineering fees greater than $10,000
which are preparatory to a capital project with a projected final cost of at least
$50,000 should be included as part of the capital project cost.
Capital Improvement Program
Policy & Procedures
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Capital Improvement Program
Policy & Procedures
INFRASTRUCTURE IMPROVEMENT PLAN (IIP): A written plan that individually or
collectively identifies each public service that is proposed to be the subject of a de-
velopment fee. The Town of Fountain Hills’ IIP is incorporated as part of the
Town’s CIP and follows the same timeline and procedure.
Process
A. Schedule: Annually, the CIP Coordinator and Finance Director will submit
a proposed CIP development calendar to the Town Manager for review.
Based on this calendar, the CIP Coordinator will initiate a request to the
management team for submission of updates, revisions and new projects for
the five (5) year Capital Improvement Program. A further, but less detailed,
review of the twenty (20) year Program will also be conducted.
B. Format: The management team will utilize the previous year's approved
CIP as a base for developing recommended additions, deletions, or changes
for incorporation in the updated CIP for the ensuing year. The management
team will utilize the standard format provided to submit new projects or
propose revisions to existing projects. All new projects will also include a
comprehensive estimate of the impact of the new project on the Town's an-
nual operating budget; i.e., salaries and benefits, supplies, utilities, fuel,
maintenance requirements, etc.
C. Finance Review: The Finance Director will assist the CIP Coordinator as
necessary in all facets of Capital Improvement Program development and
review including production of revenue estimates and estimated growth in
assessed valuation as well as overall financial analysis of the proposed pro-
gram. Additional assistance may be requested to help produce draft docu-
ments, etc.
D. Town Manager Review: The CIP Coordinator will provide a copy of the
proposed CIP document to the Finance Director and Town Manager for re-
view and comment prior to distribution of the CIP document to the Town
Council as part of the budget package.
E. Public Hearing: The proposed CIP will be considered at a public hearing
convened by the Town Council to accept comments and input from the pub-
lic on the content of the Program. Notice of said public hearing date, place,
and time will be made at least 60 days in advance of the scheduled hearing.
Copies of the proposed CIP will be made available to the public at least 30
days prior to the scheduled hearing date and at the hearing itself.
F. Town Council Approval: The final draft of the proposed CIP will be submit-
ted as an agenda item for formal approval by the Town Council at the first
Council Meeting in June.
G. Distribution: A copy of the approved CIP document will be published on
the Town’s website.
H. Implementation: Upon adoption of the CIP, projects included within the
applicable budget year may be implemented by the appropriate manage-
ment team member in compliance with the Town’s procurement policy, spe-
cial benefit district, or applicable procedure.
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I. Amendments: The adopted CIP may be amended upon approval of the
Town Council. Examples of amendments include cost increases for approved
projects, the acceleration of projects to the applicable budget year from a
future year, and the addition of projects not previously included in the CIP.
An amendment to the CIP will be submitted to the Town Manager for ap-
proval. Upon approval, the amendment should be prepared as an agenda
item for formal approval by the Town Council at a regular or special session.
Upon approval, a copy of the amended CIP document will be published on
the Town’s website.
Procedure
A. Form: The form listed as Attachment A shall be utilized to request inclu-
sion of a project in the Capital Improvement Program.
B. Funding Prioritization: As part of the project submittal process, manage-
ment team members shall identify project priorities to help determine which
projects are recommended for inclusion in the five-year CIP.
The initial measure of the project’s priority is first established using the fol-
lowing factors:
HIGH
Project protects the health and safety of the Town, its residents, visi-
tors and employees
Project is mandated by Federal, State or local, regulations
Project is a high priority of the Town Council, based on the most cur-
rent Strategic Plan or other subsidiary plans. Project prevents irrepa-
rable damage to existing facilities
Project leverages local funding with other non-local funding sources
Project finishes a partially completed project
MEDIUM
Project maintains existing service levels
Project provides for the maintenance of existing systems and equip-
ment
Project results in increased efficiency
Project reduces operational costs
Project significantly reduces losses in revenue or provides for signifi-
cant increased revenues
LOW
Project provides an expanded level of service or new public facility
not included in the Town Council’s priorities
Project is deferrable
Project uses debt financing
Capital Improvement Program
Policy & Procedures
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C. Funding Sources: The primary funding sources for the CIP are the Gen-
eral Fund, grants, development fees, excise taxes, HURF, bonded indebted-
ness, capital leases and Capital Projects funds. All potential projects must
identify the proposed sources of funding before submission of the CIP re-
quest. Projects that are funded by development fees must also identify the
relationship between the IIP project and the development fee from which it
is funded in the justification section of the CIP Form.
D. Project Schedule: Each Project Manager shall provide a preliminary
schedule which shall detail the various phases involved in the project and
their starting and ending dates. It is the responsibility of the Project Manag-
er to maintain this schedule or to provide schedule updates to the CIP Coor-
dinator on at least a quarterly basis.
Responsibility for Enforcement
The Town Manager, Finance Director and CIP Coordinator will be responsible for
ensuring that this policy is followed and/or updated as necessary.
Capital Improvement Program
Policy & Procedures
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Capital Improvement Program
Policy & Procedures
Attachment A
Town of Fountain Hills
Capital Improvement Project Information
PROJECT TITLE: Click here to enter text.
PROJECT NUMBER: Click here to enter text.
PROJECT DESCRIPTION/SCOPE: Click here to enter text.
TIMEFRAME: Click here to enter text. Example FY 2019-21
YEAR PROJECT BEGAN: Click here to enter text. Example FY 2019-20
TOTAL ESTIMATED PROJECT COST: Click here to enter text.
PROJECT JUSTIFICATION: Click here to enter text.
FUNDING PRIORITY: Click here to select a Priority from the list
Note: Double click on the below tables to update them in Excel. The totals will
automatically calculate.
Fund Type Prior Years FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Total
Capital Projects $0
Grant $0
Downtown Strategy $0
General $0
Developer $0
Development Fees $0
Bonds $0
Other Sources $0
Unfunded $0
Total $0 $0 $0 $0 $0 $0 $0
Funding Sources
Fund Type Prior Years FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Total
Acquisition
Planning $0
Design $0
Construction $0
Other Expenses $0
Total $0 $0 $0 $0 $0 $0 $0
Project Expenses
Fund Type FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 Total
Salaries & Benefits $0
Services & Supplies $0
Other Impact $0
Total $0 $0 $0 $0 $0 $0
Operating Impact
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Capital Projects Summary
Capital Projects Summary
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Capital Projects Summary
PROPOSED CAPITAL PROJECTS
FY19-20 THROUGH FY23-24
PROJECTS BY YEAR
Project
No. Project Title
Prior
Years' Costs FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Five Year Total
(excludes Prior
Years' Costs)
Stormwater Management/Drainage Projects
D6047 Drainage-Miscellaneous 100,299$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 250,000$
D6055 Drainage-Civic Center Improvements - 50,000 - - - - 50,000
D6056
Drainage-Eagle Mountain Parkway
Improvements - 75,000 - - - - 75,000
D6057 Golden Eagle Impoundment Area Improvements - 500,000 500,000 - - - 1,000,000
TOTAL 100,299$ 675,000$ 550,000$ 50,000$ 50,000$ 50,000$ 1,375,000$
Facilities Projects
F4013 Fire Station #3 Construction -$ -$ 381,000$ -$ 4,000,000$ -$ 4,381,000$
F4014 Fire Station #3 Vehicles & Equipment - - - - 1,247,000 - 1,247,000
F4029 Civic Center Improvements - 150,000 - - - - 150,000
F4033 Street Yard Sign Shop Building - 150,000 - - - - 150,000
F4034 Solar Power Generating System - 50,000 - - 2,000,000 - 2,050,000
TOTAL -$ 350,000$ 381,000$ -$ 7,247,000$ -$ 7,978,000$
Parks & Recreation Projects
P3031
Fountain Lake Water Quality Improvments -
Phase II -$ -$ -$ 2,622,400$ -$ -$ 2,622,400$
P3032 Sport Field Lighting - - 1,733,000 - - - 1,733,000
P3033 Video Surveillance Cameras 44,316 50,000 50,000 50,000 - - 150,000
P3035 Four Peaks Park Upgrades - 335,000 150,000 150,000 - - 635,000
P3036 Desert Vista Skate Park Lights - - 75,000 - - - 75,000
P3038 Fountain Park Lake Liner - - - 3,500,000 - - 3,500,000
P3039 Fountain Park Pump Replacements - - - 1,500,000 - - 1,500,000
P3040 Splash Pad Renovation - - - 550,000 - - 550,000
P3041 SunRidge Park - - - - - 3,500,000 3,500,000
TOTAL 44,316$ 385,000$ 2,008,000$ 8,372,400$ -$ 3,500,000$ 14,265,400$
Street/Sidewalk Projects
S6003 Unpaved Alley Paving Projects 380,479$ 255,000$ 308,000$ -$ -$ -$ 563,000$
S6015
Fountain Hills Blvd Widening - Shea Boulevard
to Segundo - 100,000 - - - - 100,000
S6051 AOTF/La Montana Intersection Improvements - 600,000 - - - - 600,000
S6058
Shea Blvd. Widening - Palisades Blvd. to
Technology Dr.- 130,000 - - - - 130,000
S6059 Wayfinding Signs 80,802 - - - 150,000 - 150,000
S6060 Monument Signs - - - - 150,000 - 150,000
S6061 Sidewalk Infill Program - 200,000 200,000 200,000 200,000 200,000 1,000,000
S6062 AOTF/Verde River Intersection Improvements - 350,000 - - - - 350,000
TOTAL 461,281$ 1,635,000$ 508,000$ 200,000$ 500,000$ 200,000$ 3,043,000$
Traffic Signal Projects
T5005 Traffic Signal-Palisades & Eagle Ridge/Palomino -$ -$ 50,000$ 500,000$ -$ -$ 550,000$
TOTAL -$ -$ 50,000$ 500,000$ -$ -$ 550,000$
Vehicle Replacement Program
Vehicle Replacement Per Schedule 416,149$ 48,709$ 24,290$ 675,697$ 123,045$ 1,287,890$
Contingency 152,250$ 174,850$ 456,120$ 389,850$ 187,500$ 1,360,570$
TOTAL PROPOSED CAPITAL PROJECTS 605,896$ 3,197,250$ 3,671,850$ 9,578,520$ 8,186,850$ 3,937,500$ 28,571,970$
(excludes Vehicle Replacement Program)
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Capital Projects Summary
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
Capital Projects Fund
Management Fees 2,207$ 2,791$ 1,940$ 2,800$
Building Improvement Expenses - - - 150,000
Street Improvement Expenses 64,387 49,099 33,400 -
Park Improvement Expenses 48,680 - 455,000 -
Other Infrastructure Expenses 97,144 9,090 - -
Stormwater/Drainage Expenses 48,937 - 50,000 50,000
Furniture/Equipment 224,729 16,392 - -
Building Improvements 368,109 1,837,138 2,566,330 150,000
Street Improvements 43,053 175,431 798,513 1,635,000
Park Improvements 359,507 1,135,740 1,462,506 385,000
Other Infrastructure 24,000 - - 50,000
Stormwater/Drainage Improvements 132,601 - - 625,000
Contingency - - 32,923 152,250
Total Capital Projects Fund 1,413,354$ 3,225,681$ 5,400,612$ 3,200,050$
FY19-20 Proposed Budget
Summary of Expenditures
Capital Projects Fund
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Capital Projects Summary
CAPITAL PROJECTS FIVE-YEAR PROJECTION
REVENUES & PROJECT COSTS
REVENUES BY SOURCE
FIVE-YEAR
AVAILABLE
FUNDS
FY19-20
Requested
FY20-21
Requested
FY21-22
Requested
FY22-23
Requested
FY23-24
Requested
TOTAL FIVE-
YEAR
PROJECTION
SURPLUS/
(DEFICIT)
General Fund -$ -$ -$ -$ -$ -$ -$ -$
Highway User Fund 1,000,000 350,000 200,000 200,000 200,000 200,000 1,150,000 (150,000)
Downtown Strategy Fund 1,430,827 950,000 - - - - 950,000 480,827
Grants 130,000 90,000 40,000 - - - 130,000 -
Capital Projects Fund 7,763,676 1,807,250 1,317,850 706,120 2,739,850 237,500 6,808,570 955,106
Development Fees
Fire & Emergency Medical 383,678 - 199,366 - 71,882 - 271,248 112,430
Parks & Recreation 1,182,318 - - - - - - 1,182,318
Bonds 6,050,000 - - 5,550,000 - 500,000 6,050,000 -
Developers - - - - - - - -
Total Revenues By Source 17,940,499$ 3,197,250$ 1,757,216$ 6,456,120$ 3,011,732$ 937,500$ 15,359,818$ 2,580,681$
Unfunded 13,212,152 - 1,914,634 3,122,400 5,175,118 3,000,000 13,212,152 (13,212,152)
Total Revenues Required 31,152,651$ 3,197,250$ 3,671,850$ 9,578,520$ 8,186,850$ 3,937,500$ 28,571,970$ (10,631,471)$
EXPENDITURES BY PROJECT TYPE & COSTS
FY19-20
Requested
FY20-21
Requested
FY21-22
Requested
FY22-23
Requested
FY23-24
Requested
TOTAL FIVE-
YEAR
PROJECTION
Stormwater Management/Drainage Projects 675,000$ 550,000$ 50,000$ 50,000$ 50,000$ 1,375,000$
Downtown Improvement Projects - - - - - -
Facilities Projects 350,000 381,000 - 7,247,000 - 7,978,000
Parks & Recreation Projects 385,000 2,008,000 8,372,400 - 3,500,000 14,265,400
Street/Sidewalk Projects 1,635,000 508,000 200,000 500,000 200,000 3,043,000
Traffic Signal Projects - 50,000 500,000 - - 550,000
Contingency 152,250 174,850 456,120 389,850 187,500 1,360,570
Total Project Costs 3,197,250$ 3,671,850$ 9,578,520$ 8,186,850$ 3,937,500$ 28,571,970$
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CAPITAL PROJECTS FIVE-YEAR PROJECTION
Capital Projects Summary
Excise Tax Fund
3%
Grants
0%
Capital Projects
Fund
24%
Development Fees
1%
Bonds
21%
HURF
4%Other
1%
Unfunded
46%
Projects by Funding Source
Revenues -FY20-24
TOTAL = $28.6M
Stormwater
Management/Drainage Projects
5%
Facilities Projects
27%
Parks &
Recreation
Projects
48%
Street/Sidewalk
Projects
10%
Traffic Signal
Projects
2%
Vehicle
Replacement
Program
4%
Contingency
4%
Projects by Project Type
Expenditures -FY20-24
Total = $28.6M
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The highlighted rows represent project funding through the Town’s Capital Projects Fund.
