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Annual Budget
Fiscal Year 2020
City of Prescott, Arizona
Annual Budget
Fiscal Year 2020
July 1, 2019 – June 30, 2020
City Council
Greg Mengarelli, Mayor
Billie Orr
Alexa Scholl
Phil Goode
Jim Lamerson
Steve Sischka
Steve Blair
Administrative Staff
Michael Lamar
City Manager
Mark Woodfill
Finance Director
Jodi Rhodes
Budget Manager
Tyler Goodman
Special Projects & Legislative
Coordinator
Table of Contents
City Manager Budget Message ............................................................................................................ 1
Budget Award ........................................................................................................................................ 3
City Leadership and Community Overview ........................................................................................ 5
Mayor and City Council ...................................................................................................................... 7
Community Profile ............................................................................................................................ 14
City of Prescott Demographics ......................................................................................................... 18
Organizational Structure, Goals, and Policies ................................................................................. 23
Organizational Values ...................................................................................................................... 25
City Organizational Chart ................................................................................................................. 26
Employees by Department and Ten-Year Trend ............................................................................. 28
Budget Policy ................................................................................................................................... 29
Debt Policy ....................................................................................................................................... 33
Investment Policy ............................................................................................................................. 36
Pension Funding Policy .................................................................................................................... 40
Budget Preparation Process Overview ............................................................................................ 43
Budget Preparation Calendar ..................................................................................................... 45
Budget Basis and Budget Amendments ..................................................................................... 46
Fund Summaries ................................................................................................................................. 47
Fund Structure .................................................................................................................................. 49
Overall City Budget Summary .......................................................................................................... 52
General Fund ................................................................................................................................... 58
Special Revenue Funds ................................................................................................................... 65
Debt Service Fund ............................................................................................................................ 73
Enterprise Funds .............................................................................................................................. 74
Internal Service Funds ..................................................................................................................... 88
City Debt Summary .......................................................................................................................... 90
Department Operational Plans ........................................................................................................... 93
Department Operational Plans Overview ......................................................................................... 95
City Expenditure Budget by Department and Fund ......................................................................... 97
City Expenditure Budget by Department and Category ................................................................... 98
Airport ............................................................................................................................................... 99
Budget and Finance ....................................................................................................................... 104
City Clerk ........................................................................................................................................ 113
City Council .................................................................................................................................... 117
City Court ........................................................................................................................................ 121
City Manager .................................................................................................................................. 125
Community Development ............................................................................................................... 142
Fire ................................................................................................................................................. 152
Legal ............................................................................................................................................... 165
Library ............................................................................................................................................. 170
Table of Contents
Police .............................................................................................................................................. 178
Public Works................................................................................................................................... 192
Recreation Services ....................................................................................................................... 217
Regional Communications ............................................................................................................. 230
Capital Budget ................................................................................................................................... 233
Capital Budget Overview ................................................................................................................ 235
Capital Budget Categories and Funding Sources .......................................................................... 237
Capital Budget Listing .................................................................................................................... 238
Capital Budget and Project Descriptions ........................................................................................ 242
Five-Year Capital Improvement Plan Summary ............................................................................. 275
Appendix ............................................................................................................................................ 279
Budget Resolutions ........................................................................................................................ 281
Auditor General Schedules ............................................................................................................ 285
Authorized Position Listing ............................................................................................................. 297
Authorized Pay Grade Ranges....................................................................................................... 306
Glossary of Terms .......................................................................................................................... 307
City Manager Budget Message
City of Prescott, Arizona 1 FY2020 Budget
Dear Citizens and Council –
For the creation of the Fiscal Year 2020 (FY20) budget I determined several priorities to focus on that
would drive the budget process and reflect the desires of the Council. They are the following:
1. Further implement the Council’s Strategic Plan
2. Enhanced innovation and efficiency in city operations
3. Continue the budgeting for outcomes model
4. Continue the market-based compensation plan the Council implemented in FY 2017
The City Council’s Strategic Plan was created in August 2016. The city made great progress on the
goals outlined in that plan, which were: Stabilize the General Fund, Economic Development, Quality of
Life, and Service-Oriented Culture.
This budget contains elements that will further the accomplishments made in the Strategic Plan. To
continue the stabilization of the General Fund, the budget allocates all $12.9 million in projected
revenues from the Proposition 443 0.75% sales tax for the payment of the PSPRS unfunded liability.
This is in addition to normal costs (annual required contribution) and between FY18-FY20 we expect to
send over $67 million to PSPRS. In addition, a net of 8.75 full-time equivalent employees have been
added (there remains a reduction of 63.25 FTEs since FY09). Four and three-quarters of these positions
are conversion of temporary employees to full-time regular employees so the cost is minimal to the City.
The converted positions include two Airport Operations Techs, one Fleet Equipment Mechanic, one
Stormwater Specialist, one half-time Secretary in the City Manager’s Office, and increasing a three-
quarter time Utility Billing Specialist to full-time. Four new positions have been added – three Police
Officers and one Solid Waste Equipment Operator. Of the new officers, two will help with community
policing and the third will be a K9 Officer (funded 50% by PANT). The Solid Waste Equipment Operator
is for a new residential route and was included as part of the rate study approved in FY 2019.
Economic Development continues to be a big focus in FY20 as efforts of attracting a variety of
businesses and industries, especially from technology and cyber security. It provides for marketing
Prescott to CEOs from venture capital and high tech firms and continues to support the work of our
economic development consultant. An airport terminal is budgeted in this fiscal year as we seek to
maintain a quality commercial air service provider and our achievement of over 10,000 enplanements.
Quality of life through our excellent recreational amenities, streets, and other services will continue to
be provided as well and the city has continued its focus on customer service with the City Hall
Ambassador program, which utilizes volunteers in order to provide a human presence at City Hall to
help citizens with questions and general information.
We continue moving in the direction of outcome-based budgeting by asking departments to identify and
focus on key efficiency and effectiveness performance measures as well as the outcomes they want to
achieve. This method allocates funds based on what the Council wants the departments to achieve and
will be improved upon as time goes on.
The table below shows the overall changes between the FY19 and FY20 budgets. The total adopted
budget for FY20 is $220.1 million. The operating component is $99.3 million which is a 5.7% increase
from last fiscal year. The increase in operating budget reflects increases in the contribution rate for the
Public Safety Personnel Retirement System, adjustments in personnel compensation with the market
compensation plan, and cost increases necessary to continue to provide city services at equal or better
levels.
The FY20 capital component of the budget is $103.9 million, which is a 26.1% increase over FY19. The
capital budget is a robust plan for infrastructure improvements for utility and streets projects as well as
other one time expenditures for purchase or projects.
Table of Contents
City Manager Budget Message
City of Prescott, Arizona 2 FY2020 Budget
The remaining components are the budgeted revenues of $12.9 million from the PSPRS 0.75% sales
tax and the grant contingency of $4.1 million for the expenditure of possible grant awards. These items,
especially grants, have been separated from department operating budgets to better reflect the true
cost of providing the service if the grants or other costs are not obtained or expended.
We believe this budget balances the desire to continue to deliver high-quality services with the need to
address issues that are important to the future of the City of Prescott.
Sincerely,
Michael Lamar
City Manager
Final
FY19
Budget
Tentative
FY20
Budget
%
Change
Operating Budget
General Operations 93,907,189$ 99,265,543$ 5.7%
PSPRS 0.75% Tax
12,000,000 12,853,928 7.1%
Grant Contingency
3,027,708 4,100,000 35.4%
Capital Budget
82,335,868 103,849,451 26.1%
Total 191,270,765$ 220,068,922$ 15.1%
Table of Contents
Budget Award
City of Prescott, Arizona 3 FY2020 Budget
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Prescott, Arizona for its annual budget for the
fiscal year beginning July 1, 2018 (FY2019). In order to receive this award, a governmental unit must
publish a budget document that meets program criteria as a policy document, as an operations guide,
as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform
to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
Table of Contents
Budget Award
City of Prescott, Arizona 4 FY2020 Budget
Table of Contents
City Leadership and Community Overview
City of Prescott, Arizona 5 FY2020 Budget
Mayor and City Council ...................................................................................................................... 7
Community Profile ............................................................................................................................ 14
City of Prescott Demographics ......................................................................................................... 18
Table of Contents
City Leadership and Community Overview
City of Prescott, Arizona 6 FY2020 Budget
Table of Contents
City Leadership & Community Overview
Mayor and City Council Profiles
City of Prescott, Arizona 7 FY2020 Budget
Greg Mengarelli, Mayor
Term: November 2017 – November 2019
The Mayor services as the chair of the City Council and presides over Council meetings. He is
recognized as the head of the city government for all ceremonial purposes and is responsible for
governing the city during times of crisis, such as natural disasters. To reach the Mayor’s office, call
777-1270.
Mr. Greg Mengarelli grew up in small rural communities in Kansas and received a Bachelor’s of Science
in Park Resource Management from Kansas State University in 1989. He met his wife, Sheila, while
attending Kansas State University and they were married in 1990. He worked at Angeles Crest Christian
Camp as the Assistant Director until 1994.
In 1995, Greg and Sheila moved to Prescott where he serves as the Executive Director of UCYC (United
Christian Youth Camp). During that time the camp has grown from a $400,000 budget to over $4.6M
annually. UCYC accommodates over 20,000 guests each year at three camp locations with a total bed
count of 1,000.
Greg and Sheila have been married for 27 years and they have nine children, four of whom are adopted.
He is active in community affairs and served as the president of the Prescott Unified School District
Board in 2017.
For fun, Greg likes mountain biking, hiking, hunting and leading river trips down the Colorado River.
Table of Contents
City Leadership & Community Overview
Mayor and City Council Profiles
City of Prescott, Arizona 8 FY2020 Budget
Billie Orr, Council Member
Term: November 2015 – November 2019
Dr. Billie Orr has been an advocate for public education and school choice for decades. She taught in
Maison School District and was the principal of Kiva School in Scottsdale, Arizona.
Billie was the Vice President of Human Resources for Continental Bank in Phoenix and returned to her
education career due to her disappointment in her own son's public school.
Dr. Orr was active in public education for over twenty-five years in Arizona, ultimately becoming the
Associate Superintendent of Public Instruction. Under her leadership, Arizona implemented the most
vigorous charter school program in the country and created state academic standards that were ranked
among the best in the nation.
Billie was the Chairwoman of the Gallatin County Republican Party, as well as Vice President of the
Gallatin County Republican Women in Montana. She is the immediate past President of Republican
Women of Prescott. She is active in her church, an Ambassador for Free Wheelchair Mission, and a
member of SunUp Rotary in Prescott.
Billie and Bob Orr have been married for 43 years and have a son, daughter-in-law, and two
granddaughters in Boston, where their son is attending MIT.
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City Leadership & Community Overview
Mayor and City Council Profiles
City of Prescott, Arizona 9 FY2020 Budget
Alexa Scholl, Council Member
Term: November 2017 – November 2021
Alexa Scholl is a Prescott native having moved to Prescott when she was just 2 weeks old returning to
the town where her grandfather grew up. She was a varsity athlete and graduated with distinction from
Prescott High School in 2015. She attends ASU’s Barrett, the Honors College where she studies
Political Science and Spanish and is expected to graduate with a B.A. in December 2018. She plans to
pursue a law degree after graduation.
Alexa is a Tillman Scholar at ASU which is a highly prestigious leadership program that studies the
servant leadership values influenced by Pat Tillman’s life. She also co-founded an ASU on-campus
organization called The Political Literates which aims to fight against political apathy by delivering
political information in an easy to understand and unbiased way. The organization helps people feel
empowered to vote in a way that best reflects their values and beliefs.
Alexa currently serves on the board of the Granite Mountain Hotshots Memorial Partnership which is
planning a memorial to the 19 fallen Granite Mountain Hotshots that will be located on the Yavapai
County Courthouse Square. She is also a member of the Descendants of the Signers of the Declaration
of Independence and is a direct descendant of George Read who signed the Declaration of
Independence and the Constitution of the United States. While maintaining her “A” average in college,
Alexa works at a local law firm as a file clerk working on special projects and file maintenance gaining
relevant work experience in her desired career field.
Alexa grew up participating in many Prescott events and activities including the Kiwanis Kiddie Parade,
Acker Night, Yavapai College Performing Arts, AYSO, recreational softball, Girl Scouts, holiday
parades, and Guide Dogs for the Blind. Through her active participation in community events, Alexa
grew a deep appreciation and love for her hometown which inspired her to run for City Council.
In her free time, Alexa enjoys spending time her family, traveling to Mexico, and watching
Diamondbacks baseball with her grandparents. Alexa believes in an open dialogue with her constituents
and encourages them to contact her at any time.
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City Leadership & Community Overview
Mayor and City Council Profiles
City of Prescott, Arizona 10 FY2020 Budget
Phil Goode, Council Member
Term: November 2017 – November 2021
Phil Goode was born and raised In Sacramento, California. After graduation from high school he enlisted
in the U.S. Army in May 1970 and served a full combat tour with the 101st Airborne Division in Vietnam.
He received the Combat Infantry Badge, Bronze Star Medal, Air Medal (for over 60 combat assaults),
Vietnam Cross of Gallantry with palm, Vietnam Campaign Medal w/two bronze stars and many others.
After an honorable discharge from the Army in 1972 (and four additional years of reserve duty) he
earned a Bachelor’s degree in Biological Sciences from California State University, Sacramento
graduating Magna Cum Laude. He had a 35 year career in the healthcare industry reaching Vice
President positions with Medline Industries and Careview Communications and also held management
positions with Medivac Industries, Kinetic Concepts Inc. and Applied Medical.
Phil is a 26 year member of the American Legion (past Judge Advocate Post 6, Prescott) and life
member of the Veterans of Foreign Wars (Sr. Vice Commander Post 541, Prescott). He was the Co-
Chairman of the Veterans Memorial Plaque Committee which in June, 2016 rededicated a bronze
memorial on the county Yavapai County courthouse grounds to the fallen Yavapai County veterans that
lost their lives serving the United States in all of the nation’s wars beginning with WWI.
He was elected to the board of directors of the Central Yavapai Hospital District in 2016 protecting the
taxpayer’s assets for Yavapai Regional Medical Center and its ancillary facilities. He recently served as
a Commissioner on the City of Prescott’s Zoning and Planning Commission and was the Co-Chairman
of the Mayor’s Ad Hoc Committee on Sober Living Rehab Homes.
He serves on the board of directors of the Yavapai Republican Men’s Forum and is currently the Vice
Chairman of the Yavapai County Republican Committee. He is also an active member of the Citizens
Tax Committee which is the taxpayer’s watchdog in Yavapai County where he is the Chairman of the
Public Policy Committee. He is a member of Prescott’s Sunup Rotary Club. A big supporter of improving
education, he’s served on the Yavapai County Teacher of the Year panel and has been a member of
the Prescott BASIS School Advisory Council. Very interested in water resource management, he is a
member of the Public Policy and Education committee for the Citizens Water Advocacy Group.
An avid golfer, he was the champion of the 1996 Ralph’s Senior PGA Pro-Am Classic Tournament. Phil
also appeared on the TV game show Jeopardy and was a four time champion on the TV game show
Tic-Tac-Dough in the 80s. Phil is married to his wife Toby, has four adult children.
Table of Contents
City Leadership & Community Overview
Mayor and City Council Profiles
City of Prescott, Arizona 11 FY2020 Budget
Jim Lamerson, Council Member
Term: November 2015 – November 2019
With a well-worn copy of the Constitution of the United States in his shirt pocket and a personal
commitment to the moral tenants of the Ten Commandments, Jim Lamerson is dedicated to his
responsibility as a City Council member because, in his own words, “It’s the right thing to do.”
Lamerson, a long-time resident and local jeweler, was driven to serve the community in a decision-
making capacity. He and his wife, Anne, have lived in Prescott since 1979.
Serving on the Prescott City Council exemplifies Lamerson's intense desire for public service. He has
served on various city boards and commissions, is a past Rotary Club of Prescott president and a two-
term board member. He served on the Prescott General Plan Committee, is a past chairman of the
Prescott Downtown Commission and is a two-term former board chairman of the Prescott Chamber of
Commerce, among other civic posts.
Lamerson's focus includes providing high quality services to Prescott taxpayers. He is an advocate for
public safety, maintaining the infrastructure necessary for basic services, and decreasing government
involvement in private property issues and the free-market system. Lamerson supports private sector
development of workforce housing by eliminating governmental barriers which prevent equal
opportunity for a wide variety of housing to exist in Prescott. Expansion of the city limits and advancing
intergovernmental relationships necessary to promote Prescott's interests are also very important goals
for Lamerson.
"I like a lot of non-essential things. My priorities however, will always elevate those things that impact
peoples' safety and life essentials first. I don't know how I could serve the community any better than
that."
Table of Contents
City Leadership & Community Overview
Mayor and City Council Profiles
City of Prescott, Arizona 12 FY2020 Budget
Steve Sischka
Term: November 2015 – November 2019
Steve has been a resident of Prescott since 1980, having come initially to Arizona to go to school at
Thunderbird Graduate School of International Management in Glendale (Master of International
Management '73). His undergraduate degree was in Business at the University of Portland ('71) in
Oregon.
Steve is married to Kathy (Olsen), and they have 2 children and 2 grandchildren. He has been a co-
owner of Olsen's For Healthy Animals since 1980 and along with Kathy, established the Olsen's location
in Prescott. Previous to 1980, he spent 7 years with Carnation Company in retail grocery products sales
and management.
He views community service as an extremely important way to “give back". He has been a member of
Prescott Frontier Rotary since 1980 and has served in key leadership positions with that organization,
as well as: Boy Scouts of America, Rotary Youth Leadership Awards, Central Arizona Partnership, and
Yavapai Regional Medical Center. Steve is a big fan of Yavapai Big Brothers/Big Sisters, Yavapai
Humane Society, United Animal Friends, Frontier Rotary Summer Reading and Math Clinic and Catholic
Charities.
He has also been very involved since 1989 with Prescott Center for the Arts, performing in main stage
plays and musical reviews, and is an active member of Sacred Heart Catholic Church. He was also a
member of Class 2 of Project CENTRL (Center for Rural Leadership). In 2011, he and his wife Kathy
and were named Co-Citizens of the Year by the Yavapai County Sheriff’s Office.
When he finds the time, he likes to ride his motorcycle, hike, snowboard, golf, play acoustic guitar, and
be a kid again with the grand kids. Being part of the Prescott City Council is an excellent way to make
a positive difference in the city he loves.
Table of Contents
City Leadership & Community Overview
Mayor and City Council Profiles
City of Prescott, Arizona 13 FY2020 Budget
Steve Blair, Council Member
Term: November 2017 to November 2021
Steve has been in Prescott for 57 years. He is a graduate of Prescott High School, received an A.A.
degree from Yavapai College and a B.S. degree from Arizona State University.
Steve was the owner/operator of Blair Distributing LLC/Holsum Bakery for 44 years as well as
owner/operator of Blind Brothers Window Coverings for 28 years.
Steve has a long record of service to the community. He served on the City of Prescott Charter Review
Committee in 1977, is a member of the Parks and Recreation/Library Advisory Board, served four years
on the Planning & Zoning Commission and 12 years on the City Council. In addition, he has twice been
appointed to special committees by Arizona Senate Past President Ken Bennett.
Among his accomplishments on behalf of the community, Steve cites retaining the “World’s Oldest
Rodeo” here in Prescott and securing the Rodeo Grounds from Yavapai County; developing a sound,
fiscal water policy; encouraging the development of a community skate park; helping achieve the Library
restoration; and ensuring that the Fire and Police Departments have the equipment they need to serve
our citizens and businesses.
Table of Contents
City Leadership and Community Overview
Community Profile
City of Prescott, Arizona 14 FY2020 Budget
History
Prescott was founded in 1863 and incorporated in 1883. During the late 1800s, Prescott twice served
as the territorial capital, and the Governor’s Mansion is now preserved at the Sharlot Hall Museum.
In 1864, the town site of Prescott was surveyed and laid out along Granite Creek where gold had been
panned. The town was designated the capital of the new territory of Arizona after Arizona was
separated from New Mexico. President Lincoln wanted the territorial capital in the northern part of the
territory, far away from the Confederate sympathizing cities to the south.
Lincoln also decided to populate this new capital with Northerners and Mid-westerners and this decision
resulted in Prescott being the most Mid-western looking city in Arizona. Victorian homes and peaked
roof homes were built, a far cry from the adobe structures that were more common in the Southwest.
The early economy of the area centered on cattle ranching and mining. In July of 1900, a fire destroyed
much of Prescott’s commercial district. Within hours, make-shift shelters were erected on the
Courthouse Plaza and business began rebuilding. Following the fire, most buildings in the downtown
area were reconstructed of brick, providing today’s rich architectural heritage.
Dubbed “Everybody’s Hometown”, Prescott is culturally diverse from its downtown Courthouse Plaza,
famous Whiskey row, preservation emphasis with 809 buildings on the National Register of Historic
Places, World’s Oldest Rodeo, Prescott Fine Arts Association, Sharlot Hall Museum, Phippen Art
Museum, Folk Arts Fair, Frontier Days, and Territorial Days to its official designation by the State of
Arizona as “Arizona’s Christmas City”.
Location
Table of Contents
City Leadership and Community Overview
Community Profile
City of Prescott, Arizona 15 FY2020 Budget
Located in the mountains of north central Arizona approximately 90 miles northwest of Phoenix and 90
miles southwest of Flagstaff, the City borders the Prescott National Forest to the south and west. The
average elevation is 5,400 feet. The local climate is mild, with average high temperatures ranging from
fifty degrees to ninety degrees F and the average precipitation recorded at 19.8 inches, most of which
is rain. Prescott and the nearby towns of Chino Valley, Prescott Valley and the newly incorporated
Dewey-Humboldt form what is known locally as the Quad-City area.
City Government
The council-manager form of government was adopted in 1958. The Mayor is elected on a nonpartisan
ballot to represent the entire City for a two-year term. The six members of Council are elected at large
for four year terms on a nonpartisan ballot. Three of the six positions and the Mayor’s position are up
for reelection at the same time. Under the provisions of the City Charter, the Council appoints a City
Manager who is responsible for carrying out its established policies and administering operations.
Table of Contents
City Leadership and Community Overview
Community Profile
City of Prescott, Arizona 16 FY2020 Budget
City Services
The City of Prescott is a full service city. The municipal government provides police, fire, library
recreation, parks, trails, golf, wastewater, water, street improvements and maintenance, solid waste,
municipal airport, planning and building, and economic development services.
Taxes
Prescott and all Arizona municipalities are highly dependent on sales tax and state-shared revenues for
their General Fund. Property taxes account for less than 5 percent of City’s tax revenues. The total 2018
property tax rate (primary and secondary) for residents in the City is 7.4116 per $100 assessed
value. The City of Prescott’s 2018 rate is only 0.2699 per $100 assessed value, or 3.6% of the total
property tax for residents. The remaining property tax is levied by Yavapai County (30.6%), Prescott
Unified School District (38.8%), Yavapai College (26.3%), State Legislature (6.4%), and Mountain
Institute (.7%). The combined Privilege and Use Tax (sales tax) rate in the City of Prescott for most
taxable activities is 8.35%. The combined rate consists of 5.6% for the State of Arizona, 0.75% for
Yavapai County and 2% for the City of Prescott. The City’s sales tax and property tax rates are the
lowest in the Greater Prescott area.
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City Leadership and Community Overview
Community Profile
City of Prescott, Arizona 17 FY2020 Budget
Local Economy
Although small in population, 41,000, the City is not dependent on any one company or industry for
economic vitality. The region is diverse in nature and benefits from the following industries and
employers:
Education Retail
Embry Riddle Aeronautical University Prescott Gateway Mall
Yavapai College Wide assortment of automobile dealers
Prescott College Costco
Northern Arizona University Extension Wal-Mart
Lowe’s
Medical Fry’s
Yavapai Regional Medical Center Safeway
Veteran’s Administration Hospital
Tourism
Manufacturing Ernest A. Love Field – Prescott Airport
Pure Wafer Variety of accommodations and restaurants
Sturm Ruger and Company Multiple golf, hiking and camping areas
Zila Nutraceuticals Numerous lakes and aquatic recreation sites
Cobham Avionics Various cultural and entertainment venues
Davidson’s
Prescott is the center for trade in the region, and as a result has grown into a community with a robust,
diverse economy, which includes government, education, health care, manufacturing and tourism. Here
is a brief overview of those sectors:
1. Government: Prescott is the Yavapai County seat, and as a result, is home to a majority of the
county offices and court-related businesses. Several state and federal offices also call Prescott
home as Prescott’s convenient location allows them to serve the northern and central regions
of Arizona.
2. Education: In addition to Embry Riddle Aeronautical University, Prescott is home to higher
education institutions such as Yavapai College, Prescott College and Northern Arizona
University Distance Learning Center. Prescott’s K-12 offerings include public, private and
charter schools.
3. Health care: The VA Medical Center and Yavapai Regional Medical Center’s main campus are
both located in Prescott, as well as the bulk of related health care providers, (i.e., doctors,
specialists, outpatient surgery centers and labs).
4. Manufacturing: Prescott’s growing base of prime companies includes international
manufacturers in the fields of aerospace, bioscience, guns and after-market vehicle
accessories.
5. Tourism: Historical assets and outdoor recreation make Prescott a destination for visitors.
Comfortable summer temperatures combine with signature events to create a perfect getaway
for those from hotter parts of the state. Prescott’s main tourist markets are the Phoenix and
Tucson metro areas, California, Canada and Germany.
Each of these industries creates employment as well as opportunities for new business and
entrepreneurial ventures, and Prescott recognizes the valuable contributions that our business
community makes. For this reason, we strive to maintain Prescott as pro-business. We do this by being
highly responsive to the needs of our business community, implementing best practices and availing
businesses to tools and resources to foster success.
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City Leadership and Community Overview
City of Prescott Demographics
City of Prescott, Arizona 18 FY2020 Budget
City of Prescott Population Demographics
Source: Population Estimates from Office of Economic Opportunity, State of Arizona
Year Population
Yavapai
County
Population
as % of
County
Land Area
2008 40,041 212,137 18.9% 40.80 square miles
2009 39,932 212,585 18.8% 40.85 square miles
2010 39,771 210,899 18.9% 41.50 square miles
2011 39,873 211,247 18.9% 41.50 square miles
2012 39,865 211,583 18.8% 41.50 square miles
2013 39,888 213,294 18.7% 42.67 square miles
2014 40,520 215,357 18.8% 42.67 square miles
2015 40,989 217,778 18.8% 42.67 square miles
2016 41,575 220,189 18.9% 42.67 square miles
2017 42,300 225,364 18.8% 42.67 square miles
2018 42,917 228,970 18.7% 42.67 square miles
2019 proj 43,389 231,439 18.7% 45.25 square miles
2023 proj 43,929 234,915 18.7% 45.25 square miles
Population and Area
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City Leadership and Community Overview
City of Prescott Demographics
City of Prescott, Arizona 19 FY2020 Budget
Source: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates,
Unemployment Source: Arizona Office of Employment and Population Statistics
Source: 2010 US Census Data
Population Statistics
2010
Prescott
2015
2015
Yavapai
County
2015
Arizona
Gender distribution
Percent Male 49.2% 48.3% 48.9% 49.2%
Percent Female 50.8% 51.7% 51.1% 50.8%
Age distribution
24 and under 21.3% 22.2% 24.6% 33.1%
25 to 44 17.9% 16.1% 18.0% 26.3%
45 to 64 30.4% 27.5% 30.2% 26.3%
65 and over 30.8% 34.2% 27.2% 14.3%
Median Age (years) 53.4 55.6 51.3 37.6
Income/employment
Household Median Income $44,278 $44,846 $44,748 $53,482
Household Average Income $63,300 $60,095 $58,003 $74,596
Unemployment 10.7% 6.2% 5.6% 5.9%
Racial/Ethnic Composition 2010
White, Non-Hispanic 87.10%
Hispanic 8.60%
Black 0.70%
Other 3.60%
$200,000 or more 4.00%
150,000 to 199,999 3.00%
100,000 to 149,999 5.00%
75,000 to 99,999 8.00%
50,000 to 74,999 16.00%
35,000 to 49,999 13.00%
25,000 to 34,999 17.00%
15,000 to 24,999 17.00%
10,000 to 14,999 10.00%
under 10,000 9.00%
Households by Income, 2010
Table of Contents
City Leadership and Community Overview
City of Prescott Demographics
City of Prescott, Arizona 20 FY2020 Budget
City of Prescott Financial Snapshot
FY2015 FY2016 FY2017 FY2018 FY2019 FY2020
Total Operating Budget (000s) 80,310$ 84,853$ 91,382$ 91,781$ 86,966$ 92,152$
Total Regular Employees
1
506 501 497.5 494 498.25 507
Total Employees per 1000 population 12 12 12 12 12 12
Primary Assessed Valuation
2
(000s) 522,426$ 548,631$ 570,573$ 606,159$ 647,649$ 691,000$
City of Prescott Property Tax Rate 0.3149 0.3047 0.3025 0.2821 0.2699 0.2599
City Property Tax Paid per Capita 41$ 41$ 42$ 42$ 43$ 41$
City Sales Tax Rate 2% 2% 2% 2% 2.75% 2.75%
City Sales Tax Revenue per Capita
3
337$ 337$ 351$ 361$ 382$ 384$
Notes:
1
Regular employees does not include temporary or seasonal employees.
2
Source: Yavapai County
3
Sales Tax Revenue for General Fund, which is 1% of the total 2.75%. The total rate includes 1% dedicated to streets and
0.75% dedicated to PSPRS.
Population Estimates from Office of Economic Opportunity, State of Arizona
Table of Contents
City Leadership and Community Overview
City of Prescott Demographics
City of Prescott, Arizona 21 FY2020 Budget
City Services
Neighborhood Resources
Parks 21
Lakes 3
Golf Courses 2
Miles of Trails 106
Open Space - Parks (acres) 2,353
Libraries 1
Total Number of Library Materials Checked out 760,350
Public Safety
Police Employees 87
Calls for Services 22,909
Fire Stations 5
Fire Employees 65
Calls for Services 10,053
Fire Inspections 1,710
Building Inspections
Number of Permits Issued 1,877
Value of Permits (in millions) $210
Transportation
Total of Miles of Streets (lane miles) 765
Cold Mix Repairs (tons) 81
Hot Mix Repairs (sf) 64,862
Refuse Collection
Household Accounts 17,474
Commercial Accounts 1,672
Refuse Collected (tons) 61,245
Recycle Collected (tons) 5,536
Airport
Ranking for busiest airport in Arizona 5th
Ranking for busiest airport in US 40th
Passengers on Commercial Flights 10,111
FAA Traffic Count 236,186
City of Prescott Water
Miles of Water Mains 530
Number of Connections 24,405
City of Prescott Wastewater
Miles of Wastewater Lines 379
Number of Connections 20,255
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City Leadership and Community Overview
City of Prescott Demographics
City of Prescott, Arizona 22 FY2020 Budget
Table of Contents
Organizational Structure, Goals, and Policies
City of Prescott, Arizona 23 FY2020 Budget
Organizational Values ...................................................................................................................... 25
City Organizational Chart ................................................................................................................. 26
Employees by Department and Ten-Year Trend ............................................................................. 28
Budget Policy ................................................................................................................................... 29
Debt Policy ....................................................................................................................................... 33
Investment Policy ............................................................................................................................. 36
Pension Funding Policy .................................................................................................................... 40
Budget Preparation Process Overview ............................................................................................ 43
Budget Preparation Calendar ..................................................................................................... 45
Budget Basis and Budget Amendments ..................................................................................... 46
Table of Contents
Organizational Structure, Goals, and Policies
City of Prescott, Arizona 24 FY2020 Budget
Table of Contents
Organizational Structure, Goals, and Policies
Organizational Values
City of Prescott, Arizona 25 FY2020 Budget
VISION
To be the premier community in the Southwest.
MISSION STATEMENT
We will embrace our unique past, maximize our current opportunities, and be a catalyst for our future
prosperity.
CITY OF PRESCOTT CORE BELIEFS
We believe in:
Acting with integrity
Having personal commitment and loyalty
Working as a team
Solving problems
Taking pride in excellent results
High level of productivity
Being nice
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Organizational Structure, Goals, and Policies
City Organizational Chart
City of Prescott, Arizona 26 FY2020 Budget
Citizens
Mayor and
Council
City Manager
Community
Development
Planning and
Zoning
Building
Safety
Budget &
Finance
Accounting
Services
Budget
Revenue
Services
Public
Works
Administrative
Support
Services
Engineering
Utilities
Solid Waste
Street
Maintenance/
Traffic
Water
Resource
Management
Police
Administration
Patrol
Operations
Bureau
Special
Operations
Bureau
Support
Bureau
Regional
Comm.
Center
City
Manager’s
Office
Human
Resources
Community
Outreach and
Tourism
Neighborhood
Services
Information
Technology
Recreation
Services
Parks, Lakes,
Trails, and
Landscape
Recreation
Programming
Facilities
Management
Fleet Services
Fire
Emergency
Services
Community
Risk
Reduction
Fire
Professional
Services
Library
Public
Services
Support
Services
Airport
City
Clerk
City
Attorney
City Court
Judge
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Organizational Structure, Goals, and Policies
City Organizational Chart
City of Prescott, Arizona 27 FY2020 Budget
Boards, Commissions and Committees
1. Board of Adjustment
2. Industrial Development Authority
3. Municipal Property Corporation
4. Planning & Zoning Commission
5. Prescott Preservation Commission
6. Acker Trust Board
7. Parks and Recreation Board
8. Library Advisory Board
9. Art in Public Places Committee
10. Public Safety Retirement Board
11. CDBG Citizens Advisory Committee
12. Advisory & Appeals Board –
13. Fire Board of Appeals
14. Airport Advisory Committee
15. Bicycle, Pedestrian and Traffic Advisory Committee
16. Tourism Advisory Committee
17. Mayor’s Commission on ECHO
18. Mayor’s Commission on Prevention, Addiction and Recovery
19. Mayor’s Commission on Veterans’ Initiatives
20. Youth Advisory Board
21. Mayor’s Commission on Development Impact Fees (DIF)
22. Mayor’s Commission on Facility Optimization and Property
Usage (FOPU)
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Organizational Structure, Goals, and Policies
Employees by Department and Ten-Year Trend
City of Prescott, Arizona 28 FY2020 Budget
City of Prescott Total Full Time Equivalent Positions – 10 year trend
Department FY17 FY18 FY19
Airport 9.00 9.00 11.00
Budget & Finance 15.75 15.75 16.00
City Clerk 2.75 3.00 3.00
City Council 7.00 7.00 7.00
City Court 6.00 7.00 7.00
City Manager 26.50 27.50 28.00
Community Development 13.50 14.50 14.50
Fire 65.00 65.00 65.00
Legal 8.00 8.00 8.00
Library 21.50 21.50 21.50
Police 83.00 87.00 90.00
Public Works 157.00 156.00 158.00
Recreation Services 47.00 47.00 48.00
Regional Communications 30.00
30.00 30.00
City Total 492.00
498.25 507.00
FTEs
1
Full time equivalents (FTEs) include o nly permanent employees. In additio n, the City
employs temporary and seasonal employees estimated at 55 FTEs.
1
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Organizational Structure, Goals, and Policies
Budget Policy
City of Prescott, Arizona 29 FY2020 Budget
City of Prescott Budget Policy
(Resolution No. 4336-1545)
Background
The focus of the City's budget policy is the process by which a budget is formulated from departmental
requests to adoption by the Mayor and Council.
A budget policy addresses authorization levels for approval of the annual budget and adjustments
thereto, applicable to the revenues and expenditures of all funds.
Laws and Standards
The following laws and standards apply to budget formation and reporting:
Generally accepted accounting principles (GAAP)
Government Finance Officers Association’s (GFOA) Criteria for Distinguished Budget Award
Government Finance Officers Association’s (GFOA) Best Practices
Constitution of the State of Arizona
Arizona Revised Statutes (ARS)
Prescott City Code
City of Prescott Charter
Budget Objectives
The Mayor and Council annually set City priorities, and the budget objectives shall be consistent with
such priorities.
The budget objectives provide policy direction for drafting of the City budget, within the overall budget
schedule extending from initial preparation through adoption.
The following considerations shall be applied to development of the budget:
Funding available for operations and capital needs.
Employee compensation, including merit-based pay and maintaining market-competitiveness, to
ensure that the City retains and attracts outstanding personnel.
Compliance with financial policies and maintenance of bond ratings.
The following items will be considered in conjunction with the budget preparation and adoption process
unless it has been determined that they must be addressed more expeditiously:
Ordinance changes for fees or rates
Personnel and/or other resources required to implement and administer fees and rates
Requests for long-term financing
Balanced Budget, Revenue and Expenditure Policies
The operating budget is to be balanced, with expenditures less than or equal to revenues. Fund
balances should be used only for one-time expenditures, such as capital equipment and improvements.
Development fees will be used for development-related one-time capital expenditures.
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Organizational Structure, Goals, and Policies
Budget Policy
City of Prescott, Arizona 30 FY2020 Budget
The City will strive to maintain a diversified and stable revenue system, to ensure the fiscal health of
the community. User fees for all operations will be examined on a regular basis to ensure that the fees
cover direct and indirect costs of service as much as practicable.
Fund Balance
Sound financial policy requires the establishment of appropriate fund balance levels to maintain
adequate cash flow, and a reserve to cover unanticipated expenditures and revenue shortfalls.
The following General Fund balances will be maintained through the budgeting process:
Reserve of amounts for inventories, advances to other funds, or other uses for which an
appropriation could not be made or foreseen.
Designation of amounts re-appropriated from unencumbered balances for the completion of
projects in subsequent periods.
An unreserved and undesignated balance for each fund equal to 20% of the operating revenues:
10% to be used for the cash flow need due to timing differences between receipts and
disbursements during the fiscal year, and 10% to only be used upon approval of the City Council to
cover unanticipated expenditures or revenue shortfalls.
All other fund balances will be maintained to meet the objectives of the fund.
Internal Cost Allocation
In order to present the full cost of providing facilities, services, and other necessary support (collectively
referred to as the “services”), it is necessary that all indirect costs be allocated corresponding to the
services provided, and at the associated levels of such services. General fund internal support and
administrative costs will be allocated to the Enterprise Funds, Internal Service Funds, and Special
Revenue Funds that benefit from the services provided. The internal support and administrative
departments below will be allocated based upon the following factors:
A method that allocates costs in proportion to the support or benefit received
A method that is clearly understandable and straightforward to explain
A measure that is readily available and can be easily applied
The net impact (proposed budget less projected program revenues) of each of the following
administrative departments will be allocated to other City operating units outside the General Fund on
the basis identified:
Administrative Department
Allocation Basis
City Council Proportion of Budget
City Clerk Proportion of Budget
City Manager Proportion of Budget
Legal Proportion of Budget
Budget and Finance Proportion of Budget
The following administrative departments will be allocated to all City operating units on the basis
identified:
Administrative Department
Allocation Basis
Information Technology Proportion of Budget
Human Resources Proportion of Positions
Allocation Basis
Proportion of Budget – prior year adopted budget of the operating unit as a percentage of the
total budget, less grants and outsourced operations.
Proportion of Positions – positions identified in the prior year adopted City roster for the
operating unit as a percentage of total positions.
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Organizational Structure, Goals, and Policies
Budget Policy
City of Prescott, Arizona 31 FY2020 Budget
The internal costs will be allocated on a monthly recurring charge based on adopted departmental
budgets. At the close of each fiscal year, the total amount allocated will be adjusted based on actual
expenditures as of June 30 of that fiscal year.
Internal Service Funds will set internal charges based upon rates necessary for full operating cost
recovery and necessary capital improvements.
Capital Budget and Five-Year Capital Improvement Plan (CIP)
The capital budget is separated into the three categories defined below:
Capital Budget Category
Definition
Capital Improvement Plan (CIP)
A project that is more than $100,000 for a new infrastructure asset or
to increase the capacity, efficiency, or expected life span of an
existing infrastructure asset. This consists of infrastructure projects
such as streets, utilities, and airport projects as well as major
renovations to or additional City buildings or facilities.
Vehicle Replacements and
Additions
Requests regarding fleet additions or replacements.
Operating Capital All other capital requests not in the above categories, such as
information technology infrastructure, major tools, and equipment
purchases of any cost over $5,000. Projects otherwise matching the
CIP definition but for which the cost is between $5,000 and $100,000
will be categorized as operating capital.
Each department shall, when planning capital projects, estimate the impact on the City’s operating
budget over the subsequent five years. The operating impact includes personnel, operating
expenditures, capital outlay, and debt service, as applicable.
Financing of capital expenditures from available funds, known as pay-as-you-go-funding, is the least
costly and most beneficial method to cover capital expenditures. Every effort will be made in the CIP
to accumulate funds to allow this method of funding to be used.
Necessary capital expenditures, which are unable to be funded from available resources, will follow
financing options and methods outlined in the Debt Management Policy.
Utility projects will be primarily funded by user fees, as resources are available.
Compliance with debt and fund balance policies shall be maintained for each year of the Plan.
Budget Preparation
The Finance Department and City Manager will establish a budget schedule specifying key milestones
within the budget preparation period. All departments will submit their budget requests to the Finance
Department in accordance with the budget preparation schedule. Budget requests will include, but not
be limited to, operational plans, budget requests for personnel, operating and capital requests, including
a Five-year Capital Improvement Plan.
The Planning and Zoning Commission will review the City Manager’s Proposed Five-year Capital
Improvement Plan (CIP).
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Organizational Structure, Goals, and Policies
Budget Policy
City of Prescott, Arizona 32 FY2020 Budget
Budget Adoption
The budget is prepared and adopted in accordance with requirements of the City Charter and Arizona
Revised Statutes. The budget is legally enacted through adoption of an appropriations resolution for all
governmental and proprietary fund types, which places legal restrictions on expenditures at the
department level.
For all funds, the level of control is at the department level as established by the City of Prescott Charter.
Although legal limits on expenditures are established at the department level, effective administrative
control over expenditures is enabled by establishment of a detailed line-item budget.
All appropriations and encumbrances unexpended at year-end lapse, and are not available in the
following year. Included with the budget resolutions is approval for the re-appropriation of all
encumbered balances.
All new positions and reclassifications approved in the budget will be effective July 1 of the new fiscal
year, unless presented differently to the Mayor and Council.
Budget Amendments
The City Manager may transfer any unencumbered appropriation between divisions within a
department. Only the Council may transfer an unencumbered appropriation balance or portion thereof
from one department to another.
During a fiscal year, if a fund deficit is anticipated, recommended spending reductions will be proposed
by the City Manager to the Mayor and Council in a timely manner, in order to sufficiently offset the
deficit.
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Organizational Structure, Goals, and Policies
Debt Policy
City of Prescott, Arizona 33 FY2020 Budget
City of Prescott Debt Policy
Background
A debt policy addresses the level of indebtedness the City of Prescott can reasonably expect to incur
without jeopardizing its existing financial position and to ensure the efficient and effective operation of
the City.
The debt policy shall conform to Federal and State Regulations.
A debt policy also addresses the purposes for the types of debt that will be issued.
The debt policy is to be used in conjunction with the Adopted Budget, the Capital Improvement Program
and other financial policies as directed by Mayor and Council.
Planning and Performance
The planning, issuance and review of outstanding and proposed debt issuances will ensure that
compliance with the debt policy is maintained.
The City may issue debt for the purpose of acquiring or constructing capital projects including buildings,
machinery, equipment, furniture and fixtures.
Debt issuances will be pooled together when feasible to minimize issuance costs.
The City will prepare and adopt annually a Five-year Capital Improvement Program to identify and
establish an orderly plan to meet the City’s infrastructure needs with all debt-related projects and the
debt service impact upon operations identified, appropriately adjusted by inflation to properly reflect
costs incurred in the applicable future fiscal year.
All issuance subject to arbitrage constraints shall be monitored by the applicable personnel and have
arbitrage liability calculations performed in a timely manner.
Investment of bond proceeds shall at all times be in compliance with the City’s Investment Policy and
meet all requirements of bond proceeds covenants.
Debt shall be within statutory and sound financial management limits.
Types of Debt
Interfund Borrowing is the borrowing by one fund from another is an acceptable means of meeting cash
flow needs.
Short-term interfund borrowing, defined as paid back in less than one year, will occur due to
occasional cash shortages in a fund. All funds borrowing from the City’s available cash pool on a
short-term basis should be charged an interest rate equivalent to the State Treasurers Pool for the
prior month.
Long-term borrowing, defined as paid back in more than one year, must come from a specific fund
and be established by Council action. This action would include the fund borrowing the cash, fund
lending the cash, terms (length of repayment period and amount of payments) of loan, and interest
rate to be paid.
Lease Purchase Financing – It is legal to use lease purchasing for any lawful or necessary short-term
or long-term projects; however, it is the objective not to use lease purchase financing on future
equipment replacements, additions or building acquisitions. It is recognized that future events such as
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Organizational Structure, Goals, and Policies
Debt Policy
City of Prescott, Arizona 34 FY2020 Budget
new services of unfunded legal mandates may require the City to provide unanticipated services or
programs and that this financing technique may have to be utilized to fund start-up capital costs of such
new services or programs. If this is the case, the City can first look to its own cash pool to ascertain if
a fund would have sufficient moneys to lend, with interest, over the desired term of the needed financing.
General Obligation Bonds may be used for any lawful project approved by the voters. Pursuant to
Arizona Constitution, principal outstanding may not exceed:
20% of net secondary assessed value for water, wastewater, lighting, parks, open spaces and
recreational purposes; or
6% of net secondary assessed value for all other purposes.
This type of debt issuance is generally the lowest cost financing approach since the debt repayment
is backed by property taxes. However, it is the policy of this Council that if general obligation debt
is issued for a project with a revenue stream (i.e., water/wastewater project), that revenues from
the appropriate enterprise fund be used to pay for the debt repayment and not property taxes. Debt
repayment for non-revenue supported projects such as park improvements would have to be repaid
through property taxes.
Utility Revenue Bonds – These voter-approved bonds may be used for acquiring, constructing or
improving “utility undertakings” including water, wastewater, gas, electric light or power, airport buildings
or facilities, and garbage disposal systems. Utility revenue bonds are not a general or full faith and
credit obligation of the City and are secured by revenues of the applicable utility undertaking. Debt
repayment is from revenues from the appropriate enterprise. A limitation on these bonds is that the
prior year’s net revenues must exceed maximum annual debt service by a specific factor. These bonds
would be appropriate to use if the City wanted to preserve general obligation capacity for future needs.
Municipal Property Corporation Bonds – These non-voter approved bonds are for all city-approved
projects. In essence, the City makes annual payments equal to debt service under a lease-purchase
or loan agreement with the Municipal Property Corporation. City payments may be guaranteed by
pledge of excise taxes, enterprise revenues or annual appropriations. After the debt is retired, the City
receives ownership of the financed project. The Municipal Property Corporation bonds are appropriate
to use for 91) mandated projects that the City has no choice, but to complete, (2) projects that are a
matter of public safety and welfare which can be backed by a sufficient revenue stream to allow
retirement of the debt, or (3) projects which meet a stated economic development goal of the City.
