PowerPoint Presentation Part 1

Council Workshop 
FY21-22 Budget Discussion
April 6, 2021

Budget Calendar
2
Item
Date
Budget Overview / Revenues / Five-Year Financial Forecasts 
January 12, 2021
CIP Council Workshop #1 – G. O. Bond Funded CIP Projects (Streets, Flood Control, Libraries, Public Safety)
February 2, 2021
CIP Council Workshop #2 – G. O. Bond Funded CIP (Parks, Cultural Facilities, Open Space, General Government)
February 16, 2021
CIP Council Workshop #3 – Pay-As-You-Go, Transportation Sales Tax, HURF, DIF, and Grant Funded CIP Projects
March 2, 2021
CIP Council Workshop #4 – Enterprise Funded CIP Projects (Landfill, Solid Waste, Water, Wastewater)
March 16, 2021
CIP Council Workshop #5 – Follow Up Items, DRAFT CIP
March 30, 2021
Materials for All Day Budget Workshops
March 29, 2021
Council Workshop (All Day) – FY22 Operating Budget  (City Court, Engineering, Budget & Finance, Non-Departmental, 
Transportation, City Manager’s Office, Code Compliance, Field Operations, City Clerk, HR, IT, and Community Services)
April 6, 2021
Council Workshop (All Day) – FY22 Operating Budget (City Attorney, PD, Development Svcs, Econ Dev, PFRSE, Mayor 
& Council Offices, Fire, Organizational Performance, Audit, Water Services, and Public Affairs)
April 8, 2021
Updated DRAFT CIP Binder to Council
April 12, 2021
Final Budget Workshop – Tentative Draft Budget & 10-Year CIP Program
April 20, 2021
Voting Meeting – Tentative Budget Adoption
May 11, 2021
Voting Meeting – Final Budget Adoption / Property Tax Levy
June 8, 2021
Voting Meeting – Property Tax Adoption
June 22, 2021

Agenda
3
1) Budget Priorities and Highlights
2) What’s in your book?
3) FY21-22 Operating Budget
a.
Summary of Personnel Changes
b. Operating Budget by Fund
c.
General Fund Operating Budget by Function
d. Department Budgets

FY21-22 Budget Priorities
4
• Sustainability
• Public Safety
• Project Delivery
• Economic Development 
• Neighborhoods
• Strategic Planning

FY21-22 Budget Highlights
5
• Balanced budget
– Retail and Construction sales tax remains strong
• Funding for increased cost in Risk Mgmt. and Worker’s Comp
• Employee incentives for Innovation or Excellence in Service 
• 1% COLA plus performance pay of 1.5% available for non-MOU 
employees
• Salary increases in accordance with current Memorandums of 
Understanding (MOUs) for represented employees

FY21-22 Budget Highlights
6
• Funding for three (3) new Comm. Specialists/911 Dispatchers
• Eight (8) new firefighters and associated equipment for 2nd MRU
• Two (2) additional Detectives - 1 Violent Crimes and 1 CID Persons 
Crimes

FY21-22 Budget Highlights
7
• Operating costs for Heroes Park Lake and Glen Lakes Park
• Additional Project Managers and Engineers for improved project 
delivery
• Additional Building Safety Inspectors and Development Services 
Department assistance to support growth and eliminate current 
log jams
• Additional Innovation and Technology staff to enhance systems 
support and cybersecurity

What’s in your book?
8
• Summary by Fund
• Summary by Department and Division
• Detail by Division 
• Handouts
– FTE Schedule
– Approved Supplementals
– Not-Approved Supplementals
– Change Report

Summary of Personnel Changes
9
General Fund
# of Positions
Budget and Finance
3
Community Services
.5
Development Services
5
Economic Development
1
Engineering
2
Field Operations
3
Mayor & Council Office
1
Police Services
6
Public Facilities, Rec & Events
2
Total General Fund
22.5
Internal Service Funds
# of Positions
Innovation and Technology
3
Total Internal Service Funds
3
Enterprise Funds
# of Positions
Field Operations
2
Water Services
-3
Total Enterprise Funds
-1
Special Revenue Funds
# of Positions
Arts Commission
1
CAP Grant
3
Highway User Revenue Fund
1
Other Grants
8
Transportation Sales Tax
1
Total Special Revenue
14
Total All Funds
# of Positions
General Fund
22.5
Enterprise Funds
-1
Internal Service Funds
3
Special Revenue Funds
14
Total
38.5

FY21-22 Operating Budget by Fund
10
General Fund
$238.2 
49%
Enterprise Funds
$88.8 
18%
Special Revenue Funds
$82.9 
17%
Internal Service Funds
$74.0 
15%
Vehicle Replacement Fund
$3.8 
1%
Total FY21-22 Budget
$487.7M