Capital Projects Summary
PROPOSED CAPITAL PROJECTS
FY19-20 THROUGH FY23-24
BY YEAR AND FUNDING SOURCE
Project
No.Project Title/Funding Source
Prior Years'
Costs FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Five Year
Source Total Project Total
D6047 Drainage-Miscellaneous 350,299$
Capital Projects Fund $ 100,299 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 250,000$
D6055 Drainage-Civic Center Improvements 50,000
Capital Projects Fund $ - $ 50,000 $ - $ - $ - $ - 50,000$
D6056 Drainage-Eagle Mountain Parkway Improvements 75,000
Capital Projects Fund $ - $ 75,000 $ - $ - $ - $ - 75,000$
D6057 Golden Eagle Impoundment Area Improvements 1,000,000
Capital Projects Fund $ - $ 500,000 $ 500,000 $ - $ - $ - 1,000,000$
F4013 Fire Station #3 Construction 4,381,000
Development Fees - - 199,366 - 71,882 - 271,248
Unfunded - - 181,634 - 3,928,118 - 4,109,752
F4014 Fire Station #3 Vehicles & Equipment 1,247,000
Unfunded - - - - 1,247,000 - 1,247,000
F4029 Civic Center Improvements 150,000
Capital Projects Fund $ - $ 150,000 -$ -$ -$ -$ 150,000$
F4033 Street Yard Sign Shop Building 150,000
Other $ - $ 150,000 -$ -$ -$ -$ 150,000$
F4034 Solar Power Generating System 2,050,000
Capital Projects Fund $ - $ 50,000 -$ -$ 2,000,000$ -$ 2,050,000$
P3031 Fountain Lake Water Quality Improvments - Phase II 2,622,400
Unfunded - - - 2,622,400 - - 2,622,400
P3032 Sport Field Lighting 1,733,000
Unfunded - - 1,733,000 - - - 1,733,000
P3033 Video Surveillance Cameras 194,316
Capital Projects Fund $ 44,316 50,000$ 50,000$ 50,000$ -$ -$ 150,000$
P3035 Four Peaks Park Upgrades 635,000
Capital Projects Fund $ - 335,000$ 150,000$ 150,000$ -$ -$ 635,000$
P3036 Desert Vista Skate Park Lights 75,000
Capital Projects Fund $ - -$ 35,000$ -$ -$ -$ 35,000$
Grants - - 40,000 - - - 40,000
P3038 Fountain Park Lake Liner 3,500,000
Bonds - - - 3,500,000 - - 3,500,000
P3039 Fountain Park Pump Replacements 1,500,000
Bonds - - - 1,500,000 - - 1,500,000
P3040 Splash Pad Renovation 550,000
Bonds - - - 550,000 - - 550,000
P3041 SunRidge Park 3,500,000
Bonds - - - - - 500,000 500,000
Unfunded - - - - - 3,000,000 3,000,000
S6003 Unpaved Alley Paving Projects 943,479
Capital Projects Fund $ 380,479 255,000$ 308,000$ -$ -$ -$ 563,000$
S6015 Fountain Hills Blvd Widening - Shea Boulevard to Segundo 100,000
Capital Projects Fund $ - 100,000$ -$ -$ -$ -$ 100,000$
S6051 AOTF/La Montana Intersection Improvements 600,000
Downtown Strategy - 600,000 - - - - 600,000
S6058 Shea Blvd. Widening - Palisades Blvd. to Technology Dr.130,000
Capital Projects Fund $ - 40,000$ -$ -$ -$ -$ 40,000$
Grants - 90,000 - - - - 90,000
S6059 Wayfinding Signs 245,000
Capital Projects Fund 95,000$ -$ -$ -$ 150,000$ -$ 150,000$
S6060 Monument Signs 150,000
Capital Projects Fund -$ -$ -$ -$ 150,000$ -$ 150,000$
S6061 Sidewalk Infill Program 1,000,000
Capital Projects Fund -$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,000,000$
S6062 AOTF/Verde River Intersection Improvements 350,000
Downtown Strategy - 350,000 - - - - 350,000
T5005 Traffic Signal-Palisades & Eagle Ridge/Palomino 550,000
Capital Projects Fund -$ -$ 50,000$ -$ -$ -$ 50,000$
Unfunded - - - 500,000 - - 500,000
Contingency 1,360,570
Capital Projects Fund 152,250$ 174,850$ 456,120$ 389,850$ 187,500$ 1,360,570$
TOTAL PROPOSED CAPITAL PROJECTS 620,094$ 3,197,250$ 3,671,850$ 9,578,520$ 8,186,850$ 3,937,500$ 28,571,970$ 29,192,064$
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Capital Projects Summary
PROPOED CAPITAL PROJECTS
FY19-20 THROUGH FY23-24
BY YEAR AND FUNDING SOURCE
TOTALS
Source
Prior Years'
Costs FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Total
FY19-20 to
FY23-24 Project Total
Capital Projects Fund 620,094$ 2,007,250$ 1,517,850$ 906,120$ 2,939,850$ 437,500$ 7,808,570$ 8,428,664$
Grants - 90,000 40,000 - - - 130,000 130,000
Downtown Strategy - 950,000 - - - - 950,000 950,000
General Fund - - - - - - - -
Development Fees - - 199,366 - 71,882 - 271,248 271,248
Reimbursements from Developers - - - - - - - -
Bonds - - - 5,550,000 - 500,000 6,050,000 6,050,000
HURF - - - - - - - -
Other - 150,000 - - - - 150,000 150,000
Funding Source Totals 620,094 3,197,250 1,757,216 6,456,120 3,011,732 937,500 15,359,818 15,979,912
Unfunded - - 1,914,634 3,122,400 5,175,118 3,000,000 13,212,152 13,212,152
Total Revenue Summary 620,094$ 3,197,250$ 3,671,850$ 9,578,520$ 8,186,850$ 3,937,500$ 28,571,970$ 29,192,064$
REVENUE SUMMARY TOTALS - BY FUNDING SOURCE
Activity
Prior Years'
Costs FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Total
FY19-20 to
FY23-24 Project Total
Acquisition -$ 95,000$ 45,000$ 45,000$ 1,247,000$ -$ 1,432,000$ 1,432,000$
Planning - 230,000 - - - - 230,000 230,000
Design 139,776 110,000 486,000 1,293,400 - 750,000 2,639,400 2,779,176
Construction 467,873 2,610,000 2,966,000 7,784,000 6,550,000 3,000,000 22,910,000 23,377,873
Other Expenses 773 152,250 174,850 456,120 389,850 187,500 1,360,570 1,361,343
Total Expenditure Summary 608,422$ 3,197,250$ 3,671,850$ 9,578,520$ 8,186,850$ 3,937,500$ 28,571,970$ 29,180,392$
EXPENDITURE SUMMARY TOTALS - BY PROJECT PHASE
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Capital Projects Summary
The Height of Desert Living 349
Capital Projects
Information Sheets
Capital Projects Information Sheets
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Capital Projects Information Sheets
D6047
PROJECT TITLE: Miscellaneous Drainage Improvements
PROJECT NUMBER: D6047
PROJECT DESCRIPTION/SCOPE:
This project will provide for the construction of new drainage facilities, major repairs, or the exten-
sion of existing facilities at locations of future road widening projects so that excess excavated mate-
rials may be put in place when available. This project will also address erosion issues as well as im-
prove drainage as needed.
TOWN GOALS
TIMEFRAME: FY15-24
YEAR PROJECT BEGAN: FY14-15
TOTAL ESTIMATED PROJECT COST: $352,825
PROJECT JUSTIFICATION:
The Town has worked successfully with municipal, private and utility construction contractors in the
past to place excess excavation materials at locations where future Town road widening projects will
require fill material. This work is done at no cost to the Town and will save on the costs to fill and
compact these areas in the future. The locations where the excess materials can be placed are now
limited without constructing or extending drainage culverts. Revegetation is also required in the are-
as where fill materials are placed to help with erosion and aesthetics.
FUNDING PRIORITY: High - Leverage Local Funds
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Capital Projects Information Sheets
D6047
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects 102,825$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 352,825$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL 102,825$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 352,825$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design -
Construction 102,825 50,000 50,000 50,000 50,000 50,000 352,825
Other Expenses -
TOTAL 102,825$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 352,825$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
-
-$ -$ -$ -$ -$ -$
Salaries & Benefits
Services & Supplies
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
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Capital Projects Information Sheets
D6055
PROJECT TITLE: Civic Center Drainage Improvements
PROJECT NUMBER: D6055
PROJECT DESCRIPTION/SCOPE:
Design and installation of storm drain outlet into a Maxwell drywell (French Drain) at the eastern lim-
its of the Civic Center Complex to provide for adequate drainage.
TOWN GOALS
TIMEFRAME: FY19-20
YEAR PROJECT BEGAN: FY19-20
TOTAL ESTIMATED PROJECT COST: $50,000
PROJECT JUSTIFICATION:
The storm drain system for the Library parking lot and roof drains runs into a storm drain along the
eastern edge of the Library parking lot. This system had dumped into a detention basin on the vacant
lot to the east but was previously filled in. The current storm drain system has no outlet and stag-
nant water remains in the piping after each rain.
FUNDING PRIORITY: Medium - Results in Increased Efficiency
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Capital Projects Information Sheets
D6055
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ 50,000$ -$ -$ -$ -$ 50,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 50,000$ -$ -$ -$ -$ 50,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design -
Construction 50,000 50,000
Other Expenses -
TOTAL -$ 50,000$ -$ -$ -$ -$ 50,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
750 750 750 750 3,000
-
-$ 750$ 750$ 750$ 750$ 3,000$
Salaries & Benefits
Services & Supplies
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
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Capital Projects Information Sheets
D6056
PROJECT TITLE: Eagle Mountain Parkway Improvements
PROJECT NUMBER: D6056
PROJECT DESCRIPTION/SCOPE:
Repair drainage structures. Install drainage pipe.
TOWN GOALS
TIMEFRAME: FY18-20
YEAR PROJECT BEGAN: FY18-19
TOTAL ESTIMATED PROJECT COST: $75,000
PROJECT JUSTIFICATION:
The storm drain structure constructed to drain the southern portion of Eagle Mountain Parkway was
never completed and, as a result, storm runoff is ponding on the road and creating unsafe driving
conditions.
FUNDING PRIORITY: High - Finishes a Partially Completed Project
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Capital Projects Information Sheets
D6056
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ 75,000$ -$ -$ -$ -$ 75,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 75,000$ -$ -$ -$ -$ 75,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design -
Construction 75,000 75,000
Other Expenses -
TOTAL -$ 75,000$ -$ -$ -$ -$ 75,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
2,500 2,500 2,500 2,500 10,000
-
-$ 2,500$ 2,500$ 2,500$ 2,500$ 10,000$
Salaries & Benefits
Services & Supplies
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
The Height of Desert Living 356
Capital Projects Information Sheets
D6057
PROJECT TITLE: Golden Eagle Impoundment Area Improvements
PROJECT NUMBER: D6057
PROJECT DESCRIPTION/SCOPE:
Drainage channel improvements. Modify trash racks on Golden Eagle dam inlets. Construct flood
walls, sediment drop basins, grouted rip-rap.
.
TOWN GOALS
TIMEFRAME: FY19-21
YEAR PROJECT BEGAN: FY19-20
TOTAL ESTIMATED PROJECT COST: $1,000,000
PROJECT JUSTIFICATION:
Golden Eagle impoundment area receives storm runoff from three washes: Ashbrook wash, Bristol
wash and Cloudburst wash. The 100-year storm rainfall intensity values have increased in the north-
eastern area of Maricopa County. Runoff values have increased due to increased upstream develop-
ment. Runoff time of concentration has also accelerated due to increased upstream development.
The net change as a result of the items noted have increased the amount of flow entering the im-
poundment area (this area includes the park improvement areas, the ball fields, the picnic ramada
area, etc.) and requires major modifications to the drainage courses.
FUNDING PRIORITY: High - Prevents Irreparable Damage to Existing Facili-
ties
The Height of Desert Living 357
Capital Projects Information Sheets
D6057
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ 500,000$ 500,000$ -$ -$ -$ 1,000,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 500,000$ 500,000$ -$ -$ -$ 1,000,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design -
Construction 500,000 500,000 1,000,000
Other Expenses -
TOTAL -$ 500,000$ 500,000$ -$ -$ -$ 1,000,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
30,000 30,000 60,000
-
-$ -$ -$ 30,000$ 30,000$ 60,000$
Salaries & Benefits
Services & Supplies
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
The Height of Desert Living 358
PROJECT TITLE: Fire Station #3
PROJECT NUMBER: F4013
PROJECT DESCRIPTION/SCOPE:
Design and construction of Fire Station No. 3 in the northwest portion of the Town. Due to site con-
straints, the fire station is anticipated to be approximately 3,000 square feet with two apparatus
bays. Construction completion by FY22-23 is based on the 2014 Land Use Assumptions and Infra-
structure Improvements Plan.
TOWN GOALS
TIMEFRAME: FY20-23
YEAR PROJECT BEGAN: FY20-21
TOTAL ESTIMATED PROJECT COST: $4,381,000
PROJECT JUSTIFICATION:
Fire Station #3 will allow the Fire Department to meet service levels and response times due to
growth in the community.
FUNDING PRIORITY: High - Protects Health & Safety of the Town
Capital Projects Information Sheets
F4013
The Height of Desert Living 359
Capital Projects Information Sheets
F4013
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees 199,366 71,882 271,248
Bonds -
Other Sources -
Unfunded 181,634 3,928,118 4,109,752
TOTAL -$ -$ 381,000$ -$ 4,000,000$ -$ 4,381,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 381,000 381,000
Construction 4,000,000 4,000,000
Other Expenses -
TOTAL -$ -$ 381,000$ -$ 4,000,000$ -$ 4,381,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ 1,322,750$ 1,391,130$ 2,713,880$
370,000 370,000
-
-$ -$ -$ 1,692,750$ 1,391,130$ 3,083,880$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 360
Capital Projects Information Sheets
F4014
PROJECT TITLE: Fire Station #3 Equipment
PROJECT NUMBER: F4014
PROJECT DESCRIPTION/SCOPE:
Purchase of pumper truck, brush truck, vehicle radios, portable radios, SCBA equipment, thermal
imaging camera, heart monitor/defibrillator and extrication equipment for Fire Station #3.
TOWN GOALS
TIMEFRAME: FY22-23
YEAR PROJECT BEGAN: FY22-23
TOTAL ESTIMATED PROJECT COST: $1,247,000
PROJECT JUSTIFICATION:
Fire Station #3 will allow the Fire Department to meet services levels and response times due to
growth in the community.
FUNDING PRIORITY: High - Protects Health & Safety of the Town
The Height of Desert Living 361
Capital Projects Information Sheets
F4014
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded 1,247,000 1,247,000
TOTAL -$ -$ -$ -$ 1,247,000$ -$ 1,247,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ 1,247,000$ -$ 1,247,000$
Planning -
Design -
Construction -
Other Expenses -
TOTAL -$ -$ -$ -$ 1,247,000$ -$ 1,247,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
6,928 6,928 13,856
83,000 83,000 166,000
-$ -$ -$ 89,928$ 89,928$ 179,856$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 362
PROJECT TITLE: Civic Center Improvements
PROJECT NUMBER: F4029
PROJECT DESCRIPTION/SCOPE:
Removal and replacement of approximately 12,500 square feet of concrete between the Library and
Community Center, removal of turf areas and replacement with xeriscape, tree replacement and mis-
cellaneous improvements as needed.
TOWN GOALS
TIMEFRAME: FY19-20
YEAR PROJECT BEGAN: FY19-20
TOTAL ESTIMATED PROJECT COST: $150,000
PROJECT JUSTIFICATION:
The Library and Community Center were opened in 2001 and since that time the concrete plaza has
seen displacement causing tripping hazards. These trip hazards have been ground down to accepta-
ble limits but the concrete continues to shift. The irrigation for the small turf areas surrounding the
concrete plazas also run onto the concrete. Maintenance of these areas is a challenge and it is rec-
ommended to replace the turf areas with concrete curbing, decomposed granite and desert friendly
plants.
FUNDING PRIORITY: High - Prevents Irreparable Damage to Facilities
Capital Projects Information Sheets
F4029
The Height of Desert Living 363
Capital Projects Information Sheets
F4029
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ 150,000$ -$ -$ -$ -$ 150,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 150,000$ -$ -$ -$ -$ 150,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design -
Construction 150,000 150,000
Other Expenses -
TOTAL -$ 150,000$ -$ -$ -$ -$ 150,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
2,000 2,000 2,000 6,000
-$ -$ 2,000$ 2,000$ 2,000$ 6,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 364
PROJECT TITLE: Street Yard Sign Shop Building
PROJECT NUMBER: F4033
PROJECT DESCRIPTION/SCOPE:
Construction of a new building to house the Town’s inventory of MUTCD signage, hardware and
equipment that is used in the day-to-day operations of the Public Works department.
TOWN GOALS
TIMEFRAME: FY19-20
YEAR PROJECT BEGAN: FY19-20
TOTAL ESTIMATED PROJECT COST: $150,000
PROJECT JUSTIFICATION:
Currently, the sign materials have been stored in shipping containers for the last twenty years and
have created an unsafe working condition. The materials are also subjected to the elements resulting
in loss of inventory.
FUNDING PRIORITY: High - Prevents Irreparable Damage to Facilities
Capital Projects Information Sheets
F4033
The Height of Desert Living 365
Capital Projects Information Sheets
F4033
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources 150,000 150,000
Unfunded -
TOTAL -$ 150,000$ -$ -$ -$ -$ 150,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 30,000 30,000
Construction 120,000 120,000
Other Expenses -
TOTAL -$ 150,000$ -$ -$ -$ -$ 150,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
2,000 2,000 2,000 6,000
-
-$ -$ 2,000$ 2,000$ 2,000$ 6,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 366
PROJECT TITLE: Solar Power Generating System
PROJECT NUMBER: F4034
PROJECT DESCRIPTION/SCOPE:
Solar Power Generating System on constructed parking structures in the Town Center complex
TOWN GOALS
TIMEFRAME: FY19-23
YEAR PROJECT BEGAN: FY19-20
TOTAL ESTIMATED PROJECT COST: $2,050,000
PROJECT JUSTIFICATION:
Offset the cost of electricity.
FUNDING PRIORITY: Medium - Reduces Operational Costs
Capital Projects Information Sheets
F4034
The Height of Desert Living 367
Capital Projects Information Sheets
F4034
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ 50,000$ -$ -$ 2,000,000$ -$ 2,050,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 50,000$ -$ -$ 2,000,000$ -$ 2,050,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning 50,000 50,000
Design -
Construction 2,000,000 2,000,000
Other Expenses -
TOTAL -$ 50,000$ -$ -$ 2,000,000$ -$ 2,050,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
1,200 1,200 1,200 1,200 4,800
-
-$ 1,200$ 1,200$ 1,200$ 1,200$ 4,800$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 368
PROJECT TITLE: Fountain Lake Water Quality Improvements – Phase II
PROJECT NUMBER: P3031
PROJECT DESCRIPTION/SCOPE:
Phase I began in FY17-18 with aeration improvements. In future years, this project will include stor-
age tanks to accept effluent water directly from the Sanitary District and new controls for the opera-
tion of the fountain.
TOWN GOALS
TIMEFRAME: FY21-22
YEAR PROJECT BEGAN: FY21-22
TOTAL ESTIMATED PROJECT COST: $2,622,400
PROJECT JUSTIFICATION:
Project continued to include future improvements to the lake’s water quality.
FUNDING PRIORITY: Medium - Provides Maintenance of Existing Systems
Capital Projects Information Sheets
P3031
The Height of Desert Living 369
Capital Projects Information Sheets
P3031
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded 2,622,400 2,622,400
TOTAL -$ -$ -$ 2,622,400$ -$ -$ 2,622,400$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 238,400 238,400
Construction 2,384,000 2,384,000
Other Expenses -
TOTAL -$ -$ -$ 2,622,400$ -$ -$ 2,622,400$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
-
-$ -$ -$ -$ -$ -$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 370
PROJECT TITLE: Sport Field Lighting
PROJECT NUMBER: P3032
PROJECT DESCRIPTION/SCOPE:
Replacement of existing 1,500 watt metal halide sports field lighting assemblies at Golden Eagle Park
and Four Peaks Park with LED field lighting assemblies.
TOWN GOALS
TIMEFRAME: FY20-21
YEAR PROJECT BEGAN: FY20-21
TOTAL ESTIMATED PROJECT COST: $1,733,000
PROJECT JUSTIFICATION:
Four Peaks Parks currently has 17 field lighting poles and metal halide lighting fixtures that were in-
stalled in the 1990s. Golden Eagle Park has 20 field lighting poles and metal halide lighting fixtures
installed in the 1990s. This project will leave the existing field lighting poles in place and will replace
the outdated lighting fixtures with LED fixtures offering better performance while reducing mainte-
nance and electrical costs.
FUNDING PRIORITY: Medium - Provides Maintenance of Existing Systems
Capital Projects Information Sheets
P3032
The Height of Desert Living 371
Capital Projects Information Sheets
P3032
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded 1,733,000 1,733,000
TOTAL -$ -$ 1,733,000$ -$ -$ -$ 1,733,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design -
Construction 1,733,000 1,733,000
Other Expenses -
TOTAL -$ -$ 1,733,000$ -$ -$ -$ 1,733,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
-
-$ -$ -$ -$ -$ -$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 372
PROJECT TITLE: Video Surveillance Cameras
PROJECT NUMBER: P3033
PROJECT DESCRIPTION/SCOPE:
Purchase and installation of video surveillance cameras at various Town parks and facilities.