Examples of mandates include a required upgrade of a wastewater treatment plant or a landfill closure.
Current City of Prescott limitations on this financing technique is that the prior year’s excise tax revenues
must exceed maximum annual debt service by two times. Examples of public safety and welfare
projects include water storage tanks, water transmission and distribution lines, sewer plant expansions
and sewer collection system.
Street and Highway Revenue Bonds (HURF Bonds) are voter-approved bonds that can be used for
improving, constructing or maintaining City streets and highways as well as for acquisition of necessary
rights of way for street projects. Debt repayment is through use of HURF revenues. The legal limit on
the amount of bonds that can be issued is government by the amount of HURF receipts in that the
maximum annual debt service may not exceed two-thirds (three times coverage) of the most recent
year’s receipts as long as the bonds are rated “A” or above. If the bonds are rated below “A”, the
maximum annual debt service may not exceed 50% of the most recent year’s receipts (two times
coverage). Recommendation for issuance of these bonds should be carefully considered since if the
maximum allowable were issued (approximately $15 million); there would not be sufficient yearly
revenues available after debt repayment to operate the streets department.
Improvement District Bonds are issued for numerous governmental purposes including financing
streets, curbs, gutters, sidewalks, streetlights, wastewater systems, etc. Although the bonds are not
subject to voter authorization, they may be rejected by a majority of property owners within the
boundaries of the designated district. The debt repayment is through assessments levied against
property located within the district and the debt is backed by a contingent liability of the City’s general
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Organizational Structure, Goals, and Policies
Debt Policy
City of Prescott, Arizona 35 FY2020 Budget
fund. One restriction is that the improvements to be made cannot be of general benefit to the City as a
whole. These bonds are recommended to be issued to bring unpaved streets to a paved status and
installing wastewater systems within neighborhoods.
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Organizational Structure, Goals, and Policies
Investment Policy
City of Prescott, Arizona 36 FY2020 Budget
City of Prescott Investment Policy
(Resolution 4235-1444)
I. SCOPE OF POLICY
This policy shall govern the investment activities of all funds of the City of Prescott (City), excluding any
specific funds cited hereafter, pursuant to Arizona Revised Statutes (ARS) Title 35 Chapter 2.
A. FUND INCLUDED:
All financial assets of all current funds of the City, and any new funds created in the future, unless
specifically exempted, will be administered in accordance with the objectives and restrictions set forth
in this policy, and accounted for in the Comprehensive Annual Financial Report.
B. POOLING OF FUNDS:
Except for cash in certain restricted and special funds, the City will consolidate cash balances from all
funds to maximize investment earnings. Investment income will be allocated to the various funds based
on respective participations, and in accordance with generally accepted accounting principles.
II. PRUDENCE
Investments shall be made with judgment and care, under prevailing circumstances, not for speculation,
but for investment, considering preservation of the capital as well as the anticipated income to be
derived. Investment officials shall apply the "prudent person" standard, in the context of managing an
overall portfolio of funds, rather than a single investment. Investment officers acting in accordance with
this investment policy and exercising due diligence shall be relieved of responsibility for risk or market
price changes, provided deviations from expectations are timely reported to the City Manager of the
City, and necessary action is taken consistent with this policy.
III. OBJECTIVES OF POLICY
The primary objectives in priority order, of investment activities, shall be the preservation and safety of
principal, liquidity, yield, and to minimize risk of loss.
A. SAFETY:
The foremost and primary objective of the City's investment program is the preservation and safety of
capital in the overall portfolio. The objectives will be to mitigate credit risk and interest rate risk. To
control credit risk, investments should be limited to the safest types of securities, financial institutions,
broker/dealers intermediaries and advisers.
To control interest rate risk, the City shall structure the investment portfolio so that securities mature to
meet cash requirements for ongoing operations, and monitor ratings of portfolio positions to assure
compliance with requirements imposed by this policy.
B. LIQUIDITY:
The City's investment portfolio shall remain sufficiently liquid to enable the City to meet operating
requirements that might be reasonably anticipated. Liquidity will be achieved by matching investment
maturities with forecasted cash flow funding requirements, by investing in securities with active
secondary markets and by diversification of maturities and call dates. Furthermore, since all possible
cash demands cannot be anticipated, a small portion of the portfolio may also be placed in money
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Organizational Structure, Goals, and Policies
Investment Policy
City of Prescott, Arizona 37 FY2020 Budget
market mutual funds or local government investment pools which offer same day liquidity for short term
funds.
C. YIELD:
The City's investment portfolio shall be designed with the objective of regularly exceeding the average
rate of return on three month U.S. Treasury Bills. The investment program will seek to augment returns
above this threshold consistent with risk constraints identified herein, cash flow characteristics of the
portfolio and prudent investment principles. The core of investments 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 swap that would improve the quality, yield or target duration in the portfolio.
2. Liquidity needs of the portfolio require that the security be sold.
3. If market conditions present an opportunity for the City to benefit from the sale.
D. RISK OF LOSS:
All participants in the investment process shall seek to act responsibly as custodians of the public trust.
Investment officials shall avoid any transactions that might impair public confidence in the City's ability
to govern effectively. The governing body recognizes that in a diversified portfolio, occasional measured
losses due to market volatility are inevitable, and must be considered within the context of the overall
portfolio's investment return, provided that adequate diversification has been implemented.
IV. INVESTMENT STRATEGY
The City intends to pursue an active portfolio management philosophy. Active management means that
the financial markets will be monitored by investment officials and investments will be purchased and
sold based on the City's parameters for liquidity and market conditions. All marketable securities
purchased by the City 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 before they mature if
market conditions present an opportunity for the city to benefit from the trade, or if changes in the market
warrant the sale of securities to avoid future losses. Securities 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 maturity under the analyzed market scenario. Market and credit risk shall be minimized by
diversification. Diversification by market sector and security types, as well as maturity shall be used to
protect the city from credit and market risk in order to meet liquidity requirements.
The portfolio shall be structured to benefit from anticipated market conditions and to achieve a
reasonable return. Relative value between asset groups shall be analyzed and pursued as part of the
active investment program within the restrictions set forth by this policy.
V. RESPONSIBILITY AND CONTROL
A. DELEGATION:
Management and oversight of the investment program have been delegated to the Finance Director,
who has the authority to delegate authority to persons responsible for the daily cash management
operation, the execution of investment transactions, overall portfolio management and investment
reporting in a manner consistent with this investment policy.
B. SUBORDINATES:
All persons involved in investment activities shall be referred to as "investment officials". No person
shall engage in an investment transaction except as provided under the terms of this policy as delegated
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Investment Policy
City of Prescott, Arizona 38 FY2020 Budget
by Finance Director to withdraw, transfer, deposit, or invest the City's funds. The City Council, by
adopting this policy, has authorized the Finance Director to appoint these individuals.
C. CONFLICTS OF INTEREST:
Investment officials and employees involved in the investment process shall refrain from personal
business activity that could conflict with proper execution and management of the investment program,
or which could impair their ability to make impartial investment decisions. Investment officials and
employees shall refrain from undertaking personal investment transactions with the same individual with
whom business is being conducted on behalf of the City. THIS POLICY EXPRESSLY INCORPORATES
THE PROVISIONS OF ARS TITLE 38, CHAPTER 3, ARTICLE 8.
D. DISCLOSURE:
Investment officials and employees shall disclose to the Finance Director any material financial interest
in financial institutions that conduct business with the City. Investment officials and employees shall
further disclose any material personal investment positions that could be related to the performance of
the City's investment portfolio. Investment officials and employees shall subordinate their personal
investment transactions to those of this jurisdiction, particularly with regard to the timing of purchases
and sales. An investment official who is related within the second degree by affinity or consanguinity to
individuals seeking to sell an investment to the city shall file a statement disclosing that relationship.
E. INVESTMENT TRAINING:
Investment officials shall have a finance, accounting, or related degree and knowledge of treasury
functions. Investment training is important in the management of the treasury function and should
include education in investment controls, security risks, strategy risks, market risks, and compliance
with state investment statutes.
VI. AUTHORIZED INVESTMENTS
Funds of the City may be invested in the eligible investments identified in ARS 35-323 (A) for the
maximum maturity allowed by Section VIII (B) of this policy. The City’s deposits will be collateralized in
accordance with ARS 35-323.
VII. INVESTMENT REPORTS
The Finance Director shall submit semiannually an investment report including a management summary
that provides an analysis of the status of the current investment portfolio with a comparison to the
average three-month US Treasury Bill.
VIII. PORTFOLIO AND INVESTMENT ASSET PARAMETERS
A. INVESTMENT SELECTION PROCESS:
Investment officials for the City shall use the best method they determine to be the most advantageous
for purchasing and selling investments.
B. MAXIMUM MATURITIES:
Investments shall be managed to meet anticipated cash flow requirements. Unless matched to a
specific cash flow, the City will not directly invest in securities maturing more than ten years from the
date of purchase.
C. TARGET DOLLAR-WEIGHTED AVERAGE MATURITY:
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Organizational Structure, Goals, and Policies
Investment Policy
City of Prescott, Arizona 39 FY2020 Budget
Under most market conditions, the composite portfolio will be managed to target a three year dollar-
weighted average maturity. However, under certain market conditions, investment officials may need
to shorten or lengthen the average life or duration of the portfolio to best serve the City’s finances.
IX. SELECTION OF DEPOSITORY, FINANCIAL INSTITUTIONS AND BROKER/DEALERS
A. BIDDING PROCESS:
Depositories shall be selected through the City's banking services procurement process, which shall
include a formal request for proposal (RFP). In selecting depositories, the credit worthiness of
institutions shall be considered, and the Finance Director shall conduct a comprehensive review of the
prospective depository’s credit characteristics and financial history. No public deposit shall be made
except in a qualified public depository as established by state depository laws. The depository bank bid
will not include bids for investment rates on certificates of deposit. Certificate of deposit rates will be
shopped competitively among qualified financial institutions.
B. INSURABILITY:
Banks and Savings and Loan Associations seeking to establish eligibility for the City's competitive
certificate of deposit purchase program, shall submit financial statements, evidence of federal insurance
and other information as required by the investment officials of the City.
X. SAFEKEEPING AND CUSTODY OF INVESTMENT ASSETS
All security transactions entered into by the City shall be conducted using the delivery vs. 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 City's investment officials on an investment settlement, with what is wired
from the broker/dealer, prior to releasing the City's designated funds for a given purchase. The security
shall be held in the name of the City, or held on behalf of the City in a bank nominee name. A third
party custodian designated by the Chief Financial Office and evidenced by safekeeping receipts will
hold securities. The safekeeping bank's records shall assure the notation of the City's ownership of, or
explicit claim on, the securities. The original copy of all safekeeping receipts shall be delivered to the
City. A safekeeping agreement that clearly defines the responsibilities of the safekeeping bank must
be in place.
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Organizational Structure, Goals, and Policies
Pension Funding Policy
City of Prescott, Arizona 40 FY2020 Budget
City of Prescott Pension Funding Policy
(Council Adopted May 8, 2018 with Resolution 2018-1637)
The intent of this policy is to clearly communicate the Council pension funding objectives and its
commitment to our employees and the sound financial management of the City.
The Government Finance Officers Association (GFOA) recommends the adoption of a pension funding
policy that address three core elements:
Actuarial cost method - the technique used to allocate the total present value of future benefits
over an employee’s working career (normal cost/service cost).
Asset smoothing method - the technique used to recognize gains or losses in pension assets
over some period of time so as to reduce the effects of market volatility and stabilize
contributions.
Amortization policy - the length of time and the structure selected for increasing or decreasing
contributions to systematically eliminate any unfunded actuarial accrued liability or surplus.
In addition to the items identified by the GFOA, this policy also addresses the Council’s position on:
Pension funding goal
Funding pension cost
Several terms are used throughout this policy:
Unfunded Pension Liability (UPL) – Is the difference between trust assets and the estimated
future cost of pensions earned by employees. This UPL is from actual results (interest earnings,
member mortality, disability rates, etc.) being different from the assumptions used in previous
actuarial valuations.
Annual Required Contribution (ARC) – Is the annual amount required to pay into the pension
funds, as determined through annual actuarial valuations. It is comprised of two primary
components: normal pension cost – which is the estimated cost of pensions earned by employees
in the current year; and, amortization of unfunded pension liability – which is the cost needed to
cover pensions earned by employees in previous years, which is collected over a period of time
(amortized). The ARC is a percentage of the current payroll.
Funded Ratio – Is a ratio of fund assets to actuarial accrued liability. The higher the ratio the better
funded the pension is with 100% being fully funded.
The City’s police and fire employees, who are regularly assigned hazardous duty, participate in the
Public Safety Personnel Retirement System (PSPRS). All other eligible employees are covered by the
Arizona State Retirement System (ASRS).
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Organizational Structure, Goals, and Policies
Pension Funding Policy
City of Prescott, Arizona 41 FY2020 Budget
Public Safety Personnel Retirement System (PSPRS)
PSPRS is administered as an agent multiple-employer pension plan. This means that even though
there is statewide uniform administration each agency has an individual trust fund where their assets
are deposited and from which their expenses are paid. The City of Prescott has two trust funds, one
for police employees and one for fire employees. This type of pension results in each trust fund having
its own funded ratio and contribution rate based on their individual annual actuarial valuation.
The three core elements outlined by the GFOA guidance are addressed by the statewide PSPRS board
and discussed in the annual individual actuarial valuations in section G, which can be found on the
PSPRS website. http://www.psprs.com/investments--financials/annual-reports
Council formally accepts the assets, liabilities, and current funding ratio of the City’s PSPRS trust funds
from the June 30, 2018 actuarial valuation, which are detailed below:
Trust Fund Assets
Accrued
Liability
Unfunded
Pension
Liability (UPL)
Funding
Ratio
Prescott Fire Dept. (023) 35,382,157$ 71,872,899$ 36,490,742$ 49.2%
Prescott Police Dept. (024) 24,232,585 56,787,471 32,554,886 42.7%
City of Prescott Total 59,614,742$ 128,660,370$ 69,045,628$ 46.3%
PSPRS Funding Goal
Pensions that are less than fully funded puts the cost of service provided in earlier periods (amortization
of UPL) on the current taxpayers. Fully funded pension plans are the best way to achieve taxpayer and
member equity with the current cost of employee pension being paid in the period they are earned and
by the taxpayers receiving the services from those employees.
The Council’s PSPRS funding ratio goal is 100% (fully funded) by June 30, 2028. Council
established this goal for the following reasons:
The PSPRS trust funds represent only the City of Prescott’s liability
The fluctuating cost of an UPL causes strain on the City’s budget affecting our ability to provide
services
A fully funded pension is the best way to achieve taxpayer and member equity
Council has taken the following actions to achieve this goal:
Made additional payments above the ARC – since July 1, 2017, Council has made additional
payments above the ARC from General Fund reserves and sales of unneeded assets totaling
$11.6 million. Additionally, during the annual budget process the Council will evaluate the
General Fund fund balance to determine if any unassigned balance can be used to pay down
the UPL in advance of the 20 year amortization period.
Maintain ARC payment from operating revenues – Council is committed to maintaining the full
ARC payment (normal cost and UPL amortization) from operating funds. The estimated
combined ARC for FY20 is $7.3 million and will be able to be paid from operating funds without
diminishing City services.
Dedicated revenue – Council proposed, and the voters approved, a dedicated sales tax of
0.75% effective January 1, 2018, to pay down the unfunded PSPRS pension liability. This
dedicated sales tax is to remain in effect for ten years (until December 31, 2027) or until the
combined unfunded pension liability of the City’s two PSPRS trust funds is $1.5 million.
Based on these actions, the Council plans to achieve its goal of 100% funding by June 30, 2028, 10
years ahead of what was previously anticipated by PSPRS.
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Organizational Structure, Goals, and Policies
Pension Funding Policy
City of Prescott, Arizona 42 FY2020 Budget
Funding PSPRS Pension Cost
It is the Council’s policy that funding of the ARC from operating revenues will be a priority during the
annual budget process, before any other service enhancements are considered.
Arizona State Retirement System (ASRS)
ASRS is administered as a cost-sharing multiple-employer pension plan. This means that all agencies
statewide are part of the same trust which is administered by a single administrator. In this type of
pension, the funded ratio and contribution rates are the same for all participating entities. The City of
Prescott is approximately 0.2% of the total system.
The three core elements outlined by the GFOA guidance are address by the statewide ASRS board
and discussed in the annual actuarial valuations in appendix III, which can be found on the ASRS
website. https://www.azasrs.gov/content/annual-reports
ASRS Funding Goal
Since the ASRS trust fund is comprised of all participating agencies there is no ability for the City of
Prescott to address its individual funded ratio.
Funding ASRS Pension Cost
It is the Council’s policy that funding of the ARC from operating revenues will be a priority during the
annual budget process, before any other service enhancements are considered.
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Organizational Structure, Goals, and Policies
Budget Preparation Process Overview
City of Prescott, Arizona 43 FY2020 Budget
Each year, using a modified zero-based budgeting process, the City of Prescott’s budget is developed
by the Budget and Finance Department in conjunction with the individual departments, the City
Manager, the Mayor and Council, citizen advisory groups, and citizen input.
Purpose of the Budget
The fundamental purpose of the City’s budget is to link what we want to accomplish for the community
with the resources necessary to do so. The budget process does this by setting City goals and
objectives, establishing reasonable timeframes and organizational responsibility for achieving them, and
allocating resources for programs and projects. To this end, the budget serves four roles:
Policy Document. Sets forth goals and objectives to be accomplished and the fundamental fiscal
principles upon which the budget is prepared.
Fiscal Plan. Identifies and appropriates the resources necessary to accomplish objectives and
deliver services and ensures that the City’s fiscal health is maintained.
Operational Plan. Describes the organizational units and activities of the City. The City is made
up of departments and departments’ subunits are called divisions. The budget describes each
department and division, including a mission, description of services, goals/objectives, performance
measurement.
Communications Tool. Provides the public with a blueprint of how public resources are being
used and how these allocations were made.
Major City Goals
Linking important objectives with necessary resources requires a process that identifies key goals at
the very beginning of the budget preparation. The City begins this process with Mayor and City Council
meetings and setting the goals that guide the departments in their budget preparation. City staff then
prepares the proposed budget based on the Council’s policy guidance.
Financial Plan Policies
Formally articulated budget and fiscal policies provide the foundation for preparing and implementing
the budget while assuring the City’s long-term fiscal health. Included in this budget document, these
policies include budget, debt and investment policies.
Preparation and Review Process
The budget development is directed by the City Manager, Finance Director and Budget Manager along
with the City’s department heads. The following discusses the general approach under the City’s budget
process:
The Budget and Finance Department provides department/division heads, supervisors, and budget
coordinators with instructions and guidance in developing and submitting their budgets. This includes
instructions and information regarding the preparation of the Five-Year Capital Improvement Plan.
Base budgets (the costs associated with providing current levels of service for the following year) are
submitted by the departments to the Budget and Finance Department. Additional decision packages
submitted include requests for new positions, organizational structure changes, capital outlay and
projects. Payroll forecasts are prepared by the Budget and Finance Department. Input was provided
by the departments concerning temporary/seasonal employment needs as well as overtime
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Organizational Structure, Goals, and Policies
Budget Preparation Process Overview
City of Prescott, Arizona 44 FY2020 Budget
requirements. Lists of capital outlay and projects budgeted for the prior fiscal year but not expected to
be received are provided budget for the next fiscal year.
Meetings with each department, the City Manager, and the Budget and Finance Department for the
purpose of internal review of base budgets, additional decision packages, and any issues that may
affect the budget are held. During these meetings the Five-Year Capital Improvement plan and any
management changes to the department’s budget requests are initially discussed.
After these meetings are completed, a proposed balanced budget is prepared for submittal to the
Council and public at workshops. The official budget adoption occurs after these workshops with the
following milestones:
Expenditure Limit Hearing: The City currently operates under the Home Rule Option which has
been approved by the voters. As part of that process, a public hearing is mandatory. The public
hearing time and location is set at Tentative Budget adoption.
Tentative Adoption: Council adopts a tentative budget and sets the date for the public hearing
on the final budget, expenditure limitation, and tax levy for next fiscal year. The tentative budget
is the estimated amounts required to meet the public expense for the City of Prescott. Adopting
a tentative budget is required by City Charter and State Law (adoption required on or before
the 3
rd
Monday in July of each Fiscal year). Once the tentative budget is adopted, the
expenditures may not increase upon final adoption, but may be decreased.
Truth and Taxation: In compliance with section 42-17107, Arizona revised statutes; the City of
Prescott notifies its property taxpayers of the city of Prescott’s intention to raise its primary
property taxes over last year’s level.
Final Budget Adoption, Adoption of the Five-Year Capital Improvement Plan, Adoption of City
Job Roster, Establishment of Expenditure Limitation: The final budget is adopted along with
the five-year capital improvement plan and the city job roster. The expenditure limitation is
established along with the department and fund level appropriations.
Property Tax Levy: Adoption of the property tax levy ordinance follows not less than fourteen
days later than the final budget adoption, in accordance with State law.
Interim Financial and Project Status Reports
The Budget and Finance Director presents a mid-year budget report to the Mayor and Council at a
public workshop either January or February. Throughout the year, real time access to financial
information is provided to staff throughout the organization’s financial system.
Administration
As set forth in the City Charter, the control of the budget is with the department. The City Manager may
transfer any unencumbered appropriation between divisions within a department. Only the Council may
transfer an unencumbered appropriation balance or portion thereof from one department to another or
between funds. Any revisions that alter the total expenditures of any fund must be approved by the City
Council. The legal level at which expenditures may not legally exceed appropriations is the department
and fund level.
Budget Preparation Calendar
A calendar is prepared for the annual budget development. This budget year’s budget calendar for
budget preparation is presented on the next page.
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Organizational Structure, Goals, and Policies
Budget Preparation Calendar
City of Prescott, Arizona 45 FY2020 Budget
Date Description
December 14, 2018 IT Project Requests for FY20
January 11, 2019 City Manager strategic planning meetings, next year goals and objectives
January 17, 2019 Budget “Kick-off” meeting for departments
February 15, 2019 Department & division missions, next year objectives, performance
measurements, and org charts
February 22, 2019 Base budgets due – next fiscal year requests, current fiscal year
estimated endings
March 1, 2019 New personnel and reclassifications of existing personnel request
March 8, 2019 Capital requests for next fiscal year and Five Year Capital Improvement
Plan due
Anticipated applications for next fiscal year grants and current fiscal year
grant estimated endings due
April 2-10, 2019 City Manager meetings with departments to review budget, decision
packages, and department operational plans.
May 21, 2019 Annual Council Workshop (public invited)
May 28, 2019 Annual Council Workshop (public invited)
June 1, 2019 List of prior year key results and outcomes due
June 11, 2019 Set public hearing on expenditure limitation and tentative adoption
June 25, 2019 Official public hearing on budget and adoption of budget
July 9, 2019 Adoption of tax levy
Table of Contents
Organizational Structure, Goals, and Policies
Budget Basis of Accounting and Budget Amendments
City of Prescott, Arizona 46 FY2020 Budget
Budget Basis of Accounting
The basis of budgeting is the method used to determine when revenues and expenditures are
recognized for budgetary purposes.
Fund statements in the Comprehensive Annual Financial Report (CAFR) are presented on the basis of
“generally accepted accounting principles” (GAAP). GAAP dictates that Governmental Funds use the
modified accrual basis of accounting. Revenues are recognized when they become measurable and
available to finance City operations. “Available” means “collectible” within the current period or soon
enough thereafter to be used to pay liabilities of the current period. Expenditures are generally
recognized when the related fund liability is incurred. The accrual basis of accounting is used for
Proprietary Funds. Revenues are recognized in the accounting period in which they are earned and
become measureable. Expenditures are recognized when they are incurred.
The City of Prescott Budget is prepared and presented substantially consistent with generally accepted
accounting principles (GAAP). The major differences between accrual basis accounting for Proprietary
Funds and the budget basis of accounting are:
1. Accrued compensated absences are not recognized as expenditures for budgetary
purposes, for GAAP they reported as expenses and accrued liabilities.
2. Debt service principal payments are treated as expenditures in budgetary accounting, in
GAAP accounting they would be applied to outstanding liabilities.
3. Capital grants are budgeted as revenues, for GAAP as non-operating contributions.
4. Depreciation is not considered expenditure in budgetary accounting, on a GAAP basis for
depreciation expense is recorded.
5. Capital outlay is treated as expenditures in budgetary accounting and an asset in GAAP.
Amending the Budget
Control of each legally adopted annual budget, according to City Charter, is at the department level.
The City Manager may at any time transfer any unencumbered appropriation balance or portion thereof
between general classifications of expenditure (object codes) within an office, department or agency.
The City Manager generally gives authority to department heads to exceed one line item as long as
other line items are reduced by a like amount. These arrangements are usually made directly between
the requesting department and the Budget and Finance Department. At the request of the City
Manager, the Council may transfer any unencumbered appropriation balance or portion thereof between
funds.
Table of Contents
Fund Summaries
City of Prescott, Arizona 47 FY2020 Budget
Fund Structure .................................................................................................................................. 49
Overall City Budget Summary .......................................................................................................... 52
General Fund ................................................................................................................................... 58
Special Revenue Funds ................................................................................................................... 65
Debt Service Funds .......................................................................................................................... 73
Enterprise Funds .............................................................................................................................. 74
Internal Service Funds ..................................................................................................................... 88
City Debt Summary .......................................................................................................................... 90
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Fund Summaries
City of Prescott, Arizona 48 FY2020 Budget
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Fund Summaries
Fund Structure
City of Prescott, Arizona 49 FY2020 Budget
The accounts of the City are organized on the basis of funds or account groups, each of which is
considered a separate accounting entity. Governmental resources are allocated to and accounted for
in individual funds based upon the purposes for which they are to be spent and the means by which
spending activities are controlled. The City of Prescott uses the following funds in its budget process:
The General Fund is established for the revenue and expenditures necessary to carry out basic
governmental activities of the City such as police protection, recreation, planning, legal services,
administrative services, etc. General Fund expenditures are made primarily for current day-to-day
operating expenses and operating equipment. Capital expenditures for large-scale public
improvements such as parks or streets are accounted for elsewhere in the Special Revenue Funds,
Capital Project Funds, or Enterprise Funds.
Special Revenue Funds are used to account for revenues derived from specific taxes or other
earmarked revenue sources. These funds are usually required by statute, charter provision or
ordinance to finance particular functions or activities. The Special Revenue funds listed below are used
by the City of Prescott.
All Funds
Total FY20 Budget
$220.1 M
Governmental
Funds
$100.7 M
General Fund
$43.4 M
Special Revenue
Funds
$57.3 M
Streets
$35.2 M
Governmental
Impact Fees
$0.6 M
Trust Funds
$0.2 M
Transient
Occupancy
$1.3 M
Grants
$7.1 M
PSPRS
Dedicated Tax
$12.9 M
Debt Service
Funds
$0.0 M
Proprietary Funds
119.4 M
Enterprise Funds
$112.1 M
Water
$39.9 M
Wastewater
$27.8 M
Solid Waste
$8.9 M
Airport
$8.7 M
Golf Course
$3.7 M
Internal Service
Funds
$7.3 M
Fleet
Maintenance
$2.3 M
Risk Management
$1.1 M
Engineering
$1.9 M
Facilities
Maintenance
$1.7
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Fund Summaries
Fund Structure
City of Prescott, Arizona 50 FY2020 Budget
Streets– 1% Additional Tax and Highway User Revenues – Revenue for this fund is provided
by the voter approved additional transaction privilege tax and City’s share of State gasoline
taxes (Highway User Revenue Funds), both restricted for maintaining and constructing streets.
The accumulation and expenditure of these funds are accounted for in this area.
Impact Fee Funds (Governmental) – These funds represent accounts to expend impact fees
received to offset the cost of growth related projects. These fees are no longer collected as of
August 1, 2014. Some fund balance remains will be used when projects are identified.
Trust Funds - Gifts and Donations Fund and Acker Trust Fund – The Gift and Donations
Fund provide an account to track any contributions for miscellaneous gifts which the City may
receive as well as the expenditures made. The Acker Trust Fund accounts for the assets willed
to the City by J.S. Acker. Revenue from investments and land sales are to be expended for
cultural and recreational purposes only.
Transient Occupancy Tax Fund – In 1987 the voters established a two percent (2%) transient
occupancy (hotel/bed) tax. It was increased to three (3%) percent in 2007. By ballot provision,
these revenues can only be used for tourism promotion and development of recreational
facilities.
Grants Fund – This represents grant reimbursed expenditures for various projects. Grant
funds must be used for the stated purpose of the grant and must meet grantor expenditure
guidelines.
Debt Service Funds are established to account for the accumulation of resources for, and the payment
of, general long-term debt principal and interest. The City of Prescott’s Debt Service Fund was
established during FY1999 to pay for the principal and interest of general obligation debt for the police
station construction and the Watson and Willow Lakes water rights and land purchase as well as
improvement district bond payments. The general obligations are paid in full after FY2017. Remaining
will be debt service on a few small wastewater special assessment districts.
Enterprise Funds are established to account for operations that (1) are financed and operated in a
manner similar to private business operations where the intent of the City is that the costs (expenses,
including depreciation) of providing goods or services to the general public on a continuing basis be
financed or recovered primarily through user charges or (2) where the governing body has decided that
periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for
capital maintenance, public policy, management control, accountability or other purposes. The City of
Prescott has five enterprise funds as follows:
Water Fund – To account for the provision of water services to the residents of the City and
some residents of the County. All activities necessary to provide for water services are
accounted for in this fund.
Wastewater Fund – Previously this fund was combined with the Water Fund. However,
beginning in FY1994 this fund accounts for the provision of wastewater services to the residents
of the City. All activities necessary to provide for wastewater services are accounted for in this
fund.
Solid Waste Fund – To account for solid waste services provided to City residents along with
the operations of the City’s transfer station facility that opened in September, 1991. All activities
necessary to provide these services are accounted for in this fund.
Airport Fund – To account for the provision of airport services to the general aviation and
commercial flying public. Services include fueling, hangar and tie down rentals, etc.
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Fund Summaries
Fund Structure
City of Prescott, Arizona 51 FY2020 Budget
Golf Course Fund – To account for the provision of year-around golf to the residents of the
City, County and visitors to the area. On April 8, 2014, the city Council approved a five-year
management agreement beginning May 1, 2014. Billy Casper Golf will operate golf-related
activities, including the pro shop, driving range, carts, cart barn and restaurant at the 36-hole
facility, while the City will continue to be responsible for golf-course maintenance and capital
improvements. The public-private partnership with Billy Casper Golf is designed to bring a new
approach to the management of Antelope Hills. The company will utilize its purchasing
efficiencies, lower operating costs, marketing strength, and customer-service training to assure
enjoyable guest experiences.
Internal Service Funds are used to account for services and commodities furnished by one department
to other departments of the City on a cost-reimbursement basis.
Fleet Maintenance – To account for the cost of operating a maintenance facility for automotive
and other equipment used by various departments. These costs are billed to the various using
departments. The various user departments who acquire automotive and other equipment are
responsible for replacement costs.
Risk Management – To account for the costs, both direct and indirect, of maintaining
comprehensive property damage and general liability and workers’ compensation insurance
coverage. Revenue to this fund is derived from charges to City departments.
Engineering Services – To account for the direct and indirect costs of the Engineering Division
of Public Works, which provides engineering services for the capital projects and other
departments of the City. Revenue to this fund is derived from charges to City departments and
projects based on the work performed.
Facilities Maintenance – To provide maintenance and custodial service to all city owned
facilities.
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Fund Summaries
Overall City Budget Summary
City of Prescott, Arizona 52 FY2020 Budget
The Fiscal Year 2020 (FY2020) Budget consists of two components – operating budget and capital
budget. PSPRS 0.75% Tax and Grant Contingency is broken out from General Operations to show a
better representation of the operating budget.
The General Operations portion of the operating budget is $99,265,543 representing a 5.7% increase
from FY2019. The operating budget is comprised of the costs to continue operations from year to year
without any capital expenditures. It encompasses all the basic services provided to Prescott’s residents:
police and fire protection; recreation services; library services; water; wastewater; solid waste collection
including recycling; streets maintenance; planning and zoning; building inspection; economic
development; and administrative services. The increase in operating budget increase reflects
adjustments in personnel compensation with the market compensation plan, and cost increases
necessary to continue to provide City Services at equal or better levels. Below is a chart that depicts
the operating budget by department.
FY19
Budget
FY20
Budget
%
Change
Operating Budget
General Operations 93,907,189$ 99,265,543$ 5.7%
PSPRS 0.75% Tax 12,000,000 12,853,928 7.1%
Grant Contingency 3,027,708 4,100,000 35.4%
Capital Budget 82,335,868 103,849,451 26.1%
Total 191,270,765$ 220,068,922$ 15.1%
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Fund Summaries
Overall City Budget Summary
City of Prescott, Arizona 53 FY2020 Budget
In the overall budget summary, the majority of the PSPRS related payments are itemized separately.
However, the normal pension cost is budgeted in department’s operational budget. The normal pension
cost is the cost of benefits earned in the current year. The City’s unfunded liability relates to prior earned
pensions that are not sufficiently funded. The City is aggressively paying down this liability through
additional payments and revenue from a dedicated sales tax.
Grant contingency consists of a budget for potential grants that departments are pursuing. The grants
that are likely to be awarded or are ongoing are budgeted in each department’s budget.
General
Government
4%
Library
2%
Community
Development
2%
Fire
8%
Police
11%
Public Works
41%
Recreation
Services
8%
Regional
Communications
1%
Non-
departmental
22%
Regional
Comm.
2%
FY20 Operating Budget by Department
FY2019
Budget
FY2020
Budget
PSPRS Annual Required Contribution
Normal Pension Cost 1,205,547$ 1,302,751$
Unfunded Liability 6,968,266 5,966,916
Total ARC - from Operating Budgets 8,173,813 7,269,667
Additional Payments
3/4 cent PSPRS Tax 12,000,000 12,853,928
Total Additional Payments 12,000,000 12,853,928
Total Contributions 20,173,813$ 20,123,595$
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Fund Summaries
Overall City Budget Summary
City of Prescott, Arizona 54 FY2020 Budget
The second component, the capital budget, is $103,849,451, a 26.1% increase from FY2019. Capital
expenditures are non-routine, one time expenditures for purchase or projects with a value over $5,000
and estimated useful life over one year, mainly infrastructure improvements for utility and streets
projects in the Five-Year Capital Improvement Plan. Capital budgets tend to rise and fall each year
depending on the timing of projects – especially as Prescott is primarily on a “pay-as-you-go” program.
The total budget for FY2020 is $220,068,922, including all funds. The proportionate share of each fund
type is displayed in the pie chart below:
The City of Prescott’s budget is funded through multiple sources. The three main sources are of
revenue are charges for services, taxes, and intergovernmental revenues. Some of these sources are
restricted and can only be used for certain types of expenditures while others are not restricted and can
be used for general operations. Except for the General Fund, which pays for police, fire, recreation, and
library services, all other City revenues are restricted by purpose. Enterprise funds such as water,
sewer, golf course, and airport charges can only be used to provide services directly related to the rates
and fees paid. Special Revenue funds such as the Streets Fund and Bed Tax Fund are also restricted
to a specific purpose. The categories below include all funds and revenues will be discussed in more
detail on the fund level.
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Fund Summaries
Overall City Budget Summary
City of Prescott, Arizona 55 FY2020 Budget
City-wide Funding Sources
The next table summarizes the overall City of Prescott budget by fund with revenues, other financing
sources, expenditures, and total fund balance.
Funding Source Category
FY19
Budget
FY20
Budget
FY20 %
of Total
Charges for Services 51,991,095 55,941,914 25.4%
Taxes 48,458,005 51,719,836 23.5%
Intergovernmental Revenues 19,514,192 20,927,992 9.5%
Grants 10,429,470 16,022,054 7.3%
Proceeds from Debt 14,100,000 32,373,709 14.7%
Use of Fund Balance* 42,022,072 37,631,196 17.1%
Other 0.0%
Miscellaneous 3,316,791 3,723,271 1.7%
Licenses and Permits 1,021,890 1,312,700 0.6%
Fines and Forfeitures 417,250 416,250 0.2%
Total Funding Sources 191,270,765$ 220,068,922$
*One time expenditures such as capital and payments towards
unfunded pension liability
Table of Contents
Fund Summaries
Overall City Budget Summary
City of Prescott, Arizona 56 FY2020 Budget
Overall City Budget Summary
Fund balance includes all revenues and expenses due at year end but not yet received or paid, and
represents the available resources in a government. Fund balance is separated into reserved, which
can be used only for a specific purpose, and unassigned, which can be used for any public purpose
identified by Council.
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
General Fund 39,632,433$ 37,961,839$ 39,532,431$ 40,945,210$ 7.9%
Streets 21,720,781 20,897,094 23,048,294 22,291,989 6.7%
Transient Lodging 999,611 1,051,000 1,055,000 1,105,000 5.1%
PSPRS Dedicated Tax Contingency 6,073,148 12,000,000 12,723,890 12,853,928 7.1%
Grants 1,854,255 5,757,347 2,005,123 7,131,556 23.9%
Trust Funds 92,661 94,595 125,467 66,025 -30.2%
Impact Fees 38,162 33,000 33,000 12,000 -63.6%
Debt Service (GO/Spec. Asses.) 6,116 5,576 5,576 5,576 0.0%
Water 19,446,942 18,873,674 19,051,380 20,763,827 10.0%
Wastewater 14,343,805 14,498,500 14,518,500 15,116,500 4.3%
Solid Waste 7,464,231 7,538,020 7,420,699 8,471,172 12.4%
Airport 2,821,421 14,385,637 8,111,286 15,264,349 6.1%
Golf Course 3,357,675 3,388,937 3,388,937 3,853,777 13.7%
Internal Service Funds 7,434,861 6,964,764 7,021,415 7,278,492 4.5%
Total Revenues
125,286,101$ 143,449,983$ 138,040,998$ 155,159,401$ 8.2%
Debt Proceeds
WIFA Loans 4,227,648 14,100,000 4,536,391 31,313,709 122.1%
Lease Financing - - - 1,060,000
Total Debt Issues
4,227,648$ 14,100,000$ 4,536,391$ 32,373,709$ 129.6%
Total Revenues and Debt Proceeds
129,513,749$ 157,549,983$ 142,577,389$ 187,533,110$ 19.0%
- -$
Expenditures
General Fund 50,683,598$ 47,982,346$ 45,829,598$ 47,504,782$ -1.0%
Streets Fund 27,091,848 36,256,445 26,225,910 35,830,798 -1.2%
Transient Lodging 785,566 1,407,267 1,407,306 1,457,404 3.6%
PSPRS Dedicated Tax Contingency 6,000,000 12,800,000 12,723,890 12,853,928 0.4%
Grants 1,789,719 4,447,259 1,463,317 7,130,556 60.3%
Trust Funds 111,643 259,074 116,226 216,677 -16.4%
Impact Fees 196,492 145,000 139,061 625,000 331.0%
Debt Service 5,730 5,576 5,576 5,420 -2.8%
Water 25,533,110 39,983,908 29,018,988 47,209,176 18.1%
Wastewater 16,828,816 27,766,201 19,981,336 36,339,093 30.9%
Solid Waste 8,776,074 8,928,462 8,496,779 9,634,427 7.9%
Airport 2,821,421 8,747,896 8,111,286 15,264,349 74.5%
Golf Course 3,982,430 3,716,942 3,448,296 3,853,777 3.7%
Internal Service Fund 9,477,907 7,125,679 6,839,479 7,238,919 1.6%
Total Expenditures
154,084,354$ 199,572,055$ 163,807,048$ 225,164,306$ 12.8%
Ending Balance, 6/30
Net Change in Fund Balance
(28,979,989) (45,225,246) (21,706,832) (50,865,774)
Fund Balance - Beginning
143,246,426 114,266,438 114,266,438 92,559,606
Fund Balance - Ending
114,266,438 69,041,192 92,559,606 41,693,832
Transfers In/Out included in Revenue/Expenditure numbers
Table of Contents
Fund Summaries
Overall City Budget Summary
City of Prescott, Arizona 57 FY2020 Budget
For the beginning of FY 2020, the City’s estimated fund balance at July 1, 2019 is $92.6 million and is
summarized below:
City Estimated Fund Balance Summary
The FY2020 budget has identified the use of $50.8 million from fund balance relating to a one time use
for capital expenditures, retirement of unfunded pension liability, or specific projects. The fund balance
levels are sufficient to maintain adequate cash flow and a reserve to cover unanticipated expenditures
and revenue shortfalls.
General Fund
Bed Tax,
Grants, Trust,
Debt Service
and Impact Streets Fund Utilities
Solid Waste
Fund
Internal
Service
Fund Balance, 7/1/19 18,117,252$ 3,754,733$ 13,893,896$ 53,630,835$ 2,215,923$ 1,557,933$
Operating Surplus (Deficit) 11,794,245 (352,404) 11,725,241 8,606,232 191,745 312,073
Capital Expenditures and Transfers (18,353,817) (762,496) (25,264,050) (56,274,174) (1,355,000) (272,500)
Debt Issues - - - 32,373,709 1,060,000 -
Ending Balance, 6/30/20 11,557,680$ 2,639,833$ 355,087$ 38,336,602$ 2,112,668$ 1,597,506$
Ending Balance Detail
Reserved
Operations (Policy) 8,082,042$ -$ 355,087$ 2,682,266$ 827,943$ -$
Long-term Obligations 2,565,844 - - 5,333,535 1,284,725 -
Capital Projects - 762,496 - 30,320,802 - -
Specific Programs - 1,877,337$ - - - 1,597,506
Unassigned 909,794 - - - -
Ending Balance, 6/30/20 11,557,680$ 2,639,833$ 355,087$ 38,336,602$ 2,112,668$ 1,597,506$
Table of Contents
Fund Summaries
General Fund
City of Prescott, Arizona 58 FY2020 Budget
The General Fund is the chief operating fund of the City. The fund provides for basic governmental
services including administration, legal, council, finance, police, fire, library, recreation services, and
community development. This section describes revenues and expenditures and identifies trends.
Revenue and Trends
The General Fund source of revenues is primarily (85%) City and state-assessed taxes which have no
correlation to service demand. These taxes include the local 1% transaction privilege tax, primary
property tax, intergovernmental (state shared) revenues, and franchise taxes. Service charges,
licenses and permits, fines, and miscellaneous revenues total 15% of the General Fund revenues. The
proportionate share of revenues for the general fund is depicted below.
Taxes
50%
Intergovernmental
Revenues
34%
Licenses and
Permits
3%
Service Charges
11%
Fines &
Forfeitures
1%
Miscellaneous
1%
General Fund Revenues
Table of Contents
Fund Summaries
General Fund
City of Prescott, Arizona 59 FY2020 Budget
The next chart depicts revenue trends on an aggregate basis. During the recession, tax revenues
decreased as the economy slowed and taxable activity declined. In FY20, we are projecting the total
revenues to exceed the previous peak level in FY07.
General Fund Revenue Trends
Taxes
Transaction Privilege (Sales) Tax
Arizona’s cities and towns have authority granted by the State to establish certain taxes or revenue
purposes. The local transaction privilege tax, commonly referred to as sales tax, is one of the main
sources of local taxes. City of Prescott’s Charter (Article VI, Section 7) authorizes the City to levy a
local sales tax and requires voter approval for a local rate in excess of 1%.
The combined sales tax rate in the City of Prescott for all taxable activities is 9.10%. The combined
rate consists of 5.6% for the State of Arizona, 0.75% for Yavapai County and 2.75% for the City of
Prescott. Of the City’s 2.75% rate, 1% is dedicated for Streets, 1% is for the General Fund, and 0.75%
is dedicated to the unfunded PSPRS liability (effective January 1, 2018).
Table of Contents
Fund Summaries
General Fund
City of Prescott, Arizona 60 FY2020 Budget
Transaction privilege tax is far more extensive than retail sales. It includes taxation of residential and
commercial rentals, utilities, communications, construction activities, and restaurant and bars to name
a few. The chart below depicts the proportionate share of taxable activity reporting categories. As the
economy recovers, the City has seen increased reporting of taxable sales.
For FY20, a 7.1% increase, or $1,140,000, is budgeted for privilege tax revenue in the General Fund.
The challenges in the revenue category are subjectivity to economic activity, increased regional
competition, and state law reforms that decrease taxable activities.
Sales Tax Reporting Categories
Property Tax
State law (A.R.S. §42-17151(A)) allows a municipality to levy a property tax. There are two types of
property tax in the State of Arizona, primary and secondary. Primary property tax can be used for any
general City operations. A secondary property tax may be levied to service voter-approved General
Obligation bonds. The secondary property tax is revenue for the Debt Service fund and primary property
tax is a General Fund source of revenue.
The primary property tax levy provides less than 4.4% of General Fund revenue. Minimal annual
increases to this levy are allowed per state law. Of the total property tax that residents in the City of
Prescott contribute, 3.6% is collected for the City of Prescott and the remaining tax collections go
Yavapai County and public schools such as Yavapai College and Prescott Unified School District. The
City of Prescott’s primary property tax rate for FY20 is 0.2599 per $100 of assessed value.
Franchise Taxes
Franchise taxes are derived from utility franchise agreements. Unisource Gas and Arizona Public
Service are the voter-approved sole providers of gas and electric services in the City and the franchise
fee rates are 2% of gross revenues. The Cable TV license for the City of Prescott is held by Cable One
and the contract negotiated franchise fee rate is 5.0% of gross revenues.
Table of Contents
Fund Summaries
General Fund
City of Prescott, Arizona 61 FY2020 Budget
Intergovernmental Revenues
State Shared Revenues
State shared revenues that are collected by the State of Arizona and distributed to incorporated cities
and towns, including income tax (urban revenue sharing), transaction privilege tax (state shared sales
tax), state gasoline tax (Highway User Revenue Fund (HURF)), and vehicle license tax (VLT). Of these
revenues, all are General Fund revenue except HURF which is restricted for transportation and is in the
Streets Fund. State shared revenues are subject to fluctuations in economic activity as well as changes
in Prescott’s population relative to the population in the County and State. Since the City of Prescott is
growing slower than other communities; the City’s proportional share of State Shared Revenue is
decreasing.
State Sales Tax (Transaction Privilege Tax): Citizens and visitors of Prescott, through collection by
local businesses, pay the State 5.6% on taxable activity. A portion of that sales tax is returned to the
City based on the relation of Prescott’s population to the total population of all incorporated cities and
towns in the State.
State Income Tax: The State of Arizona collects income taxes and shares that revenue with
incorporated cities and towns based on population. The portion of the State income tax which will be
distributed to cities and towns in represents individual and corporate income tax collections by the State
two years ago.