FY21-22 General Fund 
Operating Budget by Function
11
Police Services
$106.0 
44%
Fire Services
$51.8 
22%
Other
$43.1 
18%
Public Facilities, Rec 
& Events
$15.5 
6%
Non-Departmental
$11.0 
5%
Public Works
$10.8 
5%
Total FY21-22 Budget
$238.2M

Operating Budget Presentation Schedule
12
April 6, 2021
April 8, 2021
City Attorney
Police Department
Development Services
Economic Development
PFRSE
Mayor and Council Offices
Fire Department
Organizational Performance
Audit
Water Services
Public Affairs
City Court 
Engineering
Budget and Finance & 
Non-Departmental
Transportation
City Manager’s Office
Field Operations
City Clerk’s Office
Human Resources
Innovation and Technology
Community Services

City Court
April 6, 2021

14
Mission Statement
To provide a forum for fair, just and prompt resolution of cases in a professional, 
efficient and courteous manner.
City Court
$6,251,562   46.5 FTEs

City Court
FY2022 Operating Budget Request
Total FY2022 Operating Budget $6,251,562 
$5,079,860 
81%
$742,492 
12%
$429,210 
7%
Salary
Operating
Internal Services
15

City Court
Goals, Objectives & Performance Measures
16
Strategic Objectives Improve Tools & Technology
Optimize Processes & Services
Department Strategic Initiative Create and implement an electronic process to transmit 
warrant information, eliminating manual processes.
Intended Result The Police Department will have accurate and timely 
Information about warrants issued and quashed by the Court.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Projected
Warrants issued
5192
7581
9000
7000
Warrants quashed
4234
11,684
4000
4500
Estimated cost avoidance
$8,468
$18,952
$22,500
$17,500

City Court
Goals, Objectives & Performance Measures
17
Strategic Objectives
Improve Community Experience
Improve Resource Alignment
Improve Purposeful Communication
Department Strategic Initiative
Increase participation and retention rates in the Compliance 
Assistance Program (CAP), a Supreme Court Fair Justice 
Initiative.
Intended Result
More litigants are current on delinquent court ordered fines 
and fees, allowing the reinstatement of their suspended 
drivers license.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Projected
Cases entered into CAP
1408
1629
1000
1400
Fines paid
$1,035,145
$1,104,289
$450,000
$1,000,000
Retention rate
68%
59%
25%
65%

City Court
Goals, Objectives & Performance Measures
18
Strategic Objective
Improve Community Experience
Improve Resource Alignment
Improve Purposeful Communication
Department Strategic Initiative Increase collections through the Tax Intercept Program (TIP).
Intended Result The increased collection of delinquent fines, costs and fees 
from intercepted State Tax refunds.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Projected
Tax Intercept Program
$204,740
$209,035
$215,000
$215,000
*New Performance Measure FY2021

City Court
Goals, Objectives & Performance Measures
19
Strategic Objectives
Increase Innovation Solutions
Optimize Processes & Services
Improve Resource Alignment
Department Strategic Initiative Remind litigants of upcoming court dates and payments with 
text and auto-dial phone messages.
Intended Result
Improve Court appearance and compliance rates; increase 
litigant’s likelihood of attaining successful case resolution; 
improve collection rates.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Projected
Text messages sent
23,862
18,083
42,000
44,000
Phone calls made
13,496
4,753
5,000
5250
Cost
$648
$415
$940
$1,000
Error Rate
13%
13%
11%
10%

City Court
Goals, Objectives & Performance Measures
20
Strategic Objectives
Increase Innovation Solutions
Optimize Processes & Services
Improve Resource Alignment
Department Strategic Initiative The establishment of Arizona case processing time standards 
will help courts move toward timely justice.
Intended Result Timely completion and administration of justice.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Civil Traffic (98% within 90 Days)
NA
91%
80%
98%
Criminal Misdemeanor (98% within 180 Days)
NA
96%
82%
98%
DUI (93% within 180 Days)
NA
84%
71%
93%
Local Ordinances ( 98% within 180 Days)
NA
99%
94%
98%
*New Performance Measure FY2021

City Court
Goals, Objectives & Performance Measures
21
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Clearance Rates help courts determine effective case 
processing and positive case workflow.
Intended Result
The goal for all courts is to be 100% or above for the 
disposition of cases.  Anything below 100% indicates a 
growing number of unadjudicated cases.
Performance Measures
FY2019
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Clearance Rate
91%
97%
90%
100%
*New Performance Measure FY2021