TOWN GOALS
TIMEFRAME: FY17-22
YEAR PROJECT BEGAN: FY17-18
TOTAL ESTIMATED PROJECT COST: $194,316
PROJECT JUSTIFICATION:
The Town has seen an increase in vandalism at Town parks and facilities. Additional surveillance
cameras may deter vandalism or provide video evidence should vandalism occur.
FUNDING PRIORITY: High - Protects Health & Safety of the Town
Capital Projects Information Sheets
P3033
The Height of Desert Living 373
Capital Projects Information Sheets
P3033
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects 44,316$ 50,000$ 50,000$ 50,000$ -$ -$ 194,316$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL 44,316$ 50,000$ 50,000$ 50,000$ -$ -$ 194,316$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition 44,316$ 45,000$ 45,000$ 45,000$ -$ -$ 179,316$
Planning -
Design 5,000 5,000 5,000 15,000
Construction -
Other Expenses -
TOTAL 44,316$ 50,000$ 50,000$ 50,000$ -$ -$ 194,316$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
5,000 5,000 5,000 5,000 5,000 25,000
-
5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 25,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 374
PROJECT TITLE: Four Peaks Park Upgrades
PROJECT NUMBER: P3035
PROJECT DESCRIPTION/SCOPE:
Redesign existing playground space and swing structures with new layout, play equipment, and ac-
cessibility at Four Peaks Park.
TOWN GOALS
TIMEFRAME: FY18-22
YEAR PROJECT BEGAN: FY18-19
TOTAL ESTIMATED PROJECT COST: $635,000
PROJECT JUSTIFICATION:
The Four Peaks Playground has a large swing structure that is underutilized and is misconfigured to
the space available. The current play surface is non-ADA compliant and is a liability risk to the Town.
Redevelopment of this area would enhance the park making it safer and more usable for children of
all ages. Refurbishing of the infields and restrooms would also be included in this project.
FUNDING PRIORITY: High - Protects Health & Safety of the Town
Capital Projects Information Sheets
P3035
The Height of Desert Living 375
Capital Projects Information Sheets
P3035
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ 335,000$ 150,000$ 150,000$ -$ -$ 635,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 335,000$ 150,000$ 150,000$ -$ -$ 635,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ 50,000$ -$ -$ -$ -$ 50,000$
Planning -
Design -
Construction 285,000 150,000 150,000 585,000
Other Expenses -
TOTAL -$ 335,000$ 150,000$ 150,000$ -$ -$ 635,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
8,000 8,000 10,000 10,000 10,000 46,000
-
8,000$ 8,000$ 10,000$ 10,000$ 10,000$ 46,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 376
PROJECT TITLE: Desert Vista Skate Park Lights
PROJECT NUMBER: P3036
PROJECT DESCRIPTION/SCOPE:
Installation of lights at the skate park. Grant funding will be requested, however, the grant funding is
not guaranteed.
TOWN GOALS
TIMEFRAME: FY20-21
YEAR PROJECT BEGAN: FY20-21
TOTAL ESTIMATED PROJECT COST: $75,000
PROJECT JUSTIFICATION:
The addition of lights at the skate park would allow for evening access to the facility.
FUNDING PRIORITY: Low - Provides an Expanded Level of Service
Capital Projects Information Sheets
P3036
The Height of Desert Living 377
Capital Projects Information Sheets
P3036
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ 35,000$ -$ -$ -$ 35,000$
Grant 40,000 40,000
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ -$ 75,000$ -$ -$ -$ 75,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 5,000 5,000
Construction 70,000 70,000
Other Expenses -
TOTAL -$ -$ 75,000$ -$ -$ -$ 75,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
2,000 2,000 2,000 2,000 8,000
-
-$ 2,000$ 2,000$ 2,000$ 2,000$ 8,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 378
PROJECT TITLE: Fountain Park Lake Liner Replacement
PROJECT NUMBER: P3038
PROJECT DESCRIPTION/SCOPE:
Remove existing lake liner, repair any subgrade issues or damage and install replacement liner.
TOWN GOALS
TIMEFRAME: FY21-22
YEAR PROJECT BEGAN: FY21-22
TOTAL ESTIMATED PROJECT COST: $3,500,000
PROJECT JUSTIFICATION:
The current lake liner was installed in 2000. The life expectancy for this liner is 20 to 30 years. The
current condition or amount of deterioration of the liner is unknown and, in effort to be proactive, a
replacement should be considered by 2022. If the project is postponed until the liner fails, significant
cleanup efforts as well as potential fines may be incurred due to ground water contamination.
FUNDING PRIORITY: High - Town Council Priority
Capital Projects Information Sheets
P3038
The Height of Desert Living 379
Capital Projects Information Sheets
P3038
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds 3,500,000 3,500,000
Other Sources -
Unfunded -
TOTAL -$ -$ -$ 3,500,000$ -$ -$ 3,500,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 500,000 500,000
Construction 3,000,000 3,000,000
Other Expenses -
TOTAL -$ -$ -$ 3,500,000$ -$ -$ 3,500,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
-
-$ -$ -$ -$ -$ -$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 380
PROJECT TITLE: Fountain Park Pump Replacements
PROJECT NUMBER: P3039
PROJECT DESCRIPTION/SCOPE:
Upgrade existing fountain pumps to a variable frequency system to allow for graduated Fountain
heights to accommodate wind and other conditions.
TOWN GOALS
TIMEFRAME: FY21-22
YEAR PROJECT BEGAN: FY21-22
TOTAL ESTIMATED PROJECT COST: $1,500,000
PROJECT JUSTIFICATION:
The current Fountain operates on three 600 horsepower pumps, allowing the Fountain to operate at
three possible heights. Operating one pump allows the Fountain to run at roughly 170 feet, operating
two pumps allows the Fountain to run at 330 feet, and operating all three pumps has the Fountain
reaching 560 feet. These pumps operate only when certain wind conditions are met, and winds over
15 mph require the Fountain to be shut down completely. The upgrade to a variable frequency sys-
tem will allow the Fountain height to adjust to real time wind conditions and operate more regularly.
This project should ideally be taken on in conjunction with the lake liner replacement to minimize
down time of the Fountain.
FUNDING PRIORITY: High - Town Council Priority
Capital Projects Information Sheets
P3039
The Height of Desert Living 381
Capital Projects Information Sheets
P3039
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds 1,500,000 1,500,000
Other Sources -
Unfunded -
TOTAL -$ -$ -$ 1,500,000$ -$ -$ 1,500,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 500,000 500,000
Construction 1,000,000 1,000,000
Other Expenses -
TOTAL -$ -$ -$ 1,500,000$ -$ -$ 1,500,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
-
-$ -$ -$ -$ -$ -$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 382
PROJECT TITLE: Splash Pad Renovation
PROJECT NUMBER: P3040
PROJECT DESCRIPTION/SCOPE:
Renovate existing splash pad, repair and replace leaking fixtures, resurface the play space and add
upgraded UV filtration system.
TOWN GOALS
TIMEFRAME: FY21-22
YEAR PROJECT BEGAN: FY21-22
TOTAL ESTIMATED PROJECT COST: $550,000
PROJECT JUSTIFICATION:
The Rotary Centennial Splash Pad was installed in 2007. The features within the splash pad have ex-
ceeded their life expectancy and are now showing significant wear and tear. Many parts are leaking
and beyond repair. The installation of the features is subgrade, therefore replacement requires signif-
icant excavation and removal of concrete floor. Replacement with at-grade, modular features is rec-
ommended. The addition of a UV filtration system is also recommended to ensure public health and
safety.
FUNDING PRIORITY: High - Prevents Irreparable Damage to Existing Facili-
ties
Capital Projects Information Sheets
P3040
The Height of Desert Living 383
Capital Projects Information Sheets
P3040
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds 550,000 550,000
Other Sources -
Unfunded -
TOTAL -$ -$ -$ 550,000$ -$ -$ 550,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 50,000 50,000
Construction 500,000 500,000
Other Expenses -
TOTAL -$ -$ -$ 550,000$ -$ -$ 550,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
7,500 7,500 15,000
-
-$ -$ -$ 7,500$ 7,500$ 15,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 384
PROJECT TITLE: SunRidge Park
PROJECT NUMBER: P3041
PROJECT DESCRIPTION/SCOPE:
Development of Town-owned parcel at SunRidge Canyon Drive and Desert Canyon Drive into a new
park site. This project is an alternative to the proposed Fire Station #3 location in which a pocket
park was included.
TOWN GOALS
TIMEFRAME: FY23-24
YEAR PROJECT BEGAN: FY23-24
TOTAL ESTIMATED PROJECT COST: $3,500,000
PROJECT JUSTIFICATION:
The Town’s General Plan recommends the addition of park space within our community, particularly
in areas where our current parks do not serve. Areas in the northwest and southwest quadrants of
the Town do not have any park amenities within a walkable distance. The addition of SunRidge Park
would be a vital component to enhancing our community and creating a better quality of life for all
residents.
FUNDING PRIORITY: Low - Provides an Expanded Level of Service
Capital Projects Information Sheets
P3041
The Height of Desert Living 385
Capital Projects Information Sheets
P3041
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds 500,000 500,000
Other Sources -
Unfunded 3,000,000 3,000,000
TOTAL -$ -$ -$ -$ -$ 3,500,000$ 3,500,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 750,000 750,000
Construction 2,750,000 2,750,000
Other Expenses -
TOTAL -$ -$ -$ -$ -$ 3,500,000$ 3,500,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ 60,000$ 60,000$
100,000 100,000
-
-$ -$ -$ -$ 160,000$ 160,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 386
PROJECT TITLE: Unpaved Alley Paving Projects
PROJECT NUMBER: S6003
PROJECT DESCRIPTION/SCOPE:
This project involves paving a number of unpaved alleys throughout the Town. The paving project is
divided into five phases as follows:
Phase I: 1,400 LF from Panorama to Colony - Completed
Phase II: 870 LF from Tower to Panorama - Completed
Phase III: 890 LF from Panorama to Enterprise - Completed
Phase IV: 1,150 LF adjacent to Colony Wash and 770 linear feet from Fountain Hills Boulevard to
Glenbrook
Phase V: 770 feet from Fountain Hills Boulevard to Glenbrook and 425 feet from Rand Drive to
Sioux Drive
TOWN GOALS
TIMEFRAME: FY09-21
YEAR PROJECT BEGAN: FY08-09
TOTAL ESTIMATED PROJECT COST: $943,479
PROJECT JUSTIFICATION:
Maricopa County has mandated that all municipalities stabilize unpaved alleys to mitigate air pollu-
tion. The Town of Fountain Hills has entered into an IGA with Maricopa County requiring the unpaved
alleys to be stabilized.
FUNDING PRIORITY: High - Federal, State or Local Mandate
Capital Projects Information Sheets
S6003
The Height of Desert Living 387
Capital Projects Information Sheets
S6003
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects 380,479$ 255,000$ 308,000$ -$ -$ -$ 943,479$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL 380,479$ 255,000$ 308,000$ -$ -$ -$ 943,479$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 14,658 25,000 45,000 84,658
Construction 365,048 230,000 263,000 858,048
Other Expenses 773 773
TOTAL 380,479$ 255,000$ 308,000$ -$ -$ -$ 943,479$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
2,000 2,000 2,000 2,000 2,000 10,000
2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 10,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 388
PROJECT TITLE: Fountain Hills Boulevard Widening - Shea Boulevard
to Segundo Drive
PROJECT NUMBER: S6015
PROJECT DESCRIPTION/SCOPE:
Design Concept Report for the widening of Fountain Hills Boulevard to four lanes from Shea Boule-
vard to Segundo Drive.
TOWN GOALS
TIMEFRAME: FY18-20
YEAR PROJECT BEGAN: FY18-19
TOTAL ESTIMATED PROJECT COST: $100,000
PROJECT JUSTIFICATION:
Fountain Hills Boulevard from Segundo Drive to just north of Shea Boulevard is currently one lane in
each direction. The Town’s General Plan identifies Fountain Hills Boulevard as a minor arterial road-
way which includes four travel lanes, center turn lane/median, bike lane, curb & gutter, etc. The De-
sign Concept Report will provide a preliminary roadway layout, identify key issues, drainage improve-
ments, etc. for the safe and efficient movement of vehicles. This information will be used for a future
bond issue to fund the design and construction of the widening.
FUNDING PRIORITY: Medium - Results in Increased Efficiency
Capital Projects Information Sheets
S6015
The Height of Desert Living 389
Capital Projects Information Sheets
S6015
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ 100,000$ -$ -$ -$ -$ 100,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 100,000$ -$ -$ -$ -$ 100,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning 100,000 - 100,000
Design -
Construction -
Other Expenses -
TOTAL -$ 100,000$ -$ -$ -$ -$ 100,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
-
-$ -$ -$ -$ -$ -$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 390
PROJECT TITLE: Avenue of the Fountains/La Montana Intersection Im-
provements
PROJECT NUMBER: S6051
PROJECT DESCRIPTION/SCOPE:
Construct a roundabout to improve traffic/pedestrian safety.
TOWN GOALS
TIMEFRAME: FY18-20
YEAR PROJECT BEGAN: FY18-19
TOTAL ESTIMATED PROJECT COST: $600,000
PROJECT JUSTIFICATION:
Traffic, bike, and pedestrian movements at the AOTF/La Montana intersection have been an on -going
issue since the Town’s incorporation, primarily due to the existing, wide AOTF median. This project
will improve intersection traffic operations by constructing a roundabout.
FUNDING PRIORITY: High - Protects Health & Safety of the Town
Capital Projects Information Sheets
S6051
The Height of Desert Living 391
Capital Projects Information Sheets
S6051
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy 600,000 600,000
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 600,000$ -$ -$ -$ -$ 600,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design -
Construction 600,000 600,000
Other Expenses -
TOTAL -$ 600,000$ -$ -$ -$ -$ 600,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
1,000 1,000 1,000 1,000 4,000
-
-$ 1,000$ 1,000$ 1,000$ 1,000$ 4,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 392
Capital Projects Information Sheets
S6058
PROJECT TITLE: Shea Boulevard Widening - Palisades Boulevard to
Technology Drive
PROJECT NUMBER: S6058
PROJECT DESCRIPTION/SCOPE:
Design Concept Report for the design and widening of Shea Boulevard to six lanes from Palisades
Boulevard to Technology Drive.
TOWN GOALS
TIMEFRAME: FY18-20
YEAR PROJECT BEGAN: FY18-19
TOTAL ESTIMATED PROJECT COST: $130,000
PROJECT JUSTIFICATION:
Shea Boulevard is a road of regional significance and has an average daily traffic volume of 26,000
vehicles at Palisades Boulevard. This project is a MAG Proposition 400 project which will provide for
70% of the project funding with a 30% match from the Town. The Design Concept Report will pro-
vide for an updated scope of work and cost estimate.
FUNDING PRIORITY: High - Leverage Local Funds
The Height of Desert Living 393
Capital Projects Information Sheets
S6058
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ 40,000$ -$ -$ -$ -$ 40,000$
Grant 90,000 90,000
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 130,000$ -$ -$ -$ -$ 130,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning 130,000 130,000
Design -
Construction -
Other Expenses -
TOTAL -$ 130,000$ -$ -$ -$ -$ 130,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
-
-
-$ -$ -$ -$ -$ -$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 394
Capital Projects Information Sheets
S6059
PROJECT TITLE: Wayfinding Signs
PROJECT NUMBER: S6059
PROJECT DESCRIPTION/SCOPE:
Provide wayfinding signs at strategic locations throughout the Town to help direct visitors to public
amenities, parks, lodging and business areas.
TOWN GOALS
TIMEFRAME: FY17-23
YEAR PROJECT BEGAN: FY17-18
TOTAL ESTIMATED PROJECT COST: $230,802
PROJECT JUSTIFICATION:
Project will replace outdated wayfinding signage installed in 2000.
FUNDING PRIORITY: High - Town Council Priority
The Height of Desert Living 395
Capital Projects Information Sheets
S6059
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects 80,802$ -$ -$ -$ 150,000$ -$ 230,802$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL 80,802$ -$ -$ -$ 150,000$ -$ 230,802$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 80,802 80,802
Construction 150,000 150,000
Other Expenses -
TOTAL 80,802$ -$ -$ -$ 150,000$ -$ 230,802$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
10,000 10,000
-
-$ -$ -$ -$ 10,000$ 10,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 396
Capital Projects Information Sheets
S6060
PROJECT TITLE: Monument Signs
PROJECT NUMBER: S6060
PROJECT DESCRIPTION/SCOPE:
Replacement of outdated Town monument signs on Shea and Fountain Hills Boulevards with new
monument signs.
TOWN GOALS
TIMEFRAME: FY22-23
YEAR PROJECT BEGAN: FY22-23
TOTAL ESTIMATED PROJECT COST: $150,000
PROJECT JUSTIFICATION:
The current monument signs at the Town limits on Shea and Fountain Hills Boulevards are outdated.
Updated signage will conform to the Town’s branding efforts.
FUNDING PRIORITY: Medium - Provides Maintenance of Existing Systems
The Height of Desert Living 397
Capital Projects Information Sheets
S6060
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ 150,000$ -$ 150,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ -$ -$ -$ 150,000$ -$ 150,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design -
Construction 150,000 150,000
Other Expenses -
TOTAL -$ -$ -$ -$ 150,000$ -$ 150,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
5,000 5,000
-
-$ -$ -$ -$ 5,000$ 5,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 398
PROJECT TITLE: Sidewalk Infill Program
PROJECT NUMBER: S6061
PROJECT DESCRIPTION/SCOPE:
Construct sidewalks to infill gaps between existing sidewalks; complete full street block sidewalk
lengths; connect to existing pedestrian generators (including schools, parks, churches, and commer-
cial areas), and for pedestrian safety (hazard removal, handicap accessibility, curb ramp upgrades,
and along arterial streets). Specific project locations will be submitted annually by staff for Town
Council consideration.
TOWN GOALS
TIMEFRAME: FY18-24
YEAR PROJECT BEGAN: FY18-19
TOTAL ESTIMATED PROJECT COST: $1,000,000
PROJECT JUSTIFICATION:
Most pre-incorporation areas within the Town were constructed without any sidewalks, requiring pe-
destrians to walk in the street. Increased roadway traffic has created safety hazards; and increased
pedestrian usage has intensified the hazards. Town funds may be used as matching funds for future
sidewalk grant application(s), when available. Some of the funds may be utilized for survey and/or
design work, when needed.