Vehicle License Tax (Auto Lieu Tax): Twenty-five percent of the net revenues collected for the licensing
of motor vehicles by the State in a particular county are distributed back to incorporated cities and towns
within that county based on its population in relation to the total incorporated population of the county.
Library District
The Yavapai County Free Library District is a Special District established by the Yavapai County Board
of Supervisors in 1987 and is funded by a County levied property tax. The district funds the Yavapai
Library Network, consisting of 18 public, academies, school, and museum libraries and allows for the
countywide resource sharing of library materials among all member libraries. An annual direct
contribution to the libraries provides supplemental funding for library operations. The Prescott Public
Library is estimated to receive $565,000 in direct contribution and other direct and indirect services.
Other Revenues
Licenses and Permits: This revenue category consists mainly of building permit fees. Other revenues
in this are transaction privilege tax license fees, dog license, blasting permits, and film permits. Also,
the City adopted a business license ordinance requiring an annual license fee effective January 1, 2017.
The City has experienced an increase in building activity.
Service Charges: These revenues include partner contributions to the Regional Communications
Center (joint dispatch) center, a contract with Yavapai Prescott Indian Tribe to provide fire protection
services, facility rental, and recreation fees for parking and programs. The major increase is for partner
contributions for a public safety software upgrade at the Regional Communications center.
Fines and Forfeitures: This category covers fees paid to the City of Prescott for fines assessed by the
Police Department, City Court, Legal Department, and Library.
Miscellaneous: The main revenue source in this area is interest earned on fund balance.
Table of Contents
Fund Summaries
General Fund
City of Prescott, Arizona 62 FY2020 Budget
Expenditures and Trends
In FY20, personnel costs make up 73.4% of the total operating budget in the General Fund, which
include all employer costs related to the compensation for City employees in the General Fund. Costs
for personnel in the General Fund have steadily increased. Since FY09, there has been a reduction of
63.25 full time equivalent employees in the General Fund, but the personnel expenditures have
increased steadily.
The majority of increases in General Fund personnel expenditures in recent years is attributable to
steep escalation of state-mandated and determined Public Safety Personnel Retirement System
(PSPRS) costs. PSPRS is a defined benefit pension which means retirement benefits are based on a
formula which includes years of service and salary. It is organized as an agent multiple-employer plan
which means all 256 agencies in the State that are part of PSPRS are administered by the retirement
system, but accounted for individually. Prescott is not alone in this dilemma; it affects all agencies state-
wide at varied levels of severity.
The retirement system calculates actuarially determined contribution rates, which the City pays each
year as a “percentage of salary”. Employees also contribute to the retirement system, but their rates are
capped per State law at 7.65. City employer contribution rates for FY20 are 71.50% for Fire and 63.72%
for Police. A ten-year history of contribution rates is depicted in the graph below. The Arizona State
Retirement System (ASRS) is the retirement system for all other employees in the City and has
maintained a stable rate for both the employee and employer.
State-Run Pension Systems – Employer Contribution Rates
The rising pension contribution rates relate to a decline in the funded status of the pension plans. The
current PSPRS actuarial valuation shows unfunded liability as of June 30, 2018 of approximately $69
million and funding ratios of 42.2% for Police and 48.2% for Fire. The total PSPRS annual required
contribution in FY20 is $7.3 million dollars. About 18% of the total contribution costs relate to normal
retirement costs (benefits earned by employees this current year) and the remaining 82% pays for the
amortization of unfunded liabilities. There have been many factors which lead to the decline in the
funded status, including investment losses and pension reform legal battles.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
PSPRS - Police
PSPRS - Fire
ASRS
Table of Contents
Fund Summaries
General Fund
City of Prescott, Arizona 63 FY2020 Budget
During the legislative session in 2016, a pension reform was successfully passed along with a voter
initiative. Among the major changes, the law will allow for new hires to be placed into a reformed
pension plan, and removes permanent benefit increase by replacing it with a cost of living increase
based on the consumer price index capped at 2%. These are positive changes for the future, but are
not expected to affect the current unfunded liability.
A second major increase in personnel costs for is the market compensation plan implemented starting
in FY17 with the purpose of recruiting and retaining talented, high-performing employees, providing
regular performance-based adjustments using an established and competitive pay plan, and
encouraging career growth at the City. The maintenance cost for the plan in the General Fund is $0.5
million in FY20.
Changes in departmental operating budgets will be discussed in the Department Operational Plans
section of this document.
Balancing the budget
Each year the ongoing operating expenditures are aligned to expected revenues. The City has taken
many actions to increase revenue and reduce expenditures including, establishing user fees, pursuing
entrepreneurial initiatives and public-private partnerships, eliminated programs, and reducing
personnel.
Overall, the FY20 General Fund revenues are budgeted to be up by $3 million and operating
expenditures are $1.8 million over FY19 budget. Adjustments in expenditures and revenue
enhancements enabled the City to balance the General Fund budget while accomplishing key goals
and maintain service levels.
Fund Balance
The General Fund balance is decreasing significantly as a result a $11 million lump sum payment
towards the unfunded PSPRS pension liability in FY18 and resolving (forgiving) the golf course
accumulated internal loan of $5.3 million in FY19. An authorized use of fund balance is budgeted at
$6.6 million in FY20 for one time capital expenditures. The budgetary reserve (unassigned fund balance
plus the operating reserve) would be $9.0 million, which equates to approximately 3 months of operating
expenditures. This is greater than the Government Finance Officers Association (GFOA) best practice
recommendation of maintaining at least 2 months of regular operating expenditures.
General Fund Balances
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
Net Change in Fund Balance
(11,051,165)$ (10,020,507)$ (6,297,167)$ (6,559,572)$
Fund Balance - Beginning
35,465,584 24,414,419 24,414,419 18,117,252
Fund Balance - Ending
24,414,419$ 14,393,912$ 18,117,252$ 11,557,680$
Ending Balance - Detail
Reserved for:
Operations (Policy) 7,917,487$ 7,583,368$ 7,897,486$ 8,082,042$
Long-term obligations 2,597,579 2,081,439 2,154,579 2,565,844
Internal Loan 5,309,736 - - -
Unassigned 8,589,617 4,729,105 8,065,187 909,794
Total Ending Fund Balance
24,414,419$ 14,393,912$ 18,117,252$ 11,557,680$
Table of Contents
Fund Summaries
General Fund
City of Prescott, Arizona 64 FY2020 Budget
General Fund
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Taxes
Privilege/Use Tax 16,552,306$ 16,000,000$ 16,950,000$ 17,140,000$ 7.1%
Franchise Taxes 1,700,323 1,660,000 1,660,000 1,690,000 1.8%
Primary Property Tax 1,716,708 1,748,005 1,748,005 1,795,908 2.7%
Total Local Taxes 19,969,337 19,408,005 20,358,005 20,625,908 6.3%
Intergovernmental Revenue
State Sales Tax 4,085,472 4,260,230 4,260,230 4,490,513 5.4%
State Income Tax 5,265,639 5,174,547 5,174,547 5,655,778 9.3%
State Vehicle License Tax 2,888,086 2,947,661 2,934,661 3,160,451 7.2%
Yavapai County Library District 563,780 567,108 566,206 565,000 -0.4%
Total Intergovernmental Revenues 12,802,978 12,949,546 12,935,644 13,871,742 7.1%
Licenses and Permits 1,253,256 1,021,890 1,208,470 1,312,700 28.5%
Service Charges 4,528,955 3,977,748 4,505,171 4,476,210 12.5%
Fines & Forfeitures 328,688 417,250 329,793 416,250 -0.2%
Miscellaneous 704,219 142,400 150,348 197,400 38.6%
Total General Fund Revenue
39,587,433 37,916,839 39,487,431 40,900,210 7.9%
Other Sources
Transfers In 45,000 45,000 45,000 45,000 0.0%
Total Revenues and Other Sources
39,632,433 37,961,839 39,532,431 40,945,210 7.9%
Operating Expenditures by Departments
Budget & Finance 469,414$ 538,672$ 479,299$ 500,617$ -7.1%
City Clerk 129,152 126,263 115,453 146,443 16.0%
City Council 42,454 126,895 117,806 49,529 -61.0%
City Court 547,857 614,149 566,737 629,985 2.6%
City Manager 496,466 581,295 551,127 629,627 8.3%
Community Development 1,448,368 1,635,334 1,533,626 1,958,886 19.8%
Rodeo, Parking Garage 135,484 154,467 136,999 149,753 -3.1%
Fire 7,336,077 8,353,755 8,412,228 9,120,343 9.2%
Legal 224,651 255,451 254,059 232,557 -9.0%
Library 2,136,161 2,297,570 2,220,906 2,354,052 2.5%
Police 10,025,119 10,725,789 10,720,233 11,621,507 8.4%
Recreation Services 3,086,666 3,218,146 3,207,719 3,440,321 6.9%
Regional Communications 1,404,546 1,539,005 1,555,768 1,358,031 -11.8%
Governmental Operating Grant Match 41,057 468,686 84,387 79,502 -83.0%
Airport Operating Transfer 316,409 - 37,070 -
Golf Course Operating Transfer - 162,505 127,946 218,177 34.3%
Public Safety Unfunded Liability ARC 18,572,511 6,968,266 6,972,234 5,966,916 -14.4%
Total Operating Expenditures
46,412,393$ 37,766,248$ 37,093,597$ 38,456,246$ 1.8%
Capital and Other
Capital Projects and Transfers 3,168,944 4,390,222 3,009,134 8,532,396 94.3%
Retirement Contributions Use of Fund Reserves
313,355 516,140 443,000 516,140 0.0%
Golf Course Debt Transfer - 5,309,736 5,283,867 - -100.0%
Fleet Debt Transfer 788,906 - - -
Total Expenditures and Transfers
50,683,598$ 47,982,346$ 45,829,598$ 47,504,782$
Ending Balance, 6/30
Net Change in Fund Balance
(11,051,165)$ (10,020,507)$ (6,297,167)$ (6,559,572)$
Fund Balance - Beginning
35,465,584 24,414,419 24,414,419 18,117,252
Fund Balance - Ending
24,414,419 14,393,912 18,117,252 11,557,680
Table of Contents
Fund Summaries
Special Revenue Funds
City of Prescott, Arizona 65 FY2020 Budget
Streets
A special revenue fund accounts for revenues and expenditures that are legally restricted by purpose.
The City’s most significant special revenue fund is the Streets Fund.
The main sources of revenue for this fund are from the 1% additional sales tax rate and HURF State
shared revenue. The 1% tax was restored by voters effective January 1, 2016, establishing the 1% tax
for Streets only. Previously, voters approved the 1% tax for both streets and open space acquisitions.
These revenues provide the funding for street construction and maintenance. On June 7
th
2016, council
committed $3.8 million of the fund balance remaining at January 1, 2016, when the streets and open
space tax sunset, for open space acquisitions. With a land purchase in FY18, there is now $1,800,485
remaining.
Streets Fund
Revenue and Trends
Transaction Privilege (Sales) Tax: Voters have approved various options for additional dedicated
transaction privilege tax. The history of the voter approved sales tax is below. The latest ballot was
August 2015, when voters repealed the ¾% tax expected to begin January 1, 2016 and replaced it with
a 1% streets only tax.
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Sales Tax 16,554,480$ 16,000,000$ 16,950,000$ 17,140,000$ 7.1%
Highway Users Revenue 3,546,019 3,702,094 3,702,094 3,685,989 -0.4%
Partnering 600,000 650,000 1,180,000 700,000 7.7%
Street Light Fee 235,508 230,000 230,000 230,000 0.0%
Miscellaneous/Interest Earnings 784,774 315,000 986,200 536,000 70.2%
Total Revenues 21,720,781$ 20,897,094$ 23,048,294$ 22,291,989$ 6.7%
Expenditures
Recreation Services 175,684$ 177,825$ 194,272$ 203,660$ 14.5%
Public Works 6,535,024 7,198,908 7,263,285 8,174,329 13.5%
Debt Service 2,218,509 2,202,599 2,202,599 2,188,759 -0.6%
Total Operations 8,929,217 9,579,332 9,660,156 10,566,748 10.3%
Open Space Capital Outlay 2,002,875 1,800,485 500 1,800,485 0.0%
Streets Capital Outlay 16,159,756 24,876,628 16,565,254 23,463,565 -5.7%
Total Expenditures 27,091,848$ 36,256,445$ 26,225,910$ 35,830,798$ -1.2%
Ending Balance, 6/30
Net Change in Fund Balance
(5,371,067)$ (15,359,351)$ (3,177,616)$ (13,538,809)$
Fund Balance - Beginning
22,442,579 17,071,512 17,071,512 13,893,896
Fund Balance - Ending
17,071,512 1,712,161 13,893,896 355,087
Table of Contents
Fund Summaries
Special Revenue Funds
City of Prescott, Arizona 66 FY2020 Budget
The 7.1% increase in the FY20 budget shows increased taxable sales activity is occurring as the
economy improves.
Highways Users Revenue: The revenue estimate of $3,685,989 is provided by the State and is lower
than the FY19 estimate by 0.4%. This revenue source is commonly referred to as the gasoline
tax; however, there are a number of additional transportation related fees including a portion of vehicle
license taxes that are placed in the highway user revenue fund. The distribution formula is adopted by
the state legislature. Currently 27.5% of total State HURF collections is distributed to incorporated cities
and towns on the basis of (a) one-half based on the city’s population relative to statewide population of
incorporated cities and towns and (b) one-half, first, on the basis of county origin of sales of motor
vehicle fuel, and secondly, on the basis of the city’s population relative to county-wide population of
incorporated cities.
Intergovernmental/Partnering: Intergovernmental Partnering revenues included in this fund relate to
contributions from Yavapai County for major street and related drainage projects.
Street Light Fee: This fee, which was implemented during FY1995, is projected to bring in $230,000.
The fee is based on $.75 per residence or commercial unit and $.75 per unit for multi-family structures.
The purpose of this fee is to help offset electrical and maintenance costs for street lights located
throughout the City of Prescott and is collected on utility bills.
Miscellaneous Revenues: Miscellaneous revenues include interest earned on fund balance and the
interest rebates through the issuance of Build America Bonds for the MPC 2010 bond which was used
to construct the SR89A/Side Road Interchange project in FY2010. For accounting purposes, the
reduction in interest costs on the bonds is being recorded as revenue.
Expenditures
Operating expenditures include street maintenance and ongoing costs related to capital program
development, handled jointly by the Recreation Services and Public Works Departments. Changes in
departmental operating budgets will be discussed in the Department Operational Plans section of this
document.
The capital projects budget increases with a capital plan that includes some major reconstruction
projects.
Transfers Out
The transfers out in FY20 is for a grant funded street project.
Fund Balance
Although the fund balance is projected to decrease, based on trends, the City does not expect all capital
projects to be accomplished or the opens space balance to be spent. Also, the five year projection
indicates that fewer projects will be planned in future years so the fund balance will increase again.
Rate Begins Ends
1% September 1995, streets only 1/1/1996 12/31/2005
1% May 2000, extend 10 year, includes open space 1/1/2006 12/31/2015
3/4% September 2009, streets only 1/1/2016 12/31/2035
1% August 2015, repeals 2009 vote and adopts 1% streets only 1/1/2016 12/31/2035
Streets Tax Votes
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Fund Summaries
Special Revenue Funds
City of Prescott, Arizona 67 FY2020 Budget
Transient Occupancy Tax
The Transient Occupancy Tax Occupancy (Bed Tax) Fund is limited by ballot language to tourism
promotion and recreational development.
Transient Occupancy Tax Fund
Revenue
The main source of revenue is the transient occupancy tax (bed tax) which is an additional 3%
transaction privilege tax levied on the gross income of all businesses engaged in transient lodging.
Transient lodging is defined as lodging for any period of not more than thirty consecutive days. The
original bed tax was established by a vote of the citizens of Prescott in 1987 and was set at 2%. In
2007, the voters approved a tax rate increase to 3%. These revenues have been consistently growing
with a 4.8% increase expected from FY19 budget to FY20 budget. The second revenue source is liquor
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Bed Tax Revenues (3% levy) 996,909$ 1,050,000$ 1,050,000$ 1,100,000$ 4.8%
Liquor License 1,162 - - -
Interest Earnings 1,541 1,000 5,000 5,000 400.0%
Total Revenues 999,611$ 1,051,000$ 1,055,000$ 1,105,000$ 5.1%
Expenditures
Tourism Office - Sales/Marketing/Admin 409,642$ 547,267$ 588,323$ 610,348$ 11.5%
Tourism Grant Allocations 54,639 75,000 75,000 80,000 6.7%
Whiskey Offroad 18,251 30,000 56,500 60,000 100.0%
Airport Service Media - 45,000 20,000
Courthouse Lighting 30,000 30,000 30,000 30,000 0.0%
Prescott Frontier Days Rodeo - 20,000 20,000 30,000 50.0%
Prescott Downtown Partnership/SCS 69,000 45,000 45,000 45,000 0.0%
Parks Tourism and Open Space 54,167 40,000 63,677 40,000 0.0%
Museum Support
Sharlot Hall Utilities 6,360 10,000 10,000 10,000 0.0%
Sharlot Hall Marketing Support 25,000 25,000 25,000 25,000 0.0%
Phippen Marketing Support 15,000 15,000 15,000 15,000 0.0%
Smoki Marketing Support 15,000 15,000 15,000 15,000 0.0%
Contingency 13,194 230,000 110,736 329,780 43.4%
Total Operations 710,252 1,082,267 1,099,236 1,310,128 21.1%
Operating Transfer
Events Overtime (transfer to General Fund) 25,000 25,000 25,000 25,000 0.0%
Parking Garage 20,000 20,000 20,000 20,000 0.0%
Airport Events 20,000 25,000 37,070 30,000 20.0%
Dowtown Courtesy Can - - 36,276
Operating Transfer 65,000 70,000 82,070 111,276 59.0%
Total Operating Uses 775,252$ 1,152,267$ 1,181,306$ 1,421,404$ 23.4%
Recreation Development Capital 10,314$ 255,000$ 226,000$ 36,000$ -85.9%
Total Expenditures 785,566$ 1,407,267$ 1,407,306$ 1,457,404$ 3.6%
Ending Balance, 6/30
Net Change in Fund Balance
214,045$ (356,267)$ (352,306)$ (352,404)$
Fund Balance - Beginning
490,665 704,710 704,710 352,404
Fund Balance - Ending
704,710 348,443 352,404 -
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Fund Summaries
Special Revenue Funds
City of Prescott, Arizona 68 FY2020 Budget
license revenue was eliminated by Council in FY18 which was collected from bars and restaurants in
the City.
Expenditures
Community Outreach & Tourism actively promotes Prescott as a destination for tourists. Recreation
Services includes capital projects related to recreation development. Bed Tax allocations are support
and grants to local community events and organizations which promote tourism and recreation. These
allocations are recommended by the Tourism Advisory Committee to the City Council for approval. A
contingency is included for opportunities that may arise during the fiscal year.
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Fund Summaries
Special Revenue Funds
City of Prescott, Arizona 69 FY2020 Budget
Grants
The Grant Funds schedule below represents a group of funds which expends grants received by the
City for various projects. This accounts for all grants City wide, exept for Airport grants which are
accounted for in the Airport Enterprise Fund. Grant funds must be used for the stated purpose of the
grant and must meet expenditure guidelines. Departments identify grant opportunities and a budget is
established in these funds to have appropriation available to pursue the grants. These grants are both
operating and capital grants.
Fund balance is strictly related to timing between receipts and disbursements.
Grant Funds
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
Revenues
Grant Revenues 1,820,760$ 5,038,061$ 1,769,813$ 6,193,304$
Miscellaneous/Interest Earning 2,563 600 600 -
Transfers In 30,931 718,686 234,710 938,252
Total Revenues 1,854,255$ 5,757,347$ 2,005,123$ 7,131,556$
Expenditures
City Court 13,796$ 26,000$ 54,805$ 25,000$
City Manager - 16,000 15,500 63,901
Community Development 275,394 579,882 271,088 587,922
Recreation Services 2,018 81,000 - 81,000
Library 38,530 10,136 - -
Police Department 295,811 811,542 447,842 732,216
Fire Department 1,090,905 562,951 444,876 194,517
Public Works - 750,000 150,323 1,346,000
Non Departmental (Contingency) 73,265 1,609,748 78,883 4,100,000
Total Expenditures 1,789,719$ 4,447,259$ 1,463,317$ 7,130,556$
Ending Balance, 6/30
Net Change in Fund Balance
64,536$ 1,310,088$ 541,806$ 1,000$
Fund Balance - Beginning
64,137 128,673 128,673 670,479
Fund Balance - Ending
128,673 1,438,761 670,479 671,479
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Fund Summaries
Special Revenue Funds
City of Prescott, Arizona 70 FY2020 Budget
Impact Fees
The next special revenue funds are the Governmental Impact Fees. These are typically paid when
building permits are issued to fund infrastructure needed to serve new development. Effective August
1, 2014, due to new legislation, the Parks, Fire, Library, Police, and Streets impact fees were eliminated.
The Public Building impact fees were eliminated in FY2012. The only remaining impact fees collected
by the City of Prescott are the Water and Wastewater Impact Fees which are accounted for in the
Enterprise Funds. The summaries of the balances below will mainly grow as a result of interest earnings
and expended with eligible capital projects are identified by the City.
Governmental Impact Fees
FY20 Impact Fee Budget Parks Fire Library Police
Revenues
Interest 5,000$ 2,000$ 3,000$ 2,000$
Total Revenues
5,000$ 2,000$ 3,000$ 2,000$
Expenditures
Capital Outlay 500,000$ -$ -$ 125,000$
Total Expenditures
500,000$ -$ -$ 125,000$
Ending Balance, 6/30
Net Change in Fund Balance
(495,000)$ 2,000$ 3,000$ (123,000)$
Fund Balance - Beginning
665,204 463,234 810,285 876,016
Fund Balance - Ending
170,204 465,234 813,285 753,016
Note: These impact fees are no longer being collected.
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Fund Summaries
Special Revenue Funds
City of Prescott, Arizona 71 FY2020 Budget
Trust Funds
Lastly are two Trust funds the Acker Trust and Gifts and Donations Funds. The Acker Trust Fund is a
special revenue fund to account for the assets willed to the City of Prescott by J.S. Acker to be expended
for “purposes of improving and perpetually maintaining parks and for the purpose of promoting music,
all for the use and benefit of the public.” The Acker Trust board typically awards music scholarships to
music organizations by expending interest earned on the balance. The Gifts and Donations fund is for
tracking funds donated to the City to be used as specified by the donor. Some ongoing programs funded
with donations include Show-With-A-Cop, Police Explorers, Friends of the Public Library, and
Volunteers Park Rangers. Often donations are received for one-time purchases or projects for example
for improvements to parks and trails.
Trust Funds
FY20 Trust Funds Budget
Acker
Trust
Gifts &
Donations
Revenues
Gifts/Donations -$ 61,025$
Interest 5,000 -
Total Revenues
5,000$ 61,025$
Expenditures
Scholarships 10,000$ -$
Gift/Donation Expenditures - 206,677
Total Expenditures 10,000$ 206,677$
Ending Balance, 6/30
Net Change in Fund Balance
(5,000)$ (145,652)$
Fund Balance - Beginning
522,563 221,136
Fund Balance - Ending
517,563 75,484
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Fund Summaries
Special Revenue Funds
City of Prescott, Arizona 72 FY2020 Budget
PSPRS Dedicated Tax
Revenue for this fund is provided by the August 2017 voter approved 0.75% additional transaction
privilege tax to pay down the unfunded Public Safety Personnel Retirement System pension liability.
The tax went into effect on January 1, 2018, and ends the earlier of December 31, 2027, or at such time
as the City’s PSPRS unfunded liability is $1.5 million or less as determined by actuarial value.
The current PSPRS actuarial valuation shows unfunded liability as of June 30, 2018 of approximately
$69.0 million and funding ratios of 42.7% for Police and 49.2% for Fire. The total PSPRS annual
required contribution in FY20 is $7.1 million dollars and this will be funded out of the general fund. About
9.3% of the total contribution costs relate to normal retirement costs (benefits earned by employees this
current year) and the remaining 90.7% pays for the amortization of unfunded liabilities over a 20 year
period. The PSPRS Dedicated Tax Fund is intended to be additional contributions above the annual
required contribution which will pay down the unfunded liability much sooner (estimated at under 10
years) and with much less cost to the community.
FY2018
Actual
FY2019
Budget
FY2019
Estimated
FY2020
Budget
Revenues
Sales Tax Revenues (0.75%) 6,073,292$ 12,800,000$ 12,723,890$ 12,853,928$
Total Revenues and Transfers
6,073,292$ 12,800,000$ 12,723,890$ 12,853,928$
Expenditures
Non Departmental - PSPRS contributions 6,000,000$ 12,800,000$ 12,723,890$ 12,853,928$
Total Expenditures Budget
6,000,000$ 12,800,000$ 12,723,890$ 12,853,928$
Ending Fund Balance
Net Change in Fund Balance
73,292$ -$ -$ -$
Fund Balance - Beginning
-$ 73,292$ 73,292$ 73,292$
Fund Balance - Ending
73,292$ 73,292$ 73,292$ 73,292$
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Fund Summaries
Debt Service Fund
City of Prescott, Arizona 73 FY2020 Budget
The Debt Service Fund was created during FY1999 primarily as the result of the voter-approved general
obligation issue for the purchase of Watson and Willow Lakes in September, 1998. Added to the debt
service payments for the aforementioned project are the debt service for the Police Station building
approved by the voters in 1989 and special assessment payments for improvement districts previously
issued and to be issued in the future.
As part of the issuance of the bonds for the purchase of Watson and Willow Lakes, the remainder of
the debt for the Police Station was also refunded without extending the life of the debt service (final
payment was made in FY2009). The bonds for the lakes was paid in full during FY17 and the only
remaining debt service will be for a small sanitary improvement district.
Debt Service Fund
Revenue
Secondary property taxes are levied to service General Obligation bonds. Special assessment billings
relates to the collection of payments for a small sanitary improvement district.
Fund Balance
The remaining fund balance is for timing of the payments on the special assessment bonds.
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Secondary Property Taxes 393$ -$ -$ -$ 0.0%
Special Assessments Billing 5,044 5,045 5,045 5,045 0.0%
Interest 678 531 531 531 0.0%
Total Revenues
6,116$ 5,576$ 5,576$ 5,576$ 0.0%
Expenditures
Special Assessment Bonds 5,730$ 5,576$ 5,576$ 5,420$ -2.8%
Total Expenditures Budget
5,730$ 5,576$ 5,576$ 5,420$ -2.8%
Ending Balance, 6/30
Net Change in Fund Balance
386$ -$ -$ 156$
Fund Balance - Beginning
- 386 386 386
Fund Balance - Ending
386 386 386 542
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 74 FY2020 Budget
Water
The purpose of the Water Fund is to insure a safe and reliable supply of water to the City’s customer
base through the protection of existing supplies, the acquisition of new supplies, and the continued
maintenance and upgrade of the existing water delivery infrastructure. All activities necessary to provide
this service are accounted for in this fund. The capital program will replace deficient infrastructure as
standalone projects or in conjunction with street projects. The operations annual work program is
focused on providing continuous service without disruption by performing preventative maintenance on
existing infrastructure.
Revenue and Trends
Current water rates and impact fees can be found at www.prescott-az.gov.
Water Sales: During FY2019 the City contracted with Raftelis Financial Consultants on a utility rate
update. The rate changes continue to encourage conservation through an inverted pyramid rate
structure. Water sales are projected at $17,550,000 in FY2020 compared to an estimated $16,050,000
for FY2019 (Water Sales plus Alt Water Source Fees) representing a 9.3% increase. This revenue is
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Water Sales 14,242,665$ 14,250,000$ 14,250,000$ 17,550,000$ 23.2%
Alt Water Source Fees 1,854,326 1,800,000 1,800,000 - -100.0%
Water Connection Fees 217,908 265,000 265,000 205,000 -22.6%
Aquifer Protection Fee 262,767 255,000 255,000 270,000 5.9%
Water Resource Development Fee 664,998 700,000 700,000 659,387 -5.8%
Water System Impact Fee 1,088,582 1,143,000 1,143,000 1,218,000 6.6%
Miscellaneous/Interest Earnings 933,962 257,500 435,206 410,000 59.2%
Total Revenues 19,265,207$ 18,670,500$ 18,848,206$ 20,312,387$ 8.8%
Other Sources
Bond Proceeds - WIFA Draws -$ 3,000,000$ 273,999$ 12,783,138$ 326.1%
Water Resource Partnering 181,735 203,174 203,174 451,440 122.2%
Total Revenues and Other Sources
19,446,942$ 21,873,674$ 19,325,379$ 33,546,965$ 53.4%
Expenditures
Budget & Finance 210,647$ 226,603$ 221,917$ 238,663$ 5.3%
Public Works 7,973,296 9,578,859 8,510,929 10,496,803 9.6%
Debt Service 2,408,234 2,541,171 2,541,171 3,347,395 31.7%
Subtotal Operations 10,592,177 12,346,633 11,274,017 14,082,861 14.1%
Water System Capital Projects 11,259,714 18,667,700 13,514,484 21,785,420 16.7%
Aquifer Protection Capital Projects 104,081 349,400 184,965 318,329 -8.9%
Alt Water Sources Capital Projects 1,516,490 613,225 254,300 182,050 -70.3%
Water System Impact Capital Projects 1,859,763 7,956,950 3,626,516 10,590,516 33.1%
Total Expenditures Budget
25,332,224$ 39,933,908$ 28,854,282$ 46,959,176$ 17.6%
Transfers Out
200,886$ 50,000$ 164,706$ 250,000$ 400.0%
Ending Balance, 6/30
Net Change in Fund Balance
(6,267,903)$ (21,313,408)$ (10,170,782)$ (26,896,789)$
Fund Balance - Beginning
58,528,562 52,260,659 52,260,659 42,089,877
Fund Balance - Ending
52,260,659 30,947,251 42,089,877 15,193,088
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 75 FY2020 Budget
very weather sensitive; although trends are indicating consumption is decreasing. The population
estimate for 2018 presented in the demographics section of this document shows the population in
Prescott is back to 2008 levels, but the total consumption is down significantly. However, water sales
are increasing as rates are set to cover the costs of operating the water utility as well as for funding
necessary capital improvements.
Alternative Water Sources: This is a surcharge fee based on water consumption to cover the research
and implementation costs of alternative water sources. Beginning FY2020, this fee has been combined
with Water Sales.
Water Connection Fees: These fees are for costs involved with the City installing new water meters,
as well as new service connection and disconnection fees. The fees vary with meter size and include
the parts, labor and equipment to install the water meter, water box or yoke, and water tap.
Aquifer Protection Fees: This is a new fee implemented with the latest rate study effective January
1, 2015 as a monthly fixed charge based on meter size to provide a dedicated funding source for design,
construction and operation of facilities and implementation of other measures and practices necessary
to achieve and maintain water quality mandated by state and federal law applicable to surface, reuse
and recharge assets.
Water Resource Development Fee (formerly Alternative Water Impact Fee): Water Resource
Development Fees are assessed on new construction building permits and are designed to fund
infrastructure for capacity needed to serve new development. The City of Prescott adjusted the Water
Resource Development Fee through a development fee update prepared by Raftelis Financial
Consultants. This fee recovers costs associated with acquiring the Big Chino Water Ranch in
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 76 FY2020 Budget
accordance with Arizona Revised Statutes 9-463.05. Effective August 1, 2019, this fee is based on the
customer’s meter size ranging from $1,481 for a 5/8” x ¾” meter to $76,840 for an 8” meter.
Water System Impact Fee: Water Resource Development Fees are assessed on new construction
building permits based on location of development (service area) and meter size and are designed to
fund infrastructure for capacity needed to serve new development. Water system impact fees were
adjusted during FY2019 in conjunction with Raftelis Financial Consultants. This fee is assessed during
the building permit process and is based on location of development (service area) and meter size. The
FY2019 fee study set forth a fee schedule that ranges from $862 for a 5/8” x ¾” meter in service area
A to $282,826 for an 8” meter in service area B. This adjustment was predicated upon growth related
projects, derived from the City’s hydraulic utility models, needed in future years in conjunction with
Arizona Revised Statutes 9-463.05.
Miscellaneous/Interest earnings: Miscellaneous income encompasses NSF charges, sales tax
accounting allowance and other minor fees that may be collected by this fund throughout the year.
Interest earnings are monies earned on the available cash in the Water Fund.
Bond Proceeds – WIFA draws: These are bonds for capital projects through the Water Infrastructure
Finance Authority (WIFA) of Arizona. WIFA is an independent agency of the State of Arizona and is
authorized to finance the construction, rehabilitation and/or improvement of drinking water, wastewater,
wastewater reclamation, and other water quality facilities/projects. Generally, WIFA offers borrowers
below market interest rates on loans.
Water Resource Partnering: This category is for reimbursements made to the City of Prescott by the
Town of Prescott Valley and Salt River Project pursuant to the Comprehensive Agreement #1 related
to the Big Chino Aquifer.
Expenditures
Operating expenditures are for the Utilities and Water Resource Divisions of Public Works and the Utility
Billing Division of Budget and Finance.
Capital Projects are significant to maintain and improve aging infrastructure in the City of Prescott.
Fund Balance
The Water Fund has a healthy fund balance which has allowed the City to mainly fund capital through
a “pay-as-you-go” program. This means the City typically finances capital with cash on hand rather
than borrow.
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 77 FY2020 Budget
Wastewater
The purpose of the Wastewater Fund is to account for the provision of wastewater services to the
residents of the City of Prescott and some residents of the County. The Utilities Division is responsible
for the operation and maintenance of the City wastewater system. The system requires cleaning of
approximately 370 miles of main line, 8,800 manholes and 63 lift stations. System maintenance includes
main line repairs, manhole rehabilitation, and pump replacement/repairs.
Wastewater collected by the City wastewater system flows to the wastewater treatment plants, where it
undergoes a multi-faceted biological process to separate out the solids and treat the water for reuse
and recharge. The Wastewater Fund operates and maintains two wastewater treatment plants: Sundog
and Airport. All plants are operated in accordance with Environmental Protection Agency and Arizona
Department of Environmental Quality standards. The treated water, called effluent, is sold for use in
watering golf courses and construction to reduce potable water demand or recharged to the ground
water through the City’s recharge facilities. The solids are used in land application and/or hauled off to
a landfill for disposal.
All activities necessary to provide wastewater services are accounted for in the fund.
Wastewater Fund
Revenues
Current wastewater rates and impact fees can be found at www.prescott-az.gov.
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Wastewater Service Fees 12,436,612$ 12,630,000$ 12,630,000$ 13,240,000$ 4.8%
Wastewater Impact Fees 1,005,964 987,500 987,500 1,060,500 7.4%
Effluent Sales 714,705 605,000 605,000 530,000 -12.4%
Miscellaneous/Interest Earnings 186,523 276,000 296,000 286,000 3.6%
Total Revenues 14,343,805$ 14,498,500$ 14,518,500$ 15,116,500$ 4.3%
Other Sources
Bond Proceeds - WIFA Draws -$ 11,100,000$ 4,262,392$ 18,530,571$ 66.9%
Total Revenues and Other Sources
14,343,805$ 25,598,500$ 18,780,892$ 33,647,071$ 31.4%
Expenditures
Public Works Operating 6,374,454 7,307,984 7,250,019 7,901,787 8.1%
Debt Service 3,846,679 4,840,767 4,639,299 4,838,007 -0.1%
Subtotal Operations 10,221,133 12,148,751 11,889,318 12,739,794 4.9%
Wastewater Systems Capital Projects 4,838,675 10,067,450 6,387,061 16,110,876 60.0%
Wastewater System Impact Capital Projects 1,769,008 5,550,000 1,704,957 7,488,423 34.9%
Total Expenditures Budget
16,828,816$ 27,766,201$ 19,981,336$ 36,339,093$ 30.9%
Ending Balance, 6/30
Net Change in Fund Balance
(2,485,012)$ (2,167,701)$ (1,200,444)$ (2,692,022)$
Fund Balance - Beginning
15,226,414 12,741,402 12,741,402 11,540,958
Fund Balance - Ending
12,741,402 10,573,701 11,540,958 8,848,936
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 78 FY2020 Budget
Wastewater Service Fees: Wastewater fees were evaluated during the FY19 utility rate update
prepared by Raftelis Financial Consultants. Wastewater revenues have increased steadily over the last
ten years as rates are set to fund increased operating and capital improvement costs to service the
City’s complex wastewater system.
Wastewater Revenue Trend
Wastewater Impact Fees: Wastewater system impact fees are assessed on new construction building
permits based on location of development (service area) and meter size. The FY2019 fee study
modified the service unit (fixtures to meter size) which yielded fees ranging from $3,020 for a 5/8” x ¾”
meter to $161,068 for an 8” meter. This adjustment was predicated upon growth related projects,
derived from the City’s hydraulic utility models, needed in future years in conjunction with Arizona
Revised Statutes 9-463.05.
Effluent Sales: The City of Prescott charges for the sale of effluent. This revenue category reflects the
sale of effluent to externally to the Hassayampa and Prescott Lakes golf courses, as well as internally
to the City owned Antelope Hills Golf Course. It is also used by vendors in the construction industry
such as Hanson Concrete. The fees for the effluent are based on existing contract agreements with
these users.
Miscellaneous/Interest Earned: Miscellaneous revenues include interest earned, private lift station
charges, septage disposal fees, plan reviews and inspection fees, and wastewater connections.
Septage disposal fees are collected at the wastewater treatment plant from septic pumpers and private
recreational vehicles. Plan Review Fees are collected to cover costs for Public Works staff to review
infrastructure plans to ensure compliance with codes. Inspection Fees are to cover the costs for
inspection of new development infrastructure to ensure the work is in compliance with the approved
plans, specifications, and codes. Finally, wastewater connections are the charges to customers when
tapping to the existing wastewater mains.
Bonds Proceeds - WIFA: These are bonds for capital projects through the Water Infrastructure
Finance Authority of Arizona. WIFA is an independent agency of the State of Arizona and is authorized
to finance the construction, rehabilitation and/or improvement of drinking water, wastewater, wastewater
reclamation, and other water quality facilities/projects. Generally, WIFA offers borrowers below market
interest rates on loans. Draws are made on approved bonds as the capital projects progress.
Millions
-
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 79 FY2020 Budget
Expenditures
Operating expenditures are for the Utilities Division of Public Works. Changes in departmental operating
budgets will be discussed in the Department Operational Plans section of this document.
Fund Balance
The Fund balance is expected to decrease from FY19 Budget to FY20 Budget as a result of timing of
capital expenditures. The Wastewater Fund has less funds available than the Water fund for capital
projects, thus debt financing is used more frequently.
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 80 FY2020 Budget
Solid Waste
The Solid Waste Division manages municipal solid waste City-wide. The Division provides solid waste
and recycling collection services to all City residents and contracted commercial customers; operates a
250 ton-per-day transfer station; and monitors a closed landfill. The Division educates residents
regarding acceptable recycling materials in order to increase participation in the City’s recycling program
and divert recyclable materials from the waste stream.
The purpose of the Solid Waste Fund, an enterprise fund, is to account for the financial activities of solid
waste and recycling collection, disposal and other related services provided to the citizens of Prescott.
Costs are fully recovered through fees charged to customers.
The City is responsible for providing solid waste collection services to its residents according to Arizona
State law and City Ordinance. Collection is provided weekly for residential customers, and collection
for commercial customers ranges from once per week to six times per week depending on the individual
commercial customer’s needs.
During FY1992, the landfill was officially closed to residential and commercial customers with the
exception of continuing to accept construction debris from City accounts and private contractors. The
partial closure was necessary because the landfill had almost reached capacity. The collected solid
waste and recyclables are now taken to the City’s Transfer Station and then hauled by a contracted firm
to a private disposal site.
Voluntary curbside recycling began in 1992, following a very successful pilot program. Recyclables are
collected on a weekly basis with the City providing the containers to the customers. In June 1996, the
City added plastics to items collected for recycling purposes. During FY1999, the City mailed a survey
along with the utility bills asking the public their opinions on expanding the residential recycling program.
As a result of the favorable responses, Council approved expanding and automating the program to
enable collection and transportation of commingled recyclable materials. The new program commenced
in spring of FY2000.
During FY1992, the Sundog Transfer Station was constructed in partnership with Yavapai County. The
partnership was subsequently dissolved in 2009. All vehicles, including the City’s solid waste trucks,
are weighed at the station and are charged accordingly. This fund accounts for the payments of tipping
fees and hauling costs to private companies for the transporting and disposal of solid waste and
recyclables and accounts for tipping fees paid by individuals, contractors and private collection
companies opting to use the Transfer Station.
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 81 FY2020 Budget
Solid Waste
Revenues
Refuse Collection Fees: Until 2010, the City collected all solid waste within its city limits. In 2010, as
a result of a change in the Arizona State Statute, commercial companies now have the ability to service
commercial solid waste customers located within the City of Prescott city limits. In addition in 2015, the
State Statutes were again amended to allow for competition for multifamily residential properties.
Residential rates are currently to $16.50 per month structured as follows: $16.00 to pay for the collection
and disposal of solid waste and $.50 for a landfill closure fee.
Transfer Station Fees: Effective March 1, 2019, the tipping fee increased from $63.00 per ton to $69
per ton with an $11.00 minimum. Tipping fees are also charged internally. When City departments use
the landfill to dispose of inert debris, these departments are billed for their usage. With the closure of
the MSW (municipal solid waste) landfill in FY1999, the City opened a transfer station for debris
disposal.
Landfill Closure Surcharge: The landfill closure surcharge became effective September 1, 1993, and
is designed to help defray the long term costs of maintaining the City’s closed landfill. The landfill closure
plan was approved by the State, and the State granted the City a small landfill exemption which avoids
full closure requirements. The landfill was officially closed on February 21, 2002.
Recycling Revenue: Revenues received from the sale of recyclables obtained from residents and
commercial customers. This revenue stream is based on, and sensitive to, the market value of
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Refuse Collection Fees 5,498,121$ 5,535,000$ 5,437,347$ 6,116,000$ 10.5%
Transfer Station Fees 1,702,075 1,850,000 1,818,527 2,131,000 15.2%
Landfill Closure Surcharge 131,718 120,000 130,448 132,000 10.0%
Recycling Revenue 86,086 - 13,039 13,000
Miscellaneous/Interest Earnings 46,230 33,020 21,338 79,172 139.8%
Total Revenues 7,464,231$ 7,538,020$ 7,420,699$ 8,471,172$ 12.4%
Other Sources
Lease/Purchase Proceeds -$ -$ -$ 1,060,000$
Total Revenues and Other Sources
7,464,231$ 7,538,020$ 7,420,699$ 9,531,172$ 26.4%
Expenditures
Public Works Operating 6,904,950 7,692,612 7,335,884 8,134,879 5.7%
Debt Service 965,073 - - 144,548
Subtotal Operations 7,870,024 7,692,612 7,335,884 8,279,427 7.6%
Capital 906,051 1,235,850 1,160,895 1,355,000 9.6%
Total Expenditures Budget
8,776,074$ 8,928,462$ 8,496,779$ 9,634,427$ 7.9%
Ending Balance, 6/30
Net Change in Fund Balance
(1,311,844)$ (1,390,442)$ (1,076,080)$ (103,255)$
Fund Balance - Beginning
4,603,847 3,292,003 3,292,003 2,215,923
Fund Balance - Ending
3,292,003 1,901,561 2,215,923 2,112,668
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 82 FY2020 Budget
recyclable materials. The current market value of recyclables has decreased to the point where the City
will likely have to begin to pay for disposal rather than sell recyclables.
Miscellaneous Revenue/Interest Income: This includes charge account permits, interest earnings
and county contribution for use of land south of the Transfer Station for their tire yard. With regard to
charge account permits, the City of Prescott handles approximately 350 charge accounts for users of
the Transfer Station. Each account is charged a $12 plate fee.
Lease/Purchase Proceeds: The proceeds will be used to purchase replacement fleet and a new
truck for an additional route.
Expenditures
The expenditures account for the Solid Waste Division of the Public Works Department. The changes
in expenditures will be discussed in the “Department Operational Plans” section in this document.
Fund Balance
Fund balance is decreasing with ongoing capital expenditures. Ongoing rate adjustments will help
maintain sufficient funds to operate the waste collection and transfer station for City residents.
Table of Contents
Fund Summaries
Enterprise Funds
City of Prescott, Arizona 83 FY2020 Budget
Golf Course
The purpose of the Golf Course Fund is to account for the financial activities of Antelope North and
South Golf Courses. It is the mission of the Golf Course to provide a positive golf experience and an
enjoyable atmosphere for our customers while assuring revenues are more than sufficient to cover
operating expenses, capital investments and debt payments.
Antelope Hills North Golf Course is a championship 18-hole course located on Highway 89 at the
intersection of Highway 89 and Willow Creek Road. The PGA-sanctioned course, which surrounds the
City of Prescott’s municipal airport, is open to the public year-round. Antelope Hills South Golf Course
was completed during FY1992. This 18 hole, par 72 course was opened for play July 1, 1992. The
scenic landscaped course has views of Mingus Mountain, Granite Dells, Granite Mountain and a 100
mile view of the San Francisco Peaks, the highest point in Arizona. The South course is state of the art
and includes a computerized irrigation system, multi-tees, bent grass greens and three lakes.
Seventy-seven homes sites were developed surrounding the course and all sites have been sold.
The clubhouse on Perkins Drive was built in 1993 and contains a restaurant, bar and full-line golf shop.
The restaurant, Manzanita Grille, is currently operated by the City and is open daily to serve the public.
Golfers are able to start on either course from the clubhouse.
Wastewater effluent from the City’s wastewater treatment plant is used to irrigate the golf course turf on
both courses. A well-organized golf maintenance and development program is carried out including
daily upkeep of golf course greens, fairways, tees and rough.
In April 2014, Council approved a five-year agreement with Billy Casper Golf to manage Antelope Hills
Golf Courses beginning May 1, 2014.
Billy Casper Golf will operate golf-related activities, including the pro shop, driving range, carts, cart
barn and restaurant at the 36-hole facility, while the City will continue to be responsible for golf-course
maintenance and capital improvements.
The partnership with Billy Casper Golf is designed to bring a new approach to the management of
Antelope Hills. The company will utilize its purchasing efficiencies, lower operating costs, marketing
strength, and customer-service training to assure enjoyable guest experiences and improved fiscal
outlook.
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 84 FY2020 Budget
Golf Course
Revenues
Greens Fees: These are projected to be stable compared to FY19. This revenue is extremely sensitive
to weather and a construction project on Highway 89 is expected to impact these revenues.
Cart Rentals: This revenue is derived from golf cart rentals.
Pro Shop Sales: These are merchandise sales from the shop located at the golf course.
Restaurant (Food and Beverage): The Manzanita Grill is a full service restaurant and bar to serve
golfers and non-golfers. The restaurant also provides banquet catering for the Centennial Center for
group events. This revenue source is estimated to increase by 3.4% in FY20 over FY19.
Contingency: A contingency revenue and matching expense is budgeted to provide flexibility if
revenues exceed projections.