City Court 2021 Accomplishments
22
1. Court Innovation Projects
•
Interactive policy & procedure manual for the entire 
staff using the Courtroom Helper application
•
Pilot Court for the AZPoint Domestic Violence portal 
for all statewide courts & law enforcement agencies
•
Launching of Virtual Court, 148 cases since March 
2020
•
Waitwhile, a customer service management pilot for 
both the City & Supreme Court to allow for social 
distancing of the public due the pandemic

City Court 2021 Accomplishments
23
2. Effective Case Management & Monitoring
•
Migration from a Treatment Court model to a 
Judicial Monitoring model thus eliminating the 
cost of Maricopa County Adult Probation 
supervision
•
Address only non-compliant defendants 
•
Cost avoidance of $105,000 per year

City Court 2021 Accomplishments
24
3. Re-established Criminal Justice User Group (CJUG)
• Collaborating to improve the criminal justice process
• In an addition to the Court, Police & Prosecutor’s Office, 
CJUG now has representation from Code Compliance &  
the Public Defenders

City Court FY22 Supplemental Requests
25
• No Supplemental Requests for FY22

26
QUESTIONS?

Engineering
April 6, 2021

28
Mission Statement
To develop and implement the Capital Improvement Plan (CIP), review and inspect 
public/private infrastructure to successfully meet the needs of the community. 
Engineering
$2,657,095        34 FTEs
CIP 
Construction
Engineering 
& Design
Administration
Land 
Development
Inspections

Engineering
FY2022 Operating Budget Request
Total FY2022 Operating Budget $2,657,095 
$1,775,398 
67%
$496,202 
19%
$385,495 
14%
Salary
Operating
Internal Services
29

Engineering
Goals, Objectives & Performance Measures
30
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Process CIP invoices within 7 days
Intended Result Be the client of choice for contractors and design 
professionals, increasing competition and lowering prices.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021
Estimate
FY2022 
Target
% of CIP invoices processed by the department 
within 7 days
NEW
67%
75%
90%
Strategic Objective Optimize Processes & Services
Department Strategic Initiative
Deliver CIP projects on time with respect to the project 
charter developed with the partner departments at project 
inception.
Intended Result
Ensure that CIP projects are completed per the plans and 
specifications within the agreed schedule from the project 
charter.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021
Estimate
FY2022 
Target
% of projects delivered on time
NEW
TBD
75%
90%

Engineering
Goals, Objectives & Performance Measures
31
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Warranty inspections result in no rework.
Intended Result
Ensure that projects are completed per the plans and 
specifications ensuring that no rework interferes with the 
traveling public or the operation of the city.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021
Estimate
FY2022 
Target
% warranty inspections that pass
NEW
95%
95%
95%
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Development plans are reviewed within the service level 
agreement timeframes.
Intended Result
Recognition by the development community as a 
dependable partner for the delivery of safe and reliable 
public infrastructure.
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021
Estimate
FY2022 
Target
% of development plans that are reviewed within 
the published service times
NEW
97%
90%
95%

Engineering FY2021 Accomplishments
32
•
Engineering CIP  Design & Construction 
• Incorporated Project Charters into the CIP & Right-size the annual CIP spend
• Implemented Engineering Chargebacks to ensure the GF is made whole
• Increased delivery effectiveness by 30%  ($95M)
• Increased transparency - Bi-Weekly Project Updates
•
Engineering Land & Real Estate
• Over 400 plan reviews completed on time 
• Planning Applications    9 days 
• Construction Plans      11 days
• Over 75 land transactions in support of city finances, CIP or Economic Development
•
Engineering  Administration 
• Over 700 invoices processed within 7 days
•
Engineering ROW
• Over 2000 inspections city wide to ensure quality  - average pass rate 95.5%
• EPCOR Franchise Agreement

Engineering 
FY2022 Supplemental Requests
33
General Fund
New FTE – Principal Engineer (Architect)
$138,641 
New FTE – Director of Engineering Services
$190,180 
Temporary Contract Analyst
$54,000 
Contract Temporary Position – CIP Project Manager
$117,243

Engineering 
FY2022 Supplemental Requests
34
General Fund
Temp Contract Positions - Inspectors (2)
$145,600 
Engineering Associate Program
$39,500

35
QUESTIONS?

Budget and Finance Department
April 6, 2021

37
Budget and Finance
$9,644,126     69.5 FTEs
Budget and Finance
Lease Payments/Other Fees
Mission Statement
The Budget and Finance Department provides financial management services with 
integrity and accountability while improving service levels, managing costs, and 
leveraging information across City departments.