FUNDING PRIORITY: High - Finishes a Partially Completed Project
Capital Projects Information Sheets
S6061
The Height of Desert Living 399
Capital Projects Information Sheets
S6061
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources 200,000 200,000 200,000 200,000 200,000 1,000,000
Unfunded -
TOTAL -$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,000,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning - -
Design -
Construction 200,000 200,000 200,000 200,000 200,000 1,000,000
Other Expenses -
TOTAL -$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,000,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
2,000 2,000 2,000 2,000 2,000 10,000
-
2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 10,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 400
PROJECT TITLE: Avenue of the Fountains/Verde River Intersection Im-
provements
PROJECT NUMBER: S6062
PROJECT DESCRIPTION/SCOPE:
Install curbing and landscape improvements.
TOWN GOALS
TIMEFRAME: FY19-20
YEAR PROJECT BEGAN: FY19-20
TOTAL ESTIMATED PROJECT COST: $350,000
PROJECT JUSTIFICATION:
The AOTF and Verde River intersection has seen an increase in vehicle and pedestrian traffic. A traffic
engineering study will be commissioned to provide alternatives to an all -way stop, including eliminat-
ing through traffic on Verde River by constructing curbing. This change would force all north and
south bound Verde River traffic into right turning movements only.
FUNDING PRIORITY: High - Protects Health & Safety of the Town
Capital Projects Information Sheets
S6062
The Height of Desert Living 401
Capital Projects Information Sheets
S6062
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ -$ -$ -$ -$ -$
Grant -
Downtown Strategy 350,000 350,000
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded -
TOTAL -$ 350,000$ -$ -$ -$ -$ 350,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning - -
Design -
Construction 350,000 350,000
Other Expenses -
TOTAL -$ 350,000$ -$ -$ -$ -$ 350,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
1,000 1,000 1,000 3,000
-
-$ -$ 1,000$ 1,000$ 1,000$ 3,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 402
Capital Projects Information Sheets
T5005
PROJECT TITLE: Palisades Boulevard and Eagle Ridge/Palomino Drive
Traffic Signal
PROJECT NUMBER: T5005
PROJECT DESCRIPTION/SCOPE:
Provide for design and construction of a traffic signal at the intersection of Palisades Boulevard and
Eagle Ridge Drive/Palomino Drive.
TOWN GOALS
TIMEFRAME: FY21-22
YEAR PROJECT BEGAN: FY20-21
TOTAL ESTIMATED PROJECT COST: $550,000
PROJECT JUSTIFICATION:
With the Adero Canyon development and anticipated expansion of the CopperWynd Resort on Eagle
Ridge Drive, traffic signal warrants at the intersection of Palisades Boulevard and Eagle Ridge Drive/
Palomino Drive are anticipated to be met based on the CopperWynd Resort traffic study. Once traffic
signal warrants are met, the design and construction of a traffic signal at the intersection will provide
for a more efficient flow of traffic.
FUNDING PRIORITY: Medium - Results in Increased Efficiency
The Height of Desert Living 403
Capital Projects Information Sheets
T5005
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Capital Projects -$ -$ 50,000$ -$ -$ -$ 50,000$
Grant -
Downtown Strategy -
General -
Developer -
Development Fees -
Bonds -
Other Sources -
Unfunded 500,000 500,000
TOTAL -$ -$ 50,000$ 500,000$ -$ -$ 550,000$
ACTIVITY Prior Years FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
Acquisition -$ -$ -$ -$ -$ -$ -$
Planning -
Design 50,000 50,000
Construction 500,000 500,000
Other Expenses -
TOTAL -$ -$ 50,000$ 500,000$ -$ -$ 550,000$
FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 TOTAL
-$ -$ -$ -$ -$ -$
5,000 5,000 5,000 15,000
-
-$ -$ 5,000$ 5,000$ 5,000$ 15,000$
Other Impact
TOTAL
FUNDING SOURCES
PROJECT EXPENSES
OPERATING IMPACT
ACTIVITY
Salaries & Benefits
Services & Supplies
The Height of Desert Living 404
Capital Projects
The Height of Desert Living 405
Administration
Facilities Replacement Fund
Capital Projects Funds
Administration
Facilities Replacement Fund
The Height of Desert Living 406
Facilities Replacement Fund
Service Delivery Plan
The Facilities Replacement Fund has been established to cover replacement costs
for large scale items that cannot be absorbed in annual operating budgets. These
items include, but are not limited to, roofing, interior and exterior building paint-
ing, carpet replacement, physical plant mechanical equipment, Fire Department
equipment, and parks and recreation structures.
Capital Projects Funds
Administration
Facilities Replacement Fund
Program Name
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Administration 93,085$ 163,759$ 975,296$ 819,144$
Total 93,085$ 163,759$ 975,296$ 819,144$
Expenditures by Program
Administration
100%
Use of Funds -Facilities Replacement -By Program
Where does the money go?
Total Proposed Budget = $819,144
The Height of Desert Living 407
Capital Projects Funds
Administration
Facilities Replacement Fund
Description
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised Budget
FY19-20
Proposed Budget
Facilities Replacement Fund
Building Maint/Repair 14,250$ -$ 320,718$ -$
HVAC Repair - - - 10,000
Parking Lot Repair 78,835 - 35,500 -
Painting - - 196,690 196,690
Equipment - - 199,000 41,200
Park Improvements - 163,759 223,388 237,043
Reserves - - - 334,211
Total Facilities Replacement
Fund 93,085$ 163,759$ 975,296$ 819,144$
FY19-20 Proposed Budget
Summary of Expenditures
Facilities Replacement Fund
Category
FY16-17
Actual
FY17-18
Actual
FY18-19
Revised
Budget
FY19-20
Proposed
Budget
Maintenance & Repair 93,085$ -$ 552,908$ 206,690$
Equipment/Improvements - 163,759 422,388 278,243
Reserves - - - 334,211
Total 93,085$ 163,759$ 975,296$ 819,144$
Expenditures by Category
Variance Explanations:
Maintenance & Repair/Equipment/Improvements/Reserves: Projects were re-
evaluated in order to maintain reserves.
Maintenance
& Repair
25%
Equipment/Improvements
34%
Reserves
41%
Use of Funds -Facilities Replacement -By Category
Where does the money go?
Total Proposed Budget = $819,144
The Height of Desert Living 408
Capital Projects Funds
Administration
Facilities Replacement Fund
The Height of Desert Living 409
Vehicle Replacement Program
Vehicle Replacement Program
The Height of Desert Living 410
Vehicle Replacement Program (VRP) Policy and Procedures
Objective
To provide a policy and procedures for the development and implementation of the
Town of Fountain Hills’ multi-year Vehicle Replacement Program (VRP).
Scope
This policy applies to all vehicles owned by the Town of Fountain Hills that meet
the definition detailed in the Definitions section.
Policy
The purpose of the Vehicle Replacement Program is to provide an authoritative de-
cision-making process for the evaluation, selection, and multi-year scheduling of
vehicle replacements based on a projection of available fiscal resources and the
vehicle’s age, mileage, engine hours and repair costs. The objectives of the pro-
gram are to:
a) Ensure the timely purchase, repair and replacement of the Town’s vehi-
cles;
b) Serve as a link in the Town’s planning between the Town’s operating and
capital budgets;
c) Maintain control over the Town’s long-term cash flow in relation to the
Town's financial capacity; and
d) Ensure efficient, effective and coordinated vehicle acquisition and re-
placement.
Definitions
The following words, when used in connection with this policy, shall have the fol-
lowing meanings:
VEHICLE REPLACEMENT PROGRAM: A multi-year planning document that is the
product of a systematic evaluation of vehicle utilization, repair and maintenance.
This plan serves as a guide for the efficient and effective replacement of vehicles,
outlining a detailed timeline and financing schedule of vehicle replacement.
VEHICLE: A vehicle is defined in financial terms as a piece of rolling stock with a
projected final cost of at least $10,000, or $1,000 if maintained as a stewardship
item, and a useful life of at least 7 years. Vehicles shall be subdivided into various
classifications, using gross vehicle weight rating standards (GVWR) when appropri-
ate, as follows (listed alphabetically):
Gator or Similar
Heavy Duty Trucks (commercial truck classes 7 and 8: over 26,000
GVWR (includes Dump Trucks)
Ladder Trucks
Light Duty Trucks (commercial truck classes 1, 2 and 3: 0 – 14,000 lb.
GVWR)
Medium Duty Trucks (commercial truck classes 4, 5 and 6: 14,001 –
26,000 GVWR)
Pumper Trucks
Sedans
Vehicle Replacement Program
Policy & Procedures
The Height of Desert Living 411
Small Utility Equipment (includes Bunker Rakes)
Street Sweepers
SUV (Sports Utility Vehicles)
Tractors/Loaders (includes Backhoes and Graders)
Trailers
Process
A. Schedule: Annually, the Public Works Director and Finance Director will
submit an updated VRP to the Town Manager for review in each fiscal year.
The Town Manager will review the proposal and forward the approved VRP
to the Finance Director for inclusion in the Town’s budget proposal.
B. Format: The Public Works Director will utilize the previous year's ap-
proved VRP as the base for developing recommended additions, deletions,
or changes for incorporation in the updated VRP for the coming year. All
new (not replacement) vehicle requests will also include a comprehensive
estimate of the impact of the new vehicle on the Town's annual operating
budget; i.e., fuel, maintenance requirements, etc.
C. Finance Review: The Finance Director will assist the Public Works Director
as necessary in all facets of the Vehicle Replacement Program development
and review including production of cost estimates, as well as an overall fi-
nancial analysis of the proposed program. Additional assistance may be re-
quested to help produce draft documents, etc.
D. Town Manager Review: The Public Works Director will provide a copy of
the proposed VRP document to the Finance Director and Town Manager for
review and comment. Following approval by the Town Manager the VRP will
be incorporated into the budget proposal for the coming year.
E. Implementation: Upon adoption of the VRP in the operating budget, vehi-
cles included within the applicable budget year may be purchased by the
Public Works Director, or his/her designee, in compliance with the Town’s
Procurement Policy.
F. Amendments: The adopted VRP may be amended upon recommendation
of the Public Works Director and approval of the Town Manager and Town
Council.
Procedure
A. Form: A New Vehicle Request form shall be utilized to request inclusion of
a new (not replacement) vehicle in the Vehicle Replacement Program. De-
partment Directors may request the addition of a new vehicle or transfer be-
tween departments to the VRP by submitting their request to the Public
Works Director as part of the budget process.
The Public Works Director shall include these requests in the VRP that is
submitted to the Finance Director and Town Manager.
B. Funding Prioritization: As part of the VRP development process, the Public
Works Director shall create vehicle replacement priorities to help determine
the vehicle replacement schedule which will be incorporated in the upcoming
fiscal year budget.
Vehicle Replacement Program
Policy & Procedures
The Height of Desert Living 412
The following guidelines shall be utilized (listed alphabetically):
Gator or Similar 7 years/15,000 hours
Heavy Duty Trucks 15 years/125,000 miles
Ladder Trucks 15 years/120,000 miles
Light Duty Trucks 10 years/100,000 miles
Medium Duty Trucks 12 years/125,000 miles
Pumper Trucks 15 years/120,000 miles
Sedans 10 years/100,000 miles
Small Utility Equipment 7 years/15,000 engine hours
Sweepers 8 years/75,000 miles
SUV (Sports Utility Vehicles) 10 years/100,000 miles
Tractors/Loaders 20 years/15,000 engine hours
Trailers 10 years
In addition to the factors listed previously, the Public Works Director, or his/
her designee, shall also review the utilization, maintenance records of the
vehicles, downtime and the overall condition of the vehicles when making
recommendations for replacement.
C. Funding Sources: The primary funding sources for the VRP are the Gen-
eral Fund and Streets (HURF) Fund. Revenues for the Vehicle Replacement
Fund will also be generated from charges within the operating funds that
support the departments that utilize the subject vehicles; charges will be
calculated based on replacement cost and updated annually. Vehicles will be
replaced according to the schedule and based on model year. Surplus sale
proceeds and insurance claim proceeds will also be deposited to the Vehicle
Replacement Fund to help offset future vehicle costs.
D. Vehicle Disposal: At least once annually, the Public Works Director, or
his/her designee, shall prepare a list of vehicles to be retired from the
Town’s fleet based on the replacement schedule. At the discretion of the
Public Works Director and based on a recommendation from the fleet me-
chanic, early retirement of a vehicle with excessive maintenance may be
recommended. Excessive maintenance is defined as repair costs that exceed
40% of the vehicle value in a twelve-month period.
The Town Manager shall authorize the sales of these vehicles at auction by
signing over the vehicle title(s). The Public Works Director, or his/her de-
signee, shall then transport the vehicles to the auctioneer and shall be re-
sponsible to insure that the auction proceeds are submitted to the Finance
Division for deposit to the Vehicle Replacement Fund.
Responsibility for Enforcement
The Town Manager, Finance Director and Public Works Director will be responsible
for ensuring that this policy is followed and/or updated as necessary.
Vehicle Replacement Program
Policy & Procedures
The Height of Desert Living 413
Fiscal Year 19-20 Vehicle Replacement Recommendation
During FY12-13, the Vehicle Replacement Program was updated with changes to
the life of some vehicles and elimination of vehicles no longer utilized; the revised
Program was presented and approved by the Town Council. Therefore, for
FY19-20, nine new vehicles are budgeted for vehicle replacement incorporating the
revised schedules.
Vehicle Replacement Program
Policy & Procedures
Attachment A
The Height of Desert Living 414
Vehicle Replacement Program
Interfund Charges
Department Vehicle No.Description Type
Mod
Year
Replacement
Cost FY19-20
Development Services 164 Chevy Equinox SUV 2017 $29,713.82 $2,971.38
Development Services 160 Ford F-150 Light Duty Truck 2017 $32,897.45 $3,289.74
Public Works 161 Ford F-150 Light Duty Truck 2017 $32,897.45 $3,289.74
Fire (E822)Spartan Pumper Truck 2014 $636,724.80 $42,448.32
Fire 752 (E823)Crimson Pumper Truck 2008 $636,724.80 $42,448.32
Fire 528 (E822R) American LaFrance Pumper Truck 1999 $636,724.80 $0.00
Fire 422 (S822) Ford F550 4x4 (V0822) Medium Duty Truck B 2012 $101,875.97 $8,489.66
Fire FD21 (L822) Rosenbauer Ladder Truck 2018 $959,680.53 $63,978.70
Fire (S823)Ford F550 4x4 Medium Duty Truck A 2013 $48,423.82 $4,035.32
Fire (D823) Ford F150 Supercab Light Duty Truck 2011 $32,897.45 $3,289.74
Fire (D822) NEW Ford F150 Light Duty Truck B 2019 $55,000.00 $5,500.00
Community Services 21 Bobcat Bobcat or similar 2016 $13,795.70 $1,970.81
Community Services 162 Ford F-250 Light Duty Truck 2017 $32,897.45 $3,289.74
Community Services 20 Bobcat Bobcat or similar 2013 $13,795.70 $1,970.81
Community Services NEW NEW Bobcat Bobcat or similar 2019 $13,795.70 $1,970.81
Community Services 168 Ford F-150 Pickup Light Duty Truck 2018 $32,897.45 $3,289.74
Community Services 17 John Deere 4x2 Gator Gator or similar 2012 $12,734.50 $1,819.21
Community Services NEW NEW Gator Gator or similar 2019 $12,734.50 $1,819.21
Community Services SS1 Tenant Sweeper Street Sweeper A 2013 $47,754.36 $5,969.30
Community Services 3 Sand Pro 3040 Small Utility Equipment 2013 $23,346.58 $3,335.23
Community Services 16 Bobcat Bobcat or similar 2012 $13,795.70 $1,970.81
Community Services 18 Kawasaki Mule Gator or similar 2012 $12,734.50 $1,819.21
Community Services NEW NEW Sand Pro Small Utility Equipment 2019 $23,346.58 $3,335.23
Community Services NEW NEW Gator Gator or similar 2019 $12,734.50 $1,819.21
Community Services NEW NEW Gator Gator or similar 2019 $12,734.50 $1,819.21
Community Services 14 Kubota KU Tractor/Loader B 2007 $29,713.82 $1,485.69
Community Services 159 Ford F-150 Light Duty Truck 2016 $32,897.45 $3,289.74
Community Services M-1 Kubota Small Utility Equipment 2014 $23,346.58 $3,335.23
Community Services 169 Ford F-150 Light Duty Truck 2018 $32,897.45 $3,289.74
Community Services 165 Chevy Equinox SUV 2017 $29,713.82 $2,971.38
Community Services 142 Ford F-250 Pickup Light Duty Truck 2007 $31,000.00 $0.00
Public Works 158 Ford F-250 Pickup W/Liftgate Light Duty Truck 2014 $32,897.45 $3,289.74
Public Works 163 Chevy Colorado Light Duty Truck 2017 $32,897.45 $3,289.74
Public Works 154 Ford F-150 Pickup W/Lights Light Duty Truck 2013 $32,897.45 $3,289.74
Public Works 167 Chevy Impala Sedan 2017 $23,346.58 $2,334.66
Public Works 166 Chevy Equinox SUV 2017 $29,713.82 $2,971.38
FUND 100 TOTAL 37 $3,813,980.43 $245,486.56
Public Works 155 Ford F-250 Pickup W/Lights Light Duty Truck 2014 $32,897.45 $3,289.74
Public Works 157 Ford F-250 Supercab W/Lights Light Duty Truck 2014 $32,897.45 $3,289.74
Public Works 20 Caterpillar 426C Tractor/Loader C 1999 $131,000.00 $0.00
Public Works 135 Freightliner M2106 Heavy Duty Truck 2005 $68,978.52 $4,598.57
Public Works 151 Ford F-450 Pickup Medium Duty Truck A 2008 $48,423.82 $4,035.32
Public Works FY2019 NEW Loader Tractor/Loader C 2019 $131,000.00 $6,550.00
Public Works NEW NEW Freightliner Heavy Duty Truck 2019 $120,000.00 $8,000.00
Public Works NEW NEW F-450 Pickup Medium Duty Truck A 2019 $48,423.82 $4,035.32
Public Works NEW NEW Caterpillar Loader Tractor/Loader D 2019 $96,318.26 $4,815.91
Public Works NEW NEW Broce Broom Street Sweeper B 2019 $75,000.00 $9,375.00
Public Works 156 Ford F-250 Pickup W/Lights Light Duty Truck 2014 $32,897.45 $3,289.74
Public Works 5085M John Deere 5085M Tractor Tractor/Loader A 2013 $68,340.00 $3,417.00
Public Works 145 Ford F-150 Supercab Light Duty Truck 2007 $32,897.45 $0.00
FUND 200 TOTAL 13 $919,074.21 $54,696.35
Fund 100 $245,486.56
Fund 200 $54,696.35
Total $300,182.92
Vehicle Replacement Interfund Charges
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Schedules
Schedules
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Comprehensive Fee Schedule
Effective July 1, 2019
Comprehensive Fee Schedule
Effective July 1, 2019
The Height of Desert Living 417
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
MISCELLANEOUS FEES
Services
Notarization $2.00 per signature
Affix Town Seal $2.00 each
Faxing Service - Local Only $2.00 First Page, $.50 Each Additional Page
Faxing Service - Long Distance $3.00 First Page, $.50 Each Additional Page
Email Document Service $0.00
Returned Check Fee $30.00
Incoming Wire Transfer Fee $35.00
ActiveNet Transaction Fee $2.50 per transaction
Convenience Fee - credit card payment $3.00 per transaction
Art Commission 20% of selling price
Campaign Fees
Pro/Con Argument Fee $100.00
Campaign Finance - Late Filing Fee $10.00 per business day (per ARS 16-918)
Copies - Non - Commercial
Photocopies (B&W) 8 1/2 x 11 $.25 per page
Photocopies (B&W) 8 1/2 x 14 $.30 per page
Photocopies (B&W) 11 x 17 $.40 per page
Photocopies (Color) 8 1/2 x 11 $.50 per page
Photocopies (Color) 8 1/2 x 14 $.60 per page
Photocopies (Color) 11 x 17 $.70 per page
Copies - Commercial
Photocopies (B&W) 8 1/2 x 11 $.50 per page
Photocopies (B&W) 8 1/2 x 14 $.60 per page
Photocopies (B&W) 11 x 17 $.80 per page
Photocopies (Color) 8 1/2 x 11 $1.00 per page
Photocopies (Color) 8 1/2 x 14 $1.20 per page
Photocopies (Color) 11 x 17 $1.40 per page
Documents (CD Only)
Town Code $25.00 ea
Zoning Ordinances $25.00 ea
Subdivision Code $25.00 ea
CAFR (Annual Financial Report)$25.00 ea
Annual Budget $25.00 ea
Land Use Analysis $25.00 ea
Council Meeting $25.00 ea
Other Materials $25.00 ea
Reports
License Report (Non - Commercial Use)$25.00 (CD or hard copy)
License Report (Commercial Use)$50.00 (CD or hard copy)
Adopt A Street
Fee, per sign $30.00
The Height of Desert Living 418
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
MISCELLANEOUS FEES (CONT.)