Expenditures
The Parks, Lakes, Trails, and Landscape Division of Recreation Services maintains the course. All
other aspects of the golf course operations and staff are managed by Billy Casper Golf. Capital
expenditures are to purchase some golf course equipment in need of replacement.
Fund Balance
The Golf Course Fund has operated in a deficit position. The General Fund provides an internal loan
with interest to offset the negative balance. The contract for operations is intended to improve the
financial outlook of this fund. During FY19, this internal loan was resolved or forgiven by City
Council. In conjunction a policy change occurred to begin allowing the General Fund to cover any
operational deficits and capital expenditures through an annual transfer of funds.
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Greens Fees 1,528,962$ 1,444,353$ 1,444,353$ 1,464,700$ 1.4%
Cart Rentals 621,513 561,785 561,785 571,761 1.8%
Pro Shop 96,474 99,008 99,008 91,229 -7.9%
Food and Beverage 1,004,028 983,791 983,791 1,017,560 3.4%
Miscellaneous/Contingency 106,698 300,000 300,000 300,000 0.0%
Total Revenues
3,357,675$ 3,388,937$ 3,388,937$ 3,445,250$ 1.7%
Expenditures
Billy Casper Golf Operations 1,903,302 1,808,932 1,878,254 1,969,665 8.9%
Recreation Services Operations 1,530,347 1,442,510 1,504,542 1,393,762 -3.4%
Contingency 51 300,000 - 300,000 0.0%
Subtotal Operations 3,433,700 3,551,442 3,382,796 3,663,427 3.2%
Capital 548,730 165,500 65,500 190,350 15.0%
Total Expenditures Budget
3,982,430$ 3,716,942$ 3,448,296$ 3,853,777$ 3.7%
Net Income/(Loss)
(624,755)$ (328,005)$ (59,359)$ (408,527)$
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 85 FY2020 Budget
Airport
The Airport is classified by the Federal Aviation Administration as a non-primary commercial service
airport (between 2,500 and 10,000 passenger enplanements annually) and is used by a wide range of
activities to include scheduled airline service, recreational aviation, corporate aviation, aircraft
maintenance, flight training, aerial firefighting operations, military aviation, medical flights, and aviation
education activities.
The Airport Enterprise Fund accounts for the financial activities for the operation, maintenance and
development of Ernest A. Love Field/Prescott Municipal Airport. The airport opened in 1926 and re-
named in 1928 to honor Prescott native Ernest A. Love who died while serving as a fighter pilot in the
U.S. Army Air Service during World War I.
Over time, the airport has evolved into a facility comprised of approximately 760 acres of land with three
runways, an airport terminal, FAA air traffic control tower, fixed base operation. Services provided
include aviation fuel, aircraft services, and aircraft storage (hangar and tie-downs) to accommodate
approximately 350 airplanes and helicopters in addition to transient aircraft.
Embry-Riddle Aeronautical University (ERAU), the world’s only accredited 100% aviation-oriented
university, has conducted flight training operations at Love Field since 1977. The university opened
their western campus in Prescott in 1978 and currently hosts over 1,500 students annually.
In addition to ERAU, several other companies conduct fixed wing and helicopter flight training
operations. Guidance Aviation conducts helicopter training through partnership with Yavapai College;
North-Aire Aviation conducts fixed wing training through partnership with Yavapai College; and
Universal Helicopters conducts helicopter training through partnership with ERAU.
Legend Aviation currently operates as the sole fixed-base operation (FBO) providing aviation fuel
services and customer support services to include assisting customers with arranging for ground
transportation, lodging and catering. The City of Prescott operated the FBO until privatizing the
operation in 2008.
The United States Forest Service (USFS) established an aerial firefighting base at Prescott in 1962. In
May 1992, the USFS dedicated a new facility, the Prescott Fire Center and Henry Y.H. Kim Aviation
Facility, to support firefighting operations. With its aviation, communications and coordination
capabilities, the Center can dispatch aircraft/helicopters, supplies, equipment, and crews to assist with
emergency incidents throughout Southwest.
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 86 FY2020 Budget
Airport
Revenue
Tie Down and Hangar Rentals: Monthly rental of city-operated aircraft hangars, shades, open tie-
downs and storage units. Rental fees are evaluated on an annual basis. A 4.2% decrease is
anticipated in FY20 due to the removal of some hangars for the replacement Airport Terminal project.
Ground Rentals: Rental of vacant property as well as existing ground leases based on fair market
appraisals.
Facilities Rentals: Represent facility lease and license agreement charges for commercial tenants
operating in the terminal building and other leased facilities.
Fuel Flowage Fee: A fuel flowage fee is a specified charge per gallon of fuel pumped and paid to the
airport by the entity pumping the fuel (retail sale or bulk self-service non-retail). This revenue is
expected to be 48.8% higher in FY20 in relation to the increased number of flights.
Landing Fees: These are fees assessed to all air carriers, cargo carriers, and chartered flights/large
commercial aircraft above 12,500 pounds gross landing weight using the airport per landing.
Increased number of flights should lead to a significant increase in landing fees received in FY20.
Miscellaneous/Interest Earnings: Miscellaneous revenues consist of other revenue items that do
not occur on a regular basis or are minor in total revenues received. This includes transient aircraft
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Operating Revenues
Tie Down and Hangar Rentals 700,428$ 680,620$ 670,891$ 652,100$ -4.2%
Ground Rentals 517,729 528,963 515,479 512,500 -3.1%
Facilities Rentals 168,248 174,275 214,493 223,488 28.2%
Fuel Flowage Fee 102,641 83,000 101,195 123,500 48.8%
Landing Fees 23,538 20,600 41,232 59,665 189.6%
Miscellaneous/Interest Earnings 86,363 69,766 210,229 225,443 223.1%
Total Revenues
1,598,947$ 1,557,224$ 1,753,519$ 1,796,696$ 15.4%
Operating Expenditures
Fire Department - ARFF 508,323 227,141 221,346 223,022 -1.8%
Airport Operations 1,216,788 1,346,721 1,406,905 1,569,827 16.6%
Total Operating Expenditures 1,725,111$ 1,573,862$ 1,628,251$ 1,792,849$ 13.9%
Operating Profit (Loss)
(126,164)$ (16,638)$ 125,268$ 3,847$ -123.1%
Capital Outlay/Projects
FAA/ADOT Grant Revenue 922,980$ 5,390,809$ 5,383,716$ 9,828,750$ 82.3%
Capital Outlay/Projects 1,096,310 7,174,034 6,483,035 13,471,500 87.8%
City Share of Projects
(173,330)$ (1,783,225)$ (1,099,319)$ (3,642,750)$ 104.3%
Total General Fund Transfer In
(299,494)$ (1,799,863)$ (974,051)$ (3,638,903)$ 102.2%
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Fund Summaries
Enterprise Funds
City of Prescott, Arizona 87 FY2020 Budget
overnight parking fees, facility transfer fees, aviation self-fuel permits, vehicles storage permits,
vending concessions, fingerprinting, and advertising concessions.
Expenditures
Operations at the airport are managed by the Airport Department. The Fire Department staffs and
manages the Aircraft Rescue and Firefighting (ARFF) service, which is charged to the Airport Fund.
Starting with FY19, only 12 hour per day coverage will be charged to the Airport Fund, with the remaining
12 hours covered by the General Fund. Also, the PSPRS unfunded liability portion of personnel costs
will be funded from the General Fund. Combined, this results in a 61% decrease in ARFF expenditures.
The changes in expenditures will be discussed in the “Department Operational Plans” section in this
document.
The capital budget consists of three types of funding structures:
1. For federally-eligible projects, the Federal Aviation Administration (FAA) provides grant
funding for 95% of eligible project costs, with the Arizona Department of Transportation
Aeronautics Division contributing 2.5% of eligible project costs through the State Aviation
Fund. The City contributes the remaining 2.5%.
2. For state-eligible projects, the Arizona Department of Transportation (ADOT) Aeronautics
Division provides State Aviation Funds for 90% of eligible project costs with the City
contributing the remaining 10%.
3. For local-only projects, the City provides 100% of all project costs.
The total City share for capital is a combination of the city grant match and the local only projects.
The capital program at the Airport is largely funded through grants.
General Fund Transfer In
Per Council policy, to the extent airport revenues do not cover operations or capital expenditures, non-
airport revenues are used to fund these requirements. This General Fund support does not constitute
an internal loan.
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Fund Summaries
Internal Service Funds
City of Prescott, Arizona 88 FY2020 Budget
The City of Prescott’s internal service funds are used to account for services provided to other City
funds on a cost-reimbursement basis and are accounted for separately. These include the Engineering,
Facilities Maintenance, Fleet Maintenance, and Risk Management Funds.
Internal Service Funds
Revenue
Revenues represent charges to other City operating units on a cost reimbursement basis. Engineering
services are mainly charged on an hour per worked basis to capital projects. Facilities charges each
City facility it maintains a cost per square foot. Fleet charges an hourly shop rate for labor and recovers
the costs of the parts by charging for all vehicle maintenance and repairs. Risk Management recovers
the cost of the City’s liability policy on a proportion of budget basis.
Expenditures
Engineering operates as a division of Public Works, Fleet and Facilities are in the Recreation Services
Department, and Risk Management is managed by the Legal Department. Capital expenditures for fleet
maintenance relate to vehicle purchases for General Fund departments and shop equipment when
needed.
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
%
Budget
Change
Revenues
Engineering 1,579,329$ 1,912,889$ 1,641,269$ 1,730,671$ -9.5%
Facilities Maintenance 1,675,931 1,691,269 1,691,269 1,787,321 5.7%
Fleet Maintenance 3,209,850 2,330,606 2,658,877 2,665,500 14.4%
Risk Management 969,752 1,030,000 1,030,000 1,095,000 6.3%
Total Revenues
7,434,861$ 6,964,764$ 7,021,415$ 7,278,492$ 4.5%
Operating Expenditures
Engineering 1,692,235 1,876,645 1,604,184 1,730,486 -7.8%
Facilities Maintenance 1,472,575 1,695,217 1,691,918 1,714,568 1.1%
Fleet Maintenance 5,415,937 2,428,817 2,418,377 2,426,365 -0.1%
Risk Management 699,216 1,090,000 1,090,000 1,095,000 0.5%
Total Operating Expenditures 9,279,962$ 7,090,679$ 6,804,479$ 6,966,419$ -1.8%
Capital Expenditures
Engineering 15,871$ 35,000$ 35,000$ 22,500$ -35.7%
Facilities Maintenance 36,759 - - 250,000
Fleet Maintenance 145,316 - - -
Total Capital 197,945$ 35,000$ 35,000$ 272,500$ 678.6%
Total Expenditures
9,477,907$ 7,125,679$ 6,839,479$ 7,238,919$ 1.6%
Ending Fund Balance, 6/30
Engineering
788,261$ 789,505$ 790,346$ 768,031$
Facilities Maintenance
420,845 416,897 420,196 242,949
Fleet Maintenance
485,199 386,988 725,699 964,834
Risk Management
1,724,739 1,664,739 1,664,739 1,664,739
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Fund Summaries
Internal Service Funds
City of Prescott, Arizona 89 FY2020 Budget
Fund Balance
The fund balance for internal service funds is accumulated for capital items. Starting with FY19, vehicles
are funded out of each department’s operational fund. The Risk Management fund balance decrease
is intentional to utilize the funds that were accumulated during the times when the City was self-insured.
Effective June 2013, the City of Prescott is insured by the Arizona Municipal Risk Retention Pool.
Table of Contents
Fund Summaries
City Debt Summary
City of Prescott, Arizona 90 FY2020 Budget
The following summaries are intended to provide general information on City-wide debt obligations. The
debt service payments for all other debt besides the General Obligation bonds are accounted for in their
respective funds.
General obligation bonds are perhaps the most common method used to raise revenues for large scale
municipal projects. The bonds are referred to as general obligation or full faith and credit bonds because
they are guaranteed by the full taxing power of the city or town. These bonds are retired from secondary
property tax funds. The amount of indebtedness that a city or town can incur through the issuance of
general obligation bonds is limited in the state constitution. The constitution states that for general
municipal purposes a municipality cannot incur a debt exceeding 6 percent of the assessed valuation
of taxable property in the city or town. Additional bonds amounting to 20 percent of the assessed
valuation of taxable property can be issued for supplying such specific city and town projects as water,
artificial light, sewers, and for the acquisition and development of land for open space preserves, parks,
playgrounds and recreational facilities.
The issuance of general obligation bonds must be submitted to the voters for approval. The City
currently has no outstanding general obligation bonds and the total bonding capacity is depicted below:
All Others
6%
Water & Sewer
20%
Legal Debt Limitation
Assessed Valuation - $672,692,912 40,361,575$ 134,538,582$
Outstanding Debt
No outstanding GO Bond Debt - -
Total outstanding debt - -
Total margin available 40,361,575$ 134,538,582$
Total debt applicable to the limit as a percentage 0.0% 0.0%
General Obligation Bonds
Table of Contents
Fund Summaries
City Debt Summary
City of Prescott, Arizona 91 FY2020 Budget
City-wide, the debts are mostly obligations of Enterprise funds, which are repaid by charges for services.
The governmental debt is for municipal property corporation bonds issued for the State Route
89A/Granite Dells Parkway Interchange and is repaid by the 1% sales tax dedicated to streets.
Outstanding debt principal city-wide can be observed in the charts on the following:
Table of Contents
Fund Summaries
City Debt Summary
City of Prescott, Arizona 92 FY2020 Budget
Below are two charts that show the share of the proprietary and governmental funds debt into funds:
Table of Contents
Department Operational Plans
City of Prescott, Arizona 93 FY2020 Budget
Departmental Operational Plans Overview ...................................................................................... 95
City Expenditure Budget by Department and Fund ......................................................................... 97
City Expenditure Budget by Department and Category ................................................................... 98
Airport ............................................................................................................................................... 99
Budget and Finance ....................................................................................................................... 104
City Clerk ........................................................................................................................................ 113
City Council .................................................................................................................................... 117
City Court ........................................................................................................................................ 121
City Manager .................................................................................................................................. 125
Community Development ............................................................................................................... 142
Fire ................................................................................................................................................. 152
Legal ............................................................................................................................................... 165
Library ............................................................................................................................................. 170
Police .............................................................................................................................................. 178
Public Works................................................................................................................................... 192
Recreation Services ....................................................................................................................... 217
Regional Communications ............................................................................................................. 230
Table of Contents
Department Operational Plans
City of Prescott, Arizona 94 FY2020 Budget
Table of Contents
Department Operational Plans
Department Operational Plans Overview
City of Prescott, Arizona 95 FY2020 Budget
In formulating the budget each year, the City’s departments translate high-level strategic direction of the
City Council into action plans. Council’s strategic goals are summarized below:
Goal #1 Stabilizing the General Fund, continually supporting the market compensation plan, and
providing adequate and stable funding and flexibility to maintain a balanced budget as required by
the Charter.
Objectives:
1. Stabilize General Fund
2. Retire the PSPRS unfunded liability based on FY17/18 actuarial, administrative, and
financial assumptions as soon as possible.
3. Monitor Legislative Actions
Goal #2 Economic Development – providing an environment to enable prosperity and job/career
creation
Drivers: tourism, medical, government, education, growth, supply chain industries, high-tech, and cyber
security.
Objectives:
1. Taking better advantage of community assets
2. Utilize a regionalization approach to attain financial stability for airport
development
3. Build a destination passenger terminal and other amenities such as a
restaurant and conference meeting space; lengthen the runways
4. Expand and enhance current commercial essential air service
Goal #3 Quality of Life – A clean and safe city that provides superior essential services and
enhances opportunities that allow for retention and attraction of people who want to live, learn, work,
and play in Prescott.
Objectives:
1. Natural Resource Preservation and Conservation – Engage in cooperative efforts
with political entities, subdivisions, and private property owners to work to assure
the preservation and conservation of our natural resources
2. Highly-Rated City Services: Perceived as and are (measurably) delivering
efficient and effective services including transportation with improved flow, well-
maintained streets, public safety, code enforcement, water and wastewater
services
3. Cultural and Recreational Experiences – To facilitate intergovernmental
agreements and public-private partnerships to provide opportunities for cultural
and recreational experiences.
Table of Contents
Department Operational Plans
Department Operational Plans Overview
City of Prescott, Arizona 96 FY2020 Budget
Goal #4 Service-Oriented Culture – Promote an accountable organizational culture of
excellent/superior/solutions-driven service
Objectives:
1. Measurably promote excellent service delivery based on trustworthy, timely,
problem- solving, engaging, valuable, accessible, actionable, fair, consistent,
and common-sense service as permitted by existing resources and by
effective use of those resources.
2. Promote continuous process improvement which fosters better processes
and procedures to improve customer service and provide quality services at
the lowest possible cost to taxpayers.
A summary of each department and the divisions are presented in this section of this budget document.
Each department and division section includes a mission and a description of the services it provides.
On the division level, the main objectives are presented. Each division includes performance measures
to evaluate progress toward and achievement of the desired outcomes. Divisions also provide key
results and outcomes for the prior fiscal year. The financial and staffing resources allocated to each
department are summarized in schedules. The budgeted expenditures for the fiscal year will be
compared to the two prior fiscal years.
Table of Contents
Department Operational Plans
City Expenditure Budget by Department and Fund
City of Prescott, Arizona 97 FY2020 Budget
Department
General
Fund Tax
Base
General
Fund
Program
Revenues
Special
Revenue
Funds
Debt
Service
Funds
Enterprise
Funds
Internal
Service
Funds
Total
Airport -$ -$ -$ -$ 15,041,327$ -$ 15,041,327$
Budget & Finance 267,279 247,700 320,190 - 1,192,449 33,618 2,061,236
City Clerk 146,443 - 140,452 - 355,308 30,552 672,755
City Council 49,529 - 45,606 - 115,371 9,921 220,427
City Court 537,985 91,000 26,000 - - - 654,985
City Manager 1,697,753 - 2,015,590 - 1,703,598 181,205 5,598,145
Community Development 125,154 1,978,189 588,465 - - - 2,691,808
Fire 9,616,770 533,290 210,623 - 223,022 - 10,583,705
Legal 232,557 - 245,639 - 567,133 1,137,168 2,182,497
Library 1,734,715 620,100 72,385 - - - 2,427,200
Police 12,618,607 397,650 923,822 - - - 13,940,079
Public Works - - 34,707,879 - 92,372,148 1,911,645 128,991,672
Recreation Services 4,519,374 690,700 2,726,150 - 1,584,112 4,390,933 13,911,269
Regional Communications 1,840,883 1,848,031 - - - - 3,688,914
Non-departmental 6,483,056 - 16,953,928 5,420 2,277,477 - 25,719,881
Internal Cost Allocations (2,896,778)
- (1,461,993) - (3,671,391) (286,816) (8,316,978)
City Total 36,973,327$
6,406,660$ 57,514,736$ 5,420$ 111,760,554$ 7,408,226$ 220,068,922$
2
Expenditures for General Fund administrative support departments are show n in total, as w ell as included as internal costs in the department w here the costs
are allocated. To reconcile total expenditures to the FY17 adopted budget this duplication is eliminated in the line titled “Internal Cost Allocations.”
1
Non-departmental budgets including the use of General Fund retirement reserve, Debt Service Fund, Golf course operations managed by Billy Casper Golf, grant
contingency, PSPRS dedicated tax payments, and General Fund PSPRS unfunded liability payments.
1
2
Table of Contents
Department Operational Plans
City Expenditure Budget by Department and Category
City of Prescott, Arizona 98 FY2020 Budget
Department FTEs Personnel Supplies
Internal
Charges
Other
Supplies &
Services
Debt
Service
Capital Total
Airport 11.00 876,718$ 121,400$ 272,547$ 299,162$ -$ 13,471,500$ 15,041,327$
Budget & Finance 16.00 1,269,481 13,200 74,624 681,431 - 22,500 2,061,236
City Clerk 3.00 339,062 7,075 45,273 281,345 - - 672,755
City Council 7.00 51,932 16,500 37,595 114,400 - - 220,427
City Court 7.00 449,327 7,000 15,890 182,768 - - 654,985
City Manager 28.00 2,693,766 547,100 159,236 2,198,043 - - 5,598,145
Community Development 14.50 1,380,700 40,650 113,427 437,109 - 719,922 2,691,808
Fire 65.00 6,971,629 613,006 1,316,707 652,646 - 1,029,717 10,583,705
Legal 8.00 869,957 12,600 40,453 1,259,487 - - 2,182,497
Library 21.50 1,661,062 305,560 228,340 232,238 - - 2,427,200
Police 90.00 8,778,244 731,071 2,280,400 579,066 - 1,571,298 13,940,079
Public Works 158.00 12,988,113 3,066,824 8,344,688 12,037,659 10,519,709 82,034,679 128,991,672
Recreation Services 48.00 4,067,607 1,967,198 967,520 2,399,109 - 4,509,835 13,911,269
Regional Communications 30.00 2,525,724 18,950 260,940 393,300 - 490,000 3,688,914
Non-departmental - 20,284,201 808,611 42,039 4,579,610 5,420 - 25,719,881
Internal Cost Allocations -
- - (8,316,978) - - - (8,316,978)
City Total 507.00
65,207,523$ 8,276,745$ 5,882,701$ 26,327,373$ 10,525,129$ 103,849,451$ 220,068,922$
3
Full time equivalents (FTEs) include only permanent employees. In addition, the City employs temporary employees estimated at 52.74 FTEs.
2
Expenditures for General Fund administrative support departments are show n in total, as w ell as included as internal costs in the department w here the costs are allocated.
To reconcile total expenditures to the FY18 adopted budget this duplication is eliminated in the line titled “Internal Cost Allcoations.”
1
Non-departmental budgets including the use of General Fund retirement reserve, Debt Service Fund, Golf course operations managed by Billy Casper Golf, grant
contingency, PSPRS dedicated tax payments, and General Fund PSPRS unfunded liability payments.
3
1
2
Table of Contents
Department Operational Plans
Airport
City of Prescott, Arizona 99 FY2020 Budget
Airport Director
(1)
Operations/
Maintenance
Supervisor
(1)
Operations and
Maintenance
Coordinator
(1)
Maintenance
Specialist
(1)
Airport Operations
Technician
(5)
Management
Analyst
(1)
Administrative
Specialist
(1)
Department Mission
To operate the airport facilities in a safe, efficient, and customer friendly manner by ensuring the
effective and efficient use of City resources; thus contributing to the economic growth of the community,
while complying with all applicable regulations as determined by the Federal Aviation Administration
and Transportation Security Administration.
Services
The Airport Department is responsible for the safety, security and general operations at the Prescott
Municipal Airport. The Airport Department also manages all airport properties and facilities, provides
tenant services and undertakes grant administration, contract negotiation and management, and airfield
management and maintenance functions.
Organization and Personnel
Department Summary - Authorized Staffing
FY18 FY19 FY20
Authorized Staffing Level 9.00
9.00 11.00
Airport Director - 1.00 1.00
Airport Manager 1.00 - -
Assistant Airport Manager 1.00 - -
Operations & Maint. Supervisor 1.00 1.00 1.00
Management Analyst - 1.00 1.00
Operations & Maint. Coordinator - 1.00 1.00
Maintenance Specialist 2.00 1.00 1.00
Airport Operations Technician 3.00 3.00 5.00
Administrative Specialist - 1.00 1.00
Secretary 1.00 - -
Table of Contents
Department Operational Plans
Airport
City of Prescott, Arizona 100 FY2020 Budget
FY20 Objectives
Seek increases in annual passenger enplanements by investing in marketing and conducting
active outreach to current and prospective users.
Develop airport facilities in accordance with airport planning documents and seeing maximum
external (Federal and State) funding to support necessary capital improvements.
Ensure safe and efficient airfield operations (including ensuring proper maintenance of facilities) in
compliance with FAA standards and grant assurances.
Achieve self-sustaining income levels and promote economic growth by maintaining facility
capacity, collecting airport fees, and charging fair market values for land and facilities.
Complete construction on a replacement passenger terminal.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
F
Y20
Target
Outcome Obtain a minimum of $2Mil a year from
capital funding from state and federal sources
$870,765 $2Mil $5.9Mil $8Mil
Outcome
Provide marketing support to help exceed the
Carrier’s 44% estimated annual load factor
for revenue passenger enplanements**
75.9%
60% 63% 62%
Outcome Maintain or improve a minimum of 10% of
taxiway linear feet per fiscal year in support
of grant assurances
13.7% 10% 10% 10%
Outcome Achieve maximum occupancy (rental) of
available City-owned facilities at the Airport
(as of years end)
99% 97% 99% 97%
Outcome Ensure high levels of passenger satisfaction
in the airport and airline commercial service
(achieve passenger ratings of above average
or excellent).
N/A* 70% 78% 70%
* New Measure
** Adjusted Measure
FY19 Key Results and Outcomes
Achieved 236,186 flight operations (total aircraft take-offs and landings) in CY 2018.
Ranked as the 40th busiest airport in the United States and 5th busiest airport in Arizona (in CY
17).
Reached 10,111 commercial passenger enplanements (boardings) on Great Lakes Airlines and
United Express/SkyWest Airlines in CY 2018
Achieved Primary Commercial Service Non-Hub status, ensuring $1M in Airport Improvement
Program annual entitlements for PRC airport capital development effective in FAA FY 20.
Solicited and received over $5.9M in Federal and State grants for Capital Improvement Projects
that include:
Table of Contents
Department Operational Plans
Airport
City of Prescott, Arizona 101 FY2020 Budget
Runway Rehabilitation Project and Hot Spot #2 Runway Incursion Mitigation Project (completed in
October 2018)
Solicited for Federal (FAA) Supplemental Appropriation and Arizona state funding for the new
passenger terminal.
Commenced new Essential Air Service United Express operated by SkyWest Airlines introducing
50–seat regional jet service for the first time in the airport’s history.
Remodeled the current terminal and parking areas to accommodate the new carrier requirements,
and to enhance passenger comfort.
Initiated design process for an approximate 18,000 sq. ft. passenger, terminal and accompanying
access road and taxilane.
Partnered with Embry Riddle Aeronautical University to host the public OctoberWest Event and Air
Show featuring a tribute performance to Ernest A. Love. It was reported that 3,000-3,500 were in
attendance.
Solicited and received over $6 Million in Federal and state grants for Capital Improvement Projects
that include:
o Airport Master Plan. City leaders also conducted successful meetings with key
members of the FAA and ADOT to increase airport development beyond FY18,
including the potential terminal building development.
o Design Portion of the Runway Rehabilitation Project and Hot Spot #2 Runway Incursion
Mitigation Project. Construction to be completed in FY 19.
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 519,396$ 706,565$ 733,964$ 876,718$ 24%
Supplies 120,792 122,350 126,535 121,400 -1%
Internal Charges 238,186 233,931 234,931 272,547 17%
Other Services & Charges 241,697
283,875 311,475 299,162 5%
Subtotal Operations 1,120,071 1,346,721 1,406,905 1,569,827 17%
Capital 129,477
7,174,034 7,167,095 13,471,500 88%
Total 1,249,548$ 8,520,755$ 8,574,000$ 15,041,327$ 77%
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Department Operational Plans
Airport
City of Prescott, Arizona 102 FY2020 Budget
Budget Notes and Significant Changes: Personnel increased 24% from FY19 to FY20. This is a
result of two Airport Operations Technicians being converted from temporary employees and staff hours
added to meet service demands. Other Services and Charges category includes a $30,000 budget for
the annual October-West Event and $20,000 for air service development.
Budget Funding Sources: The airport operates within an Enterprise Fund to account for the provision
of airport services to the general aviation and commercial flying public. By policy, a General Fund
transfer is used to cover capital expenditures and capital grant matches as well as any operational
shortfall that user fees do not cover. For more detail on the airport fund revenues and transfers refer to
the Fund Summary section of the document.
Personnel
55.8%
Supplies
7.7%
Internal
Charges
17.4%
Other
Services &
Charges
19.1%
Airport
FY20 Operating Expenditure Budget by Type
Table of Contents
Department Operational Plans
Airport
City of Prescott, Arizona 103 FY2020 Budget
Capital Budget Notes: The airport capital projects have significant grant funding through the Federal
Aviation Administration (FAA) and the Arizona Department of Transportation (ADOT). Refer to the
Capital Budget Section of this document for descriptions of each project as well as the Five-Year Capital
Plan.
Description
FY20
Budget
Federal
Grant
State
Grant
City
Share
Funded by City Only
New Terminal - Baggage Handling System 500,000$
- -
500,000
New Terminal - Furniture, Fixtures, and Equipment 150,000
- -
150,000
Airport Replacement Equipment and Vehicle 200,000 - - 200,000
Airport Pavement Preservation Program - City 140,000 - - 140,000
Airport Master Lock System 25,000 - - 25,000
Runway 12/30 Circuit Rejuvination 6,500 - - 6,500
Subtotal, City Only 1,021,500 - - 1,021,500
Grant Funded Projects
Replacement Airline Terminal 11,600,000 8,000,000 1,000,000 2,600,000
TWY C Realignment, RIM & Hotspot Mitigation 850,000 807,500 21,250 21,250
Subtotal, Grant Projects 12,450,000 8,807,500 1,021,250 2,621,250
Total, All Projects 13,471,500$ 8,807,500$ 1,021,250$ 3,642,750$
Airport Capital Outlay/Projects Detail
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 104 FY2020 Budget
Finance
Director
(1)
Accounting
Services
Accounting
Svcs Manager
(1)
Accountant
(1)
A/R, Assesment
Specialist
(1)
A/P, Purchasing
Specialist
(1)
Payroll
Coordinator
(1)
Revenue
Services
Revenue
Manager
(1)
Utility Billing
Specialist
(3)
Customer
Representative
(3)
Tax & Licensing
Specialist
(2)
Budget
Manager
(1)
Department Mission
To ensure the effective and efficient use of City resources, conducting budgetary and financial affairs in
an innovative and transparent manner in conformance with all applicable laws, and providing timely,
accurate financial information to internal and external customers.
Services
The Budget and Finance Department is responsible for all major financial management functions of the
City. In addition to facilitating overall financial management and reporting for the City Manager, City
Council, and the general public, the department has the responsibility for budget preparation and
management, accounting, transaction privilege tax, utility billing, payroll, grant accounting, procurement
code compliance, cash handling controls, investments, and debt issuances.
Organization and Personnel
Department Summary - Staffing by Division
FY2018 FY2019 FY2020
Budget and Finance - 2.00 2.00
Accounting Services 6.00 5.00 5.00
Revenue Services 9.75
8.75 9.00
Total Authorized Positions 15.75 15.75 16.00
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 105 FY2020 Budget
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 1,146,962$ 1,251,917$ 1,189,531$ 1,269,481$ 1%
Supplies 15,893 11,500 11,026 13,200 15%
Internal Charges 78,440 77,106 77,106 74,624 -3%
Other Services & Charges 524,914
619,642 592,835 681,431 10%
Subtotal Operations 1,766,209 1,960,165 1,870,498 2,038,736
Capital -
- - 22,500
Total Operations 1,766,209 1,960,165 1,870,498 2,061,236 5%
Department Summary - Operating Expenditure by Division and Capital
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Accounting Services 700,038$ 778,445$ 511,811$ 565,346$ -27%
Budget & Privilege Tax - - 275,593 308,255
Utility Billing 1,066,171
1,181,720 1,083,094 1,187,635 1%
Total 1,766,209$ 1,960,165$ 1,870,498$ 2,061,236$ 5%
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 106 FY2020 Budget
Department Funding Sources: The Budget and Finance Department is funded through multiple funds.
Per budget policy and to present the full cost of providing services, general fund internal support is
allocated to Enterprise Funds, Internal Service Funds and Special Revenue Funds that benefit from the
services being provided. For the Accounting Services and Budget and Finance the General Fund net
impact (proposed budget less projected program revenues) is allocated to other City operating units
outside the General Fund on the proportion of budget basis. The Privilege Tax portion of Revenues
Services is split evenly between General Fund and 1% Streets and Open Space Tax. For the remaining
portion of Revenue Services, one third of operating costs are allocated to the Wastewater Fund, one
third to the Solid Waste fund, and one third remains in the Water Fund.
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Source of Funds
Tax Base
215,702$ 346,472$ 234,379$ 320,279$ -8%
Licenses & Permits
222,947 180,200 180,120 180,200 0%
Charges for Services 20,584
12,000 12,500 14,500 21%
General Fund Budget 459,233 538,672 426,999 514,979 -4%
Special Revenue Funds 242,696 197,928 197,928 320,190 62%
Enterprise Funds 1,022,420 1,180,512 1,202,518 1,192,449 1%
Internal Service Funds 41,860
43,053 43,053 33,618 -22%
Total 1,766,209$ 1,960,165$ 1,870,498$ 2,061,236$ 5%
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 107 FY2020 Budget
Accounting Services
Division Mission
Maintain the City's overall financial stability through sound financial planning and management. We are
committed to the highest standards of accountability, accuracy, timeliness, and professionalism and
innovation in providing financial services that not only meet but exceed the expectations of those we
serve.
Services
The Accounting Services Division provides support services in the areas of Internal Control, Fixed
Assets, Accounts Payable, General Revenues, Purchasing, Payroll, Treasury Management, Debt
Financing, Grant Management, and Financial Reporting per Federal and State Standards.
FY2020 Objectives
Apply innovative financial solutions to deliver efficient, effective, and economic accounting support.
Provide sound financial management
Maintain strong financial policies and management practices to safeguard the City’s financial
position and minimize borrowing cost.
Manage the City’s investments in accordance with the investment policy while obtaining high yields
Prepare financial documents in accordance with the best-recognized principles and standards to
achieve distinction in reporting.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome
Purchases paid by credit card with a
corresponding decreasing use of check or
wire payments.
Volume
% of Volume Total
% of Dollar Total
13,140
41%
3.4%
15,000
52.6%
4.5%
14,080
43.6%
4.1%
14,800
43.8%
4.5%
FY2019 Major Achievements
Maintained unqualified audit opinion
Received the Certificate of Achievement for Excellence in Financial Reporting from the Government
Finance Officers Association (GFOA) of the United States and Canada for the City’s
Comprehensive Annual Financial Report for the thirty-eighth year in a row.
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 108 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: The Finance Director was moved from this cost center to
Budget and Finance.
Accounting Services
Expenditure Summary
FY2018
Actual
FY2019
Budget
FY2019
Est End
FY2020
Budget
%
Change
Budget
Personnel 548,417$ 591,373$ 352,799$ 373,786$ -37%
Supplies 6,273 2,700 4,000 2,700 0%
Internal Charges 20,073 22,242 22,242 19,179 -14%
Other Services & Charges 125,275 162,130 132,770 169,681 5%
Total, Operations 700,038$ 778,445$ 511,811$ 565,346$ -27%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 6.00
5.00 5.00
Finance Director 1.00 - -
Accounting Services Manager 1.00 1.00 1.00
Payroll Coordinator - 1.00 1.00
Accountant 1.00 1.00 1.00
Payroll Analyst 1.00 - -
AP/Purchasing Specialist 1.00 1.00 1.00
AR/Assessment Specialist 1.00 1.00 1.00
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 109 FY2020 Budget
Budget & Finance
Division Mission
To provide leadership and direction to maintain the financial stability of the City.
Services
The Budget and Finance Division is responsible for financial planning, policy development and
administration of the City’s financial activities. This includes facilitating the annual budget preparation
process by assisting departments with budget requests, compiling budget workshop materials,
analyzing budget changes, assisting with revenue forecasts, and assembling the annual budget
document.
FY2020 Objectives
Produce a comprehensive, user-friendly budget document that meets the criteria prescribed by the
Government Finance Officers Association (GFOA).
Continue budget improvements, especially in performance based budgeting and capital planning.
Maintained solid obligation / excise tax bond rating:
o Standard & Poor’s: AA/AA
o Moody’s: As2/Aa3
o Fitch: AA/AA
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome Investment earnings rate
over investment policy bench
mark (BM)
Citywide earnings rate
3 mo. US Treasury rate (BM)
1.72%
1.4%
NA
1.0%
2.00%
2.2%
2.00%
2.3%
Analysis of Performance: The City continues to exceed investment policy benchmarks providing
consistent earnings.
FY2019 Major Achievements
Received the Government Finance Officers Association (GFOA) of the United States and
Canada Distinguished Budget Presentation Award for the 17
th
year in a row.
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 110 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: This division was created in FY2019 as part of the
reorganization of the Budget and Finance Department. Three areas have been defined – Accounting
Services, Budget & Finance, and Revenue Services.
Budget and Finance
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
Personnel -$ -$ 268,093$ 294,866$
Supplies - - 1,500 1,500
Internal Charges - - - 5,889
Other Services & Charges -
- 6,000 6,000
Total, Operations -$ -$ 275,593$ 308,255$
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level - 2.00
2.00
Finance Director - 1.00 1.00
Budget Manager - 1.00 1.00
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 111 FY2020 Budget
Revenue Services
Division Mission
Provide excellent service to the City’s utility customers through accurate assessment of user charges,
timely billing, and convenient payment options while protecting the City’s financial interest through
assertive collection processes and appropriate controls over cash.
Promote voluntary tax and license compliance through systematic programs designed to educate the
community in a fair, equitable, and cost-effective manner.
Services
The Revenue Service Division administers the billing and collection process for the City’s 24,800+
water, wastewater and solid waste accounts. In addition to billing, the Division processes service
requests, changes to services, payments and pursues the collection of delinquent accounts. The
Division is also responsible for managing the City’s cash handling and cashiering functions including
processing all cash receipts received by the City.
The Division provides taxpayer assistance and education on City Tax Code and reporting to the Arizona
Department of Revenue (ADOR), analyzes ADOR provided data for taxability trends and compliance,
and performs compliance audits. Also, the division is responsible for City business license compliance
and issuance. Additional duties include the City-wide switchboard, and the centralized mail room.
FY2020 Objectives
Produce monthly utility bills with an accurate assessment of user charges and standard billing
cycle. Keep average bill cycle between 28-32 days.
Provide excellent customer service through cost-effective convenient payment options such
as auto pay and online bill pay.
Continue customer service policy of responding to all phone calls within 24 hours.
Increase the number of businesses complying with the new City of Prescott business license
requirement through educating business owners on the new requirement through mailings,
media outreach, and canvassing.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome Percentage of customers enrolled in auto pay
32% 35% 35% 36%
Outcome Percentage using online bill pay 9% 10% 10% 12%
Outcome Percentage of customers enrolled in email
option
22% 25% 23% 25%
Output Number of Business Licenses:
In City limits licenses
Out of City limit licenses
Total Licenses
1,862
971
2,833
5,000
1,500
6,500
3,967
1,054
5,021
4,500
1,200
5,700
FY2019 Major Achievements
Produce monthly utility bills with an accurate assessment of user charges and standard billing
cycle.
Table of Contents
Department Operational Plans
Budget and Finance
City of Prescott, Arizona 112 FY2020 Budget
Prepare and monitor a read schedule for the meter readers to keep the average bill cycle between
28-32 days.
Provide excellent customer service through cost-effective convenient payment options such as
auto pay, online bill pay and renewing Business Licenses online.
Effectively managing the errors during the billing process through reviewing significant usage
fluctuationsContinue customer service policy of responding to all phone calls within 24 hours.
Budget Notes and Significant Changes: No significant changes.
Capital Detail
CentralSquare Project
22,500$
22,500$
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 9.75
8.75 9.00
Revenue Services Manager - 1.00 1.00
Budget & Privilege Tax Manager 1.00 - -
Utility Billing Manager 1.00 - -
Privilege Tax Auditor 1.00 - -
Business License Specialist - 1.00 1.00
Tax Compliance Specialist - 1.00 1.00
Utility Billing Specialist 1.75 2.75 3.00
Tax & Licensing Representative 1.00 - -
Utility Billing Representative 3.00 3.00 3.00
Accounting Clerk-Tax 1.00 - -
Revenue Services
Expenditu
re Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel
598,545
$
660,544
$
568,639
$
600,829
$
-9%
Supplies 9,620
8,800
5,526
9,000
2%
Internal Charges 58,367
54,864
54,864
49,556
-10%
Other Services & Charges 399,639
457,512
454,065
505,750
11%
Subtotal Operations
1,066,171
1,181,720
1,083,094
1,165,135
Capital -
-
-
22,500
Total
1,066,171
$
1,181,720
$
1,083,094
$
1,187,635
$
1%
Table of Contents
Department Operational Plans
City Clerk
City of Prescott, Arizona 113 FY2020 Budget
Department Mission
The City Clerk’s Office strives to provide accurate information and services in a timely and professional
manner to Council, staff and the public. The City Clerk’s Office provides fair and impartial awareness of
democratic governmental processes, maintains the integrity of the city’s records, and continues to
maintain the preservation of the city’s history.
Services
The City Clerk’s office continues to focus its efforts on providing the highest quality service that meets
its customers' needs while looking for ways to be creative and innovative in delivering those services
and providing government transparency by following the Open Meeting Law.
Organization and Personnel
FY2020 Objectives
Continue to provide administrative support to the Council by supplying accurate, accessible, and
timely legislative information.
Continue to complete City Council Meeting minutes from previous council meeting to be approved
at the next scheduled City Council Meeting.
Research agenda management software programs that will facilitate the agenda and minutes
process for the city.
Continue to coordinate and administer records management throughout the organization by
ensuring public records are stored, maintained, destroyed and preserved effectively and
efficiently, while allowing government transparency.
o Continue to organize and manage the Virginia St. Records Center.
Department Summary - Staffing
FY18 FY19 FY20
Authorized Staffing Level 2.75
3.00 3.00
City Clerk 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00
City Clerk Specialist - 1.00 1.00
Administrative Specialist 0.75 - -
City Clerk
(1)
Deputy City Clerk
(1)
City Clerk Specialist
(1)
Table of Contents
Department Operational Plans
City Clerk
City of Prescott, Arizona 114 FY2020 Budget
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY
20
Target
Outcome
Percent of records destroyed, by cubic feet
per records retention schedules
300 350 430 400
Outcome Percent of satisfaction questionnaires at
Good or Above for Special Event Liquor
License Process
*N/A 100% 100% 100%
Outcome Percent of satisfaction questionnaires at
Good or Above for Liquor License Application
Process
*N/A 100% 100% 100%
Outcome Percent of agendas and minutes (Council and
BCC) posted per the Open Meeting Law
100% 100% 100% 100%
Outcome Percent of Satisfaction questionnaires at
Good or Above for the Boards, Commissions,
and Committees application process
*N/A 100% 88% 100%
*New Measure
FY2019 Major Achievements
Implemented Laserfiche Electronic Records Management System to better manage retention of
city records.
Implemented Laserfiche Public Portal for citizens to be able and search city public records for
government transparency.
Implemented Laserfiche Employee Portal for staff to be able and search city records.
Added a temporary Records Coordinator to review the needs of records management throughout
the organization and also ensuring public records are stored, maintained, destroyed and
preserved effectively and efficiently.
o The temporary Records Coordinator is in the process of organizing and managing the
Virginia St. Records Center.
Implemented city email accounts for all boards, committees and commissions members to comply
with open meeting law requirements.
Provided the agenda packets to Council no later than 5:00 p.m. the Thursday before the Tuesday
Council Meeting.
City Council Meeting minutes were completed and ready for review by the next scheduled Council
Meeting.
Managed the posting of all boards, commissions and committees agendas and minutes to make
sure Open Meeting Law was followed appropriately.
Provided information to citizens who were interested in running for a position on the City Council
for the 2019 Election cycle.
Implemented new boards and commissions online application process for citizens to have easier
completion of applications.
Held training class to educate and train staff on Accela agenda management program software
program.
Held training class to educate staff on the boards, commissions and committee’s agenda and
minutes’ process to follow Open Meeting Law.
Table of Contents
Department Operational Plans
City Clerk
City of Prescott, Arizona 115 FY2020 Budget
In the process of organizing the City Clerk internal shared drive files and folders to reduce
duplication, comply with retention and increase productivity.
Expenditure Budget
Budget Notes and Significant Changes: The personnel budget has increased in FY20 as a result an
increase in temporary budget. This person will help to maintain the workload for records management.
Internal Service Charges is larger due to the inclusion of the Records Storage are as part of the Facilities
Maintenance budget. Other Services - Elections fluctuate depending on whether the City anticipates or
schedules a municipal election through the Yavapai County Elections Department.
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 263,249$ 306,038$ 302,615$ 339,062$ 11%
Supplies 10,499 7,078 7,075 7,075 0%
Internal Charges 31,822 31,624 31,624 45,273 43%
Other Services & Charges 63,356 68,550 106,550 81,345 19%
Other Services - Elections 177,128
100,000 - 200,000 100%
Total Operations 546,053 513,290 447,864 672,755 31%
Table of Contents
Department Operational Plans
City Clerk
City of Prescott, Arizona 116 FY2020 Budget
Department Funding Sources: The City Clerk Department is funded through multiple funds. Per
budget policy and to present the full cost of providing services, general fund internal support is allocated
to Enterprise Funds, Internal Service Funds and Special Revenue Funds that benefit from the services
being provided. The General Fund net impact (proposed budget less projected program revenues) is
allocated to other City operating units outside the General Fund on the proportion of budget basis.
Charges for services in the Clerk’s office is mainly liquor license application fees.
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Source of Funds
Tax Base
116,887$ 119,266$ 108,453$ 139,443$ 17%
Charges for Services
12,606 7,000 7,000 7,000
General Fund Budget 129,493 126,266 115,453 146,443 16%
Special Revenue Funds 137,744 137,696 118,265 140,452 2%
Enterprise Funds 248,639 225,577 193,746 355,308 58%
Internal Service Funds 30,177
23,751 20,400 30,552 29%
Total 546,053$ 513,290$ 447,864$ 672,755$ 31%
Table of Contents
Department Operational Plans
City Council
City of Prescott, Arizona 117 FY2020 Budget
Department Mission
To serve as the legislative and policy-making body of the municipal government and have responsibility
for enacting City ordinances, appropriating funds to conduct City business, and providing policy direction
to the administrative staff.
Services
City Council activities include responding to citizens’ questions, concerns, and comments; preparing for
Council and committee meetings; and attending civic dedications and fundraisers. City Council
members also are called to chair or serve on various citizen committees; represent the City on boards
or committees of County, State or intergovernmental associations; and speak to community service
organizations, neighborhood associations, and the Chamber of Commerce. The City Council consists
of elected officials, a mayor and six council members.
Organization and Personnel
FY2020 Objectives
To carry out the Strategic Plan, the Council will focus on the following goals and objectives (as well as
others):
Goal #1 Stabilizing the General Fund, continually supporting the market compensation plan, and
providing adequate and stable funding and flexibility to maintain a balanced budget as required by the
Charter.
Objectives:
1. Continue to stabilize General Fund
2. Retire the PSPRSunfunded liability of based on FY17/18 actuarial,
administrative, and financial assumptions as soon as possible.
3. Monitor Legislative Actions
Goal #2 Economic Development – providing an environment to enable prosperity and job/career
creation.