Budget and Finance
FY2022 Operating Budget Request
Total FY2022 Operating Budget $9,644,126 
$6,885,912 
71%
$1,902,586 
20%
$855,628 
9%
Salary
Operating
Internal Services
38

Budget and Finance 
Goals, Objectives & Performance Measures
39
Strategic Objective Improve Resource Alignment
Department Strategic Initiative Employ strong fiscal management practices that 
encourage sustainable fiscal decision-making.
Intended Result Prudent fiscal stewardship 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Bond ratings for general obligation bonds
Standard & Poor's:
Moody's Investor Services:
Fitch Ratings:
AA-
A1       
AAA
AA-
A1
AAA
AA-
A1       
AAA
AA-
A1
AAA
Bond ratings for Water and Sewer revenue bonds
Standard & Poor's: 
Moody's Investor Services: 
AA-
A1
AA-
A1
AA-
A1
AA-
A1
Annualized amortized cost basis return on portfolio (net of 
fees)
1.6%
1.7%
1.0%
.5%
Number of grants received through Grants Administration
25
31
35
35
Compliance with Council adopted Financial Policies (# 
complied with/# of policies)
6/7
7/7
7/7
7/7

Budget and Finance 
Goals, Objectives & Performance Measures
40
Strategic Objective Improve Resource Alignment
Department Strategic Initiative Provide accurate and timely financial analysis, 
forecasting, and reporting.
Intended Result Prudent fiscal stewardship 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
Maintain a +/- 5% variance in general fund revenue 
forecasts from the final actual revenue to the adopted 
budget
+5%
+5%
+5%
+5%
% of month-end reports completed by the monthly 
reporting schedule deadline
N/A
N/A
75%
100%
Obtain the GFOA Certificate of Achievement for Excellence 
in Financial Reporting
Yes
Yes
Yes
Yes
Obtain the GFOA Distinguished Budget Presentation Award
Yes
Yes
Yes
Yes

Budget and Finance 
Goals, Objectives & Performance Measures
41
Strategic Objective Optimize Processes & Services
Department Strategic Initiative Perform customer service and procurement activities 
effectively, accurately and timely.
Intended Result Improved levels of service 
Performance Measures
FY2019 
Actual
FY2020 
Actual
FY2021 
Estimate
FY2022 
Target
% of vendor invoices paid within 30 days of invoice date
85%
95%
93%
95%
% of employees receiving electronic W-2’s
83%
56%
60%
85%
Number of vendor protests upheld
0
2
2
0
Number of RFP’s and IFB’s issued
55
42
55
55
% of contract renewals completed on-time
90%
100%
100%
100%
% of sole source/special procurements processed within 
10 days
90%
95%
100%
100%
% of call center calls answered within 1 minute
80%
78%
80%
90%
% of call center calls abandoned
5%
7%
4%
<=2.5%
Number of sales tax audits/reviews completed
83
100
140
140

Budget and Finance
2021 Accomplishments
42
• Systems and Process Improvement
– Online business licensing system (SmartGov)
– Online and digital payments (Paymentus)
– Cash kiosk 
– Monthly financial reports
• Collected $3.6M in delinquent sales tax returns
– July 2020 through January 2021

Budget and Finance
2021 Accomplishments
43
• Results Driven Contracting
– Citywide custodial services
– Landscaping services
• 2020 Government Finance Officers Association’s 
Distinguished Budget Presentation Award
• 2019 Government Finance Officers Association’s 
Award for Excellence in Financial Reporting

Budget and Finance
FY22 Supplemental Requests
44
General Fund
Move Collections Positions from Water Fund 
to General Fund
$273,859
Water Fund
Position Reclassification – Administrative 
Support Assistant to Business Analyst
$31,000
Move Collections Positions from Water Fund 
to General Fund
-$273,859

45
QUESTIONS?

Non-Departmental
April 6, 2021

Non-Departmental
FY2022 Operating Budget Request
Total FY2022 Operating Budget $11,162,634 
$365,000 
3%
$10,797,634 
97%
Salary
Operating
47

Non-Departmental Budget Items
48
• Sales Tax Rebates
• Arena Management Fee
• TPT Admin Fees
• Strategic Initiatives
• Unemployment Insurance
• Long-term Disability
• Citywide Memberships and Subscriptions

Non-Departmental
Memberships and Subscriptions
49
• League of Arizona Cities and Towns
$93,295
• Maricopa Association of Governments (MAG)
$48,000
• National League of Cities
$14,740
• Alliance for Innovation
$10,000
• Westmarc
$6,000
• Phoenix Business Journal
$2,250

Non-Departmental
FY22 Supplemental Requests
50
General Fund
AZSTA Sales Tax Rebate
$495,594
Unemployment Insurance Increase
$100,000

51
QUESTIONS?