Maps
8 1/2" x 11" (B&W)$0.50
8 1/2" x 11" (Color)$2.00
8 1/2" x 11" (Photo)$3.00
11" x 17" Street/Index Map "Typical" (B&W)$6.00
11" x 17" Street/Index Map "Typical" (Color)$8.00
11" x 17" Aerial Site Plan (Photo)$20.00
24" x 36" Custom Map (B&W)$20.00
24" x 36" Custom Map (Color)$30.00
36" x 36" Bldg/Plat/Zoning Map (B&W)$30.00
36" x 36" Bldg/Plat/Zoning Map (Color)$40.00
60" x 60" Street/Bldg/Develop/Plat/Plot
(B&W)
$50.00
60" x 60" Street/Bldg/Develop/Plat/Plot
(Color)
$80.00
Map Book $25.00
DOG LICENSE
Non - neutered dog $0.00
Spayed/Neutered dog $0.00
Over 65 with neutered dog $0.00
Service Dog $0.00
Replacement Dog Tag $0.00
Late fee neutered dog (per month)$0.00
Late fee non - neutered dog (per month)$0.00
BUSINESS LICENSE FEES
Providers of services, wholesalers and manufacturers
with a fixed place of business within the town limits
$50.00/application and first year fee - non-refundable
Retail merchants, restaurants, bars, contractors and
renters of real and personal property with a fixed place
of business within the town limits and persons
engaging in the sale of real estate
$50.00/application and first year fee - non-refundable
Wholesalers, manufacturers and providers of services
without a fixed place of business within the town limits
$50.00/application and first year fee - non-refundable
Retail merchants, etc. (as above) without a fixed place
of business within the town limits
$50.00/application and first year fee - non-refundable
Annual renewal fee for business within the town limits $35.00 - non-refundable
Annual renewal fee for business without a fixed place of
business within the town limits
$50.00 - non-refundable
Late fee for renewal of business license fee 25% of renewal fee
Penalty for operating a business without a license $100.00
The Height of Desert Living 419
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
BUSINESS LICENSE FEES (CONT.)
Peddlers, solicitors and mobile merchants $250.00/calendar quarter or fraction thereof - non-
refundable
Peddler investigation fee (per person)$41.00 - non-refundable
Promoters of entertainments, circuses, bazaars, etc.,
who receive a percentage of receipts or other
consideration for their services. Each such promoter
shall also obtain liability insurance of a minimum of $1
million naming the Town as insured.
$100.00/week
Animal Show $100.00/week
Circus Parade Only $50.00/day
Handbill Distributor $10.00/day
Amusement Company, such as ferris wheel, merry - go -
round, etc., not part of a circus. Tent Show. Wrestling
Exhibition. Road Show, Carnival or Circus.
$100.00/day
Practice of palmistry, phrenology, astrology, fortune
telling, mind reading, clairvoyancy, magic or any
healing practices not licensed by the State of Arizona,
or any similar calling without a fixed place of business
$50.00/day
Duplicate Business License $10.00 - non-refundable
Verification of License Letter $10.00 - non-refundable
First and second None
Third $50.00
Fourth $75.00
Fifth and Sixth $100.00
Seventh or more $200.00 each
License fee $25/annually - non-refundable
Lease Agreement Application Fee, each location $250.00, per location - non-refundable
Amendments to Cell Tower Lease Agreements $250.00, per location - non-refundable
Small Cell Wireless Facilities: (all fees are non-refundable)
ROW Use Fee $50/year x number of small wireless facilities (SWF)
Authority utility pole attachment $50/year per utility pole attachment
Small Wireless Facilities (SWF) collocation $100 per SWF up to five
Small Wireless Facilities (SWF) collocation $50 for SWF over five
Batched applications for up to 25 SWF's $100 per SWF up to five (at $100 each) ($500
maximum fee)
Batched applications for up to 25 SWF's $50 per SWF 6 - 20 sites ($1,000 maximum fee)
Applications for new, replacement or modified utility
poles NOT subject to zoning review
Not to Exceed $750.00
Applications for new, replacement or modified utility
poles and collocation of wireless facilities subject to
zoning review
Not to Exceed $1,000.00
FALSE ALARM SERVICE CHARGES (PER CALENDAR YEAR)
ALARM SYSTEM LICENSE PERMIT
WIRELESS COMMUNICATIONS (CELL TOWER ON TOWN PROPERTY)
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Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
SPECIAL EVENT PERMITS
Special Event Permits - Food/Event Vendors
Application Fee - Local (Fountain Hills) Business $100.00 - non-refundable
Application Fee - Non-Local Business $350.00 - non-refundable
Special Event Permits - Business
Application Fee - Business (If submitted at least 60
days prior to the event date)
$100.00 - non-refundable
Application Fee - If submitted 59 days or less prior to
the event date
$300.00 - non-refundable
Permit Fee $50 per day (not to exceed $400)
Special Event Permits - Non-Profit
Application Fee - Charitable Organization (If submitted
at least 60 days prior to the event date)
$50.00 - non-refundable
Application Fee - If submitted 59 days or less prior to
the event date
$200.00 - non-refundable
Permit Fee $25 per day (not to exceed $200)
Special Event Permits - Extra Fees
Special Event Liquor Application Fee See alcohol license application fees - non-refundable
Utility Fees Actual cost of usage
Park/Open Space Fees, including Amphitheater, Avenue
of the Fountains Plaza, Great Lawn, Centennial Circle
and other lawns - Event with less than 5,000
attendance
$2,500/day
Park/Open Space Fees, including Amphitheater, Avenue
of the Fountains Plaza, Great Lawn, Centennial Circle
and other lawns - Event with more than 5,000
attendance
$3,500/day
Special Event Permits - Deposit Fees
Events with less than 1,000 attendance $500
Events with 1,000 - 1,999 attendance $1,000
Events with 2,000 - 5,000 attendance $2,500
Events with over 5,000 attendance $5,000
Special Event Permit Fees - Road Closure Admin
Fees
Events with less than 1,000 attendance $500
Events with 1,000 - 1,999 attendance $750
Events with 2,000 - 5,000 attendance $1,000
Events with over 5,000 attendance $1,500
Special Event Permit Fees - Vendor Compliance
Fine
First time penalty $250
Recurring penalty $750
Film permit application $50.00 non-refundable
The Height of Desert Living 421
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
ALCOHOL LICENSE APPLICATION
Person Transfer Fee $150.00 - non-refundable
Location Transfer Fee $150.00 - non-refundable
Probate/Will Assignment/Divorce Decree $150.00 - non-refundable
Extension of Premise $50.00 - non-refundable
Sampling Permit $50.00 - non-refundable
Acquisition of Control/Restructure/Agent Change $100.00 - non-refundable
Initial/Interim Application Fee
01 - In State Producer $500.00 - non-refundable
02 - Out of State Producer $500.00 - non-refundable
03 - Domestic Microbrewery $500.00 - non-refundable
04 - In State Wholesaler $500.00 - non-refundable
05 - Government $500.00 - non-refundable
06 - Bar, All Spirituous Liquors $500.00 - non-refundable
07 - Beer & Wine Bar $500.00 - non-refundable
08 - Conveyance $500.00 - non-refundable
09 - Liquor Store $500.00 - non-refundable
10 - Beer & Wine Store $500.00 - non-refundable
11 - Hotel/Motel $500.00 - non-refundable
12 - Restaurant $500.00 - non-refundable
13 - Domestic Farm Winery $500.00 - non-refundable
14 - Private Club
15 - Special Event $25.00 - non-refundable
16 - Wine Festival/Wine Fair $25.00 - non-refundable
ADULT ORIENTED BUSINESS LICENSE
Application Fee - Business $500.00 - non-refundable
Application Fee - Provider $100.00 - non-refundable
Application Fee - Manager $100.00 - non-refundable
Application Fee - Employee (per person)$50.00 - non-refundable
License Fee - annual - Business $200.00 - non-refundable
License Fee - annual - Provider $100.00 - non-refundable
License Fee - annual - Manager $100.00 - non-refundable
CABLE LICENSE
Initial License Application $2,500.00 - non-refundable
Transfer of ownership $2,000.00 - non-refundable
License modification, pursuant to 47 USC Sec 545 $2,500.00 - non-refundable
Other License modification up to $2000 - non-refundable
License fee - quarterly 5% of gross receipts
Late fee (after 30 days)5% plus interest of 1 1/2% per month
The Height of Desert Living 422
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
EXCAVATIONS/IN - LIEU FEES
Base fee (per excavation)$250.00 plus:
Trench cut fees:
Newly paved or overlayed 0 - 1 yrs $55.00 per lineal ft.
Newly paved or overlayed 1 - 2 yrs $45.00 per lineal ft.
Newly paved or overlayed 2 - 3 yrs $35.00 per lineal ft.
Newly paved or overlayed 3 - 4 yrs $25.00 per lineal ft.
Newly paved or overlayed 4 - 5 yrs $15.00 per lineal ft.
Newly paved or overlayed 5 - 6 yrs $10.00 per lineal ft.
Slurry or chip sealed 0 - 2 years $4.00 per lineal ft.
Pavement replacement greater than 300 ft in length $2.50 per sq. yd.
Utility Pit fees:
Newly paved or overlayed 0 - 1 yrs $5.00 per Sq. ft.
Newly paved or overlayed 1 - 2 yrs $4.50 per Sq. ft.
Newly paved or overlayed 2 - 3 yrs $3.50 per Sq. ft.
Newly paved or overlayed 3 - 4 yrs $2.50 per Sq. ft.
Newly paved or overlayed 4 - 5 yrs $1.50 per Sq. ft.
Newly paved or overlayed 5 - 6 yrs $1.00 per Sq. ft.
Slurry or chip sealed 0 - 2 years $5.00 per Sq. ft.
Adjustment (MH, valve, monument, etc)$500 ea.
Striping $.55 per linear ft.
Lane Markers $150.00 ea.
Stop Bars $2.50 per Sq. ft.
Crosswalks $.79 per Sq. ft.
RPMs $7.00 ea.
Seal-Coat $2.00 per Sq. yd.
ENCROACHMENT/ENGINEERING PERMITS
Base Permit Fee $70.00 - non-refundable
2"/6" Paving A.C.$.35 per sq. yd.
1" Paving - Overlay or Top Course $.15 per sq. yd.
1" ABC or Select Subbase $.05 per sq. yd.
Permanent Barricading $25.00 ea.
Guard Rail/Hand Rail $.20 per linear ft.
Survey Monuments $10.00 ea.
Concrete Aprons $15.00 ea.
Scuppers $15.00 ea.
Review for Adjustments MH, etc.$10.00 ea.
4" Paving - PC Concrete $.22 per sq. yd.
Decorative Sidewalk or Paving $.30 per linear ft.
Sidewalk & Bike path $.30 per linear ft.
Curb & Gutter $.20 per linear ft.
Valley Gutter $.50 per linear ft.
Sign (regulator, street etc.)$5.00 ea.
Pavement Cuts $2.00 per linear ft.
Driveway/Driveway Modifications $30.00 ea.
Utility, Water Line, Sewer Line Trench $.15 per linear ft.
Drywells (maxwell or similar)$100.00 ea.
Storm Drain Pipe $2.00 per linear ft.
Catch Basins, Headwells $50.00 ea.
The Height of Desert Living 423
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
ENCROACHMENT/ENGINEERING PERMITS (CONT.)
Cutoff Walls $.35 per linear ft.
Slope Protection $.30 per sq. yd.
Rip Rap $.90 Sq. ft.
Retaining Wall $1.53 per linear ft.
Cut/Fill (Materials Moved)$.40 per cubic yd.
Box Culverts 5% of attached estimate
Miscellaneous 5% of attached estimate
Landscaping 5% of attached estimate
Irrigation 5% of attached estimate
Lighting 5% of attached estimate
Grading 5% of attached estimate
Utility Splice/Repair Pits (outside pvmt)$2.00 Sq. ft. (minimum $50.00)
Other 5% of attached estimate
In Lieu Payments Calculated for cuts greater than 300 feet in length -
per MAG section 336
Traffic Control Plan Review $200
Engineering Plan Review Fee $350 per sheet
Failure to obtain an Encroachment Permit $200
Failure to obtain a Final Inspection $100
Reinspection Fee $150
Investigation Fee for Work Done Without
Permit
$250 or the permit fee, whichever is greater, but not
to exceed $2,500 for every day or a portion of a day
from the time unpermitted work began until a permit
is obtained.
Oversize/Overweight Vehicle Permit $210.00
Haul Route Permit (greater than or equal to 500 cubic
yards)
$210.00
Failure to barricade or improper barricading Up to $1,000
Permit Extension $50.00
Penalty for work w/o permit 50% of Permit Fee
Minimum Plan Review $70.00 per hour (1 - hour Minimum)
ENVIRONMENTAL FEE
Environmental fee:
per residential solid waste account $3.00 per month per parcel; billed $36.00 annually
per multifamily solid waste account (with a range for
number of units
to be determined
commercial solid waste accounts (license fee and/or
cost per commercial account)
to be determined
late fee for paying the environmental fee $5.00 per month up to a maximum of $35.
The Height of Desert Living 424
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
DEVELOPMENT SERVICES FEES
Easement or Right-of-Way Abandonment $350.00
Hillside Protection Reconfiguration and/or Replacement
of Hillside Protection Easement
$350.00
Revocation Administrative Fee $300.00
Engineering Plan Review Fee $350.00 per sheet
Final Plat Improvement:
Plan Checking $350.00 per sheet (includes 2nd and 3rd reviews)
Except water and sewer plans $175.00 per sheet (includes 2nd and 3rd reviews)
Water and sewer plans only $200.00 per sheet with corrections (4th+ reviews);
$75.00 per sheet for addendums (changes made after
approval).
Engineering Report/Calculations Review Fee (Drainage,
Environmental, Traffic, Structural, Water, Sewer, etc.)
$350.00 per report
New/Address Change $25.00
DEVELOPMENT FEES
Single Family Residential $1,601
Multi - Family Residential $1,601/dwelling
Commercial $0.243/Sq. ft.
Office $0.243/Sq. ft.
Hotel $0.243/Sq. ft.
Industrial $0.243/Sq. ft.
Fee Detail (From Above)
Park & Recreation
Residential (1)$1,301/dwelling
Fire and Emergency
Residential (1)$300/dwelling
Non - Residential (2)$0.243/Sq. ft.
(1) Residential includes single and multi - family dwelling units
(2) Non - residential includes commercial and industrial square footage
The Height of Desert Living 425
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
PLANNING & ZONING FEES
Administrative Use Permit/Grand Opening Sign Permit $25.00
Appeal of a Decision by the Zoning Administrator $1,000.00 plus notification *^
Area Specific Plans and amendments $3,000.00 plus $ 100.00 per acre ^
Comprehensive Sign Plans and amendments $200.00
Commercial/Industrial/Multi-Family Site Plan Review $500.00 plus $200.00 for every 5,000 square feet or
portion thereof ^
Condominium Plats $1,500.00 plus $50.00 per unit ^
Continuance at Applicant Request $250.00
Cut & Fill Waiver $300
Development Agreements $5,000.00 plus $100 per acre or portion thereof
Development Agreements - Amendment $5,000
Final Plats $1,500.00 plus $ 50.00 per lot, unit or tract ^
General Plan Amendments Minor $ 3,000.00 plus $ 100.00 per acre ^
Major $ 5,000.00 plus $ 100.00 per acre ^
Hillside Protection Easement (HPE)$20.00 + applicable recording fees
Land Disturbance Fee $10.00 per Sq. ft. plus revegetation
Landscape Plan Review $420.00 plus $ 2,500.00 refundable deposit **
Public notice in Newspaper actual newspaper posting cost plus $10 processing
Notification fee $5.00 per mailing label plus actual newspaper posting
cost plus $10 processing.