Objectives:
1. Taking better advantage of community assets
2. Utilize regionalization approach to attain financial stability for airport
development
3. Build a destination passenger terminal and other amenities such as a
restaurant and conference meeting space; lengthen the runways
4. Expand and enhance reliable commercial essential air service
Department Summary Staffing
FY18 FY19 FY20
Authorized Staffing Level 7.00
7.00 7.00
Mayor 1.00 1.00 1.00
Councilmembers 6.00 6.00 6.00
Table of Contents
Department Operational Plans
City Council
City of Prescott, Arizona 118 FY2020 Budget
Goal #3 Quality of Life – A clean and safe city that provides superior essential services and enhances
opportunities that allow for retention and attraction of people who want to live, learn, work, and play in
Prescott.
Objectives:
1. Natural Resource Preservation and Conservation – Engage in
cooperative efforts with political entities, subdivisions, and private
property owners to work to assure the preservation and conservation of
our natural resources
2. Highly-Rated City Services: Perceived as and are (measurably) delivering
efficient and effective services including transportation with improved
flow, well maintained streets, public safety, code enforcement, water and
wastewater
3. Cultural and Recreational Experiences – To facilitate intergovernmental
agreements and public-private partnerships to provide opportunities for
cultural and recreational experiences.
Goal #4 Service-Oriented Culture – Promote an accountable organizational culture of
excellent/superior/solutions-driven service
Objectives:
1. Measurably promote excellent service delivery based on trustworthy,
timely, problem- solving, engaging, valuable, accessible, actionable, fair,
consistent, and common-sense service as permitted by existing
resources and by effective use of those resources.
2. Promote continuous process improvement which fosters better processes
and procedures to improve customer service and provide quality services
at the lowest possible cost to taxpayer.
Table of Contents
Department Operational Plans
City Council
City of Prescott, Arizona 119 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: Supplies will increase in FY20 with the citizen academy
program. It is anticipated that three classes will be offered. More conferences, meetings, training and
travel will be available for the Mayor and Council resulting in a higher travel and training budget.
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 49,711$ 49,535$ 51,896$ 51,932$ 5%
Supplies 10,453 9,600 14,000 16,500 72%
Internal Charges 34,124 34,604 34,607 37,595 9%
Other Services & Charges 104,721
176,900 153,050 114,400 -35%
Total 199,009$ 270,639$ 253,553$ 220,427$ -19%
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund
45,954$ 126,892$ 109,806$ 49,529$ -61%
Special Revenue Funds 50,611 51,143 51,143 45,606 -11%
Enterprise Funds 91,355 83,784 83,783 115,371 38%
Internal Service Funds 11,089
8,820 8,821 9,921 12%
Total 199,009$ 270,639$ 253,553$ 220,427$ -19%
Table of Contents
Department Operational Plans
City Council
City of Prescott, Arizona 120 FY2020 Budget
Department Funding Sources: The City Council Department is funded through multiple funds. Per
budget policy and to present the full cost of providing services, general fund internal support is allocated
to Enterprise Funds, Internal Service Funds and Special Revenue Funds that benefit from the services
being provided. The General Fund net impact (proposed budget less projected program revenues) is
allocated to other City operating units outside the General Fund on the proportion of budget basis.
Table of Contents
Department Operational Plans
City Court
City of Prescott, Arizona 121 FY2020 Budget
Department Mission
To provide prompt and effective judicial services, adjudicating violations of the Arizona Revised Statues
and the Prescott City Code, Civil and Criminal Violations occurring within the Prescott City Limits in
conformity with United State and Arizona Constitutional Due Process principles and in fulfillment of
Arizona State Supreme Court standards.
Services
The Court promotes and encourages civility, problem solving with a focus on the quality of life and
standards of the community. This is accomplished while being creative, innovative and accountable with
an overall purpose of promoting public confidence and trust in the judicial system. The Court also takes
into consideration individualized justice in adapting the Arizona State Supreme Court’s Fair Justice
Initiative into everyday court proceedings.
Organization and Personnel
FY2020 Objectives
Maintain consistency with standards set by the Arizona Supreme Court and the City of Prescott for
case management and reduce litigant time and costs.
Enforcement of Court Sentencing Orders by taking into consideration the requirements of the law,
the ability of the Defendant to comply and consideration of the needs of the Victim.
Utilizing Community Restitution as much as possible as an original sentence as well to address
payment of fines when a Defendant no longer has the means to make that payment.
Expand the use of collection through FARE to assist, when appropriate, on cases where reduction
or community service cannot be utilized thereby reducing the issuance of warrants for issues
relating to fine payments.
Department Summary - Staffing
FY18 FY19 FY20
Authorized Staffing Level 6.00
7.00 7.00
Business Manager 1.00 1.00 1.00
Court Clerk 5.00 6.00 6.00
City
Magistrate
Court
Administrator
Business
Manager
(1)
Court Clerk
(6)
Bailiff
Table of Contents
Department Operational Plans
City Court
City of Prescott, Arizona 122 FY2020 Budget
Comply with the Arizona State Supreme Court’s directives relating to pre-trial release from the
custody on misdemeanor allegations while at the same time taking into consideration the safety of
the victim and community.
Maintain the standards for civility in the Courtroom.
Confirm and maintain the Courthouse/Courtroom safety and emergency standards with regard to
the public and city employees assigned to the Prescott City Court.
Working within and being accountable for the fiscal operations of the Court.
Work with the City Attorney’s Office to better implement new ordinances that will be enforced
through the City Court.
To work with the City Attorney and Defense Bar to create a limited Veteran’s Court in the Prescott
Consolidated Court to take better advantage of the local resources and address needs of Veterans
who the State and Defense believe may be proper candidates for this service.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome
Case Closure Rates
(Cases both filed and paid in full during FY)
78% 80% 80% 80%
Output
Defendant’s assigned community restitution
Restitution hours completed
Minimum wage value
Incarceration savings at $70 per day
548
6,041
$63,430
$60,410
725
7,990
$87,890
$80,550
725
7,990
$87,890
$80,550
822
9,042
$99,462
$99,638
FY2019 Major Achievements
Over the past year the City Court has continued to successfully integrate and train the newly elected
and appointed Consolidated Judge to the Bench. We continue to successfully train new clerks
coming on board.
Working with other outside agencies to streamline processes and procedures. Foster good relations
with both the City and the County with the renewed IGA.
With the integration of a new position we have been able to more effectively and efficiently serve
the public and external/internal customers.
Continued the work of aggressive court-driven case management resulting in decreased time and
costs including working with City Legal to continue the clearance of old warrant cases, and to have
warrants quashed when there is a change in the law.
Handling of juvenile criminal traffic cases has continued to allow juveniles and their parents to take
care of cases at one court rather than needing to go to both the City Court and Juvenile Probation
Department.
Successfully closed out the old CMS Cache’ and began the conversion process to get old collection
cases into the new CMS AJACS which enables the AOC collection vendor FARE to more
aggressively pursue collections for our court. The new CMS also enables customers to pay on-line
and greatly reduces time for both the clerks and clients.
Our JEU (Judicial Enforcement Officer) program continues to be very successful in working with
clients and their abilities to pay fines and sanctions. We have also continued to expand restorative
justice concepts by aggressive assignment of community restitution in lieu of jail and sanctions.
Table of Contents
Department Operational Plans
City Court
City of Prescott, Arizona 123 FY2020 Budget
The court continues to utilize a wonderful group of volunteer Civil Traffic Hearing Officers which
enables the area officers and public to receive the benefit of time management and helps to free up
time on our court docket for a more efficient flow.
Expenditure Budget
Budget Notes and Significant Changes: The City Court operates as a consolidated court with
Yavapai County with operating costs shared through an Intergovernmental Agreement (IGA). The Court
Administrator and Bailiff are Yavapai County employees with a portion of the personnel costs paid for
by the City of Prescott. In addition, the IGA specifies a payment to Yavapai County for the shared
Courthouse facility decreased by the accounting services provided by the City of Prescott. The Court
operates in an uncertain environment with multiple government agencies and variables related to case
expenses, causing a need for budget capacity.
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 398,071$ 448,522$ 455,813$ 449,327$ 0%
Supplies 6,532 9,000 2,440 7,000 -22%
Internal Charges 11,416 12,477 12,477 15,890 27%
Other Services & Charges 184,018
170,150 120,812 182,768 7%
Total 600,037$ 640,149$ 591,542$ 654,985$ 2%
Table of Contents
Department Operational Plans
City Court
City of Prescott, Arizona 124 FY2020 Budget
Department Funding Sources: The City Court Department is mainly funded through the General Fund,
with 4.0% of the budget funded through the Grant Special Revenue Fund. Court grants are support from
the state court system help to offset operating costs.
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Sources of Funds
Tax Base
492,228$ 520,149$ 480,572$ 537,985$ 3%
Charges for Services
76,830 80,000 80,000 80,000 0%
Fines and Forfeitures 19,047
13,500 10,170 11,000 -19%
General Fund Budget
588,105 613,649 570,742 628,985 2%
Special Revenue Funds 11,932
26,500 20,800 26,000 -2%
Total 600,037$ 640,149$ 591,542$ 654,985$ 2%
Table of Contents
Department Operational Plans
City Manager
City of Prescott, Arizona 125 FY2020 Budget
City Manager
(1)
Neighborhood
Services
Code
Compliance
Inspector
(2)
Asst to City
Manager
(0.25)
Information
Technology
IT Director
(1)
Network
Engineer
(3)
GIS
Coordinator
(0.5)
Web
Development
Specialist
(1)
GIS Specialist
(1)
IT Specialist
(2)
Wireless
Comm Tech
(1)
Help Desk
Manager
(1)
IT Specialist
(3)
IT Database
Administrator
(1)
Community Outreach,
Economic
Development, Tourism
Community
Outreach
Manager (1)
Economic
Development
Coordinator
(1)
Sales &
Marketing
Coordinator (1)
Human
Resources
HR Director
(1)
HR Analyst
(1)
HR Specialist
(1)
Sr HR
Specialist
(1)
HR Technician
(1)
Secretary
(.5)
Asst to City
Manager (0.75)
Executive
Assistant
(1)
Department Mission
To provide professional administration of the policies and strategic plan goals and objectives
established by the City Council; facilitate and promote a culture that encourages the development of
City employees; support outreach to citizens to share important information and ensure robust tourism
promotion.
Services
Assists the Mayor and Council by executing the enacted polices and by monitoring legislation pertinent
to local issues, directs the administration of all departments, meets with and provides information to
citizens; assists with promoting employee development and excellent customer service.
Organization and Personnel
Department Summary - Staffing by Division
FY18 FY19
FY20
City Manager's Office 2.00 2.75 3.25
Comm. Outreach, ED & Tourism 3.00 3.00 3.00
Human Resources 5.00 5.00 5.00
Neighborhood Services 2.00 2.25 2.25
Information Technology 14.50
14.50 14.50
Total Authorized Positions 26.50 27.50 28.00
Table of Contents
Department Operational Plans
City Manager
City of Prescott, Arizona 126 FY2020 Budget
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 2,487,895$ 2,591,475$ 2,606,179$ 2,693,766$ 4%
Supplies 293,473 392,600 396,030 547,100 39%
Internal Charges 145,886 139,652 147,476 159,236 14%
Other Services & Charges 1,283,633
1,580,129 1,671,660 2,198,043 39%
Total 4,210,887$ 4,703,856$ 4,821,345$ 5,598,145$ 19%
Department Summary - Operations Expenditure by Division
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
City Manager's Office 407,349$ 420,274$ 429,538$ 519,301$ 24%
Comm. Outreach, ED & Tourism 1,117,267 1,349,561 1,449,873 1,778,488 32%
Human Resources 609,530 663,403 661,334 809,694 22%
Neighborhood Services 129,074 175,083 173,461 185,721 6%
Information Technology 1,947,667
2,095,535 2,107,139 2,304,941 10%
Total 4,210,887$ 4,703,856$ 4,821,345$ 5,598,145$ 19%
Table of Contents
Department Operational Plans
City Manager
City of Prescott, Arizona 127 FY2020 Budget
Department Funding Sources: The City Manager Department is funded through multiple funds. The
Neighborhood Services Division is funded fully by the General Fund. Community Outreach & Tourism
is funded from both general fund and the bed tax fund. Per budget policy and in order to present the
full cost of providing a service, the Department’s other divisions’ costs are allocated internally. The City
Manager’s Office and Information Technology is allocated to Enterprise Funds, Special Revenue and
Internal Service Funds on a proportion of budget basis. Human Resources is allocated based on a cost
per employee in each division throughout the City.
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund
1,336,050$ 1,563,446$ 1,543,480$ 1,697,753$ 9%
Special Revenue Funds 1,398,667 1,522,282 1,662,048 2,015,590 32%
Enterprise Funds 1,304,129 1,448,717 1,446,626 1,703,598 18%
Internal Service Funds 176,201
169,412 169,191 181,205 7%
Total 4,215,047$ 4,703,856$ 4,821,345$ 5,598,145$ 19%
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Department Operational Plans
City Manager
City of Prescott, Arizona 128 FY2020 Budget
City Manager’s Office
Division Mission
To provide professional administration of the policies and objectives established by the City Council;
develop alternative solutions to community problems for Council consideration; and plan programs that
meet the future needs of the City.
Services
The City Manager’s Office assists the Mayor and Council by monitoring legislation pertinent to local
issues, assisting departments in delivery of quality municipal services to internal and external
customers, meeting with citizen groups, and providing information to citizens, among many other tasks.
FY2020 Objectives
Continuously improve customer service by enhancing department responsiveness and
effectiveness in dealing with citizens and customers
Be responsive to the City Council and citizens
Ensure that every department participates meaningfully in performance-based budgeting and
process improvement
Make certain that the Council’s strategic plan is implemented and spending decisions are made
accordingly
Meet with each department twice annually to gauge performance measurement implementation
Will ensure that the unique assets that make Prescott distinct are maximized for the benefit of the
citizenry
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome
Fulfill 90% of Council requests for information
within 3 business days
85% 90% 90% 90%
Output Respond to 90% of citizen inquiries within 1
business day
91% 90% 95% 90%
FY2019 Major Achievements
Facilitated the Hilton Garden Hotel development public-private partnership
Managed multiple economic development projects, including Eviation
Enhanced the City Hall Ambassador program
Successfully held 3 Citizen’s Academy classes
Engaged the State Legislature to receive $1 million for the airport terminal project as well as $7
million towards PSPRS (over 7 years)
Created and managed the Youth Advisory Board
Obtained a grant of $79,401 for the Granite Creek Corridor Master Plan and began the creation of
that plan
Table of Contents
Department Operational Plans
City Manager
City of Prescott, Arizona 129 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: A temporary part-time secretary was made permanent for
FY20. The significant increase in Other Services & Charges is related to a potential grant for the Granite
Creek Corridor Master Plan. This project will include identifying or obtaining all necessary clearances
and authorizations to perform work in the corridor, a site assessment plan, public outreach and
education, a final report, and the master plan document.
City Manager's Office
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 361,772$ 366,249$ 365,989$ 397,229$ 8%
Supplies 1,627 1,700 1,774 1,300 -24%
Internal Charges 25,887 23,875 23,875 21,871 -8%
Other Services & Charges 18,063
28,450 37,900 98,901 248%
Total, Operations 407,349 420,274 429,538 519,301 24%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 2.00
2.75 3.25
City Manager 1.00 1.00 1.00
Assistant to City Manager
1
- 0.75 0.75
Special Projects Coordinator 1.00 - -
Executive Assistant - 1.00 1.00
Secretary - - 0.50
1
25% of Assistant to City Manager charged to Neighborhood Services
Table of Contents
Department Operational Plans
City Manager
City of Prescott, Arizona 130 FY2020 Budget
Community Outreach, Economic Development & Tourism
Division Mission
To enhance the image of the City of Prescott, and ensure that stakeholders are well informed. To lead
in building a stronger and more diversified local economy by focusing on outreach marketing, assisting
Prescott businesses, and attracting new employers that provide quality jobs. To develop, promote and
maintain Prescott as a year round visitor destination benefitting the community economically while
contributing to quality of life.
Services
Community Outreach & Tourism provides services in three areas: communications, economic
development and tourism.
Communications provides general communications, public service announcements, calendar of events
and activities, and specific service information. The office also coordinates the City’s communications
efforts with the news media and public groups.
Economic Development attracts and assists a variety of employers to retain/add jobs and tax dollars to
economy. By actively marketing Prescott, the goal is to maintain a diverse and healthy economy.
The Tourism Office develops and implements a strategically coordinated marketing and sales plan
designed to attract visitors and group events to Prescott. Visitors contribute to Prescott’s economy
through sales and bed tax during their stay. Bed tax dollars also help fund the activities of many
nonprofit organizations that host events throughout the year.
FY2019 Objectives
Community Outreach
Share messages across multiple media to effectively reach citizens through several channels
Produce Prescott Today TV Show and KQNA Radio Show
Share City Information to news media via press release/media alerts
Share City Information via radio PSAs on six radio stations
Create platforms for interactive online City services
Economic Development
Market Prescott to new retailers including destination retailers
Participate in events/conferences geared to retailers
Retain and assist existing businesses and prime/base industry employers
Promote real estate opportunities to new and expanding companies
Increase Prescott’s visibility to CEOs and decisions makers, especially in venture capital and high
tech firms
Lead sales missions for recruitment of business and workforce
Tourism
Provide the community with additional resources through increased Transient Occupancy Tax
(Bed Tax) and tourism related sales tax collections by increasing total rooms booked
Table of Contents
Department Operational Plans
City Manager
City of Prescott, Arizona 131 FY2020 Budget
Increase length of stay to improve tax collections and revenues in other areas such as
restaurants, bars, retail and attractions
Attract multi-day events/tournaments, especially during shoulder season
Increase number of group events
Capitalize on outdoor, natural and recreation assets for increased visitation
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Output Number of media used to communicate with
the public.
6 6 6 7
Output Number of shows produced N/A* 23 23 23
Output Number of releases N/A* 88 88 90
Output Number of PSAs N/A* 25 25 30
Output
Number of companies/retailers/brokers/
developers receiving Prescott marketing
information
25 30 30 35
Output Number of lead generated through
participating in events and conferences
3 5 5 5
Output Number of Business Retention/Expansion
visits to retailers
5 10 20 20
Output Number of CEO summits and conferences
hosted
1 3 3 3
Output Number of companies receiving siting
information
N/A* 12 12 15
Output Number of business retention/expansion
visits to employers
N/A* 10 12 15
Output Number of new multi-day events. N/A* 3 3 4
Output
# of website unique views N/A* 85,000 85,000 87,500
Output
# of social media impressions N/A* 1,250 1,300 1,400
Output
Fiscal Year Bed Tax revenue 881,415 885,000 900,000 950,000
Output
Number of group lead generation. N/A* N/A* 2 4
*New measure
FY2019 Major Achievements
Community Outreach:
Hosted City booth at Wings Out West event (2nd Year In a Row)
Hosted E. A. Love Days events
Co-Hosted Ron Drake Downtown Consultant Visits
Embarked on Diversity Outreach Initiatives
Table of Contents
Department Operational Plans
City Manager
City of Prescott, Arizona 132 FY2020 Budget
Produced 10 Prescott Today shows,11 Talk of the Town radio shows, and 24 KYCA Radio Shows
Produced 88 press releases and 33 Radio PSAs
Gave 6 slide show presentations to realtor groups, and serv
ice clubs on topics of Economic
Development and Tourism.
Presented at three Citizen’s Academy classes
Added City Manager Facebook Live Events Monthly
Economic Development:
Wendy Bridges earned Economic Developer of the Year Award from AAED
Received Golden Prospector Award for Economic Development Magazine
Administered business retention/expansion follow up activities include repeat visits, referrals to
various agencies and city departments, workforce facilitation
Second Year of the Quad Cities Economic Development Practitioner’s Luncheons. (This is an
initiative by the City of Prescott started in 2017 that provides opportunity for our communities to
work together at the staff practitioner level.)
New CEO Roundtable partnership with the Prescott Chamber of Commerce. (This is a new
initiative to enhance the business environment in Prescott.)
Visited 20+ Prescott manufacturers for retention/expansion discussions and tours of facilities.
Follow up activities include repeat visits, referrals to various agencies and city departments, and
workforce facilitation
Partnered with downtown retailers for advertising during Bluegrass Festival
Researched, prepared and submitted proposals for 3 RFP/RFI to Arizona Commerce Authority
Planned and coordinated Symposiums/Conferences on the following topics: Economic
Development, Medical Tourism, Retail, New Area Mayors and Workforce
Multiple radio appearances to promote opportunities in Prescott
Planned and organized SkyWest by United’s Inaugural flight reception
Phoenix-area outreach promoting Prescott results included multiple in-person visits to Prescott for
exploration of new projects
Presentation to Arizona Commercial Real Estate School in Scottsdale
Grand Openings included Wildflower, Ashley Homestore and the new Prescott Animal Hospital
Tourism:
Ernest A. Love Days and Wings out West Coordination, Support and Planning
United Express Inaugural Flight Coordination and Execution
New Air Service Marketing Initiatives
History Hunt Adventure Guide – Development and Launch
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Department Operational Plans
City Manager
City of Prescott, Arizona 133 FY2020 Budget
Conferences, Seminars, Groups (repeat and new business):
o AZ Tech Council CEO Retreat
o AZ Student Council High School Convention – 2100+ attendees
o AZ State Veteran’s Conference
o This does not include sports events
TAC:
o Committee Coordination and Planning
o Grants
o 3 Tourism Team Ups
Arizona League of Cities and Towns Showcase Return and Representation
Ron Drake Week Support and Coordination
Attendance for 1
st
time at 2 Consumer Shows
Monthly MPI Visits and Valley sales calls increase by 6 annually
Shows/Conferences:
o National Travel Association Travel Exchange
o Go West Summit
o Travel and Adventure Shows – Chicago and San Francisco
o MPI Educon
Increase in Group Business:
o Minnesota Travel Easy – Weekday visit
o 135 Germans – Auto Club
o Arizona Fire Service Administrative Professionals
o Met bus tour of historic preservation enthusiasts, based in Tucson
Increase in the number of site visits for conferences/seminars considering Prescott by 3
Increase in number of sales blitz efforts by 2:
o Free Spirit Vacation and Events –visited 9 55+ communities in the Valley and gave
presentations
o Joint calls with MPI, Chamber, and stakeholders completed in September
Intern Coaching, Development and assistance with Tourism initiatives
Hosted, Coordinated - 8 Media Visits
o Earned Media - Over $5 million earned, circulation of over 159 million and counting (this
was the number in February of 2019).
Hosted - 5 FAMS
Continue to serve on NACOG Tourism Committee, and recently asked to serve on MIP Financial
Committee
Table of Contents
Department Operational Plans
City Manager
City of Prescott, Arizona 134 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: FY20 Other Services & Charges is larger with an increased
focus on tourism marketing, economic development support, economic development marketing, and
attending conferences and events. Bed Tax Allocations are the community grants and support provided
from the transient lodging additional sales tax. For FY20 the Bed tax contingency is budgeting all
available fund balance should a project arise that Mayor and Council would like to pursue.
Community Outreach, Economic Development & Tourism
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 259,733$ 262,438$ 276,294$ 271,100$ 3%
Supplies 6,591 1,100 5,650 5,000 355%
Internal Charges 20,341 15,553 23,377 21,033 35%
Other Services & Charges 577,131
691,470 697,316 821,575 19%
Total, Operations 863,796 970,561 1,002,637 1,118,708 15%
Other, Bed Tax Allocations 240,277 279,000 336,500 330,000 18%
Other, Bed Tax Contingency 13,194 100,000 110,736 329,780 230%
Total 1,117,267$ 1,349,561$ 1,449,873$ 1,778,488$ 32%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 3.00
3.00 3.00
Community Outreach Manager 1.00 1.00 1.00
Sales & Marketing Coordinator 1.00 1.00 1.00
Economic Develop. Coordinator 1.00 1.00 1.00
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City Manager
City of Prescott, Arizona 135 FY2020 Budget
Human Resources
Division Mission
Provides services which are responsive to the individual employee and the City’s mission, vision, and
core values; foster a culture which encourages the development of the City’s most valuable asset, its
employees
Services
The Human Resources Division assists with City-wide hiring processes, performance reviews, training,
new hire orientation, classification and compensation review, implementation and administration, public
safety local boards, employee relations, employee handbook and policy updates, educational
assistance, benefits administration including life and health insurance, retirement, Family Medical
Leave, deferred compensation and disability.
FY2020 Objectives
To maintain sustainable employment levels to ensure consistent and quality delivery of services to
the over 500 regular employees and approximately 200 temporary employees of the City of
Prescott and for the citizens of Prescott.
Develop and present training City-wide, including customer service trainings and anti-harassment
compliance training, to enhance the skills and development of City employees.
Provide training to supervisors to develop skills and improve accountability of employees.
RFP for Classification and Compensation Study with projected implementation for FY21.
Proposed revisions to the current pay plan.
Revisions to Personnel section of City Code.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Workload
Number of recruitments 78 83 83 85
Outcome All FTEs turnover rate 12.4% 13% 13% 11%
Output Percentage of new employees completing
probationary period
80% 85% 85% 85%
Output Achieve a customer service rating of at least
4 out of 5 on the annual employee survey
4.85 4 4 4
Output Number of trainings (customer service,
supervisory, other trainings)
15 15 15 15
FY2019 Major Achievements
Facilitated Citywide Trainings: Best Hiring Practices, Active Listening, Reasonable Suspicion Drug
and Alcohol Training, Effective Writing, Persuasive Writing, New Performance Review Process to
include Coaching and Corrective Action, and Thin Gold Line Training for Regional
Communications.
Developed a recruitment video for the City of Prescott with AZ Event Video Production Company.
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City of Prescott, Arizona 136 FY2020 Budget
Increased Facebook following and established a new recruitment related Instagram account.
Coordinated and facilitated City-Wide Employee Recognition events and GUEST Service Award
program.
Developed and implemented a new format for New Employee Orientation focused on a culture of
Customer Service and Teamwork.
Revamped the Performance Review and Evaluation Process.
Increased University visibility for recruitment purposes including online exposure and job fairs at
NAU, Yavapai College and Prescott High School.
Continued management and appointed a new local board attorney for PSPRS Prescott Police and
Fire Local Board.
Continued data entry of electronic Personnel Actions into Munis for all payroll and benefit related
actions.
1095-C form processing and IRS filing.
Continued tracking of hours for Affordable Care Act reporting.
Continued tracking of ASRS enrollment for variable hour employees.
On-going work with departmental supervisors to resolve employee relation issues.
Coordinated and implemented new processes for the Mayor’s Commission on Veteran’s
Initiatives.
Updated job postings with an emphasis on employment branding and for Human Resource
Compliance to include identification of Safety Security Sensitive positions.
Implementation of a Donated Leave Program.
Decrease in City turnover due to better hiring selection and reinstatement of benefits and
compensation.
Increased representation on Prescott Area Human Resources Board.
Regularly attend military and civilian job fairs.
Expenditure Budget
Human Resources
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 473,261$ 494,302$ 505,626$ 523,447$ 6%
Supplies 2,987 10,200 7,000 10,200 0%
Internal Charges 21,887 20,517 20,517 21,272 4%
Other Services & Charges 111,395
138,384 128,191 254,775 84%
Total 609,530$ 663,403$ 661,334$ 809,694$ 22%
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Department Operational Plans
City Manager
City of Prescott, Arizona 137 FY2020 Budget
Budget Notes and Significant Changes: Other Services & Charges increases with a $100K
contingency for a Personnel Study. Studies are done periodically to make sure the classification and
compensation for City employees is comparable with other governmental entities. The last study was
implemented on July 1, 2016.
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 5.00
5.00 5.00
Human Resources Director 1.00 1.00 1.00
Human Resources Analyst 1.00 1.00 1.00
Senior Human Resource Specialist 1.00 1.00 1.00
Human Resources Specialist 1.00 1.00 1.00
Human Resources Technician - 1.00 1.00
Human Resources Assistant 1.00 - -
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Department Operational Plans
City Manager
City of Prescott, Arizona 138 FY2020 Budget
Neighborhood Services
Division Mission
To uphold and enforce codes and standards established by the City Council of the City of Prescott, as
well as protect the public health, safety and welfare while ensuring every citizen the right to a safe, clean
neighborhood.
Services
Protect the public health, safety and welfare, while ensuring every citizen the right to a clean, enjoyable
neighborhood by enforcing codes and ordinances. Resolve citizen generated code complaints through
a process of notification and education and to obtain voluntary compliance.
FY2020 Objectives
Communicate the purpose of code compliance to the citizens of Prescott through systematic
inspections, while seeking voluntary compliance with city codes, primarily pertaining to property
maintenance.
Address violations through a process of education, inspections, information, and enforcement.
Provide neighborhood cleanups and resources to assist with compliance.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Workload
Code cased opened 499 500 615 900
Workload Code cases closed 409 450 524 800
Outcome Average calendar days, inspection to
voluntary compliance
N/A N/A 95%
95%
Outcome Percentage of cases resolved through forced
compliance
N/A N/A
75%
99.9%
80%
99.9%
FY2019 Major Achievements
Hosted 3 Neighborhood Cleanups resulting in about 25 tons of trash collected
Inspected all sober living homes in the city and brought them to compliance
Inspected all new vacation rental registrations
About 500 properties brought into compliance (closed cases)
Successfully enforced 2 newly created sign free zones (downtown and airport)
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Department Operational Plans
City Manager
City of Prescott, Arizona 139 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: The division was formerly known as Code Compliance under
Community Development, changed to Neighborhood Services division to further enhance the concept
of helping neighborhoods and ensuring properties are in compliance with the code.
Neighborhood Services
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 116,437$ 147,880$ 149,026$ 150,629$ 2%
Supplies 2,309 6,250 4,300 5,100 -18%
Internal Charges 7,959 10,328 10,328 15,417 49%
Other Services & Charges 2,370
10,625 9,807 14,575 37%
Total, Operations 129,074$ 175,083$ 173,461$ 185,721$ 6%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 2.00
2.25 2.25
Assistant to City Manager - 0.25 0.25
Code Compliance Inspector - 2.00 2.00
Chief Code Compliance Officer 1.00 - -
Secretary
1.00 - -
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Department Operational Plans
City Manager
City of Prescott, Arizona 140 FY2020 Budget
Information Technology
Division Mission
To provide and deliver quality and innovative information solutions and services in a timely manner
through the appropriate use of technology within a long-range plan that enables departments within the
City of Prescott to meet their goals in the most cost-effective and efficient manner possible.
Services
The IT department is responsible for the delivery of electronic technology services with the City of
Prescott. In essence IT is a technology utility whose customers are City of Prescott departments, other
government agencies, and the constituencies that those groups in turn serve.
The core function of IT is to provide the infrastructure necessary to build and develop technology
services comprised of software, hardware, and data to meet the business needs of the City of Prescott
and associated agencies.
FY2019 Objectives
Highly available, scalable, and reliable infrastructure
Access network capacity through historical trending
Complete assigned tasks/projects on-time and at or below budget.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome
Network availability (uptime) 99.9% 99.9% 99.9% 99.9%
Workload Number of work orders and tasks completed 6,674 8,000 8,500 10,000
Outcome Percentage of help desk requests resolved
within 4 work hours
N/A TBD TBD TBD
Efficiency IT expenditures per endpoint served N/A TBD TBD TBD
Efficiency IT help desk requests per endpoint served N/A TBD TBD TBD
Outcome Percentage of completed budgeted projects 85% 100% 75% 90%
FY2019 Major Achievements
Tasks completed
o Staff is on track to complete over 8,500 tickets submitted by our customers. This is a
29% increase over FY19
Network Uptime
o The goal of 99.9% uptime, which means less than 8 hours of unplanned network and
server outages, was met in FY19. This is commendable given the number of network
sites IT maintains (50 currently and to expand to 170 by the end of FY20).
Network Security
o Zero network security events were detected in FY19. This includes network and
server hacks/penetrations, virus or malware infestations, etc. Given the amount of
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City of Prescott, Arizona 141 FY2020 Budget
significant and serious worldwide security outbreaks in FY19, this number is
commendable.
Projects – For FY19 IT has been engaged in large scale software projects: new public safety
software system, water and wastewater command and control system. This involves realigning,
redesigning, and overhauling some fundamental IT infrastructure elements to provide additional
features and functionality, and to reduce the overall cost of ownership by being simpler to manage
and maintain.
Expenditure Budget
Budget Notes and Significant Changes: FY20 Supplies increases with an increase in materials to
maintain equipment and small tools/equipment for a telephone upgrade project. Other Services and
Charges reflect the addition of CableOne fiber as part of the network. This will give the ability to avoid
service interruptions if a site on our network core goes down.
Information Technology
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 1,276,691$ 1,320,606$ 1,309,244$ 1,351,361$ 2%
Supplies 279,959 373,350 377,306 525,500 41%
Internal Charges 69,812 69,379 69,379 79,643 15%
Other Services & Charges 321,204
332,200 351,210 348,437 5%
Total 1,947,667$ 2,095,535$ 2,107,139$ 2,304,941$ 10%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 14.50
14.50 14.50
Director of IT 1.00 1.00 1.00
GIS Coord\Historic Pres.
1
0.50 0.50 0.50
Network Engineer 3.00 3.00 3.00
Help Desk Manager 1.00 1.00 1.00
Wireless Communication Tech. 1.00 1.00 1.00
Web Development Specialist 1.00 1.00 1.00
IT Database Administrator - 1.00 1.00
IT Specialist 2.00 5.00 5.00
IT Technician 1.00 - -
GIS Specialist 1.00 1.00 1.00
Help Desk Technician 3.00 - -
1
50% of GIS/Historic Preservation Coordinator charged to Planning and Zoning.
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Department Operational Plans
Community Development
City of Prescott, Arizona 142 FY2020 Budget
Community
Development
Director
(1)
Planning & Zoning
Planning Manager
(1)
Planner
(1)
Permit Technician
(2)
Historic
Preservation
Coordinator
(0.5)
Building Safety
Chief Building
Official
(1)
Plans Examiner/
Inspector
(3*)
Building Inspector
(2)
Plans
Examiner/Building
Fire Inspector (2)
CDBG
Admin/Comm Dev
Coordinator
(1)
Department Mission
To provide residents, builders and developers with quality customer service, useful information, and
efficient processing of projects and permits to facilitate quality development in the City. The department
monitors and reviews land use and building codes to eliminate unnecessary or overly burdensome
regulations while protecting the health, safety, and welfare of the community.
Service
Community Development provides project, permit, and plan review, application processing, and field
inspection services to the development community. The Planning and Zoning Division processes
requests for subdivision plats, zoning amendments, General Plan amendments and various land use
permits. The Building Safety Division processes applications for building permits, provides plan review,
and conducts inspections of construction work in progress to assure building code compliance.
Organization and Personnel
*One Plans Examiner/Inspector charged to Public Works
Department Summary - Staffing by Division
FY18 FY19 FY20
Planning & Zoning 4.00 4.00 4.00
Building Safety 9.50
10.50 10.50
Total Authorized Positions 13.50 14.50 14.50
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Community Development
City of Prescott, Arizona 143 FY2020 Budget
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 1,239,154$ 1,324,305$ 1,218,950$ 1,380,700$ 4%
Supplies 33,013 39,350 32,126 40,650 3%
Internal Charges 103,965 103,829 115,329 113,427 9%
Other Services & Charges 90,335
174,628 177,384 437,109 150%
Subtotal Operations 1,466,467 1,642,112 1,543,789 1,971,886 20%
Capital 284,882
629,410 92,722 719,922 14%
Total 1,751,349$ 2,271,522$ 1,636,511$ 2,691,808$ 19%
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City of Prescott, Arizona 144 FY2020 Budget
Department Summary - Operations Expenditure by Division and Capital
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Planning & Zoning 479,268$ 587,130$ 525,091$ 897,820$ 53%
Building Safety 987,199
1,054,982 1,018,698 1,074,066 2%
Subtotal Operations 1,466,467 1,642,112 1,543,789 1,971,886 20%
Capital 284,882
629,410 92,722 719,922 14%
Total 1,751,349$ 2,271,522$ 1,636,511$ 2,691,808$ 19%
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Source of Funds
Tax Base
(292,316)$ 238,112$ (321,327)$ 125,154$ -47%
Licenses & Permits
1,015,506 810,000 996,000 1,100,000 36%
Charges for Services 743,277
639,000 869,116 878,189 37%
General Fund Budget 1,466,467 1,687,112 1,543,789 2,103,343 25%
Special Revenue Funds 284,882
584,410 92,722 588,465 1%
Total 1,751,349$ 2,271,522$ 1,636,511$ 2,691,808$ 19%
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Community Development
City of Prescott, Arizona 145 FY2020 Budget
Department Funding Sources: The Community Development’s operations are funded through
multiple funds. The Building Safety and Planning and Zoning divisions are funded through the General
Fund and are significantly offset by program revenues such as building permit fees, inspection fees,
and planning and zoning fees. The Special Revenue Fund reflects the funding for the Community
Development Block Grant Program (CDGB), which is managed by this department.
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Community Development
City of Prescott, Arizona 146 FY2020 Budget
Planning and Zoning
Division Mission
To provide assistance to the development community through the review and processing of applications
for various land use actions. To assist customers with understanding the requirements of codes, and
with gathering and submitting necessary application information to assure that review and approval can
be completed as expeditiously as possible. To act as liaison between customers, reviewing
departments, and the various Boards and Commissions of the City to assure effective communication
across all parties.
Services
The Planning and Zoning Division assists applicants with requests for subdivision plats, zoning
amendments, General Plan amendments, annexations, and various land use permits. The Division
provides staff support for the Board of Adjustment, the Planning and Zoning Commission, the
Preservation Commission, and several other standing and ad hoc committees. The Division manages
the Pre-application Conference process to provide early and relevant information to builders and
developers, with the goal to reduce the review time for plans and to improve the probability of successful
project completion within reasonable timeframes.
FY2020 Objectives
Provide comprehensive and efficient guidance of applicants through development proposal
review and related public hearing processes using effective communication, time management,
and detailed oversight of statutory requirements.
Collaborate effectively with the development community to enhance opportunities for the City
to continue to meet the objectives of the currently adopted General Plan.
Provide professional and timely Planning and Zoning services to department customers,
developers, builders, City partners, and the general public, furthering the City’s goals and
objectives to create a solidly accountable service-oriented culture that is fair, consistent,
valuable, solution-oriented, and accessible.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome Percentage of projects meeting review
turnaround times
85% 90% 80% 75%
Outcome Percentage of PAC applications resulting in
construction permits
55% 55% 60% 60%
Analysis of performance:
The percentage of projects that progress from PAC review into a project or permit is not exclusively
indicative of the quality of the PAC process, but it is useful to assess the quality of the feedback provided
to applicants. Applicants use the PAC process as a key part of their assessment of the viability of their
business or construction concept. As such, the metrics of the past two years are indicative of a high
level of quality in the guidance provided to PAC applicants, with more than half of the PAC reviews
bearing fruit in actual projects or construction permits.
The percentage of projects meeting review turnaround times is a general indicator of the volume of
projects versus staffing levels. A higher volume of projects submitted, or more complex projects
submitted, place higher demands on current staff. With the continued increase in the volume of projects
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City of Prescott, Arizona 147 FY2020 Budget
submitted to Planning staff, plus other demands on current staff, we have seen project review times
increase. If additional Planning staff is added in the future, we anticipate these review times returning
to the FY19 target range.
FY2019 Major Achievements
Navigated successfully through a period of internal department changes which involved lengthy
absences in both the department Director and Chief Building Official positions, by providing
continuity of services to our customer base, and support and ongoing guidance to department staff.
Worked on customer service strategies across the Planning & Zoning Division, resulting in
consistent, positive feedback from the department’s clientele and the building and development
community at large.
Collaborated extensively with the Airport leadership team, reviewing updated and impactful
considerations of development around the airport vicinity and its potential impact upon airport
operations. This important departmental interface informs conversations with our customer base,
as well as assists the airport in managing potential encroachments and obstructions that could affect
future operations.
Expenditure Budget
Planning & Zoning
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 386,864$ 475,010$ 407,910$ 484,686$ 2%
Supplies 10,800 11,850 12,031 13,900 17%
Internal Charges 50,757 47,142 47,142 48,725 3%
Other Services & Charges 30,847
53,128 58,008 350,509 560%
Subtotal Operations 479,268 587,130 525,091 897,820 53%
Capital 284,882
629,410 92,722 584,922 -7%
Total 764,150$ 1,216,540$ 617,813$ 1,482,742$ 22%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 4.00
4.00 4.00
Community Devel. Director 0.50 0.50 0.50
Planning Manager 1.00 1.00 1.00
GIS/Historic Pres. Coord.
1
0.50 0.50 0.50
Planner 1.00 1.00 1.00
CDBG Admin/Com Dev Coord. - 1.00 1.00
Administrative Specialist 1.00 - -
1
50% of GIS/Historic Preservation Coordinator charged to Information Technology
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Department Operational Plans
Community Development
City of Prescott, Arizona 148 FY2020 Budget
Budget Notes and Significant Changes: Other Services and Charges increase in FY20 comes from
a contingency budget for anticipated increased workloads. The plan is to look into outsourcing plan
reviews and other aspects of Community Development to meet the needs of the citizens. The Capital
budget is for the management of the Community Development Block Grant Program (CDGB). The City
of Prescott is an entitlement community receiving annual federal grant allocations from Housing and
Urban Development (HUD) to be expended on projects benefiting low to moderate income residents.
The grants are allocated through the Annual Action Plan adopted by the City Council.
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Community Development
City of Prescott, Arizona 149 FY2020 Budget
Building Safety
Division Mission
To provide quality customer service through timely plan review and inspection services which facilitate
successful completion of code compliant projects while safeguarding the public health, safety, and
welfare.
Services
The Building Safety Division applies adopted technical codes to ensure requirements are met that
safeguard the public health, safety, and welfare from fire and other hazards, and the safety of first
responders during emergency operations. The Division’s primary areas of focus are building and fire
plan review, field inspections, and safety compliance.
FY2020 Objectives
Provide efficient and complete plan review services by meeting stated plan review time frames,
while using effective communication with applicants throughout the process to ensure project
success.
Continue to interface successfully with the building and development community by providing
contractor education at local contractor outreach meetings.
Assist customers in successful completion of code compliant projects that safeguard the public
health, safety and welfare.
Provide quality and efficient field inspections using friendly, effective communication, resulting in
minimum re-inspections and facilitating increased permits.
Completed the first segment of digitization of department permanent records (residential building
permits), making the search for public records an electronic rather than physical file endeavor,
thereby assisting the public at large with more expedient returns of information in response to the
large volume of public records requests we receive on a monthly basis.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Output
Number of contractor outreach meetings 50% 55% 50% 75%
Workload Plan reviews performed 2973 1600 4342 4560
Outcome Reviews completed within stated 3-week time
frame
95% 95% 80% 90%
Workload New single family residence permits issued 370 350 378 410
Workload Total number of field inspections 17,229 22,300 24,000 26,000
Outcome Average calendar days from application to
ready for issuance – residential permits
36 NA 65 50
Outcome Average calendar days from application to
ready for issuance – commercial permits
27 NA 56 40
Outcome Percentage of re-inspections 31% 13% 30% 20%
Outcome Percentage of projects meeting review
turnaround times
95% 90% 78% 85%
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City of Prescott, Arizona 150 FY2020 Budget
Analysis of performance:
With construction activity increasing steadily across the region over the past 12 months, the Building
Safety Division met significantly increased demands in the areas of plan review and building inspection.
These volume increases demonstrate staff efficiencies that were complemented by concerted efforts
across the Building Safety team toward process review, streamlining, and a continuing look at
effectiveness vs. efficiency. The examination of review turnaround times and permit issuance
timeframes speaks to the increased volume the team is fielding on a daily basis.
The pipeline is full and continues to grow, plan review and inspection is ongoing, but the eventuality is
a backlog will exist when coupled with static resources to address these numeric increases. The
headway made with process review and streamlining, contractor/developer relationship building, and
Code adoption considerations are commendable in light of the commitment of all team resources to
increased building activity in the City.
FY2019 Major Achievements
Completed more concise plan review checklists, posted on the City website, for both residential
and commercial projects.
Developed an inspection checklist of requirements for business license safety inspections (a new
process for the department).
Initiated a field review program which diminishes the necessity of additional submissions for minor
plan changes, creating a more streamlined process and improved completion timelines.
Initiated quarterly contractor/building industry outreach meetings to receive feedback from our
primary customer base, with the intent of direct input to the streamlining of department processes
and more efficient handling of permit issuance, building inspections, and project review.
Worked collaboratively with other local jurisdictions and the local contractors’ organization to initiate,
publicize, conduct informational meetings, and receive industry input toward a multi-jurisdictional
2018 ICC Building and Technical Code adoption with a target enactment date of July 2019. This
collective approach was a first for the region, and ComDev staff took the jurisdictional lead on
outreach to the building community. Council approval anticipated in mid-June 2019 with enactment
in mid-July 2019.
Initiated walk-through informal PAC process, where owners/tenants of historic or other downtown
properties, poised for economic development, receive immediate input to their building and
renovation questions, where Code applications and ADA conformance can present significant
challenges. Presenting development options to these owners/tenants furthers the mission of
Council to provide efficient, approachable, and comprehensive service to the community.
Initiated out-sourcing relationships to supplement service levels during times of intense volume
when plan review timelines become outside of our targeted norm, with the intent of maintaining
reliable plan review timelines and ultimately a shorter turnaround for issuance of building permits.
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City of Prescott, Arizona 151 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: Other Services & Charges increase is for digitizing records
for permanent records retention of aging documents and increased software licensing fees, mobile data
for tablets, and training costs for inspectors.
Building Safety
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 852,290$ 849,295$ 811,040$ 896,014$ 6%
Supplies 22,213 27,500 20,095 26,750 -3%
Internal Charges 53,208 56,687 68,187 64,702 14%
Other Services & Charges 59,488
121,500 119,376 86,600 -29%
Subtotal Operations 987,199 1,054,982 1,018,698 1,074,066 2%
Capital -
- - 135,000
Total 987,199$ 1,054,982$ 1,018,698$ 1,209,066$ 15%
Capital Detail
CentralSquare Project
135,000$
135,000$
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 9.50
10.50 10.50
Community Development Director 0.50 0.50 0.50
Chief Building Official 1.00 1.00 1.00
Plans Examiner/Building Inspector 3.00 3.00 3.00
Plans Examiner/Building Fire Insp.
1.00 2.00 2.00
Building Inspector 3.00 2.00 2.00
Permit Technician 1.00 2.00 2.00
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Department Operational Plans
Fire
City of Prescott, Arizona 152 FY2020 Budget
Fire Chief (1)
Emergency Services
Battalion Chief
(1)
Captain
(5)
Engineer
(6)
Firefighter
(7)
Battalion Chief
(1)
Captain
(5)
Engineer
(6)
Firefighter
(7)
Battalion Chief
(1)
Captain
(5)
Engineer
(6)
Firefighter
(7)
Fire Professional
Services
Division Chief (BC)
(1)
Administrative
Specialist
(1)
Community Risk
Reduction
Division Chief (BC)
Fire Marshal
(1)
Fuels Management
Coordinator
(1)
Fuels Reduction
Technician
(2)
Business Manager
(1)
Department Mission
The Prescott Fire Department is dedicated to “Excellence in Service” by providing the most efficient and
effective services to our community by responding fast, solving the problem, being nice and going home
safe. Prescott Fire Department is committed to preserving the quality of life, protecting lives, property,
and the environment with compassion, vigilance, and dedication to excellence.
Services
The Department is dedicated to providing the highest level of service in the prevention and mitigation
of emergency incidents in a growing community and treating our citizens and employees in a fair and
considerate manner while remaining financially responsible.
The Department is considered an “all-risk” municipal fire department and as such responds to calls for
service that include but are not limited to: emergency medical services, fires, hazardous material
response, technical rescue, and wildland urban interface fires.
The Prescott Fire Department values a creative and proactive work place, and is involved in numerous
joint partnerships to include automatic aid with the Central Yavapai Fire District, Chino Valley Fire
District, Central Arizona Fire and Medical Authority, United States Forest Service, and Yavapai-Prescott
Indian Tribe.
Organization and Personnel
Department Summary - Staffing by Division
FY18 FY19 FY20
Fire Department Administration 2.00 2.00 2.00
Emergency Services 57.00 57.00 57.00
Fire Professional Services 2.00 2.00 2.00
Community Risk Reduction 4.00
4.00 4.00
Total Authorized Positions 65.00 65.00 65.00
Table of Contents
Department Operational Plans
Fire
City of Prescott, Arizona 153 FY2020 Budget
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 6,645,857$ 6,971,414$ 7,013,528$ 6,971,629$ 0%
Supplies 358,864 494,329 473,850 613,006 24%
Internal Charges 1,069,451 1,121,382 1,169,433 1,316,707 17%
Other Services & Charges 511,600
574,090 464,316 652,646 14%
Subtotal Operations 8,585,772 9,161,215 9,121,127 9,553,988 4%
Capital 197,011
977,859 856,392 1,029,717 5%
Total 8,782,783$ 10,139,074$ 9,977,519$ 10,583,705$ 4%
Table of Contents
Department Operational Plans
Fire
City of Prescott, Arizona 154 FY2020 Budget
Department Summary - Operations Expenditure by Division and Capital
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Fire Admin 471,309$ 476,804$ 443,834$ 491,611$ 3%
Emergency Services 7,200,389 7,474,254 7,651,530 8,009,155 7%
Fire Professional Services 262,629 286,857 312,724 312,588 9%
Community Risk Reduction 651,445
923,300 713,039 740,634 -20%
Subtotal Operations 8,585,772 9,161,215 9,121,127 9,553,988 4%
Capital 197,011
977,859 856,392 1,029,717 5%
Total 8,782,783$ 10,139,074$ 9,977,519$ 10,583,705$ 4%
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Source of Funds
Tax Base
6,829,952$ 8,852,491$ 8,561,121$ 9,616,770$ 9%
Licenses and Permits
375 500 350 500 0%
Charges for Services 579,663
478,623 648,789 532,790 11%
General Fund Budget
7,409,990 9,331,614 9,210,260 10,150,060 9%
Special Revenue Funds 1,181,339 580,319 487,053 210,623 -64%
Enterprise Funds 191,454
227,141 280,206 223,022 -2%
Total 8,782,783$ 10,139,074$ 9,977,519$ 10,583,705$ 4%
Table of Contents
Department Operational Plans
Fire
City of Prescott, Arizona 155 FY2020 Budget
Department Funding Sources: In most years, the Fire Department is largely funded by the General
Fund. The Enterprise Fund relates to the Aircraft Rescue and Firefighting (ARFF) staffing which is
sourced to the Airport fund. Grants are reflected in the Special Revenue Funds. For FY18, the Fire
Department received the Staffing for Adequate Fire and Emergency Response grant (SAFER), which
funds up to 9 firefighter positions. The grant will fund the positions until October 2018. This grant is
offered through the US Department of Homeland Security and is intended to provide funding directly to
fire departments to help them increase or maintain the number of trained “front line” firefighters available
in their communities. In addition to SAFER, the Fire Department is budgeting for many other operating
type grants such as for fuel mitigation projects.
Table of Contents
Department Operational Plans
Fire
City of Prescott, Arizona 156 FY2020 Budget
Fire Department Administration
Division Mission
To administer and ensure the essential functions of the Fire Department are accomplished, and to
support the organization in carrying out its mission.
Services
The Administrative Division serves as the primary point for oversight of the three primary operating
divisions and provides for the needed budget development and cost-monitoring needs to ensure
efficiencies are recognized. Services provided by way of Fire Administration include: records
management, purchasing and expenditure review, personnel action needs, public point of contact for
complaints or compliance concerns, aid in the direction of city wide emergency management needs,
Arizona Wildfire and Incident Management Academy support services, and support for disaster
preparedness efforts.
FY2020 Objectives
Provide leadership, guidance, and administrative oversight directed towards providing all-risks
services that are fiscally responsible, effective, and efficient.
Provide state of the art training via a one-week intensive wildfire training academy for our employees
and regional partners.
To provide a platform for community engagement for which input is received in regards to process
improvement for departmental efforts.
Increase the number of connections we have with community organizations and initiatives and help
strengthen the fabric of our community any way we can.
Measure
Type Performance Measure
FY17
Actual
FY18
Target
FY18
Estimate
FY19
Target
Outcome
Community survey results regarding service
level and citizen satisfaction (5 is highest
score)
N/A N/A 4 5
Efficiency Expenditures per capita Emergency Services TBD $240 $265
$240
Output Number of organizations interacted with and
the number of community initiatives of which
were a part of. (Examples: Prescott Area
Shelter Services, Meals on Wheels, etc.)
17 17 22
18
Analysis of performance: Fire Administration is meeting or exceeding the targeted performance
measure with the exception of maintaining lower per capita costs for emergency services. Given the
added call volume and a number of critical emergency events to include a major structure fire with
operational period in excess of 24 hours and the New Year’s Eve snowstorm expenditures for
overtime continue to escalate and are expected to continue to do so unless added capacity is afforded
in the Emergency Services areas.
Table of Contents
Department Operational Plans
Fire
City of Prescott, Arizona 157 FY2020 Budget
FY2019 Major Achievements
Facilitated and conducted the Annual Citizen’s Fire Academy and three City of Prescott City
Academies.
Coordinated the hosting in cooperation with Prescott Area Big Brothers/Big Sisters the inaugural
offering of “Littles in the Fire Service” in which Prescott All-Risk response capabilities were
demonstrated.
Heavy engagement in the community by way of Rotary International, Prescott Area Leadership
Academy, Prescott Meals on Wheels, and the Fire Department Explorers program as well as
professional connectivity maintained via Center for Public Safety Commission on Fire Accreditation
International, AZ Fire Service Institute, AZ Fire Chief’s Association, Yavapai County Local
Emergency Planning Commission and Prescott Area Wildland Urban Interface Commission.
In cooperation with the Board of Directors for the Granite Mountain Interagency Hotshot Crew
Learning and Tribute Center provided for the grand opening of the center in the Gateway Mall.
Provided for the twice annual recognition and promotional ceremony to coincide with Fire
Prevention and Emergency Medical Services Weeks as well as the selection of Fire Employee of
the Year.
Expenditure Budget
Budget Notes and Significant Changes: In FY20 the Other Services & Charges increased due to the
necessary purchase of Lexipol Standard Operating Policy Manual. This manual is housed and
maintained online. Budgeting for the expenditure of donated funds is included in the Supplies category.
Fire Department Administration
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 263,522$ 270,519$ 261,754$ 265,452$ -2%
Supplies 24,799 31,630 13,010 30,973 -2%
Internal Charges 17,301 17,368 17,768 18,190 5%
Other Services & Charges 165,687
157,287 151,302 176,996 13%
Total 471,309$ 476,804$ 443,834$ 491,611$ 3%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 2.00
2.00 2.00
Fire Chief 1.00 1.00 1.00
Business Manager 1.00 1.00 1.00
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Department Operational Plans
Fire
City of Prescott, Arizona 158 FY2020 Budget
Emergency Services
Division Mission
To provide superior customer services in fire suppression, emergency medical services, hazardous
materials, technical rescue, and disaster response, with a well-trained, professional workforce that is
responsive to citizen needs and has a high level of productivity.
Services
The Emergency Services Division exists to provide for the point of service delivery for emergent and
non-emergent calls, which are routinely answered and assigned by the public safety answering point
as part of the Prescott Regional Communications Center. These services include: emergency medical
services, fire suppression (structural and wildfire), aircraft rescue firefighting, hazardous materials,
technical rescue, and emergency management; and are tailored towards reducing impacts on life,
property and the environment by instituting effective and proven best practices by way of a highly
qualified and credentialed response force.
FY2020 Objectives
To provide a service level that meets or exceeds that which has been outlined in our Community
Risk Assessment/Standards of Cover (CRA/SOC) document as it reflects total response and
reliability rates.
Maintain or improve upon the response times established as our benchmarks as published in our
CRA/SOC for all risks
Provide for a means of measuring our success rates for return of spontaneous circulation for those
patient encounters that occur as a result of out of hospital cardiac arrest.
Deployment of the closest, most appropriate unit for emergent events and deliver the most effective
mitigation efforts that are in line with accepted national standards and the critical tasking outlined in
our CRA/SOC
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
F
Y20
Target
Outcome Response times under 8 minutes national
standard
10:42 9:00 10:45 9:00
Outcome Percentage of cardiac patients with pulsatile
rhythms upon delivery to hospital
9.3% 10% 9.25% 9%
Outcome Percentage of time in which the first due unit
comes from within the same service area for
which an emergent event occurs.
Station 71
Station 72
Station 73
Station 74
Station 75
68%
63%
89%
71%
77%
80%
80%
80%
80%
80%
83%
62%
79%
70%
78%
73%
68%
80%
72%
80%
Analysis of performance: Presently due to the ever increasing call volume, decreased availability of
response resources due to non-availability of units for in-district response all performance measure
related to and encompassing emergency response are trending negatively and going up. Equally
concerning are the reliability percentages which are trending downward. Additional unit capacity is
necessary to address the ever increasing demand for emergency response services.
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Department Operational Plans
Fire
City of Prescott, Arizona 159 FY2020 Budget
FY2019 Major Achievements
Responded to 7,207 emergency calls (averaging 19.7 responses per day).
Participated in a number of “off-district” responses to include both overhead and single resource
needs, as well as company resources to which the Carr and Woolsey Fires in southern California
were the most noticeable.
Completed 13,230.95 hours of training in support of our all-risk response model.
Active and heavily engaged in a multitude of community events to include but not limited to:
Independence Day parade, Fire Ops 101 Awareness for High Profile community members and
elected officials, Rodeo Week, Firefighter Angel Foundation Program, Veterans and Holiday
parades.
Expenditure Budget
Emergency Services
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 5,743,055$ 5,752,323$ 5,891,876$ 5,940,587$ 3%
Supplies 297,638 417,837 420,583 532,744 28%
Internal Charges 980,981 1,049,580 1,092,081 1,226,719 17%
Other Services & Charges 178,715
254,514 246,990 309,105 21%
Subtotal Operations 7,200,389 7,474,254 7,651,530 8,009,155 7%
Capital 197,011
887,859 766,392 1,029,717 16%
Total 7,397,400$ 8,362,113$ 8,417,922$ 9,038,872$ 8%
Capital Detail
Vehicle Replacement - Fire Department
625,000$
Fire Training Center Improvements
160,000
Radio Infrastructure Repair Project
108,750
Fire Mobile Data Computer Replacement
65,300
Skid Unit
50,000
Fire Records Management System (RMS)
20,667
1,029,717$
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 57.00
57.00 57.00
Division/Battalion Chief 3.00 3.00 3.00
Fire Captain 15.00 15.00 15.00
Fire Engineer 18.00 18.00 18.00
Firefighter 21.00 21.00 21.00
Table of Contents
Department Operational Plans
Fire
City of Prescott, Arizona 160 FY2020 Budget
Budget Notes and Significant Changes: The Supplies budget increases in FY20 with replacement
of aging equipment and wildland urban interface equipment, and rising turnout gear prices. Most
Internal Services Charges fluctuate based on an areas budget compared to the whole City. This causes
charges to fluctuate yearly. A large part of this category’s increase is due to charges for the operation
of the Prescott Regional Communication Center. These costs are distributed based on the call volume
for each entity. Other Services and Charges increases in FY20 include training and replacement of
paramedics due to retirement and succession planning, and equipment maintenance.
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Department Operational Plans
Fire
City of Prescott, Arizona 161 FY2020 Budget
Fire Professional Services
Division Mission
To provide for the progressive educational needs of a well-trained, professional, and motivated work
force that acts with integrity, solves customers’ problems, and works safely and effectively as a team.
Services
The Fire Professional Services Division exists to provide needed structure for fulfilling the training and
other needs that is directed towards compliance with laws, statutes, national consensus standards and
departmental policy. These services include but are not limited to: maintenance of documentation
related to employee, crew, and other training, conducts hands-on and classroom training or coordinates
the same, plans and budgets funds to ensure needed credentials for personnel are maintained,
conducts internal investigations and after action reviews, forecasts upcoming needs, seeks out and
applies for a vast array of grant opportunities and upon awards manages the same and works closely
with the operations division to ensure a prepared and honed operation may be delivered to the
community.
FY2020 Objectives
To provide a comprehensive, all-risk training program that improves service and provides for
maximum safety of Prescott Fire personnel and the personnel of the cooperating agencies.
To provide the requisite skills necessary to fulfill our efforts towards succession planning and
retention.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Output
Training hours 14,234 17,000 14,000 17,000
Output Multi-company drills 127 165 165 165
Output Day/night live fire training evolutions 22 23 23 23
Output Hours of minimum company standards 127 165 165 165
Output Accidents investigated determined to have a
human element as part of the cause
3 0 5 0
Output Number of qualified entry level firefighters
presented for Fire Chief’s interview
15 0 0 15
Output Number of qualified applicants which meet or
exceed the requirements set forth in the
promotional job announcement for:
Battalion Chief
Captain
Engineer
1
7
11
2
8
13
2
7
12
2
8
13
FY2019 Major Achievements
Emergency response program training was expanded and included the development and
presentation of tactical emergency critical care response to Active Shooter Hostile Event Response,
2 new minimum company standards, and expansion of probationary testing for new firefighters and
engineers.
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Department Operational Plans
Fire
City of Prescott, Arizona 162 FY2020 Budget
Prepared and administered promotional testing for Fire Captain’s resulting in six out of six
candidates being deemed “ready for promotion”, expanded selection criteria for selection into
paramedic training program and sponsored two students, and developed and expanded new career
path educational requirements for our employees.
Recertified all of the Prescott Fire Department Field Training Officers to the criteria set forth in NFPA
Standard 1403 thus ensuring a clear path towards having our officer corps being deemed credible
under a vast array of federal and state requirements.
Expenditure Budget
Budget Notes and Significant Changes: The overtime budget in Personnel has increased in
anticipation of offering more training opportunities for employees.
Fire Professional Services
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 216,534$ 222,274$ 250,016$ 246,283$ 11%
Supplies 7,749 14,865 10,140 12,235 -18%
Internal Charges 10,620 9,321 9,321 11,894 28%
Other Services & Charges 27,726
40,397 43,247 42,176 4%
Total 262,629$ 286,857$ 312,724$ 312,588$ 9%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 2.00
2.00 2.00
Fire Chief 1.00 1.00 1.00
Business Manager 1.00 1.00 1.00
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Department Operational Plans
Fire
City of Prescott, Arizona 163 FY2020 Budget
Community Risk Reduction
Division Mission
To provide enhanced life safety and property conservation through public education, fire investigative
services, vegetation management, to maintain a livable and dynamic community.
Services
The Community Risk Reduction Division exists to promote, foster, and develop proactive ways to
prevent the loss of life and property through risk assessment, public education, and fuels reduction.
FY2020 Objectives
To provide a fire prevention or other life-safety message with each and every media contact in order
to reduce negative outcomes by repetition of the same mistakes from one emergent event to the
similar emergent events.
To provide an un-biased and equitable assessment for any injury, accident, or citizen complaint that
occurs and provide a recommendation towards preventing future events of a similar nature thus
reducing the number of occurrences by five-percent annually.
Examine trends revealed as part of the normal inspection process and communicate those to others
in like type businesses by direct mailing or other outreach.
Reduce the threat from wildland fires via educational outreach, risk assessments, hazardous fuels
treatments, and when necessary fire suppression.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY
20
Target
Output Published media releases
Safety message embedded
39 25 32 36
Output Property assessments 178 200 250 300
Output Residences treated 615 550 650 700
Output City property treated in acres for fuel
reduction
70 45 65 100
Output Total acres treated for fuel reduction 710 450 600 650
FY2019 Major Achievements
Awarded a WFHF Hazardous fuels grant / as well as the Title III Forest Fees Funding
Removed 539.75 tons of debris from residences within the City of Prescott
Completed fuels reduction work on Lower Goldwater Lake of 44.91 acres
Created defensible space on 72 acres of city owned parks and property
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Department Operational Plans
Fire
City of Prescott, Arizona 164 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: Fewer grants are anticipated in FY20 leading to a lower
budget when compared to the previous fiscal year.
Community Risk Reduction
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 422,746$ 726,298$ 609,882$ 519,307$ -28%
Supplies 28,678 29,997 30,117 37,054 24%
Internal Charges 60,549 45,113 50,263 59,904 33%
Other Services & Charges 139,472
121,892 22,777 124,369 2%
Subtotal Operations 651,445 923,300 713,039 740,634 -20%
Capital -
90,000 90,000 -
Total 651,445$ 1,013,300$ 803,039$ 740,634$ -27%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 4.00
4.00 4.00
Division/Battalion Chief 1.00 1.00 1.00
Fuels Management Coordinator 1.00 1.00 1.00
Fuels Reduction Technician 2.00 2.00 2.00
Table of Contents
Department Operational Plans
Legal
City of Prescott, Arizona 165 FY2020 Budget
Department Mission
Continue to provide high-caliber, solution-orientated legal advice to the City, its officials and City
departments by adhering to professional standards, garnering strong understanding of City operations
and incorporating all relevant information to provide timely, common-sense and usable guidance.
Services
Provide highly competent legal services to the City, its officials and City departments. Aggressively
defend the City, its officials and employees against claims and in litigation to preserve city resources.
Perform diligent risk mitigation and risk management to reduce the financial exposure of the City and to
protect the safety of city employees and the public. Prosecute violations of criminal law in an ethical
manner to assure that justice is achieved and quality of life for Prescott residents and visitors is
enhanced.
Organization and Personnel
Department Summary - Staffing
FY18 FY19 FY20
Authorized Staffing Level 8.00
8.00 8.00
City Attorney 1.00 1.00 1.00
Deputy City Attorney 1.00 1.00 1.00
Senior Assistant City Attorney 1.00 1.00 1.00
Assistant City Attorney 1.00 1.00 1.00
Paralegal 1.00 1.00 1.00
Legal Secretary 2.00 2.00 2.00
Risk Management Technician 1.00 1.00 1.00
City Attorney
(1)
Deputy City
Attorney
(1)
Legal Secretary
(2)
Risk Management
Technician
(1)
Senior Asisstant
City Attorney
(1)
Assistant City
Attorney
(1)
Paralegal
(1)
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Department Operational Plans
Legal
City of Prescott, Arizona 166 FY2020 Budget
FY2020 Objectives
Provide outstanding legal services, business advice and procedural guidance to the Mayor,
City Council, City departments and boards and commissions necessary for effective and
efficient City operations. (Council Goals 1 through 4)
Protect the interests of the City and its residents by comprehensively analyzing claims and
lawsuits and aggressively defending City assets through ardent advocacy and a
comprehensive insurance program. (Council Goal 1)
Serve the police department, victims and the City Court of Prescott by assuring the consistent
and ethical application of criminal justice and continue to aggressively prosecute city code
and state law misdemeanor violations. (Council Goals 3 and 4)
Provide risk mitigation services for the City of Prescott and its employees through training,
inspections and use of prevention tools. (Council Goals 1, 3 and 4)
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome Internal customer satisfaction on survey,
achieve an average rating of 4 out of 5 on:
Overall rating on services
Timeliness
Useful Legal Advice
Communication
Quality of Legal Services
Accessibility and Approachability
5
5
5
5
5
5
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
Outcome Percentage of claims and lawsuits resolved
within our recommended reserve amount
N/A* 75% 75% 75%
Outcome Complete public records requests within an
Average of 10 days
97% 80% 96% 80%
Workload Number of Requests Opened 884 700 832 700
Outcome Workers compensation claims per 100 FTEs 49 56 40 50
Outcome
Percent reduction of work place accidents 14% 10% 14% 10%
Outcome Percent reduction of claims and lawsuits 70% 10% 5% 10%
*New measure
Analysis of performance: Legal services provided to departments, Council and Mayor are of good
quality and useful to those that need or seek legal advice. Lawsuits are being resolved in a somewhat
predictable manner. On average public record requests are taking longer to complete, due to the high
number of voluminous requests are being made. It is now easier for the public to make requests for
records online and more people are using it. Claims for liability and property damage are down from
FY17 to FY18 and FY19 to date, however the data from FY19 could change before June, 2019.
FY2019 Major Achievements
Took lead in negotiations for major pre-annexation and other development
agreements/significant zoning amendments to include Deepwell Ranch Whispering Rock
and Shumway Hilton Garden Inn projects. City Council goal of providing for economic
development opportunities. (Goal #2)
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Department Operational Plans
Legal
City of Prescott, Arizona 167 FY2020 Budget
Provided over 360 written legal opinions to City officials and staff. City Council goal of
providing a service oriented culture. (Goal #4)
Handled ongoing civil litigation to include Hidden Heights and Howard Mechanic water
rights litigation to preserve the City’s water supply for in-city use. City Council goal of
providing for economic development opportunities and preserving quality of life. (Goals #2
and #3)
Assisted Prescott Regional Airport with major economic development initiatives:
contracting with SkyWest, clearing clouded title on airport premises; working with staff and
FAA on a viable process for dealing with revenue accounting; contracting for major
upgrades of airport improvements. City Council goal of providing for economic
development opportunities. (Goal #2)
Provided legal advice and assistance for large-scale water audit and development of
substantial water policy revisions. City Council goal of providing for economic development
opportunities and preserving quality of life. (Goals #2 and #3)
Prosecuted over 3,000 criminal charges brought against defendants. City Council goal of
protecting quality of life. (Goal #3)
As part of criminal case resolution, required 1284 community service hours, 464 of which
served City parks and recreation needs, with the remainder used to assist community
charitable organizations or remediate code violations on private property. City Council
goals of protecting quality of life and stabilizing general fund. (Goals #1 and #3)
Implemented, managed and administered the City on-line public records request system,
which streamlines the response and organization for all public records requests. To date
in FY19, the City has received 565 new requests (July 1, 2018 to February 8, 2019) has
closed 541 requests with only 24 requests left pending. The average response time for
public records requests is 10.7 days open to close. City Council’s goal of providing a
service oriented culture. (Goal #4)
Negotiated with the developers of current case management system to begin the program
build to interface directly with Prescott Police Department’s records system which will
enable automated data entry into our case management system. Thus eliminating time
consuming data entry. City Council goal of providing a service-oriented culture. (Goal #4)
Collaborated with Yavapai College to provide student internships with the City Attorney’s
Office. City Council goal of providing an environment to enable prosperity and job/career
creation. (Goal #2).
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Department Operational Plans
Legal
City of Prescott, Arizona 168 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: No significant expenditure changes.
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 829,971$ 873,556$ 876,981$ 869,957$ 0%
Supplies 6,782 9,600 12,157 12,600 31%
Internal Charges 37,108 36,586 36,764 40,453 11%
Other Services & Charges 774,797
1,248,565 1,255,013 1,259,487 1%
Subtotal 1,648,658 2,168,307 2,180,915 2,182,497 1%
Capital -
13,000 13,000 -
Total 1,648,658$ 2,181,307$ 2,193,915$ 2,182,497$ 0%
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Department Operational Plans
Legal
City of Prescott, Arizona 169 FY2020 Budget
Department Funding Sources: The Legal Department is funded through multiple funds. Per budget
policy and to present the full cost of providing services, General Fund internal support is allocated to
Enterprise Funds, Internal Service Funds and Special Revenue Funds that benefit from the services
being provided. The allocation for Legal Department costs is proportion of budget. In addition, the City’s
risk management liability insurance policy is funded through an Internal Service Fund. The Risk
Management Internal Service Fund recovers policy expenditures through charges assigned to each City
division and the charges are accounted for as revenues.
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund
224,780 268,451 281,059 232,557 -13%
Special Revenue Funds 257,789 219,588 219,588 245,639 12%
Enterprise Funds 422,377 555,502 555,502 567,133 2%
Internal Service Funds 743,712
1,137,766 1,137,766 1,137,168 0%
Total 1,648,658$ 2,181,307$ 2,193,915$ 2,182,497$ 0%
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Department Operational Plans
Library
City of Prescott, Arizona 170 FY2020 Budget
Department Mission
To connect community members with innovative, value-added services to increase the quality of life
and strengthen the fabric of our community.
Services
The Library focuses on community driven needs by providing information in a variety of formats including
print and non-print materials, providing access to and assistance with public computers and electronic
information as well as providing answers to reference and reader’s advisory questions by phone, email
and in person. The Library promotes lifelong learning through library programs and outreach programs
in the community. Also, the Library efficiently maintains the physical facilities of the library to provide
an attractive gathering place and meeting facilities for the community and a safe environment for both
public and staff.
The Library is fiscally responsible in ordering and preparing library materials for public use by utilizing
volunteer workers in non-professional roles in order to more efficiently provide service to the community
and leveraging membership in the Yavapai Library Network to provide more materials and services to
our community than would be possible to provide as a single public library.
Department Summary - Staffing by Division
FY18 FY19 FY20
Public Services 15.50 15.50 15.50
Support Services 6.00
6.00 6.00
Total Authorized Positions 21.50 21.50 21.50
Library Director
(1)
Public Services
Public Services
Manager
(1)
Lead Librarian
(2)
Librarian
(5)
Library Assistant
(4.5)
Library Specialist
(2)
Support Services
Support Services
Manager
(1)
Library Assistant
(2)
Librarian
(1)
Maintenance
Technician
(1)
Custodian
(1)
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Department Operational Plans
Library
City of Prescott, Arizona 171 FY2020 Budget
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 1,492,009$ 1,623,828$ 1,582,750$ 1,661,062$ 2%
Supplies 279,355 294,724 236,694 305,560 4%
Internal Charges 197,730 212,412 212,012 228,340 7%
Other Services & Charges 208,859
277,038 213,212 232,238 -16%
Total, Operations 2,177,953$ 2,408,002$ 2,244,668$ 2,427,200$ 1%
Department Summary - Expenditure by Division
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Public Services 1,203,442$ 1,302,336$ 1,275,221$ 1,334,755$ 2%
Support Services 974,511
1,105,666 969,447 1,092,445 -1%
Total, Operations 2,177,953$ 2,408,002$ 2,244,668$ 2,427,200$ 1%
Table of Contents
Department Operational Plans
Library
City of Prescott, Arizona 172 FY2020 Budget
Department Funding Sources: The Library receives significant funding from the Yavapai County
Library District shown as intergovernmental revenues. Special Revenue funds account for grants and
donations to support the library.
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Funding Sources
Tax Base
1,512,886$ 1,673,362$ 1,598,379$ 1,734,715$ 4%
Intergovernmental Revenues
563,780 567,108 566,206 565,000 0%
Charges for Services
22,809 19,000 16,500 16,500 -13%
Fines and Forfeitures 39,948
38,100 39,821 38,600 1%
General Fund Budget 2,139,423 2,297,570 2,220,906 2,354,815 2%
Special Revenue Funds 38,530
110,432 23,762 72,385 -34%
Total 2,177,953$ 2,408,002$ 2,244,668$ 2,427,200$ 1%
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Department Operational Plans
Library
City of Prescott, Arizona 173 FY2020 Budget
Public Services
Division Mission
To provide opportunities for work, learning and play through resources, expertise and programs
delivered with exemplary customer service.
Services
The Public Services Division provides materials in a variety of formats: print and electronic versions of
books, magazines and reference sources, audio and visual media, and additional innovative materials
such as early iPads for individuals who have vision or hearing loss. The Division provides expertise to
assist library users with early literacy skills, knowledge of literature for youth and adults, knowledge of
electronic and print resources and skills in assisting with and teaching technology and job-seeking skills.
The Division staff provides a broad range of library programs and outreach to address the educational,
cultural and recreational needs of community members.
FY2020 Objectives
To provide cost-effective, convenient, accessible resources to people in the community.
Provide tools and training to access and use digital information
Utilize Yavapai Library Network to access over 1.3 million items from over 40 libraries
Select print and non-print materials to meet community needs
To provide access to lifelong learning, recreational and cultural opportunities.
Provide early childhood literacy skills training imbedded in programs and materials to increase
awareness among parents and caregivers of best practices for preparing children for school
Effectively communicate with community members about library programs and service
Provide programs and outreach that offer adults and teens lifelong learning opportunities
Provide a summer reading program that encourages children and teens to read throughout the
summer months to maintain or improve their reading skills
Provide library services to individuals who are unable to visit the library
Measure
Type Performance Measure
FY
18
Actual
FY
19
Target
FY
19
Estimate
FY
20
Target
Workload Number of registered borrowers * 26,782 28,300 25,488 26,000
Workload Library card holders per capita 63.31% 60.58% 59.39% 60.59%
Workload Customer Visits * 440,868 405,000 440,000 445,000
Workload Visits per capita 10.42 9.44 10.25 10.37
Efficiency Library expenditures per visitor * $4.85 $5.60 $5.60 $5.60
Efficiency Library expenditures per capita $56.92 $49.77 $49.77 $50.00
Output Digital access and use training:
percentage of responders agreeing
strongly with survey statements
96.75% 75% 98% 98%
Output Items borrowed from network libraries 72,055 65,800 73,382 74,000
Output As percentage of items checked out 10.46% 10.00% 10.52% 10.48%
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Department Operational Plans
Library
City of Prescott, Arizona 174 FY2020 Budget
Output Items loaned to network libraries 66,018 60,700 66,600 67,000
Output Wireless use w/in library 62,996 50,000 67,000 71,000
Output Computer use w/in library 81,276 60,000 78,000 76,000
Output Website pageviews 463,975 465,000 464,000 465,000
Output Circulation of physical items * 688,753 660,000 697,200 706,000
Output Circulation of electronic items * 71,597 70,000 87,200 100,000
Output Total circulation 760,350 730,000 784,000 806,000
Output Circulation per capita * 17.98 17.00 18.27 19.79
Output Number of outreach events to
communicate with library programs and
services
94 95 130 140
Output Attendance at outreach events 3,423 3,200 3,600 3,700
Outcome Overall customer satisfaction: percent of
responders agree/strongly agree with
survey statements.
92.93% 90% 95.41% 95%
Outcome Customer satisfaction with materials
available: percent of responders that
agree/strongly agree with statement
91.10 90% 91.52% 92%
Outcome Impact of early child literacy programs:
percent of responders that agree/strongly
agree with statement
97.5% 75% 95.75% 96%
Outcome Impact of programs and outreach by
percent of responders agree/strongly
agree that they benefitted from library
programs or services
91.5%
75%
91.75% 92%
Outcome Summer reading programs customer
satisfaction: percent of responders
agree/strongly agree with surveys to
measure increase in time children and
teen spend reading.
81.53%
75%
82% 83%
* ICMA Open Access Benchmarking Indicator
FY2019 Major Achievements
Provided library services to 440,000 library users.
Established a relationship with Prescott Unified School District to encourage children to take part
in summer reading program.
Took campaign to PUSD schools to encourage students to sign up for library cards.
Collaborated with Yavapai College, Read On Prescott and Raising a Reader to implement Raising
a Reader outreach to preschools and childcare centers in Prescott
Provided library services to incarcerated youth at the Yavapai Juvenile Detention facility
Provided library services through outreach to area assisted living and skilled nursing communities
Provided technology and training to residents who have vision or hearing loss and supported the
City of Prescott’s efforts to provide accessible City Council meetings.
Explored and implemented ways to provide patrons with shorter waits for popular materials.
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Department Operational Plans
Library
City of Prescott, Arizona 175 FY2020 Budget
Explored and implemented services for video streaming to meet patron demand.
Collaborated with area agencies that serve the homeless to provide a resource guide and map of
area resources.
Added eleven monthly programs for adults and youth to accommodate a wider audience and
range of interests and educational needs.
Added a “Book a Librarian” service to provide personalized assistance on reference and
technology questions.
Provided training on meeting room equipment and best practices for accessible meetings for
meeting room users.
Expenditure Budget
Budget Notes and Significant Changes: No significant expenditure changes.
Public Services
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 1,097,085$ 1,187,802$ 1,160,687$ 1,209,913$ 2%
Internal Charges 106,357
114,534 114,534 124,842 9%
Total 1,203,442$ 1,302,336$ 1,275,221$ 1,334,755$ 2%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 15.50
15.50 15.50
Library Director 1.00 1.00 1.00
Library Manager, Public Services 1.00 1.00 1.00
Lead Librarian 2.00 2.00 2.00
Librarian 4.00 5.00 5.00
Librarian - Trainee 1.00 0.00 -
Library Specialist 2.00 2.00 2.00
Library Assistant 4.50 4.50 4.50
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Department Operational Plans
Library
City of Prescott, Arizona 176 FY2020 Budget
Support Services
Division Mission
To provide a safe, attractive, fiscally responsible, efficient and sustainable organization for Prescott
residents, visitors and library staff
Services
The Support Services Division maintains the facility and oversees processes that allow the public to
utilize a safe and convenient location for gathering, exchanging ideas and meeting with one another. In
addition, the Division ensures the efficient delivery of materials and services to Prescott residents by
being fiscally prudent in the selection and preparation of items for the public. The Division is responsible
for selecting, training and supervising volunteers in non-professional activities in order to operate as
efficiently as possible. The Division provides the residents of Prescott with information and items from
across the world by participating in an interlibrary loan system.
FY2020 Objectives
Provide cost-effective services to support library operations
Supplement library personnel and services with appropriate use of volunteers
Partner with Friends of the Prescott Public Library to deliver value-added services
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY
20
Target
Outcome Customer satisfaction with meeting rooms:
percent of responders agree/strongly agree
with survey statements
63.58% 75% 79% 80%
Efficiency Volunteer hours represented as an estimated
number of full-time equivalents
7.0 7.0 7.1 7.1
Efficiency Estimated personnel savings from volunteer
hours
$159,728 $157,239 $171,783 $179,932
Input Donations received from Friends of the
Prescott Public Library for supplemental
programming and library improvements
$83,616 $88,930 $102,080 $102,080
FY2019 Major Achievements
Ordered, processed and made ready for checkout over 16,000 items including many community
donations.
Used volunteers for various essential recurring tasks. 164 volunteers donated 14,797 hours (7.1
FTE) for an estimated cost savings of $171,783.
Implemented digital signage throughout library.
Table of Contents
Department Operational Plans
Library
City of Prescott, Arizona 177 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: No significant expenditure changes.
Support Services
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 394,924$ 436,026$ 422,063$ 451,149$ 3%
Supplies 279,355 294,724 236,694 305,560 4%
Internal Charges 91,373 97,878 97,478 103,498 6%
Other Services & Charges 208,859
277,038 213,212 232,238 -16%
Total, Operations 974,511 1,105,666 969,447 1,092,445 -1%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 6.00
6.00 6.00
Library Manager, Support Services
1.00 1.00 1.00
Librarian 1.00 1.00 1.00
Library Assistant 2.00 2.00 2.00
Maintenance Technician 1.00 1.00 1.00
Custodian 1.00 1.00 1.00
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Department Operational Plans
Police
City of Prescott, Arizona 178 FY2020 Budget
Department Mission
To provide the highest level of service in a collaborative effort with our community to protect life,
property, and the rights of citizens.
Services
The Prescott Police Department is dedicated to providing our community with the best professional
services available within our resources. The Department is committed to establishing close working
relationships with our citizens and visitors to resolve problems and issues. This Department is
committed to an aggressive response to criminal activity throughout the City of Prescott in a manner
consistent with safeguarding the rights of all citizens.
Police Chief
(1)
Deputy Chief
(1)
Patrol Ops
Lieutenant
(1)
Patrol Sergeant
(5)
Patrol Officer
(43)
K9 Officer (2)
Animal Control
Supv (1)
Animal Control
Officer (1)
Special Ops
Lieutenant
(1)
Investigations
Section Sergeant
(1)
Investigator
(6)
Property &
Evidence (2)
PANT
Investigator (1)
Victim Advocate
(2)
*Grant Funded
Traffic Safety
Section Sergeant
(1)
Traffic Officer
(4)
Civilian Accident
Investigator
(1)
Community Svcs
Sergeant (1)
SRO
(1)
SLO
(1)
Community
Policing Officer
(2)
Support Bureau
Lieutenant
(1)
Training &
Recruitment
(1)
Crime Prev/
Outreach
(.5)
Records
Supervisor
(1)
Records Clerk
(3)
Station Coord.
(1)
Admin Specialist
(1)
Administrative
Supervisor
(1)
Investigations
Secretary
(1)
Patrol Secretary
(.5)
Department Summary - Staffing by Division
FY18 FY19 FY20
Police Administration 4.00 5.00 5.00
Patrol Operations Bureau 47.50 50.50 53.50
Special Operations Bureau 25.00 25.00 25.00
Support Bureau 6.50
6.50 6.50
Total Authorized Positions 83.00 87.00 90.00
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Department Operational Plans
Police
City of Prescott, Arizona 179 FY2020 Budget
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 7,656,531$ 8,280,069$ 8,101,199$ 8,778,244$ 6%
Supplies 437,392 786,292 612,735 731,071 -7%
Internal Charges 1,891,341 2,007,716 2,031,529 2,280,400 14%
Other Services & Charges 345,080
520,244 445,462 579,066 11%
Subtotal Operations 10,330,343 11,594,321 11,190,925 12,368,781 7%
Capital 220,569
574,000 190,000 1,571,298 174%
Total 10,550,912$ 12,168,321$ 11,380,925$ 13,940,079$ 15%
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Department Operational Plans
Police
City of Prescott, Arizona 180 FY2020 Budget
Department Summary - Operations Expenditure by Division and Capital
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Police Administration 882,495$ 1,196,623$ 1,005,297$ 1,209,581$ 1%
Patrol Operations Bureau 6,426,710 6,782,384 6,784,453 7,399,045 9%
Special Operations Bureau 2,571,422 3,076,332 2,957,208 3,140,187 2%
Support Bureau 449,717
538,982 443,967 619,968 15%
Subtotal Operations 10,330,343 11,594,321 11,190,925 12,368,781 7%
Capital 220,569
574,000 190,000 1,571,298 174%
Total 10,550,912$ 12,168,321$ 11,380,925$ 13,940,079$ 15%
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Source of Funds
Tax Base
9,922,275$ 10,904,139$ 10,607,183$ 12,618,607$ 16%
Licenses and Permits
30,540 30,000 31,000 31,000 3%
Fines and Forfeitures 269,503
365,650 274,050 366,650 0%
General Fund Budget 10,222,318 11,299,789 10,912,233 13,016,257 15%
Special Revenue Funds 328,594
868,532 468,692 923,822 6%
Total 10,550,912$ 12,168,321$ 11,380,925$ 13,940,079$ 15%
Table of Contents
Department Operational Plans
Police
City of Prescott, Arizona 181 FY2020 Budget
Department Funding Sources: The Police Department is primarily funded through the General Fund.
Special Revenue Funds account for donations and grants.
Table of Contents
Department Operational Plans
Police
City of Prescott, Arizona 182 FY2020 Budget
Police Administration
Division Mission
To manage and support the bureaus within the Prescott Police Department to ensure all sections are
working toward the accomplishment of their goals and the Department’s mission.
Services
The Police Administration Division is responsible for all management functions of the Bureaus within
the department.
FY2020 Objectives
Ensure customers receive an efficient and timely police response to address crime and calls for
service.
Maintain a fully staffed, professional, and well trained police force to respond to all calls for
service, enhance the community’s perception of safety, and provide a visual deterrent to crime
and disorder.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Workload Reduce Uniform Crime Reporting (UCR) Part
1 Crimes
1,081 1,000 1,006 990
Workload Reduce Uniform Crime Reporting (UCR) Part
II Property Crimes*
3,053 3,050 3,210
3,040
Workload Reduce Uniform Crime Reporting (UCR) Part
1 Violent Crimes*
150 135 140
130
Output Increase officer initiated contacts including
traffic stops, business checks and other
community related policing efforts*
52,905 52,900 52,096 53,000
Efficiency Sworn police per 1,000 population* 1.6 1.69 1.69
1.69
FY2019 Major Achievements
Maintained and oversaw policy revisions and outcomes of all citizen and supervisor initiated internal
complaints and officer involved uses of force.
Continued the implementation of the Lexipol departmental policy manual in compliance with state
and federal law as well as industry best practices.
With support of the Prescott Police Foundation, engaged the community through a national
campaign called the Pink Patch Project with the goal of raising funds for the Yavapai Regional
Medical Center Breast Care Center.
Conducted two Police Citizen Academies to enhance community understanding of the role and
function of the Police Department and hosted multiple outreach events such as Coffee with a Cop
and a Senior Safety Fair.
Table of Contents
Department Operational Plans
Police
City of Prescott, Arizona 183 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: An internal charge increase represents increased facilities
maintenance. Other services and charges increase consists of a larger contribution to Yavapai Family
Advocacy Center and an offset by the decrease in Supplies.
Police Administration
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 546,532$ 611,317$ 564,663$ 601,083$ -2%
Supplies 77,311 258,770 133,796 205,633 -21%
Internal Charges 139,886 135,152 135,029 149,704 11%
Other Services & Charges 118,765
191,384 171,809 253,161 32%
Subtotal Operations 882,495 1,196,623 1,005,297 1,209,581 1%
Capital 14,550
- - 176,548
Total 897,045$ 1,196,623$ 1,005,297$ 1,386,129$ 16%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 4.00
5.00 5.00
Police Chief 1.00 1.00 1.00
Deputy Police Chief 1.00 1.00 1.00
Administrative Supervisor - 1.00 1.00
Business Manager 1.00 - -
Senior Victim Advocate - 1.00 1.00
Victim Advocate 1.00 1.00 1.00
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Department Operational Plans
Police
City of Prescott, Arizona 184 FY2020 Budget
Patrol Operations Bureau
Division Mission
To provide high quality police and animal control services to the people in our community through
integrity, compassion, and commitment to innovation while enforcing the law and safeguarding
constitutional rights.
Services
The Patrol Operation Bureau consists of 2 sections: Patrol Section and Animal Control Section.
The Patrol Section consists of uniformed patrol officers and sergeants staff, resulting in five 24/7 patrol
teams with assistance from a dedicated K9 team. These patrol teams provide city-wide coverage,
responding to calls for service from citizens and visitors.
The Animal Control Section provides services consisting of dog licensing, animal impounds, and bite
investigations as well as educational classes to various groups.
FY2020 Objectives
Respond to high priority calls for service with an average time of five (5) minutes (equivalent to
industry standards.)
Support the Sex Offender Accountability Program (SOAP) by conducting monthly checks on
registered sex offenders in our community.
Increase K9 Team by one officer and dog to provide a better resource to the community and the
department.
Focus workload to being proactive on calls for service, responding to high complaint areas and
proactive policing/problem solving.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Input* Increase K9 program with an additional
officer and dog
N/A N/A N/A 1
Output Priority calls: average time, dispatch to arrival
on scene in minutes
N/A 5 MIN 5 MIN 5 MIN
Output* Attempt contact with every sex offender each
month as provided by the SOAP coordinator
N/A N/A N/A 100%
Output* % of time on patrol dedicated to productive
policing; calls, proactive, complaints, etc.
N/A N/A N/A 60%
*New measure
Analysis of performance:
A reduction in staffing levels due to unforeseen circumstances within the traffic safety section resulted
in significant decreases in the number of contacts, citations and warnings issued.
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Department Operational Plans
Police
City of Prescott, Arizona 185 FY2020 Budget
FY2019 Major Achievements
Patrol
Five new and lateral police officers were successful in completing the field training program,
achieving solo officer status, and three are still in the field training process.
All sworn officers attended Rescue Task Force training in conjunction with Prescott Fire
Department. This is a recent development in active shooter training that is gaining popularity
nationwide.
Provided off-duty officers for security at multiple churches throughout the city for the majority of
the year due to events that have occurred to cause concern across the country.
Staffed a sworn officer to serve as a School Liaison Officer who is responsible for working with
school officials in the development and review of emergency response plans, training of school
personnel, and creating partnerships with local area schools, staff and students.
Staffed a fulltime sworn officer as the School Resource Officer for Prescott High School.
Animal Control
Processed 4,339 license renewals and 1,024 past due renewals
Responded to 1,247+ animal related calls for service
Both animal control personnel were issued 10-22 rifles and passed qualification.
Expenditure Budget
Patrol Operations Bureau
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 4,546,814$ 4,692,143$ 4,715,060$ 5,081,807$ 8%
Supplies 280,906 343,112 307,564 342,841 0%
Internal Charges 1,511,089 1,630,884 1,643,384 1,862,852 14%
Other Services & Charges 87,900
116,245 118,445 111,545 -4%
Subtotal Operations 6,426,710 6,782,384 6,784,453 7,399,045 9%
Capital 206,018
514,000 130,000 1,062,750 107%
Total 6,632,728$ 7,296,384$ 6,914,453$ 8,461,795$ 16%
Capital Detail
Vehicle Replacements - Police Department 562,000$
Police Radio Replacement 392,000
Radio Infrastructure Repair Project 108,750
1,062,750$
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Department Operational Plans
Police
City of Prescott, Arizona 186 FY2020 Budget
Budget Notes and Significant Changes: Changes to personnel in FY20 include the addition of 2 new
bicycle patrol officers and a K9 officer which half the funding is from PANT. Internal Charges increases
with the cost recovery of FY20 Regional Communications budget. This cost recovery is adjusted yearly
based on the number of service calls.
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 47.50
50.50 53.50
Police Lieutenant 1.00 2.00 2.00
Police Sergeant 5.00 5.00 5.00
Police Officer 39.00 41.00 44.00
Animal Control Supervisor 1.00 1.00 1.00
Animal Control Officer 1.00 1.00 1.00
Secretary 0.50 0.50 0.50
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Department Operational Plans
Police
City of Prescott, Arizona 187 FY2020 Budget
Special Operations Bureau
Division Mission
To provide public safety services and support by investigating felony and high priority crime, securing
and documenting property and evidence, responding to requests for traffic crash investigation,
proactively enforcing traffic law to incentivize safe driving habits, resolving crime related community
issues through personalized service, and ensuring public safety at City of Prescott special events.