Ordinances (Text Amendments)$2,000.00 plus notification *
Planned Area Developments (PAD)$2,000.00 plus $100 per acre or portion thereof plus
notification *
Planned Area Developments (PAD) - Amendment $2,000
Planned Unit Developments (PUD)$2,000.00 plus $100 per acre or portion thereof plus
notification *
Planned Unit Developments (PUD) - Amendment $2,000
Plat Abandonments $500.00 ^
Preliminary Plats $2,000.00 plus $50.00 per lot, unit or tract^
Recording Fees (subject to change without notice)$10 plus actual cost
Replats (lot joins, lot divisions, lot line adjustments)$500.00 up to three lots, more than 3 lots use Final
Plat fees ^
Rezones (Map)$2,000.00 plus $100 per acre or portion thereof plus
notification *^
Saguaro Cactus Permit $90.00
Special Use Permits and amendments $500.00 plus notification *^ - non-refundable
Temporary Use Permits $200.00 plus notification * - non-refundable
Temporary Visitor Permit (RV Parking):$25.00
Time Extension Fee $100.00
Tract Housing $500.00 per Standard Plan + $100 per
House Façade VariantVariances$1,000.00 plus $300.00 for each additional variance
plus notification *^Zoning Verification Letter $200.00
*$5.00 per mailing label plus actual newspaper posting cost plus $10 processing.
**Deposit required for Certificate of Occupancy (C of O) if landscaping is not installed; refundable upon
landscaping approval by Town within six (6) months.
^All fees include up to 3 reviews by staff. Any additional reviews will be subject to an additional fee equal to
25% of the original fee. The "recording fee" is per Maricopa County's Fee Schedule and is, therefore, subject to
change.
The Height of Desert Living 426
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
Livable Area with A/C $.75 Sq. ft.
Covered Area: Garage and/or Patio (non A/C)$.45 Sq. ft.
Single Family Addition $.75 Sq. ft.
Area non A/C $.45 Sq. ft.
Single Family Remodel $.23 Sq. ft.
Area non A/C $.14 Sq. ft.
Solar Photovoltaic $140.00
Fence Walls $70 plus $.15 LF (Linear Footage)
Retaining Walls $70 plus $1.53 LF (Linear Footage)
Pools & Spas Attached $290 plus $.90 Sq. ft.
Stand Alone Spas $235.00
Landscape Plan Review $420.00 plus $ 2,500.00 refundable deposit **
One Discipline Permit $70.00 (building, plumbing, electrical or mechanical)
Combination Permit $210.00
Miscellaneous Plan Review
Minimum Plan Review $70.00 per hour (1 - hour Minimum)
Revisions to Approved Plans $70.00 per hour (1 - hour Minimum)
Plumbing - Water heater replacement/solar
(minor)
$70.00
Mechanical - HVAC replacement (minor)$70.00
Electrical - panel repair (minor)$70.00
Demolition (minor)$120.00
Plan Review Add On (After 3rd Review)50% of Bldg Permit/Plan Review Fee
Reinspection Fee $150.00 per Trip
Plan copies 24x36 $3.00 per page - B&W
$5.00 per page - Color
Permit Extensions - Residential new construction
only (If Town has all records and within current Code
$400.00
Permit Extensions - Residential remodel only (If
Town has all records and within current Code cycle)
$100.00
Refund for cancelled Single Family Home permit 35% of building permit fee paid - request must be
made within 180 days of original payment
Penalty for failure to obtain a building permit 50% of Bldg Permit/Plan Review Fee
BUILDING PERMIT/PLAN CHECK – SINGLE FAMILY RESIDENTIAL
Single Family Homes (Includes Permit and Plan Review)
Specialized Permits (Includes Permit and Plan Review)
Miscellaneous Permits (Plan Review Fee Extra)
Over the Counter Permits (No Plan Review Fee Required)
The Height of Desert Living 427
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
Area with A/C $.75 Sq. ft.
Covered Area (non A/C)$.45 Sq. ft.
Commercial Building Addition
Area with A/C $.75 Sq. ft.
Covered Area (non - A/C)$.45 Sq. ft.
Commercial Remodel (Existing)
Area with A/C $145 plus $.23 Sq. ft.
Covered Area (non - A/C)$145 plus $.14 Sq. ft.
Shell Only for Commercial & Multi - Family
Area with A/C $205 plus $.50 Sq. ft.
Covered Area (non – A/C)$70 plus $.45 Sq. ft.
Commercial Tenant Improvement
Area with A/C $145 plus $.23 Sq. ft.
Covered Area (non - A/C)$145 plus $.14 Sq. ft.
Apartments/Condominiums
Livable Area with A/C $.75 Sq. ft.
Covered Area (non - A/C)$.45 Sq. ft.
Livable Area with A/C $.60 Sq. ft.
Covered Area (non - A/C)$.37 Sq. ft.
Livable Area with A/C $.53 Sq. ft.
Covered Area (non - A/C)$.33 Sq. ft.
Solar Photovoltaic $140.00
Fence Walls $70 plus $.15 Lf (Linear Footage)
Retaining Walls $70 plus $1.53 LF (Linear Footage)
Pools & Spas Attached $290 plus $.90 Sq. ft.
Stand Alone Spas $235.00
Landscape Plan Review $420.00 plus $ 2,500.00 refundable deposit **
Specialized Permits (Includes Permit and Plan Review)
BUILDING PERMIT/PLAN CHECK - COMMERCIAL
Commercial Building Permit (Includes Permit and Plan Review)
Apartments/Condominiums with 4 or more units & recurring floor plans (0 -100,000 livable sq. ft.)
Apartments/Condominiums with 4 or more units & recurring floor plans (Over 100,000 livable sq. ft.)
**Deposit required for Certificate of Occupancy (C of O) if landscaping is not installed; refundable upon
landscaping approval by Town within six (6) months.
The Height of Desert Living 428
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
Minimum Permit (one discipline)$70.00 (or $210.00 for building, plumbing, electrical
and mechanical)
Minimum Combination (all disciplines)$210.00
Sign Permit, less than 32 Sq. ft. (Face
Replacement Only)
$50.00 per sign
Sign Permit, greater than 32 Sq. ft. (Face
Replacement Only)
$100.00 per sign
Sign Permit, less than 32 Sq. ft. (New)$190.00 per sign
Sign Permit, greater than 32 Sq. ft. (New)$240.00 per sign
Miscellaneous Plan Review
Minimum Plan Review $70.00 per hour (1 - hour Minimum)
Revisions to Approved Plans $70.00 per hour (1 - hour Minimum)
Plumbing - Water heater replacement/solar
(minor)
$70.00
Mechanical - HVAC replacement (minor)$70.00
Electrical - panel repair (minor)$70.00
Demolition (minor)$120.00
Plan Review Add On (After 3rd
Review)
50% of Bldg Permit/Plan Review Fee
Reinspection Fee $150.00 per trip
Permit Extensions - Commercial new construction
only (If Town has all
records and within current Code cycle)
$400.00
Permit Extensions - Commercial remodel only (If
Town has all records and
within current Code cycle)
$100.00
Penalty for failure to obtain a building permit 50% of Bldg Permit/Plan Review Fee
Refund for cancelled Commercial
Building permit (must be done in writing)
35% of building permit fee paid - request must be
made within 180 days of original payment
Appeal of Decision by Building Official/Fire
Marshall
$1,000 plus notification *^
BUILDING PERMIT/PLAN CHECK – COMMERCIAL (CONT.)
Miscellaneous Permits (Plan Review Fee is Separate)
Over the Counter Permits (No Plan Review Fee Required)
*$5.00 per mailing label plus actual newspaper posting cost plus $10 processing.
^All fees include up to 3 reviews by staff. Any additional reviews will be subject to an additional fee equal to
25% of the original fee. The "recording fee" is per Maricopa County's Fee Schedule and is, therefore, subject to
change.
The Height of Desert Living 429
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
FIRE SAFETY FEES
Residential Automatic Sprinkler System
Plan Review/Inspection
0.05 Sq. ft. (minimum $25)
Commercial Automatic Sprinkler System
Plan Review/Inspection
$.10 Sq. ft. (minimum $50)
Commercial Auto Sprinkler System
Modification Plan Review/Inspection
$75.00
Commercial Hood System Plan
Review/Inspection
$100.00
Commercial Fire Alarm System Plan
Review/Inspection
$100.00
Commercial Fire Alarm System
Modification Plan Review/Inspection
$50.00
Residential LPG Installation
Review/Inspection
$50.00
Annual Adult Residential Group Care
Inspection
$100.00 per year
Annual Commercial Fire Inspection Fee $0.00
Tent Permit Fee (any tent over 200 Sq. ft.
& any canopy over 400 Sq. ft.)
$100.00
Reinspection Fee (beyond one re-check)$150.00 per trip
ABATEMENT FEES
Inspection fee $70.00 per hour (1 - hour minimum)
Reinspection fee $150.00 per trip
PARK FACILITY RENTALS
Park Rental Fees - Resident/Organization (1)Per Hour
Small Ramada - 2 hour minimum $10.00
Medium Ramada - 2 hour minimum $15.00
Large Ramada - 2 hour minimum $20.00
Meeting Rooms 2 hour minimum $10.00
Multi-Purpose Fields - 2 hour minimum $15.00
Tennis Courts - 90 minute reservation $5.00 without lighting
Tennis Courts - 90 minute reservation $7.00 with lighting
Open Park space, including Amphitheater, Avenue of
the Fountains Plaza, Great Lawn, Centennial Circle and
other lawns
$400/half day (4 hours or less)
$750/full day (over 4 hours)
(1) 10% wedding discount when combined with Community Center Rental
The Height of Desert Living 430
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
PARK FACILITY RENTALS (CONT.)
Park Rental Fee Extras
Power Distribution Box Rental Fee & Deposit $15.00/box per day; $100.00 deposit per box and
power cable
Athletic Field Lights (2 hour minimum)$10.00 per hour
Athletic Field – Prep & Bases $25.00 per field
Alcohol Permit with Park Reservation $10.00 for 50 Consuming Adults - non-refundable
Fountain Operation $265.00 Per Half - Hour
Staff (2 hour minimum)$21 - $38 Per Hour
Park Rental Fees - Non-Resident/ Commercial (1)Per Hour
Small Ramada - 2 hour minimum $15.00
Medium Ramada - 2 hour minimum $22.50
Large Ramada - 2 hour minimum $30.00
Meeting Rooms - 2 hour minimum $15.00
Multi-Purpose Fields - 2 hour minimum $22.50
Tennis Courts - 90 minute reservation $10.00 without lights
Tennis Courts - 90 minute reservation $14.00 with lights
Open Park space, including Amphitheater, Avenue of
the Fountains Plaza, Great Lawn, Centennial Circle and
other lawns
$750/half day (4 hours or less)
$1,400/full day (over 4 hours)
(1) 10% wedding discount when combined with Community Center Rental
Park Rental Fee Extras
Power Distribution Box Rental Fee & Deposit $15.00/box per day; $100.00 deposit per box and
power cable
Athletic Field Lights - 2 hour minimum $10.00 per hour
Athletic Field – Prep & Bases $25.00 per field
Alcohol Permit with Park Reservation $10.00 for 50 Consuming Adults - non-refundable
Fountain Operation $265.00 Per Half - Hour
Staff - 2 hour minimum $21.00 - $38.00 Per Hour
Recreation Fees
Program Cancellation Fee $10.00
The Height of Desert Living 431
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
COMMUNITY CENTER RENTALS
Community Center Rental - Resident/ Organization
(Tier 2) (2)
Per Hour
Any Meeting Room - 2 hour minimum $17.00
One Ballroom (30 - 90 people)
Minimum 4 hours $36.00
Two Ballrooms *(91 - 160 people)
Minimum 4 hours $72.00
Three Ballrooms*( 161 - 250 people)
Minimum 4 hours $108.00
Grand Ballroom *( 251 - 450 people)
Minimum 4 hours $144.00
Lobby (2)Per Hour
4 hour minimum $34.00
Grand Ballroom & Lobby (2)
All Day Rate (Monday - Thursday 7:00 am to Midnight)$1,760.00
All Day Rate (Friday - Saturday 7:00 am to
Midnight)
$2,200.00
Weekend Rates: Friday & Saturday (2)
(no rentals on Sunday)
Weekend Rates: Friday-Sunday
Ballroom 3 (includes patio access and views)*Per Hour
4 hour minimum $41.00
4 hour minimum $41.00
4 hour minimum with contract 50% of Resident/Non-Profit rate
(2) 10% wedding discount when combined with a Park Rental
Ballroom 4 (includes patio access and views)
Tier 2 Groups meeting 6 or More Times per Year:
*Ballroom 3 not available as a standalone rental
The Height of Desert Living 432
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
Community Center Rental - Non-Resident/
Commercial (Tier 3) (2)
Per Hour
Any Meeting Room $39.00
One Ballroom (30-90 people)
4 hour minimum $83.00
Two Ballrooms *(91 - 160 people)
4 hour minimum $166.00
Three Ballrooms*( 161 - 250 people)
4 hour minimum $249.00
Grand Ballroom *( 251 - 450 people)
4 hour minimum $332.00
Lobby (2)
4 hour minimum $69.00
Grand Ballroom & Lobby (2)
All Day Rate (Monday - Thursday 7:00 am to Midnight)$4,400.00
All Day Rate (Friday - Saturday 7:00 am to
Midnight)
$5,500.00
Weekend Rates: Friday & Saturday (2)
(no rentals on Sunday)
Weekend Rates: Friday-Sunday
Ballroom 3 (includes patio access and views)*Per Hour
4 hour minimum $124.00
4 hour minimum $124.00
4 hour minimum with contract 50% of Non-Resident/Commercial Rate
(2) 10% wedding discount when combined with a Park Rental
Tier 3 Groups meeting 6 or More Times per Year:
COMMUNITY CENTER RENTALS (CONT.)
Ballroom 4 (includes patio access and views)
*Ballroom 3 not available as a standalone rental
The Height of Desert Living 433
Comprehensive Fee Schedule
Effective July 1, 2098
Description Proposed Fee FY19-20
Video Projector - Note Vission 3,000
Lumens
$40.00
Overhead Projector $15.00
Slide Projector $15.00
27" TV $15.00
Flat Screen TV $25.00
TV/VCR (or DVD)$0.00
VCR or DVD Player $10.00
Small Screen $5.00
Large Screen (8' x 10')$10.00
Large Screen Border $15.00
Ping Pong Table $15.00 per rental
Internet Access
Hard Wire $125 per day
Sound Reinforcement
Wireless Microphones $5.00
Speaker Table (Includes Mixing Board)$15.00 each
Conference Phone $10.00
Portable Sound System (Includes Mixing Board and/or
Portable Speaker)
$25.00
CD Player $10.00
Electricity (per booth)
110 V $15.00
220 V $40.00
Other
Easel $5.00
Papers & Markers $10.00
Portable White Board $5.00
Walker Display Board $5.00
Items for Sale
25' Extension Cord $15.00 each
Power Strip $15.00 each
Masking Tape $5.00 per roll
Miscellaneous
Dance Floor - per 3' x 3' parquet square $3.00
Staging 6' x 8" section $5.00
Piano - Tuning Extra
Upright $25.00
Grand $50.00
Coffee Service $5.00 per 8 cup pack
COMMUNITY CENTER RENTALS (CONT.)
Community Center Extra Service Fees - Resident/Non-Profit
The Height of Desert Living 434
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
Video Projector - Note Vission 3,000 Lumens $75.00
Overhead Projector $30.00
Slide Projector $30.00
27" TV $30.00
Large Flat Panel Monitor $50.00
Flat Screen TV $50.00
VCR or DVD Player $20.00
Small Screen $10.00
Large Screen (8' x 10')$20.00
Large Screen Border $30.00
Ping Pong Table $30.00 per rental
Internet Access
Hard Wire $125.00 per day
Sound Reinforcement
Wireless Microphones $15.00
Speaker Table (Includes Mixing Board)$15.00 each
Conference Phone $20.00
Portable Sound System (Includes Mixing $50.00
CD Player $20.00
Electricity ( per booth)
110 V $25.00
220 V $75.00
Other
Easel $10.00
Papers & Markers $20.00
Portable White Board $10.00
Walker Display Board $10.00
Items for Sale
25' Extension Cord $15.00 each
Power Strip $15.00 each
Masking Tape $5.00 each
Miscellaneous
Dance Floor - Per 3' x 3' parquet square $5.00
Staging 6' x 8" section $10.00
Piano - Tuning Extra
Upright $50.00
Grand $100.00
Coffee Service $5.00 per (10) 8oz cup pack
Portable Bar $50.00
Labor Charges $25/hr
$40/hr OT
COMMUNITY CENTER RENTALS (CONT.)
Community Center Extra Service Fees - Non - Resident/Commercial
NOTE: All Rentals Are Subject To Applicable Arizona Sales Taxes
The Height of Desert Living 435
Comprehensive Fee Schedule
Effective July 1, 2019
Description Proposed Fee FY19-20
Resident $20.00
Non - Resident $30.00
COURT FEES
Non-Sufficient Funds (checks returned to Court)$30.00 per check
Public Defender Actual costs for appointed attorney
Jail Reimbursement Actual costs billed by County for jail time served
Jury Costs (assessed if jury trial canceled within five
days of trial)
Actual administrative costs
Civil Traffic Default $50.00 per defaulted charge
Warrant $50.00 per warrant issued
Diversion Program Rescheduling $25.00
Court Clerk $17.00
Court User $30.00 per charge, plus surcharges
Public Records Search $2.00 per name
Copies $0.50 per page
Certified Copies $17.00
Copies of CDs $17.00
SENIOR SERVICES ANNUAL MEMBERSHIP FEES (CALENDAR YEAR)
NOTE: Court fees are subject to change throughout the fiscal year in accordance with
State Law and Arizona Supreme Court Rules.