Services
The Police Department Special Operations Bureau consists of three sections:
The Investigations Section investigates specifically assigned crimes against persons and property as
well as financial crimes, while supporting other department sections and criminal justice practitioners in
law enforcement duties; provide victim advocacy services to victims of crime and provide property and
evidence storage and record keeping.
The Traffic Safety Section performs proactive enforcement of traffic laws, investigates death/serious
injury crashes, and coordinates and participates in numerous special events within the city that
showcase our community.
The Community Services Section solves crime-related community problems, ensures school security
and safety, develops community relationships by participating in community outreach, and provides
numerous training sessions throughout the community on subjects such as Alzheimer’s Alert, active
shooter survival, and Red Ribbon anti-drug training.
FY2020 Objectives
Proactive enforcement of traffic laws by the use of speed enforcement, saturation patrols, etc.
Reduce collisions through education, enforcement, and community outreach.
Improve service to victims of crime by ensuring timely follow-up and quality communication.
Develop and implement satisfaction survey of crime victims of cases assigned to investigations.
Reduce crime in the business district through high visibility walking and bicycling patrols.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Output Traffic contacts by the Traffic Safety Section 3,839 2,500 3,744 4,000
Output Traffic crash investigations, non-injury, injury
and fatality as a percentage of department
total
N/A 53% 53% 65%
Output DUI arrests per 1,000 population 5.06 5.25 5.25 5.35
Output Number of bicycle and foot patrols in the
downtown area and public spaces.
N/A 300 175 200
Outcome* On a weekly basis, target enforcement efforts
in high complaint areas to address
specialized concerns
N/A N/A N/A 52
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Department Operational Plans
Police
City of Prescott, Arizona 188 FY2020 Budget
Outcome* Detectives communicate with victims of
assigned cases within three business days of
case assignment
N/A N/A N/A 100%
Outcome
Achieve 90% customer satisfaction rate on all
completed surveys administered through the
office of the Victim Advocate
87% 90% 88% 90%
*New measure
Analysis of performance:
Increase percent (%) of traffic crashes investigated by the Traffic Safety Section is due to an anticipated
addition of a civilian traffic crash investigator.
Increase in DUI arrests are due to an anticipated addition of a civilian traffic crash investigator allowing
more proactive motor enforcement.
FY2019 Major Achievements
Investigations
Assigned 301 cases to detectives resulting in 67 clearances.
Conducted two (2) homicide investigations, one of which resulted in a 10-year plea agreement
with the other pending trial.
Conducted a fraud investigation resulting in conviction leading to a 30-year prison sentence.
Obtained STOP grant funding and filled position for a Sexual Assault Response Team
detective.
Obtained an 88% satisfaction rate on victim advocate survey.
Traffic Safety
Investigated 588 traffic crashes and issued 3,640 traffic related citations and warnings.
Conducted 12 DUI taskforce operations.
Initiated a Civilian Traffic Investigator position.
Assisted in traffic control of multiple special events including 4
th
of July Parade, Kiddie Parade,
Burn Camp, Skull Valley Loop Challenge, Homecoming Parade, Halloween Detail, Veteran’s
Parade, Light Parade, Christmas Parade, MLK March, Shop With a Cop, Whiskey Off Road,
Whiskey Row Marathon, and Walk Your Kids to School.
Support Services
Responded to 269 calls for service and made 150 patrols in the down town area resulting in 60
arrests.
Re-implemented a fulltime School Resource Officer at Prescott High School.
Implemented of fulltime School Liaison Officer for school safety programs.
Cross trained with Prescott Fire Department for mass casualty rescue taskforce.
Provided interior public safety services for multiple special events.
SWAT
Developed and implemented an explosive breaching program.
Hosted and instructed a forty-hour basic SWAT school for the north region of Arizona Tactical
Officers Association.
Provided over watch and security for two large events in the downtown area along with
security for Governor Ducey at a political rally.
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Department Operational Plans
Police
City of Prescott, Arizona 189 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: One time small tools and equipment was purchased in
FY19. The decrease in Other Services & Charges is tied to grants.
Special Operations Bureau
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 2,252,581$ 2,614,949$ 2,526,006$ 2,721,835$ 4%
Supplies 61,527 143,200 140,900 104,600 -27%
Internal Charges 240,366 241,680 253,116 267,844 11%
Other Services & Charges 16,949
76,503 37,186 45,908 -40%
Subtotal Operations 2,571,422 3,076,332 2,957,208 3,140,187 2%
Capital -
60,000 60,000 332,000 453%
Total 2,571,422$ 3,136,332$ 3,017,208$ 3,472,187$ 11%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 25.00
25.00 25.00
Police Lieutenant 1.00 1.00 1.00
Police Sergeant 3.00 3.00 3.00
Police Officer 15.00 15.00 15.00
Civilian Parking Accident Inv. 1.00 1.00 1.00
Property/Evidence Tech-CSI 1.00 1.00 1.00
Property/Evidence Tech 1.00 1.00 1.00
Station Coordinator 1.00 1.00 1.00
Secretary 1.00 1.00 1.00
Administrative Svcs Specialist 1.00 1.00 1.00
Table of Contents
Department Operational Plans
Police
City of Prescott, Arizona 190 FY2020 Budget
Support Bureau
Division Mission
To support and serve the community, the police department, and other criminal justice partners by
maintaining a record management system, an enhanced training and recruitment section, and high
professional standards through oversight for policy revision, accreditation, and all employee internal
investigations.
Services
The Support Bureau provides internal and external customer service in the areas of records
management, department training and recruiting of all sworn and civilian employees, professional
standard complaints and investigations, policy and procedure updates and compliance, and crime
prevention and community outreach programs.
The Records Section provides support services to the officers and staff of the police department and
the City of Prescott. This Section also provides walk-in and telephone services to the citizens of Prescott
needing report copies, local background checks, and general police information. The Records Section
is responsible for fulfilling any routine request for public records from all external customers.
Additionally, the Support Bureau provides for scheduling, coordination, and posting of all department
required and supplemental training, works to recruit and hire both sworn and civilian employees by
conducting all background investigations and utilizing creative strategies such as the Recruitment
Bonus Incentive Program, and provides public awareness of programs that focus on crime prevention
and community outreach.
FY2020 Objectives
Backfill vacant positions for all sworn and civilian position within 60 days of vacancy.
Provide minimum 8 hours continuing training opportunities for all sworn staff per AZ POST
requirements.
Maintain 100% compliance with ACJIS rules and regulations regarding department personnel
recertification.
Create and implement an updated procedure manual for police department employees and begin
the accreditation process.
Ensure high level of customer service in the Records Section by fulfilling all record requests within
a reasonable time period.
Implement customer survey to citizens utilizing the on-line reporting system to enhance external
customer service.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outputs*
Attend quarterly recruiting venues to attract
quality applicants for testing.
N/A*
N/A*
N/A*
4
Outcome*
Fulfill 90% of records requests within two
business days
N/A* N/A* N/A* 90%
Outcome*
Notify 100% of ACJIS users of recertification
within 30 days of expiration
N/A* N/A* N/A* 100%
*New measure
Table of Contents
Department Operational Plans
Police
City of Prescott, Arizona 191 FY2020 Budget
FY2019 Major Achievements
Records
Implemented and maintained electronic public records requests allowing external customers
ease of access to records requests.
Successfully implemented a new TriTech Records Management System (RMS) and
successfully converted data from the previous RMS system in the crossover.
Achieved compliance with A.R.S. 39-123.01 and A.R.S. 8-413 in regards to the new redaction
laws pertaining to juveniles and witnesses of crimes.
Training and Recruiting
Achieved 100% staffing levels for all sworn positions.
Achieved 8 hours of defensive tactics training for all sworn personnel.
Continued and expanded the department’s community outreach programs through citizen’s
academies, coffee with a cop events, and increased social media presence.
Expenditure Budget
Budget Notes and Significant Changes: Changes to supplies in FY20 is for uniforms and equipment
for new police officers. Other Services & Charges is an increase in the training budget. This includes
the cost of training two new SWAT medics and the training & recruitment officer.
Support Bureau
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 310,603$ 361,660$ 295,470$ 373,519$ 3%
Supplies 17,648 41,210 30,475 77,997 89%
Other Services & Charges 121,466
136,112 118,022 168,452 24%
Total 449,717$ 538,982$ 443,967$ 619,968$ 15%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 6.50
6.50 6.50
Police Officer 2.00 2.00 2.00
Police Records Supervisor 1.00 1.00 1.00
Police Records Clerk 3.00 3.00 3.00
Crime Prevention Specialist 0.50 0.50 0.50
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 192 FY2020 Budget
Public Works
Director
(1)
Utilities
Utilities
Manager
(1)
Water
Superintendent
(1)
Water Dist
Supervisor
(1)
Senior Utility
Worker
(5)
Utility Worker
(6)
Water
Production Supv
(1)
Utility Worker
(3)
Water Operator
(5)
Elec Maint/
SCADA Tech
(1)
Administrative
Specialist
(1)
Utilities
Operations
Secretary (.75)
Wastewater
Superintendent
(1)
WWTP
Collection
Supervisor (1)
Senior Utility
Worker (6)
Utility Worker
(7)
Maintenance
Specialist
(1)
WWTP
Operations
Supv (1)
WWTP Operator
(6)
Senior WWTP
Operator
(2)
Utility Worker
(2)
Maintenance
Specialist
(3)
WWTP Lab
Tech/ Relief
Operator (2)
Water
Protection
Specialist (1)
Water
Protection
Inspector (1)
Administrative
Specialist
(1)
Utilities Ops
Secretary
(.5)
Sr. Util Infra
Analyst
(1)
Engineering
City Engineer
(1)
Civil Engineer
(1)
Environmental
Coordinator
(1)
Sr Engineering
Technician
(1)
Registered Land
Surveyor
(1)
Construction
Services
Construction
Svcs Manager
(1)
Project
Managers
(4)
Pvmt &
Sidewalk
Program Mgr
(1)
Construction
Inspector Supv
(1)
Admin Support
Services
(1)
Contract/Purch
Administrator
(1)
AP/Purchasing
Specialist
(1)
Development
Coordinator/
Records (1)
Sr Engineering
Tech/Supervisor
(1)
Permit
Technician
(1)
Engineering
Technician
(1)
Real Property
Specialist
(1)
Water Resource
Administrator
(1)
Water Resource
Specialist
(1)
Public Works
Analyst
(1)
Admin Assistant
(1)
Public Works
Secretary
(1)
Department Mission
To support the City of Prescott’s quality of life and economic prosperity by effectively managing the
infrastructure and natural and man-made resources and through timely, quality and cost effective
services.
Services
The Public Works Department is responsible for the planning, design, construction, maintenance,
performance, function and efficiency of a variety of City infrastructure. This includes roads, traffic control
devices and signs, sidewalks, water and wastewater utilities, drainage systems and real property. In
addition to City infrastructure and assets, the Department supports private development efforts within
the City and utility service areas by providing plan review, permitting, and inspection services. The
Department operates and maintains a first class Water and Wastewater Utility system for over 24,000
customers. The Solid Waste Division provides trash and recycling services to over 24,000 residential
and commercial. The transfer station operates 6 days a week for customers within the quad-city area.
The Streets Division maintains over 765 miles of city paved streets, alleyways, signs, and related items
in the public right of ways.
Organization and Personnel
Construction
Inspectors (5)
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 193 FY2020 Budget
Public Works
Director
(cont.)
Traffic
Engineer
(1)
Solid Waste
Solid Waste
Superintendent
(1)
Business
Manager
(.5)
Accounting
Clerk
(1)
Fee Booth
Attendant
(1)
Solid Waste
Supervisor
(1)
Senior
Equipment
Operator (1)
Equipment
Operator
(12)
Solid Waste
Supervisor
(1)
Senior
Equipment
Operator (2)
Equipment
Operator
(1)
Equipment
Mechanic
(1)
Maintenance
Worker
(5)
Street
Maintenance
Streets
Superintendent
(1)
Streets
Supervisor
(1)
Senior
Equipment
Operator (1)
Equipment
Operator
(7)
Equipment Svc
Technician
(1)
Streets
Supervisor
(1)
Senior
Equipment
Operator (1)
Equipment
Operator
(8)
Maintenance
Worker
(2)
Equipment
Service Tech
(1)
Business
Manager
(.5)
Accounting
Clerk
(1)
Traffic
Traffic Signal
Supervisor
(1)
Traffic Signal
Specialist
(2)
Traffic Control
Supv (1)
Traffic Control
Worker
(2)
Traffic
Engineering
Tech (1)
Department Summary - Staffing by Division
FY18 FY19 FY20
Engineering 23.20 19.74 20.74
Utilities 69.30 71.09 71.09
Solid Waste 28.70 29.75 30.75
Street Maintenance 35.80
35.42 35.42
Total Authorized Positions 157.00 156.00 158.00
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 194 FY2020 Budget
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 11,025,816$ 12,692,136$ 12,583,381$ 12,988,113$ 2%
Supplies 2,001,482 2,531,150 2,675,837 3,066,824 21%
Internal Charges 7,227,627 7,542,929 7,407,904 8,344,688 11%
Other Services & Charges 9,185,159 10,888,893 9,308,514 12,037,659 11%
Debt Service 4,497,986
9,584,537 9,383,069 10,519,709 10%
Subtotal Operations 33,938,070 43,239,645 41,358,705 46,956,993 9%
Capital 22,110,613
69,802,203 43,688,980 82,034,679 18%
Total 56,048,683$ 113,041,848$ 85,047,685$ 128,991,672$ 14%
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 195 FY2020 Budget
Department Summary - Operating Expenditures by Division and Capital
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Engineering 2,332,018$ 4,412,699$ 3,999,856$ 4,833,352$ 10%
Utilities 16,581,897 23,712,673 22,382,058 25,958,478 9%
Solid Waste 7,016,718 7,692,612 7,336,890 8,279,427 8%
Street Maintenance 8,007,436
7,421,661 7,639,901 7,885,736 6%
Subtotal Operations 33,938,070 43,239,645 41,358,705 46,956,993 9%
Capital 22,110,613
69,802,203 43,688,980 82,034,679 18%
Total 56,048,683$ 113,041,848$ 85,047,685$ 128,991,672$ 14%
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Special Revenue Funds 20,650,135$ 29,875,149$ 25,095,577$ 34,707,879$ 16%
Enterprise Funds 36,444,745 81,095,200 58,037,370 92,372,148 14%
Internal Service Funds 1,927,623
2,071,499 1,914,738 1,911,645 -8%
Total 59,022,503$ 113,041,848$ 85,047,685$ 128,991,672$ 14%
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 196 FY2020 Budget
Department Funding Sources: Public Works is funded mainly through Enterprise Funds, which
primarily consist of user fees and development impact fees. Special Revenue Funds are the Streets
1% dedicated sales tax and Grants. Some of the staff in the Engineering Division operate in an Internal
Service fund for charging out internal engineering services to capital projects.
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 197 FY2020 Budget
Administrative Support Services
Division Mission
As a team provide high level customer service by providing professional quality support and services to
internal and external customers. Provide clear, consistent and responsible communication. Promote
economic prosperity through timely and efficient plan review and permitting activities for private
development and capital improvement projects. Improve the operation, longevity and reliability of public
infrastructure to the users of these systems through project documentation.
Services
The Administrative Support Services Division is responsible for the development and management of
the departmental budget, facilitates the procurement process, manages contracts and provides records
management for the Department. The Division is also responsible for the acquisition and management
of City owned property to meet infrastructure needs, providing professional real estate services to other
departments, residents and tenants. Finally, the Water Resource staff provide technical support for the
Big Chino Water Ranch, development of the water resources management model and implement an
education outreach program.
The Division also staffs the permit center at City Hall in support of Public Works activities. Providing
building permit plan review, engineering permit plan review/permits, right of way permit plan
review/permits, and pre-application conference reviews of Public Works engineering elements.
FY2020 Objectives
Effectively prepare and manage the fiscal year budget.
Ensure compliance with all Federal, State and Local guidelines for procurement and ensure
contracts remain in compliance throughout the process within specific guidelines.
Provide timely and accurate processing of payment requests from vendors.
Provide applicable responses to public records requests in a timely and professional manner.
Maintain departmental records according to adopted records schedule.
Ensure customers are satisfied with the professional services provided.
Provide technical support to, and administer Comprehensive Agreement No. 1 and its
subcontracts.
Operation and ongoing maintenance of the Water Resources Management Model (WRMM).
Deliver Calendar Year 2019 community water education program (Drop by Drop)
Administer the Water Conservation Incentive Program.
Provide accurate and timely permit processing and issuance.
Ensure services are completed in the most effective, efficient and economical method for the
customer and the division.
Provide accurate and timely information to customers via the phone, web or in person
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 198 FY2020 Budget
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Workload Water rebate applications N/A* 175 150 175
Workload
Customer satisfaction surveys/responses
from attendees of Drop by Drop
N/A*
50
45
50
Efficiency Percentage of spending within budgeted
amount
N/A* 90% 100% 90%
Efficiency Percentage of completed pay apps within
established timeframes
N/A* 90% 95% 90%
Efficiency Percentage of public records requests
completed within 10 days
N/A* 90% 95% 90%
Outcome Annual Records Destruction Complete Yes Yes Yes
Outcome Percentage of Permit Center plan reviews
related to Engineering completed within
established turn-around times
N/A* 90% 65% 90%
Outcome Percentage of Engineering Permits
processed and issued within 15 days
N/A* 90% 75% 90%
*New measure
Analysis of Performance: The Administrative Support Services Division is relatively new, 1 year.
Therefore, past performance measures data is limited. The permit center plan review staff was down 2
full-time staff members due to vacancy for 8 months of the fiscal year. In FY20, Water Resource
Management was transferred into the Division from the City Manager’s office.
FY2019 Major Achievements
Completed the Water and Wastewater rate study, the Solid Waste rate and fee study and the
Development Impact Fee update.
Facilitated the creation of eight Development Agreements.
Completed the update of the Cities Water and Wastewater Models Masterplan.
Converted Solid Waste and Transfer Station from the Solid Waste Database to Lucity software.
Completed the CA1 monitor well drilling program.
Completed first annual update of the Water Resource Management Model.
Delivered monthly water education program, WaterSmart Drop by Drop.
Received and processed 125 water conservation rebates.
Published a comprehensive update of the City’s Supplement to the Maricopa Association of
Governments (MAG) Uniform Standard Specifications and Details for Public Works Construction.
Implemented the use of co-operative use Job Order Contracts from the State and other
municipalities in support of City capital improvement projects.
Researched and acquired all private property holdings within the Prescott Airport Boundary.
Negotiated and created several new long-term cell tower site leases to cell providers, at fair
market value.
Created a new records retention schedule that was accepted by the State of Arizona for
Engineering Records.
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 199 FY2020 Budget
Researched and compiled 200+ records requests from the general public.
Managed 204 active contracts totaling $117,157,887.00.
Managed 22 operating budgets and reviewed expenditures totaling $39M
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 200 FY2020 Budget
Engineering
Division Mission
Support the City of Prescott’s quality of life and economic prosperity by improving the operation,
longevity and reliability of all public infrastructures. Provide timely and professional level engineering
and customer service in support of the City’s Capital Improvement Program and private development.
Services
Engineering Division provides plan review services in support of private development and the capital
improvement program, develops in-house design projects, provides floodplain administration, computer
aided design and drafting, professional survey services, and storm water management. This division is
in charge of modeling updates to the water and wastewater models, design of pavement preservation,
pavement rehabilitation, drainage system, sidewalk network, and other transportation system
improvements.
The Construction Services Division is responsible for the design, construction and inspection of public
infrastructure as well as inspection for private infrastructure that will be given to the City for long-term
maintenance. These activities support two primary areas of work, utilities and streets operations within
the City. This comprises of the implementation of the Capital Improvement Program including water and
wastewater system upgrades, roadway pavement system preservation, rehabilitation and
reconstruction, drainage system improvements, and transportation system enhancements and
improvements.
FY2020 Objectives
Streamline private plan review process to meet or exceed established plan review turnaround
times.
Provide professional engineering services through the design of in-house projects, including:
pavement preservation, pavement rehabilitation, drainage, and sidewalk replacement/repairs.
Successful completion of the annual Stormwater Management Plan as obligated by the City’s
MS4 annual report and permit.
Development & implementation of a TMDL action plan (CIP program, organizational BMPs, etc.)
to execute the recommendations of the Watershed Pollution Reduction Plan and the Lake
Management Plan.
Provide survey services to internal and external clients, as well as developing and maintaining
tools which will enable the City to better serve the engineering and surveying community.
Providing safe and reliable water, wastewater, drainage and transportation system by completing
capital projects.
Improve the quality of capital improvement projects and private development within the City by
reviewing and implementing adopted construction and inspection standards, resulting in an
efficient use of funds.
Develop pavement and sidewalk preservation, rehabilitation and reconstruction programs to
improve the quality of the City’s roadways and sidewalks.
Provide professional level inspection services.
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 201 FY2020 Budget
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome Percentage of implementation of Stormwater
Management Plan
62% 90% 82% 95%
Outcome Develop and Implement TMDL Action Plan N/A N/A 15% 35%
Outcome Completed projects out of total projects 41/53 56/70 23/45 30/40
Outcome Expended or Encumbered CIP Budget
(dollars)
78% 80% 70% 75%
Outcome Roadway System Pavement Quality Index
(PQI) – Goal of 75
100 to 70 – Good
Needs Preservation
40 to 70 – Fair
Needs Rehabilitation
40 and Below – Poor
Needs Reconstruction
62 68
60
1
60
Efficiency Expenditures, paved road preservation per
paved lane miles (765 lane miles)
$5,532 $4,804 $5,795 $11,111
Efficiency Expenditures, paved road rehabilitation per
paved lane miles (765 lane miles)
$819 $667 $751 $613
Workload Completed in-house design project 6 8 9 8
Workload Provided Survey Services 20 35 47 40
Workload Number of Private Development inspections
performed per year per inspector (7
inspectors)
5,200 5,300 5,900 5,900
Workload Number of Public Capital Improvement
Project inspections performed per year per
inspector (5.5 inspectors)
3,400 3,200 2,700 2,600
*New measure
Analysis of performance: The In-house design team has been proficient at supporting the needs of designing
in-house projects, which represents approximately $7M in CIP projects.
Early in FY 19 a temporary fulltime position for a Storm Water Technician was filled, which enabled our Storm
Water program to excel in meeting ADEQ’s Storm Water permit requirements. A preliminary list of TMDL action
plan items have been developed and the implementation of these organizational BMP’s has commenced.
1
FY19 PQI estimate from IMS DRAFT Report submitted in February 2019, based on a preliminary
analysis and the available funding for FY20, it is presumed that the PQI will not go higher in FY20.
Inspection Staff have performed 66 full time PVC water line inspections for Private Development
projects.
FY2019 Major Achievements
Completed in-house projects:
FY19 Pavement Rehabilitation Plans and Specifications
Pavement Rehabilitation Plans for SR 89, Willow Lake Road to Phippen Trail
FY19 Sidewalk Repair Plans and Specifications
Solid Waste Transfer Station Pavement Rehabilitation Plans and Specifications
Gurley and McCormick Water Main Replacement Plans and Specifications
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 202 FY2020 Budget
Pavement Condition review of all City pavement assets and implementation of this data in the
Lucity Pavement Module
Implemented drainage complaint tracking utilizing the Lucity Storm Water Module
Community Rating System (CRS) review and accreditation updated
Webpage for Standard Plat Language created
New Watershed Layer created within the City mapping system
Completed the following Capital Improvement Projects:
Willis & Cortez Intersection Repairs
Bashford Court Alley Reconstruction
Chino Production Well #5 Rehabilitation
Hassayampa Village Lane Intersection Improvements
Rosser Street Reconstruction
N Washington/Churchill Reconstruction
Dameron Drive and Home Street Improvements
Sundog Wastewater Treatment Plant Lift Station
Zone 56/76 Pump Station Upgrades
Mingus-Douglas Lift Station Abandonments
Leroux and Cortez Drainage - West Yavapai Guidance Clinic
Citywide Drainage Improvements, Bid Packet #1 and #2
Senator Highway Bank Stabilization
Virginia Street Pavement Improvements
FY19 Pavement Rehabilitation
FY19 Pavement Preservation Program
Expenditure Budget
Engineering & Capital Improvements
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 1,443,032$ 2,227,958$ 2,060,316$ 2,255,956$ 1%
Supplies 51,336 40,300 39,856 39,350 -2%
Internal Charges 620,291 1,820,551 1,625,725 2,287,506 26%
Other Services & Charges 217,359
323,890 273,959 250,540 -23%
Subtotal Operations 2,332,018 4,412,699 3,999,856 4,833,352 10%
Capital 20,350,319
63,682,628 37,149,597 74,645,151 17%
Total 22,682,338$ 68,095,327$ 41,149,453$ 79,478,503$ 17%
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 203 FY2020 Budget
Budget Notes and Significant Changes: Increased Internal Charges is the result of the methodology
used to calculate the cost recoveries from other funds. This is based on the budget compared to the
City as a whole so it can fluctuate yearly. Other Services and Charges decreased as the City Shop
Underground Storage cleanup project is nearing completion.
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 23.20
19.74 20.74
Public Works Director 0.16 - -
Public Works Analyst 0.20 - -
Administrative Assistant 0.16 - -
Secretary 0.16 - -
Contract Specialist 0.32 - -
City Engineer
1
0.70 0.34 0.34
Development Services Facilitator
2
- 0.40 0.40
Program Development Manager 0.40 - -
Stormwater Specialist - - 1.00
Capital Project Manager 5.00 4.00 4.00
Develop. Coord./Records Control 0.10 - -
Development Review Supervisor 1.00 1.00 1.00
Engineering Technician 1.00 1.00 1.00
Permit Technician/Plans Examiner 1.00 1.00 1.00
Civil Drainage Engineer 1.00 1.00 1.00
Pavement & Sidewalk Prog. Manager
1.00 1.00 1.00
Construction Inspection Supv. 1.00 1.00 1.00
Building Inspector - 1.00 1.00
Construction Lead Inspector 1.00 - -
Construction Inspector 5.00 5.00 5.00
Environmental Coordinator 1.00 1.00 1.00
CADD Engineering Specialist 1.00 - -
Real Property Specialist 1.00 - -
Real Estate Administrator - 1.00 1.00
Registered Land Surveyor 1.00 1.00 1.00
2
Development Services Facilitator charged 60% Utilities and 40% Engineering
1
City Engineer charged 66% to Utilities and 34% Engineering
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Department Operational Plans
Public Works
City of Prescott, Arizona 204 FY2020 Budget
Capital Detail
Water Production and Intermediate Pump Station, Tanks and Pipeline 12,783,138$
Airport Trunk Main 9,615,000
Pavement Preservation Program 8,500,000
S. Summit Avenue/S. McCormick Street/Beach Avenue Reconstruction 5,379,656
SR89 Lift Station 3,880,000
Zone 41 Mingus Pump Station, Tank and Pipeline 3,224,000
Penn Avenue and Eastwood Drive Reconstruction 2,996,000
Sundog Trunk Main, Phase B 2,866,000
Goodwin Street and S. Washington Avenue Reconstruction 2,725,000
Robinson Drive Reconstruction 2,697,000
Production Well No. 5 AP - New 2,372,590
Sundog Trunk Main, Phase C 2,169,571
Zone 16 Virginia Pump Station, Haisley Tank and Pipelines, and Haisley Rd Reconst.
2,075,000
Zone 56 Tank and Pipeline and Zone 7 Pump Station 2,000,000
Sundog Ranch Road Reconstruction and Water Line 1,703,890
Zone 24/27 Water Pipeline 1,482,407
Main Line Replacements 1,390,000
Corsair Avenue Extension 1,346,000
Miscellaneous Water and Wastewater Projects 710,000
Citywide Drainage Improvements Program 700,000
Hope Street Improvements 550,000
Miscellaneous Streets Projects 469,308
Production Well No. 4 CV - Rehabilitation 372,902
Watson and Willow Lakes Enhancement Program (TMDL) 338,239
Operations Building Expansion 332,000
Spreader Racks and Cinder Mix Station 300,000
Willow Creek Berm Improvement 250,000
Willow Creek Gravity Sewer 217,700
Citywide Floodplain Mapping 200,000
Overland Road Bridge Reconstruction - Government Canyon 200,000
Safe Routes to School Program - Coronado Sidewalk 200,000
Granite Creek & Willow Creek Dam 170,000
Goodwin Street (East and West) Reconstruction 157,000
CentralSquare Project 112,500
80,000
Production Well No. 3 CV - Rehabilitation 75,000
Carleton and S Cortez 5,250
74,645,151
$
Aerial, Digital Elevation Model, Contours
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 205 FY2020 Budget
Utilities
Division Mission
To support the City of Prescott’s quality of life and economic prosperity by providing high quality, cost
effective management of the City’s utility system. Provide utility related services that meet or exceed all
State and Federal regulations through compliance, communication and outstanding customer service.
Maintain the utility systems to protect the environment and assure that every resource is managed in a
sustainable manner.
Services
The Utilities Division is responsible for providing water, wastewater, and surface water management
services to City customers.
Potable water is produced from groundwater wells, treated as necessary to comply with all State and
Federal Drinking Water Standards, pumped into the water distribution system, and delivered to
residential, commercial and industrial customers throughout the City of Prescott water service area.
Wastewater is collected from City and County users utilizing a system of gravity main line, lift stations
and force mains, treated at City facilities to State mandated standards, and delivered for reuse or
recharge into the groundwater aquifer.
All water and wastewater infrastructure is operated and maintained in a manner to support the City’s
goals of having a fully functioning utility system. This involves routine maintenance, planning for system
expansion, implementation of the capital improvement program, and replacement of infrastructure that
has reached the end of its service life.
The Utilities division also supports other divisions, departments, entities and projects on an as-needed
basis, to help maintain a positive image for the City of Prescott.
FY2020 Objectives
Operate and maintain the Water, Wastewater and Surface Water systems in a safe manner to
provide uninterrupted service and protect the health and safety of the general public.
Continually inspect, evaluate and assess the Water, Wastewater and Surface Water systems to
be proactive regarding repairs/replacements of system deficiencies and to protect the health and
safety of the general public.
Provide GUEST level service for each customer service request and customer interaction with the
water and wastewater operations divisions.
Measure
Type Performance Measure
FY1
8
Actual
FY
19
Target
FY1
9
Estimate
FY
20
Target
Output Percentage of water system valves exercised
and maintained.
6.2% N/A 4.3% 25%
Output Percentage of wastewater collection system
cleaned and maintained
52% 50% 29.8% 50%
Output Percentage of fire hydrants inspected,
evaluated, repaired or replaced.
19.8% N/A 25.6% 50%
Output Percentage of wastewater collection system
CCTV inspected or evaluated.
26% 25% 23.1% 25%
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 206 FY2020 Budget
Output Percentage of surface water assets inspected
and maintained.
100% 100% 100% 100%
Output Percentage of meter sets completed within
two working days of work-order generation.
92% 90% 82% 90%
Output Percentage of emergencies responded to
within 45 minutes during working hours.
100% 100% 100% 100%
Output Percentage of wastewater, effluent, and
surface water monitoring points sampled that
meet permit compliance.
99.9% 100% 99.9% 100%
Output Percentage of water quality samples of
potable water that meet regulatory standards.
100% 100% 100% 100%
FY2019 Major Achievements
Water Operations brought the new 5 million gallon Chino Tank East online serving the system.
Staff cleaned-up and repaired the Water Operations site after damage by a large storm event
during monsoon season.
Wastewater Collections Staff made a major repair on a pipe support for the Sundog Trunk Main at
Kiji Dava, a situation created by a storm event during monsoon season.
Airport Well #5 was drilled and tested. The testing determined that the production capacity of this
new well would be set at 2,500gpm.
Wastewater Operations staff supported the Pipe Bursting Project in several downtown alleys to
replace 6-inch vitrified clay pipe (VCP) with new 8-inch high density polyethylene (HDPE) pipe,
which increased capacity and will reduce future maintenance costs.
The Mingus and Douglas Lift Stations Abandonment Project was completed. This project removed
two aged wastewater lift stations from service, and will continually save operation and
maintenance costs.
The Airport Phase 2A project was completed and accepted by the City, which is now the largest
diameter (48”) sewer main that Wastewater Collections operates.
Water Distribution Crews planned and completed a complex water main repair in Willow Creek
Road that involved slipping a new water pipe through the existing 14-inch main and under an
existing concrete box culvert without interrupting water service to the hospital or other nearby
customers.
Operations provided extensive support in completing Phase 3, the final phase, of the Granite
Creek Dam Rehabilitation Project which will provide better operational control of the City’s surface
water assets in a much safer environment.
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 207 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: Supplies increased partially due to higher costs for chemical
and laboratory supplies. Materials to maintain infrastructure is also more for the replacement of disk
filter panels and a pump. The Big Chino Water Ranch Modeling is budgeted in Other Services and
Charges which was not previously included. Debt Services is increasing with new wastewater
infrastructure loans.
Utilities
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 4,839,347$ 5,438,197$ 5,347,475$ 5,479,887$ 1%
Supplies 1,057,349 1,250,225 1,361,090 1,671,275 34%
Internal Charges 3,005,594 3,424,013 3,425,213 3,737,268 9%
Other Services & Charges 5,442,102 6,218,300 5,067,810 6,883,646 11%
Debt Service 2,237,505
7,381,938 7,180,470 8,186,402 11%
Subtotal Operations 16,581,897 23,712,673 22,382,058 25,958,478 9%
Capital 1,516,490
4,513,725 5,029,665 4,457,158 -1%
Total 18,098,387$ 28,226,398$ 27,411,723$ 30,415,636$ 8%
Capital Detail
SCADA System Installation and Upgrade 2,583,000$
Vehicle Replacements - Public Works 859,608
Radio Infrastructure 652,500
Water Resource Capital Projects 182,050
Central Square Project 180,000
4,457,158$
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 208 FY2020 Budget
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 69.30
71.09 71.09
Public Works Director
1
0.36 0.50 0.50
Regional Programs Director 1.00 - -
Admin Support Services Manager
1
- 0.50 0.50
Public Works Analyst
1
0.40 0.50 0.50
Administrative Assistant
1
0.36 0.50 0.50
Secretary
1
1.36 1.50 1.50
Contract/Purchasing Admin
1
- 0.50 0.50
Accts Payable/Purchasing Spec
1
- 0.50 0.50
Contract Specialist
1
0.72 - -
City Engineer
2
0.30 0.66 0.66
Civil Utility Engineer 1.00 - -
Construction Services Manager
3
- 0.66 0.66
Development Services Facilitator
4
- 0.60 0.60
Program Development Manager 0.60 - -
Utilities Manager 1.00 1.00 1.00
Water Resources Manager 1.00 - -
Water Resources Administrator - 1.00 1.00
Water Resources Coordinator 1.00 - -
Water Resource Specialist - 1.00 1.00
Sr. Infrastructure Analyst 1.00 1.00 1.00
5
Develop. Coord./Records Control 0.20 0.67 0.67
Administrative Specialist 2.00 2.00 2.00
Water Superintendent 1.00 1.00 1.00
Water Operations Supervisor - 2.00 2.00
Water Distribution Supervisor 1.00 - -
Water Production Supervisor 1.00 - -
Wastewater Superintendent 1.00 1.00 1.00
WW Collections Supervisor 2.00 2.00 2.00
WW Treatment Supervisor 1.00 1.00 1.00
Sr. WW Treatment Operator 2.00 2.00 2.00
Wastewater Treatment Operator 5.00 5.00 5.00
Lab Technician/Relief Operator 1.00 1.00 1.00
Senior Utility Worker 11.00 11.00 11.00
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 209 FY2020 Budget
Authorized Staffing Summary - continued
FY18 FY19 FY20
Utility Worker 19.00 19.00 19.00
Water Operator 6.00 5.00 5.00
Elect Maint & SCADA Tech - 1.00 1.00
Maintenance Specialist 4.00 5.00 5.00
Water Protection Specialist 1.00 1.00 1.00
Water Protection Inspector 1.00 1.00 1.00
4
Development Services Facilitator charged 60% Utilities and 40% Engineering
5
Development Coord/Records Control charged 67% Utilities and 33% Streets Maintenance
1
Public Works Admin personnel charged 25% Streets Maintenance, 25% Solid Waste, and
50% Utilities
2
City Engineer charged 66% to Utilities and 34% Engineering
3
Construction Services Manager charged 66% to Utilities and 34% Streets Maintenance
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 210 FY2020 Budget
Solid Waste
Division Mission
Support the City of Prescott’s quality of life and economic prosperity by providing solid waste services
in an environmentally, fiscally responsible and customer service oriented manner. Educate and
encourage waste reduction and recycling practices. Divert inert and organic materials from the landfill
by processing them into valuable recycled commodities such as clean aggregate fill and wood chips.
Services
The Solid Waste Division manages municipal solid waste City-wide. The Division provides solid waste
and recycling collection services to City residents and commercial customers; operates a 250 ton-per-
day Transfer Station; and provides post closure care of the City’s closed landfill.
FY2020 Objectives
Provide quality, customer service oriented Solid Waste disposal services to protect the health and
safety of the community.
Increase the FY18 diversion rate from 29% to exceed the national average of 34.7% of material
diverted from the landfill by proactively recovering recyclables in FY20.
Improve public education to increase participation in the City’s recycling program.
Reach and exceed the 30.5% ICMA waste diversion metric, the Division will engage with schools,
community organizations and local businesses with a “Recycle Right” education campaign to
reduce contaminated loads and meet today’s stricter materials processing standards.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome
Tons of Metal Diverted 217.69 230 150 200
Outcome Tons of Inert Debris Diverted 4,441.62 9,000 4,500 5,000
Outcome Tons of Wood Waste Diverted 4,250.03 4,200 4,400 5,000
Outcome Tons of Co-mingled Recycle Diverted 5,908.94 5,400 5,900 6,200
Outcome Percentage waste diverted from landfill for
material collected
29.60% 31% 30% 31%
Outcome Public Education and Outreach N/A* 0 1 3
Workload Customers using the Transfer Station 73,000 73,000 74,000
75,000
*New Measure
FY2019 Major Achievements
Implemented the Solid Waste Module in Lucity to better manage operations and work order tracking.
Completed a comprehensive Rate and Fee Study.
Provided solid waste services to thirty-eight (38) Special Events.
Provided annual Household Hazardous Waste Collection to 613 Prescott residents.
Completed Spring Bulk Item Pickup and removed over 248 tons of waste items and debris from
Prescott neighborhoods.
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Department Operational Plans
Public Works
City of Prescott, Arizona 211 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: An Equipment Operator for an additional route was added
in FY20 resulting in an increase in Personnel. Supplies increase in FY20 with the need for commercial
dumpster replacements, service carts for garbage and recycling due to increasing population, and
increasing fuel costs. Debt Service in FY20 is due to the financing of a new truck.
Solid Waste
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 1,939,246$ 2,129,413$ 2,157,671$ 2,265,398$ 6%
Supplies 515,440 535,350 569,766 635,800 19%
Internal Charges 1,494,787 1,605,501 1,626,602 1,625,361 1%
Other Services & Charges 3,025,274 3,422,348 2,982,851 3,608,320 5%
Debt Service 41,971
- - 144,548
Subtotal Operations 7,016,718 7,692,612 7,336,890 8,279,427 8%
Capital 2,236
1,235,850 1,160,895 1,355,000 10%
Total 7,018,954$ 8,928,462$ 8,497,785$ 9,634,427$ 8%
Capital Detail
Vehicle Replacement - Solid Waste Division 1,130,000$
Transfer Station/Street Maintenance Paving 225,000
1,355,000$
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 212 FY2020 Budget
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 28.70
29.75 30.75
Public Works Director
1
0.20 0.25 0.25
Traffic Engineer
2
- 0.50 0.50
Admin Support Svcs Manager
1
- 0.25 0.25
Public Works Analyst
1
0.20 0.25 0.25
Administrative Assistant
1
0.20 0.25 0.25
Secretary
1
0.20 0.25 0.25
Contract/Purchasing Admin
1
- 0.25 0.25
Accts Payable/Purchasing Spec - 0.25 0.25
Contract Specialist 0.40 - -
Solid Waste Superintendent 1.00 1.00 1.00
Solid Waste Supervisor 2.00 2.00 2.00
Senior Equipment Operator 3.00 3.00 3.00
Equipment Operator 13.00 13.00 14.00
Equipment Mechanic - 1.00 1.00
Equipment Service Technician 1.00 - -
Maintenance Worker 5.00 5.00 5.00
Business Manager
3
0.50 0.50 0.50
Fee Booth Attendant - 1.00 1.00
Accounting Clerk 2.00 1.00 1.00
3
50% of Business Manager charged to Street Maintenance
1
Public Works Admin personnel charged 25% Streets Maintenance, 25% Solid Waste,
and 50% Utilities
2
Traffic Engineer charged 50% Solid Waste and 50% Street Maintenance
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Department Operational Plans
Public Works
City of Prescott, Arizona 213 FY2020 Budget
Street Maintenance
Division Mission
Maintain serviceable, environmentally safe, accessible streets; an effective storm water drainage
system; informative signage; and aesthetically pleasing rights-of-way for residents and visitors. Facilitate
safe and efficient vehicular and alternate mode traffic circulation within the City street system through
transportation planning, traffic engineering, and traffic operations including traffic signals, signing and
marking.
Services
Street Maintenance performs pavement and concrete maintenance and repair, including preventive
measures such as crack sealing, street sweeping and pothole repair. The division also maintains
designated rights-of-way by removing weeds, brush and nuisance trees for aesthetic purposes, and for
sight-distance issues City-wide. The City’s drainage infrastructure, signage, traffic and pedestrian safety
devices, such as hand rail and guard rail, are maintained by the Street Maintenance Division. The
Division also responds year-round to rain and snow storms, including the ensuing clean-up
requirements.
Traffic Engineering and Transportation Planning provides for the evaluation, design and maintenance
of signals, signage, pavement markings, traffic calming and other measures to increase safety and
minimize delays. The staff also review construction improvement plans and approve all construction
and special event traffic control plans.
FY2020 Objectives
Ensure city streets are well maintained through an effective maintenance plan.
Implement preventative maintenance practices to include crack sealing operations, repair of utility
asphalt cuts in the roadway and repair or replacement of mill paved roads.
Proactively repair pot holes on all arterial, collector and residential streets.
Proactively prepare for snow events by outfitting all snow response equipment prior to events.
Measure Type
Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Output Weeks in average sweeping cycle for
residential and collector streets
17 17 17 17
Outcome Response time from Police Department
activation of snow response until plows are
deployed
2 hours 2 hours 1 hour 1 hour
Outcome Prepare equipment for snow response prior to
events
N/A 100% 66% 100%
Output Inspect drainage ways and structures 2 times
annually
100% 100% 100% 100%
Output Inspect minor arterial streets and major
collectors following storm events or bi-monthly
for pothole repairs.
N/A* N/A* N/A* 100%
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 214 FY2020 Budget
Outcome Traffic signal and roundabout call-out
maintenance/repairs made within 4 hours of
notification.
1
84% 85% 86% 85%
Outcome Traffic request is resolved within 2 weeks of
initial citizen contact.
91% 94% 90% 94%
Outcome Percentage of high priority (intersection)
regulatory signing replaced within 8 hours
100% 100% 100% 100%
Outcome Inspect and replace 12.5% of over 10,000
signs per year
884 1250 1038 1250
Output Number of times gateways and corridors are
mowed/weeds trimmed annually
N/A* 4 4 4
*New measure
FY2019 Major Achievements
Plowed during seven snow events for a total of 34,261+ linear miles City wide
Repaired 90,000 square feet of asphalt including; Ewin Drive, Merritt Street, Gurley Place, W.
Gurley Street, Lakeview Drive, Valor Drive and Willis Street at Pleasant Street
Cleaned and maintained the downtown area for 1,700 hours
Cleaned up the Dells corridor of State Route 89 to include the removal a 50+ foot dead
Ponderosa Pine tree
Reconstructed and increased the capacity of the drainage ditch on Campbell Street between
Rosser Street and Flora Street
Removed seven large nuisance trees on the east side of the Grace Sparks Activity Center on E.
Gurley Street
Trimmed 196 CY of trees and brush
Filled 5,365 potholes
Installed new solar powered changeable radar sign assemblies on Rosser Street near Luna Court
to slow traffic through the area.
Supported the Safe Routes to School Infrastructure Grant Projects at Mile High Middle School and
Mountain Oak School.
Completed the second in a series of Historic traffic signal cabinet wraps at the intersection of
Gurley Street at Cortez Street.
Fabricated and installed 7 homeless donation station meters in the downtown area.
Fire Station #74 LED signing upgrade completed on Smoketree Lane.
Completed the Williamson Valley Road striping modification improving operation and safety.
Managed the Annual Pavement Marking Contract which painted 593,000 linear feet of long line.
Maintained 400 antique globe street lights in the Central Business and Historic Districts.
Maintained 51 traffic signals and 5 roundabouts.
Provided traffic control plans and/or plan review for 62 special events.
Provided traffic control barricade setup for 8 city sponsored events this year.
Reviewed and approved 274 construction traffic control plans.
Installed street light mounted Christmas decorations.
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Department Operational Plans
Public Works
City of Prescott, Arizona 215 FY2020 Budget
Replaced and upgraded 638 signs and posts through ADOTs CYMPO sign grant.
Expenditure Budget
Budget Notes and Significant Changes: Other Services and Charges includes contracting out for
tree trimming services which was currently being handled in-house.