The Height of Desert Living 436
Comprehensive Fee Schedule
Effective July 1, 2019
The Height of Desert Living 437
Schedule of
Authorized Positions
Schedule of Authorized Positions
The Height of Desert Living 438
Schedule of Authorized Positions
Schedule of Authorized Positions
FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
Authorized Authorized Authorized Authorized Proposed
Position Title FTE FTE FTE FTE FTE
Municipal Court
Presiding Judge 0.63 0.63 0.63 0.63 0.63
Court Administrator 1.00 1.00 1.00 1.00 1.00
Senior Court Clerk 1.00 1.00 1.00 2.00 2.00
Court Clerk 1.00 1.00 1.00 - -
Authorized FTE 3.63 3.63 3.63 3.63 3.63
Administration
Town Manager 1.00 1.00 1.00 1.00 1.00
Deputy Town Manager/Administrative Services Dir.- - - - 1.00
Administrative Services Director 1.00 1.00 1.00 1.00 -
Executive Asst to Town Mgr/Council 1.00 1.00 1.00 1.00 1.00
Town Clerk 1.00 1.00 1.00 1.00 1.00
Volunteer Coordinator 1.00 1.00 1.00 1.00 1.00
Economic Development Analyst - - 1.00 1.00 1.00
Economic Development Specialist 1.00 - - - -
Economic Development Director - 1.00 1.00 1.00 1.00
Communications and Marketing Coordinator - - 0.20 0.20 0.20
Information Technology Administrator 1.00 - - - -
Network & Information Technology Administrator - 1.00 1.00 1.00 1.00
Information Technology Support Specialist - - - 0.50 0.50
Finance Director 1.00 1.00 1.00 1.00 1.00
Accountant 1.00 1.00 1.00 1.00 1.00
Financial Services Technician 1.00 1.00 1.00 2.00 2.00
Procurement Officer - 1.00
Accounting Clerk 0.63 1.25 1.25 - 0.50
Customer Service Representative II 1.00 1.00 1.00 1.00 1.00
Authorized FTE 11.63 12.25 13.45 13.70 15.20
Public Works
Public Works Director - 1.00 1.00 1.00 1.00
Civil Engineering Inspector 1.00 1.00 1.00 1.00 1.00
Executive Assistant - 0.50 0.50 0.50 0.50
Town Engineer - - - 1.00 1.00
Assistant Town Engineer - - - - 0.63
Facilities/Environmental Supervisor 1.00 1.00 1.00 1.00 1.00
Facilities Maintenance Tech 1.00 1.00 1.00 1.00 1.00
Custodian 1.30 1.30 1.30 1.30 1.30
Streets Superintendent 1.00 1.00 1.00 1.00 1.00
Fleet Mechanic/Open Space-Landscape Spec 1.00 1.00 1.00 1.00 1.00
Traffic Signal Technician II 1.00 1.00 1.00 - -
Street Maintenance Technician 1.00 1.00 1.00 2.00 3.00
Authorized FTE 8.30 9.80 9.80 10.80 12.43
The Height of Desert Living 439
Compared to the high of 115 FTEs in FY01-02, the current level of 61 FTEs repre-
sents a total decrease of almost 50% over a nineteen year period. The reduction in
authorized FTEs is a result of the economic downturn and the need to reduce Town
expenditures, resulting in the consolidation of positions as well as actual staff
layoffs.
Schedule of Authorized Positions
Schedule of Authorized Positions
(continued)
FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
Authorized Authorized Authorized Authorized Proposed
Position – Title FTE FTE FTE FTE FTE
Development Services
Development Services Director 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 0.50 0.50 0.50 0.50
Town Engineer 1.00 1.00 1.00 - -
Senior Planner 1.00 1.00 1.00 1.00 1.00
GIS Technician/CAD Operator 1.00 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer - - 1.00 1.00 1.00
Code Enforcement Officer 1.00 1.00 - - 1.00
Chief Building Official/Plans Examiner 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector - 1.00
Civil Plans Examiner - - 0.50 0.50 -
Building Permit Technician 1.00 1.00 1.50 1.50 1.50
Authorized FTE 8.00 7.50 8.50 7.50 9.00
Community Services
Community Services Director 1.00 1.00 1.00 1.00 1.00
Recreation Manager - - 1.00 1.00 1.00
Recreation Supervisor 1.00 1.00 - - -
Recreation Program Coordinator 2.00 2.00 2.00 2.00 2.00
Tourism Coordinator 1.00 1.00 - - -
Communications and Marketing Coordinator - 0.80 0.80 0.80
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Parks Supervisor 1.00 1.00 1.00 - -
Parks Superintendent - - - 1.00 1.00
Park Operations Lead 1.00 3.00 3.00 3.00 4.00
Lead Park Attendant 0.49 0.49 0.49 0.49 0.49
Park Attendant 1.96 1.96 1.96 1.96 1.96
Groundskeeper 3.00 1.00 - - -
Groundskeeper II - - 1.00 1.00 -
Customer Service Representative II - - - 0.88 0.88
Customer Service Representative I 0.88 0.88 0.88 - -
Community Center Manager - - 1.00 1.00 1.00
Events & Operations Supervisor - CC 1.00 1.00 - - -
Operations Coordinator - Community Center 1.00 1.00 1.00 1.00 1.00
Operations Support Worker 1.65 1.65 1.65 0.37 0.37
Lead Operations Support Worker - - - 1.28 1.28
Senior Services Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Services Activities Coordinator 0.58 0.58 0.58 0.58 1.78
Home Delivered Meals Coordinator 0.75 0.75 0.75 0.75 -
Senior Services Activities Assistant 0.45 0.45 0.45 0.45 -
Authorized FTE 20.76 20.76 20.56 20.56 20.56
Total Authorized FTE 52.32 53.94 55.94 56.19 60.82
The Height of Desert Living 440
Schedule of Authorized Positions
The Height of Desert Living 441
Pay Plan
Pay Plan
The Height of Desert Living 442
Pay Plan
FY19-20 PAY PLAN—effective July 1, 2019
Position Title Minimum Maximum
Deputy Town Manager/Administrative Services Director 107,100$ 153,153$
Public Works Director 102,000 145,860
Finance Director 102,000 145,860
Development Services Director 102,000 145,860
Town Clerk 96,900 138,567
Economic Development Director 96,900 138,567
Community Services Director 96,900 138,567
Town Engineer 95,514 136,585
Assistant Town Engineer 81,192 116,105
Court Administrator 79,763 114,061
Chief Building Official/Plans Examiner 70,560 100,901
Recreation Manager 69,702 99,674
Parks Superintendent 69,702 99,674
Community Center Manager 69,702 99,674
Streets Superintendent 69,080 98,784
Senior Planner 68,796 98,378
Network and Information Technology Administrator 64,737 92,574
Procurement Officer 61,140 87,430
Facilities/Environmental Supervisor 60,181 86,059
Events and Operations Supervisor 58,518 83,681
Senior Services Supervisor 58,286 83,349
Executive Assistant to Town Manager/Council 57,876 82,763
Civil Plans Examiner 57,729 82,552
Economic Development Analyst 57,729 82,552
Volunteer Coordinator 53,423 76,395
Senior Code Enforcement Officer 53,423 76,395
Recreation Program Coordinator 53,423 76,395
Operations Coordinator - Community Center 53,423 76,395
Accountant 53,423 76,395
Communications and Marketing Coordinator 53,423 76,395
Exempt Positions
The Height of Desert Living 443
Pay Plan
FY19-20 PAY PLAN—effective July 1, 2019
Position Title Minimum Maximum
Senior Building Inspector $ 28.58 $ 40.87
Information Technology Support Specialist 27.94 39.95
GIS Technician/CAD Operator 27.27 39.00
Civil Engineer Inspector 23.68 33.86
Executive Assistant 22.23 31.79
Code Enforcement Officer 22.23 31.79
Fleet Mechanic/Open Space-Landscape Specialist 21.68 31.00
Park Operations Lead 21.68 31.00
Facilities Maintenance Technician 20.06 28.69
Building Permit Technician 19.54 27.94
Senior Court Clerk 19.02 27.20
Street Maintenance Technician 19.02 27.20
Court Clerk 18.18 26.00
Financial Services Technician 18.18 26.00
Groundskeeper II 18.18 26.00
Accounting Clerk 17.61 25.18
Customer Service Representative II 17.61 25.18
Senior Services Activities Coordinator 17.22 24.62
Lead Park Attendant 17.22 24.62
Lead Operations Support Worker 17.22 24.62
Customer Service Representative I 15.68 22.42
Operations Support Worker 15.33 21.92
Custodian 14.17 20.26
Park Attendant 14.17 20.26
Non-Exempt Positions
The Height of Desert Living 444
Pay Plan
FY19-20 PAY PLAN—effective January 1, 2020
Position Title Minimum Maximum
Deputy Town Manager/Administrative Services Director 108,707$ 155,451$
Public Works Director 103,530 148,048
Finance Director 103,530 148,048
Development Services Director 103,530 148,048
Town Clerk 98,354 140,646
Economic Development Director 98,354 140,646
Community Services Director 98,354 140,646
Town Engineer 96,947 138,634
Assistant Town Engineer 82,410 117,846
Court Administrator 80,959 115,771
Chief Building Official/Plans Examiner 71,618 102,414
Recreation Manager 70,748 101,170
Parks Superintendent 70,748 101,170
Community Center Manager 70,748 101,170
Streets Superintendent 70,116 100,266
Senior Planner 69,828 99,854
Network and Information Technology Administrator 65,708 93,962
Procurement Officer 62,057 88,742
Facilities/Environmental Supervisor 61,084 87,350
Events and Operations Supervisor 59,396 84,936
Senior Services Supervisor 59,160 84,599
Executive Assistant to Town Manager/Council 58,744 84,004
Civil Plans Examiner 58,595 83,791
Economic Development Analyst 58,595 83,791
Volunteer Coordinator 54,224 77,540
Senior Code Enforcement Officer 54,224 77,540
Recreation Program Coordinator 54,224 77,540
Operations Coordinator - Community Center 54,224 77,540
Accountant 54,224 77,540
Communications and Marketing Coordinator 54,224 77,540
Exempt Positions
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Pay Plan
FY19-20 PAY PLAN—effective January 1, 2020
Position Title Minimum Maximum
Senior Building Inspector $ 29.01 $ 41.48
Information Technology Support Specialist 28.36 40.55
GIS Technician/CAD Operator 27.68 39.58
Civil Engineer Inspector 24.04 34.38
Executive Assistant 22.56 32.26
Code Enforcement Officer 22.56 32.26
Fleet Mechanic/Open Space-Landscape Specialist 22.01 31.47
Park Operations Lead 22.01 31.47
Facilities Maintenance Technician 20.36 29.11
Building Permit Technician 19.83 28.36
Senior Court Clerk 19.31 27.61
Street Maintenance Technician 19.31 27.61
Court Clerk 18.45 26.38
Financial Services Technician 18.45 26.38
Groundskeeper II 18.45 26.38
Accounting Clerk 17.87 25.55
Customer Service Representative II 17.87 25.55
Senior Services Activities Coordinator 17.48 25.00
Lead Park Attendant 17.48 25.00
Lead Operations Support Worker 17.48 25.00
Customer Service Representative I 15.92 22.77
Operations Support Worker 15.56 22.25
Custodian 14.38 20.56
Park Attendant 14.38 20.56
Non-Exempt Positions
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Pay Plan
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Resolution 2019-24
Resolution 2019-24
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Resolution 2019-24
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Resolution 2019-24
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Resolution 2019-24
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Glossary
Glossary
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Account
A separate financial reporting unit for budgeting, management or accounting pur-
poses. All budgetary transactions, whether revenue or expenditure, are recorded
in accounts. Several related accounts may be grouped together in a fund. A list of
accounts is called a chart of accounts.
Accounting Standards
The generally accepted accounting principles (GAAP) promulgated by the Govern-
mental Accounting Standards Board (GASB) that guide the recording and reporting
of financial information by state and local governments.
Accrual Basis of Accounting
The basis of accounting under which transactions are recognized at the time they
are incurred, as opposed to when cash is received or sent. Expenses are recorded
at the time liabilities are incurred and revenues are recorded when earned. Un-
billed services are recorded as receivables at year end.
Actual vs. Budgeted
Difference between the amounts projected (budgeted) in revenues or expenditures
at the beginning of the fiscal year and the actual receipts or expenses, which are
incurred by the end of the fiscal year.
Adopted Budget
Used and and the
budget document. Represents by
the Town the
Adoption
Formal action by the Town Council, which sets the spending limits for the fiscal
year.
Ad Valorem Taxes
Commonly referred to as property taxes. The charges levied on all real, and cer-
tain personal property, according to the property’s assessed value and the tax
rate. Used as a source of monies to pay general obligation debt and to support the
General Fund.
Allocation
A part a by
and/or
Appropriation
Specific amount of monies authorized by the Town Council for the purpose of in-
curring obligations and acquiring goods and services. An appropriation is limited in
amount and time when it may be used unless it is for capital projects such as con-
structing roads and buildings.
Arbitrage
The ability to use tax exempt proceeds and, by investing those funds in higher
yielding taxable securities, generate a profit to the issuer.
Glossary
A-AR
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Assessed Valuation
A that and property a
property are by
and the a
Asset
Resources and property of the Town that can be used or applied to cover liabilities.
Alternatively, any owned physical object (tangible) or right (intangible) having a
monetary value or an item or source of wealth expressed in terms of any cost ben-
efitting a future period.
Attrition
A method of achieving a reduction in personnel by not refilling the positions vacat-
ed through resignation, reassignment, transfer, or retirement.
Audit Report
The report prepared by an auditor covering the audit or investigation of an entity’s
financial position for a given period of time, usually a year. As a general rule, the
report should include: 1) a statement of the scope of the audit; 2) explanatory
comments concerning exceptions from generally accepted auditing standards; 3)
opinions; 4) explanatory comments concerning verification procedures; 5) financial
statements and schedules; and 6) statistical tables, supplementary comments and
recommendations. The auditors signature follows 3). The Town is required to have
an annual audit conducted by qualified certified public accountants.
Authorized Positions
Employee positions which are authorized in the adopted budget.
Available (Unassigned) Fund Balance
Funds remaining from the prior year which are available for appropriation and ex-
penditure in the current year.
Balanced Budget
Arizona law (Title 42-Arizona Revised Statutes) requires the Town Council to annu-
ally adopt a balanced budget by purpose of public expense. State law defines this
balanced budget as “the primary property tax levy, when added together with all
other available resources, must equal these expenditures.” The total of proposed
expenditures will not exceed the total of estimated revenues and fund balances.
Base Budget
The ongoing expense for personnel, contractual services, commodities, and the
replacement of equipment to maintain service levels previously established by the
Town Council.
Basis of Accounting
D by t t Board Fund type
the of t r v r v t t r when
tr t or event r the r t t t t
Beginning Balance
The brought the year
Glossary
AS-BE
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Bond
A written promise to pay a specified sum of money (called the face value or princi-
pal amount) at a specified date or dates in the future (called the maturity dates),
and carrying interest at a specified rate, usually paid periodically. The difference
between a bond and a note is that a bond is issued for a longer period and re-
quires greater legal formality.
Bonds are primarily used to finance capital projects. The most common types of
bonds are:
General Obligation (GO) Bond: This type of bond is secured by the full faith,
credit, and taxing power of the municipality.
Revenue Bond: This type of bond is secured by the revenues from a specific
source such as gas taxes or water revenues.
Bond Rating
The measure of the quality and safety of a bond. The rating indicates the likelihood
that a debt issuer will be able to meet scheduled repayments and dictates the in-
terest rate paid.
Bond Refinancing
The payoff and re-issuance of bonds to obtain better interest rates and/or bond
conditions.
Budget
A an
a and them.
and the Town
and .
Budget Amendment
A change of budget appropriation between expenditure accounts that is different
from the original adopted budget. Budget amendments do not change the legal
spending limit adopted by the Town Council.
Budget Calendar
The schedule of key dates which a government follows in the preparation and
adoption of the budget.
Budget Document
The by to
to the
Budget Message
the
and the a the
the the year,
the the
Budgetary Basis of Accounting
The basis of accounting used to estimate financing sources and uses in the budget.
The method used to determine when revenues and expenditures are recognized
for budgetary purposes. This basis generally takes one of three forms: GAAP,
cash, or modified accrual.
Glossary
BO-BU
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Budgetary Control
The control or management of a government in accordance with the approved
budget for the purpose of keeping expenditures within the limitations of available
appropriations and resources.
Capital Assets
Assets of significant value and having a useful life of several years. Capital assets
are also called fixed assets.
Capital Budget
A spending plan for improvements to, or acquisition of, land, facilities and infra-
structure that balances revenues and expenditures, specifies the sources of reve-
nues, and lists each project or acquisition. Normally a capital budget must be ap-
proved by the legislative body. The capital budget and accompanying appropria-
tion ordinance may be included in a consolidated budget document that has a sec-
tion devoted to capital expenditures and another to operating expenditures. Alter-
natively, two separate documents may be prepared – one for the capital budget
and one for the operating budget.
Capital Expenditure
A capital expenditure is made when purchasing a fixed asset having a value of
$10,000 or more and a useful life of more than one year.
Capital Improvement Program
The a
to
and and a
The a current and year
and the
The the must be the
Capital Improvement Project
Expenditures for the construction, purchase or renovation of Town facilities or
property that have a value greater than $50,000.
Capital Outlay
Expenditures resulting in the acquisition of or addition to the Town’s fixed assets
with a value of $10,000 or more and a useful economic lifetime of more than one
year.
Capital Project Carryover
An approved Capital Project that was not completed in the fiscal year and, there-
fore, was budgeted again in the current fiscal year in order to finish the project.
Capital Projects Funds
Capital project funds are used to account for and report financial resources that
are restricted, committed, or assigned to expenditure for capital outlays, including
the acquisition or construction of capital facilities and other capital assets. Capital
projects funds exclude those types of capital related outflows financed by proprie-
tary funds or for assets that will be held in trust for individuals, private organiza-
tions, or other governments.
Glossary
BU-CA
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Cash Basis of Accounting
The basis of accounting in which transactions are recognized only when cash
amounts are increased or decreased.
Cash-in-lieu
Funding for capital projects the Town requires from developers in lieu of them con-
structing necessary off- site improvements related to their development project.
Community Facilities District (CFD)
A separate legal entity established by the Town which allows for financing of public
improvements and services.
Comprehensive Annual Financial Report (CAFR)
The official annual financial report of the Town. The CAFR represents manage-
ment’s report to the Town Council, constituents, investors and creditors.
Contingency/Reserve
An amount, a budgetary reserve/contingency, set aside as available, with Town
Council approval, to cover unforeseen expenditures, emergency expenditures, or
revenue shortfalls.
Contractual Services
such etc. that
by the
Debt Limit
Statutory or constitutional limit on the principal amount of debt that an issuer may
incur (or that it may have outstanding at any one time).
Debt Ratio
Total debt divided by total assets.
Debt Service
The cost of paying principal and interest payments on outstanding bonds according
to a predetermined payment schedule.
Debt Service Fund
One or more funds established to account for revenues used to repay the principal
and interest on debt.
Deficit
The excess of an entity’s liabilities over its assets or the excess of expenditures or
expenses over revenues during a single accounting period.
Department
A the Town
an or a group
Depreciation
An accounting transaction which spreads the acquisition value of an asset across
its useful life. Alternatively, expiration in the service life of capital assets attributa-
ble to wear and tear, deterioration, action of the physical elements, inadequacy or
obsolescence.
Glossary
CA-DE
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Development Fees
Those fees and charges generated by building, development, and growth in the
Town.
Disbursement
The money an
Distinguished Budget Presentation Awards Program
A voluntary awards program administered by the Government Finance Officers As-
sociation of the United States and Canada to encourage governments to prepare
effective budget documents.
Division
A grouping of related activities within a particular Department (example, Senior
Services is a Division of Community Services).
Employee (or Fringe) Benefits
Contributions made by a government to meet commitments or obligations for em-
ployee -related expenses. Included is the Town’s share of costs for social security,
pension plans, medical and life insurance plans.
Encumbrance
The formal accounting recognition of appropriated or committed funds to be set
aside for a future expenditure. To encumber funds means to set aside or commit
funds for a specified future expenditure. For budgetary purposes, encumbrances
are considered expenditures.
Ending Balance
The that are or at the
end the
Estimated Revenue
The amount of projected revenue to be collected during the fiscal year.
Expenditure
A net decrease in financial resources. Expenditures include operating expenses
which require the use of current assets. If accounts are kept on the accrual basis,
this term designates total charges incurred, whether paid or unpaid. If they are
kept on the cash basis, the term covers only actual disbursements for these pur-
poses.
Expenditure Limitation
An amendment to the Arizona State Constitution that limits annual expenditures of
all municipalities. The Economic Estimates Commission, based on population
growth and inflation, sets the limit. All municipalities have the option of Home Rule
where the voters approve a four-year expenditure limit based on revenues re-
ceived.
Expenses
Charges incurred (whether paid immediately or unpaid) for operations, mainte-
nance, interest or other costs.
Fees
ci rv
Glossary
DE-FE
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Financial Plan
A summary by fund of planned revenues, expenditures, operating transfers, re-
serves, and fund balances.
Fiscal Policy
A government’s policies with respect to revenues, spending, and debt manage-
ment as these relate to government services, programs and capital investment.
Fiscal policy provides an agreed-upon set of principles for the planning and pro-
gramming of government budgets and their funding.
Fiscal Year
Any period of twelve consecutive months establishing the beginning and the end-
ing of financial transactions. For the Town of Fountain Hills, this period begins July
1 and ends June 30.
Fixed Assets
Assets of a long-term character which are intended to continue to be in use or
kept for more than one year and of a monetary value greater than $10,000.
Franchise Fees
Annual fees paid by utilities (i.e. cable TV) for use of Town public rights-of-way.
Franchise fees are typically a set percentage of gross revenue within the Town.
Full Faith and Credit
A pledge of a government’s taxing power to repay debt obligations.
Full-Time Equivalent Position (FTE)
A position converted to the decimal equivalent of a full-time position based on
2,080 hours per year. For example, a part-time clerk working for 20 hours per
week would be equivalent to a 0.5 FTE.
Fund
An independent fiscal and accounting entity with a self-balancing set of accounts
recording cash and other financial resources, together with all related liabilities
and changes in these assets and liabilities.
Fund Balance
Difference between assets and liabilities reported in a government fund.
Non-spendable – Portions of fund balance that include amounts that
cannot be spent because they are either (a) not in spendable form or (b)
legally or contractually required to be maintained intact.
Restricted – Portion of fund balance that reflects constraints placed on
the use of resources that are either (a) externally imposed by creditors,
grantors, contributors, or laws or regulations of other governments or (b)
imposed by law through constitutional provisions or enabling legislation.
Committed – Amounts that can be used only for specific purposes pursu-
ant to constraints imposed by formal action of the government’s highest
level of decision-making authority. In the case of the Town, this would be
the Council and Mayor.
Assigned – Amounts that are constrained by the government’s intent to
be used for specific purposes, but that are neither restricted nor commit-
ted.
Glossary
FI-FU
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Unassigned – Residual classification for the General Fund. This classifi-
cation represents fund balance that has not been assigned to other funds
and that has not been restricted, committed, or assigned to specific pur-
poses within the general fund. The General Fund should be the only fund
that reports a positive unassigned fund balance amount.
General Fund
The major fund in most governmental entities. While other funds tend to be re-
stricted to a single purpose, the General Fund is a catch-all for general govern-
ment purposes. The General Fund contains the activities commonly associated
with municipal government, such as police and fire protection, parks and recrea-
tion.
General Obligation Bonds
This type of bond is backed by the full faith, credit and taxing power of the gov-
ernment. Bonds that finance a variety of public projects. The repayment of these
bonds is usually made from secondary property tax revenues.
General Plan
A plan approved by the Town Council that provides the fundamental policy direc-
tion and guidance on development decisions in the Town.
Generally Accepted Accounting Principles (GAAP)
U r r ci t and r r
the v t r that
t r ci
Goal
The end toward w rt r . A goal is general and timeless.
Governmental Funds
Governmental Funds are those through which most governmental functions of the
Town are recorded. Revenues are recognized as soon as they are both measurable
and available. Expenditures generally are recorded when a liability is incurred ex-
cept for unmatured interest on debt and certain similar obligations, which should
be recognized when due.
Grants
A contribution by a government or other organization to support a particular func-
tion. Grants may be classified as either operational or capital, depending upon the
grantee.
Highway User Revenue Fund (HURF)
R t on v cl
and t r tr rt t r t Revenues be
and w y r
Indirect Cost
A cost necessary for the functioning of the organization as a whole, but which can-
not be directly assigned to one service.
Infrastructure
The physical assets of a government (i.e. streets, public buildings, parks, etc.).
Glossary
FU-IN
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Interfund Transfers
The movement of monies between funds of the same governmental entity.
Intergovernmental
Refers to transactions between different levels of government, i.e. city, county,
state and federal.
Intergovernmental Agreement
A by
Intergovernmental Revenue
Funds received from federal, state, and other local government sources in the
form of grants, shared revenues, and payments in lieu of taxes.
Journal Entry
An entry into the financial system that transfers actual amounts from one ac-
count, department, or fund to another.
Lapsing Appropriation
An appropriation made for a certain period of time, generally for the budget year.
At the end of the specified period, any unexpended or unencumbered balance
lapses or ends, unless otherwise provided by law.
Levy
The total amount to be raised by general property taxes for purposes specified in
the property tax levy motion.
Levy Rate
The amount of tax levied for each $100 of assessed valuation.
Liability
Indebtedness of a governmental entity, such as amounts owed to vendors for ser-
vices rendered or goods received, and principal and interest owed to bondholders.
These amounts are debts or legal obligations which must be paid at some future
date.
Line-item Budget
A budget prepared along departmental lines that focuses on what is to be bought.
Local Transportation Assistance Fund (LTAF)
are by Lottery.
on must be transit or but a
may
Long-term Debt
Debt with a maturity of more than one year after the date of issuance.
Modified Accrual Basis of Accounting
The basis of accounting used by governmental-type funds. Under this basis, reve-
nues are recognized when they become both “measurable” and “available” to fi-
nance expenditures of the current period.
Glossary
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Municipal Property Corporation (MPC) Bond
Bonds that are backed by the excise taxes of the Town including local sales tax,
franchise tax, State-shared sales tax, and motor vehicle in-lieu tax. The MPC is a
non-profit corporation established for the purpose of issuing debt to purchase mu-
nicipal facilities, which it leases to the Town.
Object Detail
An expenditure classification, referring to the lowest and most detailed level of
classification, such as electricity, office supplies, asphalt, and furniture.
Objectives
Something to be accomplished in specific, well-defined, and measurable terms and
that is achievable within a specific time frame. The achievement of the objective
advances an organization toward a corresponding goal.
Obligations
Amounts which a government may be legally required to meet out of its resources.
They include not only actual liabilities, but also encumbrances not yet paid.
Operating Budget
Plans of current expenditures and the proposed means of financing them. The an-
nual operating budget is the primary means by which most of the financing of ac-
quisitions, spending, and service delivery activities of the Town are controlled.
Operating Expenses
The cost for personnel, materials, and equipment required for a department to
function.
Operating Impacts
Operating impacts are the additional, incremental revenues or costs associated
with the project—any new cost or revenue streams resulting from the project less
existing expenditures and revenues where applicable. These impacts include
maintenance expenses, utility and personnel expenses, revenues from project-
specific construction spending and operating revenues.
Operating Revenue
Funds that the government receives as income to pay for ongoing operations. The
revenue includes such items as taxes, fees from specific services, interest earn-
ings, and grant revenues. Operating revenues are used to pay for day-to-day ser-
vices.
Ordinance
A formal legislative by the body
not any such a
or the the
to .
Pay-as-you-go Basis
A term used to describe a financial policy by which capital outlays are financed
from current revenues rather than through borrowing.
Per Capita
A that per
the
Glossary
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Performance Based Budget
The Performance Based Budget is a customer based, performance driven, results
oriented budget system based on Outcome Management. Outcome Management is
a management approach that focuses on the results achieved when providing a
service.
Performance Indicators
Specific quantitative and qualitative measures of work performed as an objective
of specific departments or programs. Measurement of service performance indica-
tors that reflect the amount of money spent on services and the resulting out-
comes at a specific level of services provided.
Performance Measurement
Statistical indicators that permit program evaluation to be conducted in a budget-
ary context.
Performance Target
Percentage or number for each program performance measure that will be the de-
sired level of performance for the upcoming budget period.
Personal Services
The and
and may
and
Policy
A or to
and A be more
a
Program
A group of related activities performed by one or more divisions or departments of
the Town for the purpose of accomplishing a service the Town is responsible for
delivering.
Property Tax
Total property tax levied by a municipality on the assessed value of a property
within Town limits. In Arizona, the property tax system is divided into primary and
secondary.
Primary Property Tax – A limited tax levy used for operations based on
primary assessed valuation and primary tax rate. The tax rate is restrict-
ed to a 2% annual increase. Municipalities may use this tax for any pur-
pose.
Secondary Property Tax – An unlimited tax levy restricted to voter-
approved budget overrides. The tax is based on the secondary assessed
valuation and secondary tax rate.
Reserve
An account used to segregate a portion of a fund balance to indicate that it is not
available for expenditure, or it is legally set aside for a specific future use.
Glossary
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Resolution
A special or temporary order of the Town Council. Requires less formality than an
ordinance or statute.
Resources
Total amounts available for appropriation including estimated revenues, bond/loan
proceeds, fund transfers, and beginning fund balances.
Revenue
Amounts received by government from sources including taxes, fines, fees, grants,
or charges for services, which can be used to finance government operations or
capital assets. These amounts increase the net assets of the government. For
those revenues which are recorded on an accrual basis, this term designates addi-
tions to assets which (a) do not increase any liability, (b) do not represent recov-
ery of an expenditure, and (c) do not represent the cancellation of certain liabili-
ties without a corresponding increase in other liabilities or a decrease in assets.
Revenue Bonds
Bonds whose principal and interest are payable exclusively from earnings of a rev-
enue generating fund.
Secondary Property Tax Rate
Arizona statute does not limit the secondary tax levy amount and municipalities
may only use this levy to retire the principal and interest or redemption charges
on bonded debt.
Service Level
Services or products which comprise actual or expected output of a given pro-
gram. Focus is on results, not measures of workload.
Sinking Fund
A means of repaying funds that were borrowed through a bond issue. The issuer
makes periodic payments to a trustee who retires part of the issue by purchasing
the bonds in the open market.
Special Revenue Fund
out or other Such
are or to pay
a
State-shared Revenue
Includes the Town’s portion of State sales tax revenues, State income tax receipts,
and motor vehicle in-lieu taxes.
Strategic Plan
The Strategic Plan defines the Town’s strategy, or direction, and assists Town
management in making decisions on the allocation of personnel and resources.
Supplemental Appropriation
An additional appropriation made by the governing body after the budget year has
started.
Glossary
RE-SU
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Tax Levy
The total amount of the general property taxes collected for purposes specified in
the Tax Levy Ordinance.
Tax Rate
The amount of tax levied for each $100 of assessed valuation.
Taxes
Compulsory charges levied by a government for the purpose of financing services
performed for the common benefit of the people. This term does not include spe-
cific charges made against particular persons or property for current or permanent
benefit, such as special assessments.
Transfer
Movement of resources between two funds. Example: An interfund transfer would
include the transfer of operating resources from the General Fund to the Streets
Fund.
Unassigned Fund Balance
The portion of a fund’s balance that is not restricted or committed for a specific
purpose and is available for general appropriation.
Unencumbered Balance
The amount of an appropriation that is neither expended nor encumbered; essen-
tially the amount of money still available for future purposes.
Unreserved Fund Balance
The that not
and
User Fees
The fee charged for the direct receipt of a public service to the party or parties
who benefit from the service.
Valley
The area represented by the Greater Phoenix Metropolitan area. Phoenix is also
know as the Valley of the Sun.
Variance
Comparison of actual expenditure and revenues from one year to the next and
comparison of budget -to-actual in current fiscal year.
Working Capital
A financial metric which represents the amount of day-to-day operating liquidity
available. Also known as operating capital, it is calculated as current assets minus
current liabilities.
Working Cash
The excess of readily available assets over current liabilities.
Glossary
TA-WO
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Acronyms
Acronyms
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ABC-American Base Course
AC-Asphaltic Concrete
ACA-Arizona Commerce Authority
ACMA-Arizona City Manager’s Association
ADA-Americans with Disabilities Act
ADEQ-Arizona Department of Environmental Quality
ADOG-Association of Dog Owners Group
ADOT-Arizona Department of Transportation
ADWR-Arizona Department of Water Resources
AGIC-Arizona Geographic Information Council
AICP-American Institute of Certified Planners
AOC-Administrative Office of the Courts
APA-American Planning Association
APRA-American Parks & Recreation Association
APWA-American Public Works Association
ARRA-American Recovery and Reinvestment Act of 2009
ARS-Arizona Revised Statutes
ASCE-American Society of Civil Engineers
AZBO-Arizona Building Officials
AZDOR-Arizona Department of Revenue
AZDOT-Arizona Department of Transportation
AZ POST-Arizona Peace Officer Standards and Training Board
BGC-Boys and Girls Club
BRE-Business Retention and Expansion
BVAC-Business Vitality Advisory Council
Acronyms
Acronyms
AB-BV
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CAD-Computer-Aided Design
CAFR-Comprehensive Annual Financial Report
CARE-Crisis Activated Response Effort
CCEF-Court Collection Enhancement fund
CELA-Code Enforcement League of Arizona
CFD-Community Facilities District
CIP-Capital Improvement Program
CMAQ-Congestion Mitigation and Air Quality
cu. yd.-Cubic Yard
EMCFD-Eagle Mountain Community Facilities District
EMMA-Electronic Municipal Market Access
EOC-Emergency Operations Center
EPIC-TBI-Excellence in Prehospital Care-Traumatic Brain Injury
FEMA-Federal Emergency Management Administration
FHUSD-Fountain Hills Unified School District
FIT-Fountain Hills Integrated Trails
FTE-Full Time Equivalent
FY-Fiscal Year
GAAP-Generally Accepted Accounting Principles
GADA-Greater Arizona Development Authority
GASB-Governmental Accounting Standards Board
GFOA-Government Finance Officers Association
GIS-Geographical Information System
GO-General Obligation
GPEC-Greater Phoenix Economic Council
HDM-Home Delivered Meals
HPE-Hillside Protection Easement
Acronyms
CA-HP
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HURF-Highway User Revenue Fund
HVAC-Heating, Cooling, and Air Conditioning
ICMA-International City/County Management Association
ICSC-International Council of Shopping Centers
ID-Improvement District
IFEA-International Festivals & Events Association
IGA-Intergovernmental Agreement
IIP-Infrastructure Improvement Plan
ISO-International Standards Organization
IT-Information Technology
ITS-Intelligent Transportation System
JCEF-Judicial Court Enhancement Fund
ln. ft.-Lineal (Linear) Feet
LTAP-Local Technical Assistance Program
LTAF-Local Transportation Assistance Fund
MAG-Maricopa Association of Governments
MCFCD-Maricopa County Flood Control District
MCSO-Maricopa County Sheriff’s Office
MH-Manhole
MHz-Megahertz
MPC-Municipal Property Corporation
MSRB-Municipal Securities Rulemaking Board
NACSLB-National Advisory Council on State and Local Budgeting
NRPA-National Recreation and Park Association
PC-Portland Cement
PUD-Planned Unit Developments
PTO-Parent Teacher Organization
Acronyms
HU-PT
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RFP-Request for Proposal
RFQ-Request for Quotation
RPM-Reflective Pavement Marker
RPTA-Regional Public Transit Agency
SEC-Securities and Exchange Commission
sq. ft.-Square Feet
sq. yd.-Square Yard
SR-State Route
STORM-Stormwater Outreach for Regional Municipalities
SWOT-Strengths, Weaknesses, Opportunities, Threats
V-Volt
VHF-Very High Frequency
VOIP-Voice Over Internet Protocol
VRF-Vehicle Replacement Fund
Acronyms
RF-VR
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Town of Fountain Hills
16705 E. Avenue of the Fountains
Fountain Hills, Arizona 85268
480-816-5100
www.fh.az.gov
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