Street Maintenance
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 2,804,191$ 2,896,568$ 3,017,919$ 2,986,872$ 3%
Supplies 377,356 705,275 705,125 720,399 2%
Internal Charges 2,106,956 692,864 730,364 694,553 0%
Other Services & Charges 500,424 924,355 983,894 1,295,153 40%
Debt Service 2,218,509
2,202,599 2,202,599 2,188,759 -1%
Subtotal Operations 8,007,436 7,421,661 7,639,901 7,885,736 6%
Capital 241,568
370,000 348,823 1,577,370 326%
Total 8,249,004$ 7,791,661$ 7,988,724$ 9,463,106$ 21%
Capital Detail
Vehicle Replacements -Street Maintenance 1,152,370$
Transfer Station/Street Maintenance Paving 225,000$
Intersection Signalization 200,000
1,577,370$
Table of Contents
Department Operational Plans
Public Works
City of Prescott, Arizona 216 FY2020 Budget
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 35.80
35.42 35.42
Public Works Director
1
0.28 0.25 0.25
Admin Support Svcs Manager
1
- 0.25 0.25
Public Works Analyst
1
0.20 0.25 0.25
Administrative Assistant
1
0.28 0.25 0.25
Secretary
1
0.28 0.25 0.25
Accts Payable/Purchasing Spec - 0.25 0.25
Contract/Purchasing Admin
1
- 0.25 0.25
Contract Specialist 0.56 - -
Construction Services Manager
2
- 0.34 0.34
Accounting Clerk 1.00 - -
Business Manager
3
0.50 0.50 0.50
Street Maintenance Supt. 1.00 1.00 1.00
Streets Maintenance Supv. 2.00 2.00 2.00
Equipment Service Technician 2.00 2.00 2.00
Sr. Equipment Operator 3.00 3.00 3.00
Equipment Operator 15.00 15.00 15.00
Traffic Control Supervisor - 1.00 1.00
Traffic Control Worker 2.00 2.00 2.00
Maintenance Worker 2.00 2.00 2.00
Traffic Engineer
5
1.00 0.50 0.50
Traffic Engineering Technician 1.00 1.00 1.00
Traffic Signal Supervisor 1.00 1.00 1.00
Traffic Signal Specialist 2.00 2.00 2.00
Dev Coord./Records Control
4
0.70 0.33 0.33
4
Development Coord/Records Control charged 67% Utilities and 33% Streets Maintenance
3
50% of Business Manager charged to Solid Waste
1
Public Works Admin personnel charged 25% Streets Maintenance, 25% Solid Waste,
and 50% Utilities
2
Construction Services Manager charged 66% to Utilities and 34% Streets Maintenance
5
Traffic Engineer charged 50% Solid Waste and 50% Street Maintenance
Table of Contents
Department Operational Plans
Recreation Services
City of Prescott, Arizona 217 FY2020 Budget
Recreation
Services
Director
(1)
Parks, Lakes,
Trails, and
Landscape
Maintenenace
Maintenance
Superintendent
(1)
Golf
Grounds
Superintendent
(1)
Assistant
Grounds
Superintendent
(2)
Equipment
Mechanic
(1)
Service
Technician
(1)
Irrigation
Technician
(2)
Grounds-
keeper
(2)
Trails/Natural
Parklands
Coordinator
(1)
Recreation
Services
Supervisor
(2)
Turf &
Irrigation
Coordinator
(1)
Maintenance
Technician
(2)
Landscape
Coordinator
(1)
Maintenance
Technician
(1)
Maintenance
Technician
(3)
Equipment
Mechanic
(1)
Community
Services
Program
Supervisor (1)
Community
Services Work
Monitor (1)
Management
of Golf
Contract
Recreation
Programming
Recreation
Supervisor
(1)
Recreation
Coordinator
(2)
Administrative
Coordinator
(1)
Administrative
Specialist
(1)
Facilities
Management
Facilities
Manager
(1)
Facilities
Superintendent
(1)
Maintenance
Specialist
(2)
Contract
Specialist
(0.5)
Admin
Coordinator
(0.1)
Facilities
Coordinator
(1)
Custodians
(2)
Fleet Services
Fleet
Manager
(1)
Fleet
Supervisor (1)
Senior Fleet
Technician
(1)
Equipment
Mechanic
(5)
Parts and
Service
Specialist
(1)
Administrative
Coordinator
(0.9)
Contract
Specialist
(0.5)
Department Mission
To preserve, protect, and enhance the parklands, public open spaces, trails, lakes, and golf course for
the benefit of City of Prescott Citizens and visitors. To maintain City owned vehicles and facilities in a
safe, clean, and efficient manner. To promote tourism and its associated economic benefits through
hosting and facilitating events.
Services
The Recreation Services Department is responsible for the parks, lakes, trails, sports tournaments,
Antelope Hills Golf Course, special events, city facilities and fleet. In addition to these responsibilities
Recreation Services is responsible for all associated maintenance within these areas.
Organization and Personnel
Department Summary - Staffing by Division
FY18 FY19 FY20
Parks, Lakes, Trails, and Lands. 25.00 25.00 25.00
Recreation Programming 5.00 5.00 5.00
Facilities Management 7.60 7.60 7.60
Fleet Services 9.40
9.40 10.40
Total Authorized Positions 47.00 47.00 48.00
Table of Contents
Department Operational Plans
Recreation Services
City of Prescott, Arizona 218 FY2020 Budget
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 3,838,564$ 4,060,000$ 4,085,980$ 4,067,607$ 0%
Supplies 1,726,896 1,816,932 1,892,696 1,967,198 8%
Internal Charges 966,425 914,807 929,557 967,520 6%
Other Services & Charges 2,218,331 2,246,720 2,312,022 2,399,109 7%
Debt Service 202,681
- - -
Subtotal Operations 8,952,897 9,038,459 9,220,255 9,401,434 4%
Capital 2,619,285
2,847,140 1,262,081 4,509,835 58%
Total 11,572,183$ 11,885,599$ 10,482,336$ 13,911,269$ 17%
Department Summary - Operating Expenditures by Division and Capital
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Parks, Lakes, Trails, and Lands. 4,112,382$ 4,056,705$ 4,137,548$ 4,236,270$ 4%
Recreation Programming 784,359 853,253 837,748 874,478 2%
Facilities Management 1,649,187 1,799,684 1,826,582 1,864,321 4%
Fleet Services 2,406,970
2,328,817 2,418,377 2,426,365 4%
Subtotal Operations 8,952,897 9,038,459 9,220,255 9,401,434 4%
Capital 2,619,285
2,847,140 1,262,081 4,509,835 58%
Total 11,572,183$ 11,885,599$ 10,482,336$ 13,911,269$ 17%
Table of Contents
Department Operational Plans
Recreation Services
City of Prescott, Arizona 219 FY2020 Budget
Department Funding Sources: The General Fund provides for most of the operational funding for the
Parks, Lakes, Trails, and Landscape Maintenance as well as Recreation programming. Charges for
services include parking fees, tournament fees, and facility rentals. Special Revenue Funds account for
open space capital projects, grants, and donations. Golf course maintenance is sourced to the Golf
Course Enterprise Fund. Facilities Management and Fleet Services operate as Internal Service Funds.
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Source of Funds
Tax Base
2,919,468$ 3,211,553$ 3,233,356$ 4,519,374$ 41%
Licenses & Permits
590 690 500 500 -28%
Charges for Services
666,990.20 655,370 645,379 665,200 1%
Miscellaneous 20,053
20,000 20,000 25,000 25%
General Fund Budget 3,607,101 3,887,613 3,899,235 5,210,074 34%
Special Revenue Funds 2,399,561 2,415,942 805,099 2,726,150 13%
Enterprise Funds 1,645,763 1,608,010 1,670,042 1,584,112 -1%
Internal Service Funds 3,919,758
3,974,034 4,107,960 4,390,933 10%
Total 11,572,183$ 11,885,599$ 10,482,336$ 13,911,269$ 17%
Table of Contents
Department Operational Plans
Recreation Services
City of Prescott, Arizona 220 FY2020 Budget
Parks, Lakes, Trails, and Landscape Maintenance
Division Mission
To provide safe, enjoyable, attractive, parks, lakes, trails, golf facilities and programs with responsive
service which enhance our quality of life and preserve the natural and recreational assets of the City of
Prescott.
Services
The Parks, Lakes, Trails, and Landscape Maintenance Division is responsible for maintenance of the
City’s parks, lakes, trails, right of way landscape, and golf facilities.
FY2020 Objectives
Increase revenue through user fees and creating spending in the community from visitation
Increase outdoor recreation infrastructure
Create additional camping and day use opportunities at the lakes
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Output
Revenue generated from parking fees $334,000 $320,000 $350,000 $380,000
Output Revenue generated from Ramada rentals $67,000 $69,000 $70,000 $76,000
Output Number of miles of trail in the City’s Mile
High trail system
97 108 108 115
Output Total golf rounds played 79,969 73,000 73,500 75,600
Output Total golf revenue $3,252,000
$3,100,000
$3,150,000
$3,200,000
*Due to effects of State route 89 construction
FY2019 Major Achievements
Constructed new restrooms at Pioneer Park pickle ball courts
Installed a second drive lane and pay kiosk at Watson Lake to ease congestion
Constructed a “Ceremony pad” at the Watson Lake upper ramada
Completed restoration of the historic Ken Lindley stadium
Re-built a large section of the Peavine trail that was washed out during a heavy “monsoon”
microburst
Provided electric to the boat concessionaire at Watson Lake.
Table of Contents
Department Operational Plans
Recreation Services
City of Prescott, Arizona 221 FY2020 Budget
Expenditure Budget
Parks, Lakes, Trails, and Landscape Maintenance
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 2,043,266$ 2,154,130$ 2,146,118$ 2,124,997$ -1%
Supplies 494,779 498,752 504,388 556,148 12%
Internal Charges 297,963 292,298 298,798 321,341 10%
Other Services & Charges 1,214,049 1,111,525 1,188,244 1,233,784 11%
Debt Service 62,325
- - -
Subtotal Operations 4,112,382 4,056,705 4,137,548 4,236,270 4%
Capital 2,165,992
2,407,140 481,671 4,259,835 77%
Total 6,278,374$ 6,463,845$ 4,619,219$ 8,496,105$ 31%
Capital Detail
Open Space Acquisitions 1,800,485$
West Granite Creek Park Improvements 1,000,000
Goldwater Lake Expansion 800,000
Trail Fencing 180,000
Recreation Services Vehicle and Equipment Replacement 172,000
Peavine to Glassford Hill Trail Connection - State Parks Grant 81,000
Golf Course Equipment 69,000
Golf Course Irrigation System Consulting 50,000
Manzanita Grill Equipment 39,050
Golf Course Tee Renovations 25,500
Centennial Center Equipment 21,800
Golf Course Operations Equipment 10,500
Golf Course Cart Path Paving 10,500
4,259,835$
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Department Operational Plans
Recreation Services
City of Prescott, Arizona 222 FY2020 Budget
Budget Notes and Significant Changes: Supplies increased due to the CCJ program being moved
to this division for FY20 and picnic table replacements. The increase in Other Services and Charges is
for increased water charges for parks and golf course.
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 25.00
25.00 25.00
Recreation Services Director 1.00 1.00 1.00
Maintenance Superintendent 1.00 1.00 1.00
Recreation Services Supervisor 1.00 2.00 2.00
Maintenance Coordinator 1.00 - -
Landscape Coordinator 1.00 1.00 1.00
Equipment Mechanic 2.00 2.00 2.00
Turf & Irrigation Specialist 1.00 1.00 1.00
Trails/Natural Parkland Coord. 1.00 1.00 1.00
Comm. Svcs. Progrm Supervisor - 1.00 1.00
Comm. Svcs. Work Monitor 2.00 1.00 1.00
Maintenance Worker 3.00 - -
Maintenance Technician 3.00 6.00 6.00
Golf Grounds Superintendent 1.00 1.00 1.00
Assistant Grounds Superintend. 2.00 2.00 2.00
Service Technician 1.00 1.00 1.00
Irrigation Technician 1.00 2.00 2.00
Groundskeeper 3.00 2.00 2.00
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Department Operational Plans
Recreation Services
City of Prescott, Arizona 223 FY2020 Budget
Recreation Programming
Division Mission
To organize and provide recreational and leisure opportunities for citizens and visitors of all ages and
abilities. Live, Work and Play in Prescott.
Services
The Recreation Programming Division provides a variety of recreational programming opportunities to
our residents and surrounding communities. These include adult sports leagues in softball, basketball,
volleyball and tennis, special needs programming and contract classes. The Recreation Programming
Division is also the primary contact for all the Department’s revenue securing and scheduling
management that include the Grace Sparkes Memorial Activity Center, and rentals of fields, ramadas,
camping, Trek about, and parking passes.
FY2020 Objectives
Provide recreational program services to enhance quality of life to all who live, work and play in
Prescott
Offer quality adult sports leagues that maintain high participation and satisfied customers
Provide higher attended programming activities to the Special needs community that increase
participation and reduced staff time
Maximize sports calendar with youth events that attract families during peak seasons increasing
economic impact to the community
Create good community relations with local businesses and community partners by establishing a
diverse special events calendar that promotes the City and creates increased economic impact
through tourism.
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome Average rating by league managers, achieve
at least 4.0 out of 5.0
N/A* 4.0 4.41 4.70
Output Total number of Special Needs events that
attract at least 50 participants
16 24 18 24
Output Increase the number of Shoulder season
events (October-March)
3 4 4 5
Output Total Tournaments attracted 34 37 37 37
Outcome Direct Spending for tournament participation $2.5M $2.7M $2.6M $2.8M
Output Number of Special events on City property 68 73 70 70
*New measure
Table of Contents
Department Operational Plans
Recreation Services
City of Prescott, Arizona 224 FY2020 Budget
FY2019 Major Achievements
Completed a new ADA restroom at the Grace Sparks Activity Center through a CDBG grant
Received a State Parks grant of $81,000 to complete a trail connection to Glassford Hill
Established a revised Economic Impact formula ,partnering with the National Association of
Sports Commissioners and the Arizona office of Tourism
Expenditure Budget
Budget Notes and Significant Changes: Supplies includes monies for repairs and remodeling areas
of the Adult Center building.
Recreation Programming
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 492,427$ 533,518$ 514,984$ 520,754$ -2%
Supplies 50,216 54,350 53,746 74,355 37%
Internal Charges 186,392 184,835 184,835 197,819 7%
Other Services & Charges 55,323
80,550 84,183 81,550 1%
Total 784,359$ 853,253$ 837,748$ 874,478$ 2%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 5.00
5.00 5.00
Recreation Supervisor 1.00 1.00 1.00
Rec/Special Events Coordinator - 1.00 1.00
Recreation Coordinator 2.00 1.00 1.00
Administrative Coordinator 1.00 1.00 1.00
Administrative Specialist 1.00 1.00 1.00
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Department Operational Plans
Recreation Services
City of Prescott, Arizona 225 FY2020 Budget
Facilities Management
Division Mission
Provide safe, well maintained, energy efficient, and clean buildings and facilities that serve the needs
of the public and employees of the City.
Services
The Facilities Management Division maintains 56 buildings comprising more than 323,287 square feet
of office space, warehouses, and equipment bays. The Division also maintains the 175,000 square
foot/ 500 space Garage on Granite parking structure, and provides maintenance oversight of the
Prescott Rodeo Grounds, a 34-acre facility under lease to the Prescott Frontier Days and several other
leases.
FY2020 Objectives
Provide superior service and support to City Departments and functions
Provide well-maintained buildings that serve the needs of the citizens and users through preventive
maintenance, maintenance scheduling, and by providing thorough and correct repairs.
Improve energy efficiency by replacing inefficient lighting
Perform annual certification inspections on 8 portable lifts, 2 surface mounted lifts, 2 overhead
cranes, 1 hoist. Perform required inspections on 16 generators.
Reduce maintenance costs.
Measure
Type Performance Measure
F
Y18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome Average rating out of 100% satisfaction with
facility services
N/A* 90% 95% 97%
Efficiency Percentage of Facility Fund building fixtures
converted to LED
64% 82% 85% 100%
Outcome Percentage of Facility Fund toilets and urinals
converted to low flow or waterless
92% 100% 100% N/A
Efficiency Maintenance cost per square foot N/A* $3.03 $2.99 $2.95
*New measure
FY2019 Major Achievements
The Southeast Staircase of the parking garage with a budget of $440,000.00 was completed on
time and under budget by over 8% or $36,234.00.
The Grace Sparks Activity Center received Phase two of three phases of historic window
replacement with the removal and restoration of the original cathedral-style windows in the gym.
The gym also received air conditioning for the 1st time in its history, and the new heating system
installed is 95% efficient, making it one of the best in the City.
The City Hall fire and life safety system was brought up to code by installing a new fire panel and
all new enunciators with smoke and heat detection devices.
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Department Operational Plans
Recreation Services
City of Prescott, Arizona 226 FY2020 Budget
The Library received all new windows on the northeast side of the building that were original to the
building, and had started to fail.
The Rodeo Grandstands received stucco repair for the VIP box seats, and the entire box railing
system and box seating areas were freshly painted. The Security/First-Aid deck was upgraded to
concrete and new safety fencing was installed.
The Wastewater Collections Maintenance shop received a complete remodel and upgrade of the
staff facility.
Fire Station 71 on White Spar received a remodel of the Forest Service office, which included new
highly efficient HVAC mini split system and an energy efficient door and windows.
Energy efficient LED lighting has now been installed on 86% of the buildings in the Facilities fund,
with 100% of the buildings scheduled to be completed in FY 2020
Expenditure Budget
Facilities Management
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 580,353$ 621,310$ 665,470$ 660,247$ 6%
Supplies 154,491 159,330 170,993 165,195 4%
Internal Charges 165,175 137,399 137,149 153,904 12%
Other Services & Charges 749,169
881,645 880,900 884,975 0%
Subtotal Operations 1,649,187 1,799,684 1,854,512 1,864,321 4%
Capital 399,878
440,000 550,330 250,000 -43%
Total 2,049,065$ 2,239,684$ 2,404,842$ 2,114,321$ -6%
Capital Detail
City Hall Roofing 250,000$
250,000$
FY18 FY19 FY20
Authorized Staffing Level 7.60
7.60 7.60
Facilities Manager 1.00 1.00 1.00
Facilities Maintenance Super. 1.00 1.00 1.00
Maintenance Specialist 2.00 2.00 2.00
Facilities Coordinator 1.00 1.00 1.00
Custodian 2.00 2.00 2.00
Administrative Coordinator
1
- 0.10 0.10
Secretary 0.10 - -
Contract Specialist
2
0.50 0.50 0.50
1
90% of Secretary/Administrative Coordinator charged to Fleet Services
2
50% of Contract Specialist charged to Fleet Service
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Department Operational Plans
Recreation Services
City of Prescott, Arizona 227 FY2020 Budget
Budget Notes and Significant Changes: Personnel increases in FY20 with additional temporary
salaries for parking garage attendants and custodians to cover an increased workload. The increase in
Internal Services is related to Facilities Maintenance Charges for the Adult Center.
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Department Operational Plans
Recreation Services
City of Prescott, Arizona 228 FY2020 Budget
Fleet Services
Division Mission
Provide fleet management services that support City departments and functions by ensuring that City
vehicles and equipment are available, dependable, and safe to operate.
Services
The Fleet Services Division strategically plans, maintains, acquires, and disposes of approximately 530
fleet vehicles and equipment through efficient fleet operations, ensuring transparency and accountability
through a dedicated, highly trained, and certified fleet staff. The Division maintains a diversified shop
that provides welding, machining, and metal fabrication services. To fulfill its mission, the Fleet Services
Division manages the fleet in a manner that insures the lowest possible operating cost while maintaining
consistently high mechanical reliability.
FY2020 Objectives
Manage the fleet in a manner that insures vehicles and equipment are dependable and safe to
operate.
Maintain or increase mechanic productivity rate
Provide monthly billing and work order information to each department.
Perform proactive maintenance to reduce unscheduled down time repairs and costs.
Reduce average cost per mile of all City fleet assets
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome Average customer satisfaction rating out of
100%
100% 95% 95% 95%
Efficiency Mechanic Productivity Rate 77% 78% 78% 78%
Efficiency Average Cost Per Mile: Refuse Trucks $3.46 $3.40 $3.40 $3.38
Efficiency Average Cost Per Mile: Police Vehicles $0.37 $0.25 $0.36 $0.27
Efficiency Average Cost Per Mile: Pickup Trucks $0.36 $0.35 $0.35 $0.33
Efficiency Average Cost Per Mile: Fire Equipment $3.08 $3.50 $3.51 $3.51
*New Measures
Analysis of performance:
The cost per mile in FY19 is higher than the targeted national average of FY20 due to the age of the
Fleet. Average age of the fleet is 2X higher than the national average. Several replacement vehicles
and an additional refuse truck will be purchased in FY20 and should bring this cost down.
FY2019 Major Achievements
Worked with Risk Management to have 24 vehicles repaired that were involved in an accident,
and made sure the work was completed correctly.
Completed all paper work for 22 newly purchased vehicles and equipment for City asset numbers
and Arizona titles.
Completed 2,749 total repair orders in FY19
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Department Operational Plans
Recreation Services
City of Prescott, Arizona 229 FY2020 Budget
Expenditure Budget
Budget Notes and Significant Changes: An Equipment Mechanic position has been added for FY20.
The position is currently being filled by a temporary employee so the net effect is minimal. Supplies
increases as a result of an anticipated cost increase for parts and gas, oil, and lubricants. Other services
and charges reflects the higher cost of outsourcing some mechanical work.
Fleet Services
Expenditure Summary
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 722,517$ 751,042$ 759,408$ 761,609$ 1%
Supplies 1,027,411 1,104,500 1,163,569 1,171,500 6%
Internal Charges 316,895 300,275 308,775 294,456 -2%
Other Services & Charges 199,791 173,000 186,625 198,800 15%
Debt Service 140,356
- - -
Subtotal Operations 2,406,970 2,328,817 2,418,377 2,426,365 4%
Capital 53,416
- - -
Total 2,460,386$ 2,328,817$ 2,418,377$ 2,426,365$ 4%
Authorized Staffing Summary
FY18 FY19 FY20
Authorized Staffing Level 9.40
9.40 10.40
Fleet Manager 1.00 1.00 1.00
Fleet Maintenance Supervisor 1.00 1.00 1.00
Senior Fleet Technician 1.00 1.00 1.00
Equipment Mechanic 4.00 4.00 5.00
Parts and Service Specialist 1.00 1.00 1.00
Administrative Coordinator
1
- 0.90 0.90
Secretary
1
0.90 - -
Contract Specialist
2
0.50 0.50 0.50
1
10% of Secretary/Administrative Coordinator charged to Facilities Management.
2
50% of Contract Specialist charged to Facilities Management.
Table of Contents
Department Operational Plans
Regional Communications
City of Prescott, Arizona 230 FY2020 Budget
Lieutenant
(1)
PRCC Manager
(1)
Communication
Specialist
Supervisor
(4)
Communication
Specialist
(24)
Department Mission
Provide superior public safety services to citizens, firefighters and officers through life saving
techniques, accurate receipt and relay of critical information and expedient dispatch of fire and police
personnel.
Services
The Prescott Regional Communications Center (PRCC) is responsible for answering 911 lines as well
as emergency and non-emergency telephone calls. We are a primary Public Safety Answering Point
(PSAP) and dispatch for 10 Partnered agencies; 6 fire and 4 police departments. In addition to call
taking and dispatching police and fire personnel, staff is responsible to guide callers through CPR and
Emergency Medical Dispatch (EMD); they are also responsible for entering and updating warrants,
performing records searches through ACJIS of people, plates and items, running criminal histories,
executing in-house searches of people and addresses, pulling numerous recordings for County
Attorneys, citizens, command staff, and fire and police personnel.
Organization and Personnel
FY2020 Objectives
Provide training, equipment and staffing to adequately comply with this national standard of one
hundred percent (100%) of 911 calls arriving at the PRCC answered within ten (10) seconds.
Department Summary - Staffing
FY18 FY19 FY20
Authorized Staffing Level 30.00
30.00 30.00
Police Lieutenant 1.00 1.00 1.00
PRCC Manager 1.00 1.00 1.00
Comm. Spec. Supervisor 4.00 4.00 4.00
Communications Specialist 24.00 24.00 24.00
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Department Operational Plans
Regional Communications
City of Prescott, Arizona 231 FY2020 Budget
Measure
Type Performance Measure
FY18
Actual
FY19
Target
FY19
Estimate
FY20
Target
Outcome
Answer 100% of 911 calls within ten seconds.
97.58% 98.50% 98.50% 99.00%
Outcome Answer 100% of PRCC’s seven 10-digit
emergency lines within ten seconds.
97.11% 98.50% 98.50% 98.50%
FY2019 Major Achievements
PRCC handled 213,314 inbound /outbound calls which included 85,036 fire, police and EMS
responses.
Conducted two new hiring processes/panel interviews and six lateral panel interviews.
Conducted two classroom training session which resulted in a 80% success rate.
Hosted two, three-day Emergency Medical Dispatch (EMD) classes which were attended by
dispatchers from various agencies/cities.
Maintained active participation in Yavapai County Regional 9-1-1 committee whereby PRCC
Supervisor is the Co-Chair.
Participation in community events such as National Night Out and Shop with a Cop.
Participation and support of airport mass casualty drill.
Maintained certification with the National Center for Missing and Exploited Children.
Coordinated week-long recognition activities during National Telecommunications Week.
Conducted presentations at Prescott, Prescott Valley and Fire citizen academies.
Assisted with training recruits at NARTA.
Fulfilled 406 recording requests for partner agencies and prosecutor offices.
Completed Vesta telephone upgrade.
Completed platform build out for Next Generation 911 modalities.
February 14
th
went live with Tritech CAD module.
Replaced outdated recording system with new vendor.
Trained three in-house Tritech support personnel.
Expenditure Budget
Department Summary - Expenditure by Type
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
Personnel 2,286,186$ 2,407,351$ 2,363,750$ 2,525,724$ 5%
Supplies 15,499 18,950 18,950 18,950 0%
Internal Charges 258,522 268,959 268,959 260,940 -3%
Other Services & Charges 160,813
298,900 389,300 393,300 32%
Subtotal Operations 2,721,019 2,994,160 3,040,959 3,198,914 7%
Capital 791,560
325,000 236,598 490,000 51%
Total 3,512,579$ 3,319,160$ 3,277,557$ 3,688,914$ 11%
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Department Operational Plans
Regional Communications
City of Prescott, Arizona 232 FY2020 Budget
Budget Notes and Significant Changes: The personnel increase in FY20 is for increased health
insurance costs as well as match historical trends. Other Services & Charges increase with the newly
upgraded Public Safety Software licensing fees.
Charges for services are charges to area partners who share the cost of the Regional Communications
center. The General Fund Tax Base amount less the amount related to capital is charged to the Police
and Fire Departments and is included in their budgets under internal charges.
Capital Detail
Public Safety Software System Upgrade 200,000$
Replacement Consoles for Dispatch 200,000
On-Line Emergency Medical Dispatching 90,000
490,000$
Department Summary - Funding Sources
FY18
Actual
FY19
Budget
FY19
Estimate
FY20
Budget
% Change
Budget
General Fund Sources of Funds
Tax Base
1,663,970$ 1,665,405$ 1,623,802$ 1,840,883$ 11%
Charges for Services 1,848,609
1,653,755 1,653,755 1,848,031 12%
General Fund Budget 3,512,579$ 3,319,160$ 3,277,557$ 3,688,914$ 11%
Table of Contents
Department Operational Plans
Capital Budget
City of Prescott, Arizona 233 FY2020 Budget
Capital Budget Overview ................................................................................................................ 235
Capital Budget Categories and Funding Sources .......................................................................... 237
Capital Budget Listing .................................................................................................................... 238
Capital Budget and Project Descriptions ........................................................................................ 242
Five-Year Capital Improvement Plan Summary ............................................................................. 275
Table of Contents
Department Operational Plans
Capital Budget
City of Prescott, Arizona 234 FY2020 Budget
Table of Contents
Capital Budget
Capital Budget Overview
City of Prescott, Arizona 235 FY2020 Budget
The Capital Budget for the City of Prescott is significant and is presented in a separate section of this
document to provide more detail. The Department Operational Plans included the total allocated for
capital in each Department.
The City of Prescott plans for sustainable infrastructure improvements that keep pace with the growth
of the community and meets the needs of the City’s residents. The City has significant investments in
its streets, water infrastructure, wastewater infrastructure, public facilities, parks and other city
infrastructure. In addition, capital investment is necessary to keep operations running smoothly such
as vehicles, equipment, information technology, and facility improvements.
Capital expenditures are purchases that meet the following requirements:
1. Estimated useful life over one year
2. Unit cost of $5,000 or more
3. If considered an addition or improvement to an existing asset, expenditure significantly
increases the capacity of an asset or extends the useful life.
Funding for the capital budget is appropriated annually, however, many of these projects span multiple
years. In this case, the budgeted amount in each year is the estimate for expenditures for that particular
year. Requirements for funding projects are addressed each year prior to projects moving forward.
Also, organizational changes, funding uncertainties, unforeseen emergencies, project delays, or plans
by other governmental units can cause changes to the capital plan.
Long-range planning requires estimating and projecting of revenues as well as expenditures. This is a
dynamic process and is reviewed each year during the budgeting process. Financing of capital
expenditures from available funds, pay-as-you-go funding, is the least costly and most desirable method
to cover capital expenditures. Every effort will be made to accumulate funds to allow this method of
funding. Should the City not have sufficient funds available, it has a formal Debt Policy and issues debt
for the purpose of acquiring or constructing capital projects including buildings, machinery equipment
and furniture and fixtures. These needs are addressed through the budget process and the annual five-
year capital improvement plan.
Capital Budget Categories
The capital budget is separated into three categories, which are defined in the following table.
Capital Budget Category
Definition
Capital Improvement Plan (CIP)
A project that is more than $100,000 for a new infrastructure asset
or to increase the capacity, efficiency, or expected life span of an
existing infrastructure asset. This consists of infrastructure
projects such as streets, utilities, and airport projects as well as
major renovations to or additional City buildings or facilities.
Vehicle Replacements and
Additions
Requests regarding fleet additions or replacements.
Operating Capital All other capital requests not in the above categories, such as
information technology infrastructure, major tools, and equipment
purchases of any unit cost over $5,000. Projects otherwise
matching the CIP definition but for which the cost is between
$5,000 and $100,000 will be categorized as operating capital.
Table of Contents
Capital Budget
Capital Budget Overview
City of Prescott, Arizona 236 FY2020 Budget
Below is a summary of the budget in each category for FY20 as well as the projection for the next five
fiscal years.
The Capital Improvement Plan (CIP) is the largest component of the capital budget. The CIP identifies
projects to be completed throughout the next five years. The plan outlines project costs, funding
sources, and future operating costs associated with each capital improvement. Because these projects
typically span more than one fiscal year, the plan is updated annually to track existing projects and to
identify new projects.
The five-year Capital Improvement Plan is an important component of the City’s budgeting process. It
helps focus the budget process on a longer-term than just the next fiscal year. Here are some of the
benefits from this longer-term approach:
Facilitates long-range financial planning, allowing us to look at not only what the community
wants, but also what they can afford.
Enhances coordination of capital improvements among City departments and other
governmental agencies.
Clearly identifies the Council’s goals and their capital priorities to achieve those goals.
In developing this financial plan, current Council policies were used. The annual review and update of
a long-term plan is an excellent opportunity to reexamine Council goals and policies.
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection Total
Capital Budget Category
Operating Capital 1,265,239$ 261,500$ 77,500$ -$ 80,000$ -$ 1,684,239$
Vehicle Replacements 4,877,526 2,533,000 2,165,000 1,950,000 2,110,000 1,945,000 15,580,526
Capital Improvement Plan 97,706,686 71,878,800 42,581,900 47,172,300 52,195,200 53,645,900 365,180,786
Total
103,849,451$ 74,673,300$ 44,824,400$ 49,122,300$ 54,385,200$ 55,590,900$ 382,445,551$
5 Year Projection
Table of Contents
Capital Budget
Capital Budget Categories and Funding Sources
City of Prescott, Arizona 237 FY2020 Budget
FY20 Capital Budget by Fund Type
Funding Source
Capital
Improvement
Plan
Vehicle
Replacements
and Additions
Operating
Capital Total
General Fund
2,947,000$ 1,484,000$ 260,967$ 4,691,967$
Special Revenue
Streets 23,457,013$ 1,152,370$ 58,667$ 24,668,050$
Bed Tax 36,000 36,000
Impact Fees 625,000 625,000
Trust Funds -
Grants 1,346,000 51,548.00 665,922 2,063,470
Total Special Revenue
25,428,013$ 1,203,918$ 760,589$ 27,392,520$
Enterprise Funds
Water 32,717,648$ 132,000$ 26,667$ 32,876,315$
Wastewater 22,845,025 727,608 26,666 23,599,299
Solid Waste 225,000 1,130,000 - 1,355,000
Golf Course - - 190,350 190,350
Airport 13,271,500 200,000 13,471,500
Total Enterprise Funds
69,059,173$ 2,189,608$ 243,683$ 71,492,464$
Internal Service Funds
Engineering 22,500$ 22,500$
Facilities Maintenance 250,000 250,000
Total Internal Service Funds
272,500$ -$ -$ 272,500$
Total FY20 Budget
97,706,686$ 4,877,526$ 1,265,239$ 103,849,451$
Capital Budget Category
Table of Contents
Capital Budget
FY20 Capital Budget Listing by Department
City of Prescott, Arizona 238 FY2020 Budget
Page
No. Title Funding
FY2020
Budget
Recreation Services
240 Open Space Acquisitions S 1,800,485
240 Goldwater Lake Expansion G 800,000
240 West Granite Creek Park Improvements GF,IMP 1,000,000
241 Trail Fencing G 180,000
241 Recreation Services Vehicle and Equipment Replacement G,S 137,000
241 Peavine to Glassford Summit Trail Connection GR 81,000
242 Raco-Vac G 35,000
Total Recreation Services
4,033,485
Recreation Services - Golf Course
242 Golf Course Irrigation System Consulting GC 50,000
242 Golf Course Cart Path Paving BT 10,500
243 Golf Course Equipment GC 69,000
243 Golf Course Tee Renovations BT 25,500
243 Golf Operations equipment GC 10,500
244 Manzanita Grill Equipment GC 39,050
244 Centennial Center Equipment GC 21,800
Total Golf Course
226,350
Facilities Maintenance
244 City Hall Roof Replacement FM 250,000
Total Facilities Maintenance
250,000
Community Development
245 Community Development Block Grants GR 584,922
Total Community Development
584,922
Fire
245 Vehicle Replacement - Fire Department G 625,000
246 Fire Drill Ground Improvements G 160,000
246 Fire Mobile Data Computer Replacement G 65,300
245 Fire Suppression Skid Unit - Vehicle #1312 Patrol 73 G 50,000
247 Fire Records Management G 20,667
Total Fire
920,967
Police
247 Vehicle Replacements - Police G 860,548
247 Police Radio Replacement G 392,000
248 Police Facility Improvements IMP 125,000
248 Laser Crime Scene Imager G 85,000
Total Police Department
1,462,548
Regional Communications
249 Public Safety Software System Upgrade G,P 200,000
249 Replacement Consoles for Dispatch G,P 200,000
250 On-Line Emergency Medical Dispatching G,P 90,000
Total Regional Communications
490,000
Table of Contents
Capital Budget
FY20 Capital Budget Listing by Department
City of Prescott, Arizona 239 FY2020 Budget
Page
No. Title Funding
FY2020
Budget
Airport - City Funded Only
250 New Terminal - Baggage Handling System G 500,000
250 New Terminal - Furniture, Fixtures, and Equip G 150,000
251 Airport Replacement Equipment and Vehicle G 200,000
251 Airport Pavement Preservation Program - City G 140,000
251 Airport Master Lock System G 25,000
252 Runway 12/30 Circuit Rejuvination G 6,500
Total Airport
1,021,500
Airport - Grants
252 Replacement Airline Terminal G,GR 11,600,000
253 TWY C Realignment, RIM & Hotspot Mitigation G,GR 850,000
Total Airport - Grants
12,450,000
Public Works
Street Circulation
253 Corsair Avenue Extension S,GR,W 1,346,000
254 Safe Routes to School Program - Coronado Sidewalk S 200,000
254 Intersection Signalization Project S 200,000
Total Street Circulation
1,746,000
Street Reconstruction
255
S. Summit Avenue/S. McCormick Street/Beach Avenue/Goodwin
Street Reconstruction S,W,WW 5,379,656
255 Penn Avenue and Eastwood Drive Reconstruction S,W,WW 2,996,000
256 S. Washington Avenue/E. Goodwin Street Reconstruction S,W,WW 2,725,000
256 Robinson Drive Reconstruction S,W,WW 2,697,000
257 Sundog Ranch Road Reconstruction and Water Line S,W 1,703,890
257 Hope Street Reconstruction S,W 550,000
257 Overland Trail Bridge Reconstruction - Government Canyon S 200,000
258 Goodwin Street (East and West) Reconstruction S,W,WW 157,000
258 Carleton Street and S. Cortez Street Reconstruction S,W,WW 5,250
Total Street Reconstruction
16,413,796
Street Preservation, Rehabilitation and Maintenance
259 Pavement Preservation Program S 8,500,000
259 Miscellaneous Streets Projects S 469,308
Total Street Preservation, Rehabilitation and Maintenance 8,969,308
Drainage
260 Citywide Drainage Improvements Program CC 700,000
260 Willow Creek Berm Improvement S 250,000
261 Citywide Floodplain Mapping S 200,000
Total Drainage
1,150,000
Water Distribution
261
Zone 24/27 Water Pipeline Upsizing - Thumb Butte Road to
Upper Thumb Butte Tank S,W 1,482,407
262 Main Line Replacements S,W,WW 1,390,000
Total Water Distribution
2,872,407
Table of Contents
Capital Budget
FY20 Capital Budget Listing by Department
City of Prescott, Arizona 240 FY2020 Budget
Page
No. Title Funding
FY2020
Budget
Water Production
262
Water Production and Intermediate Pump Station, Tanks and
Pipeline W 12,783,138
263 Zone 41 Mingus Pump Station, Tank and Pipeline W 3,224,000
263 SCADA System Installation W,WW 2,583,000
264 Production Well No. 5 AP - New W 2,372,590
264
Zone 16 Virginia Pump Station, Haisley Tank and Pipelines, and
Haisley Road Reconstruction S,W 2,075,000
265 Zone 56 Tank and Pipeline and Zone 7 Pump Station W 2,000,000
265 Production Well No. 4 CV - Rehabilitation W 372,902
265 Production Well No. 3 CV - Rehabilitation W 75,000
266 Granite Creek and Willow Creek Dam Repairs W 170,000
Total Water Production
25,655,630
Water Quality
266 Watson and Willow Lakes Enhancement Program (TMDL) S,W,WW 338,239
Total Water Quality
338,239
Wastewater Collections
267 Centralization - Airport Trunk Main WW 9,615,000
267 Centralization - SR89 Lift Station WW 3,880,000
267 Centralization - Sundog Trunk Main, Phase B WW 2,866,000
268 Sundog Trunk Main, Phase C WW 2,169,571
268 Willow Creek Gravity Sewer WW 217,700
Total Wastewater Collections
18,748,271
Facility, Vehicles, Other Capital
269 Vehicle Replacements - Public Works
S,W,WW,
SW,ENG 3,141,978
269 Miscellaneous Water and Wastewater Projects W,WW 710,000
270 Radio Infrastructure Repair Project G,W,WW 870,000
270 CentralSquare Project
G,S,W,W
W,ENG 450,000
271 Transfer Station/Street Maintenance Yard Paving S,SW 450,000
271 Operations Building Expansion WW 332,000
271 Spreader Racks and Cinder Mix Station S 300,000
272 Water Resource Capital Projects W 182,050
272 Aerial, Digital Elevation Model, Contours S,W,WW 80,000
Total Facility, Vehicles, Other Capital
6,516,028
Table of Contents
Capital Budget
FY20 Capital Budget Listing by Department
City of Prescott, Arizona 241 FY2020 Budget
Page
No. Title Funding
FY2020
Budget
Funding Summary, all projects
General Fund 4,446,477
General Fund - PRCC partners 245,490
General Fund - Airport 3,642,750
General Fund - Golf Course 190,350
Bed Tax 36,000
Airport Grants 9,828,750
Grants 2,063,470
Streets 23,968,050
Streets - County Contribution 700,000
Parks Impact Fees 500,000
Police Impact Fees 125,000
Water 32,375,936
Alt Water 500,379
Wastewater 23,599,299
Solid Waste 1,355,000
Engineering 22,500
Facilities Maintenance Fund 250,000
103,849,451
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 242 FY2020 Budget
Recreation Services
Open Space Acquisitions
Dept/Division:
Recreation Services
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Projection
FY
22
Projection
FY2
3
Projection
FY2
4
Projection
FY2
5
Projection
Total
Streets Fund 1,800,485 - - - - - 1,800,485
Description: This project provides dedicated fund balance for future open space acquisition opportunities.
This funding will carry forward until depleted.
Operating
Impact:
Goldwater Lake Expansion
Dept/Division:
Recreation Services
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Projection
FY
22
Projection
FY2
3
Projection
FY2
4
Projection
FY2
5
Projection
Total
General Fund 800,000 420,000 - - - - 1,220,000
Description: This revenue producing project is to open the lower lake to create more capacity within the
property. In 2013 the amenities were expanded to include 2 additional
ramadas, restrooms, a ceremonial pad, a playground area, and an additional 104 parking
spots. Even with this expansion, it immediately reached max capacity and continues to
exceed current park infrastructure.
Operating
Impact:
Increased cost of maintenance will be offset by additional revenue produced.
West Granite Creek Park Improvements
Dept/Division:
Recreation Services
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Projection
FY
22
Projection
FY2
3
Projection
FY2
4
Projection
FY2
5
Projection
Total
General Fund
Park Impact
500,000
500,000
-
-
-
-
-
-
-
-
-
-
500,000
500,000
Description: Future expansion of West Granite Creek Park related to the new Hilton Garden Hotel.
Operating
Impact:
Future impact will be general maintenance and upkeep.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 243 FY2020 Budget
Peavine to Glassford Hill Trail Connection
–
State Parks Grant
Dept/Division: Recreation Services
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Grant 81,000 - - - - - 81,000
Description: To construct a connector trail up Glassford Hill from Peavine to the Glassford Hill Summit
Trail. The City anticipates a grant award from Arizona State Parks.
Operating
Impact:
This budget request could reduce rental costs incurred in the park operating budget.
Trail Fencing
Dept/Division:
Recreation Services
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Projection
FY
22
Projection
FY2
3
Projection
FY2
4
Projection
FY2
5
Projection
Total
General Fund 180,000 - - - - - 180,000
Description: This item is for fencing related to trails and specifically the Peavine trail link to Chino
Valley.
Operating
Impact:
Future impact will be general maintenance and upkeep.
Recreation Services Vehicle and Equipment Replacement
Dept/Division:
Recreation Services
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY
22
Projection
FY2
3
Projection
FY2
4
Projection
FY2
5
Projection
Total
General Fund
Streets
105,000
32,000
39,000
-
-
-
25,000
-
-
-
-
-
169,000
32,000
Description: Vehicles and equipment used to maintain parks and right-of-ways.
Operating
Impact:
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 244 FY2020 Budget
Raco
-
Vac
Dept/Division: Recreation Services
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
35,000 - - - - - 35,000
Description: This item is used to clean leaves from the parks and help with general turf maintenance.
Operating
Impact:
Time and money saved.
Recreation Services – Golf Course
Golf Course Irrigation System Consulting
Dept/Division: Recreation Services – Golf Course
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Golf Course 50,000 - - - - - 50,000
Description: Hire a professional company to look into the aging irrigation system and provide
recommendations of what actually needs to be replaced or upgraded. The current system
is outdated and failing.
Operating
Impact:
Reduced cost of repairs to existing system.
Golf Course Cart Path Paving
Dept/Division: Recreation Services – Golf Course
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Bed Tax 10,500 10,500 - - - - 21,000
Description: Mill pave from greens to following tee (lead-ins and lead-outs) and all par 3’s
Operating
Impact:
Phase construction over 4 years. FY21 is final year of project.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 245 FY2020 Budget
Golf Course Equipment
Dept/Division: Recreation Services – Golf Course
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Golf Course 69,000 76,000 40,000 - - - 185,000
Description: FY20: Rough mower ($69,000)
FY21: Golf course mower ($53,000) and Utility Vehicle ($23,000)
FY22: Bunker Rake Equipment ($40,000)
Operating
Impact:
Having operable and the right equipment for projects allows the maintenance crew to work
more efficiently and reduce labor hours.
Golf Course Tee Renovations
Dept/Division: Recreation Services – Golf Course
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Bed Tax 25,500 25,000 - - - - 50,500
Description: Laser level and re-sod various North course tee surfaces
Operating
Impact:
Phase construction over 3 years, completing approximately 15,000 square feet/year.
Golf Course Operations Equipment
Dept/Division: Recreation Services – Golf Course
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Golf Course 10,500 - 20,000 - - - 30,500
Description: FY20: Range ball dispenser $8,000 and driving range dividers $2,500
FY22: Beverage cart $20,000
Operating
Impact:
The impact to the operating budget will be positive as the newer equipment is more
efficient and by adding certain equipment it will increase revenue.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 246 FY2020 Budget
Manzanita Grill Equipment
Dept/Division: Recreation Services – Golf Course
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Golf Course 39,050 - 10,000 - - - 49,050
Description: FY20: Convection oven ($9,000), counter top heated display ($9,500), broiler grill
($1,750), rolling buffet carts ($8,500), and beer mixer ($900)
FY22: Walk in freezer ($10,000)
Operating
Impact:
The impact to the operating budget will be positive as the newer equipment is more
efficient and by adding certain equipment it will increase revenue.
Centennial Center Equipment
Dept/Division: Recreation Services – Golf Course
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Golf Course 21,800 - 7,500 - - - 29,300
Description: FY20: Convection oven ($9,000), hot food holding box ($9,500), and broiler grill ($1,700
FY22: Awnings ($5,500) and Storage Shed ($4,500)
Operating
Impact:
The impact to the operating budget will be positive as the newer equipment is more
efficient and by adding certain equipment it will increase revenue.
Facilities
City Hall Roof Replacement
Dept/Division: Fleet and Facilities
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Facilities 250,000 - - - - - 250,000
Description: Re-roof City Hall
Operating
Impact:
The roof replacement will eliminate in the short run (10-years) the need for any re-coating
at a cost of over $42,000.00. A reapplication of elastomeric coating every ten years at an
estimated cost of $15,000.00 will be required to maintain the warranty on the new foam
roof, and can be administered in conjunction with the other foam roofs employed by the
City.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 247 FY2020 Budget
Community Development
CDBG An
nual Entitlement Grant
Dept/Division: Community Development
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Grants 584,922 - - - - - 584,922
Description: This is the annual CDBG Entitlement Grant received from HUD. The grant funds may be
spent on capital projects and grant administration. The grant is allocated through
development and adoption of a budget and Annual Action Plan by the City Council.
Operating
Impact:
The grant is in a reimbursement format, with Prescott expending the funds and then
drawing down the grant for the various projects.
Fire
Vehicle Replacements
–
Fire Department
Dept/Division: Fire
Category: Vehicle Replacement and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Facilities 675,000 - - - - - 675,000
Description: Carryover for remainder of Fire Truck ($625,000) and Fire Suppression Skid Unit ($50,000)
Operating
Impact:
Decrease costs for aging fleet
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 248 FY2020 Budget
Fire Drill Ground Improvements
Dept/Division: Fire
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
160,000 1,500,000 - - - - 1,660,000
Description: The project will consist of three phases across FY19-21. Phase One (FY19) will consist of
drill ground design/space needs analysis, followed by all work related to drainage, demolition
of the condemned training tower, underground water, gas, and other sub-grade items as
identified through the design process. Phase Two and three (FY20-21) will consist of all
surface improvements such as paving, curbs, and concrete pads. Phase four (FY21) will
consist of the construction of a new tower and purchase/placement of other props as
identified through the design process.
Operating
Impact:
Routine maintenance for the property will need to be budgeted in future years to prevent
deterioration of improvements (e.g. paving maintenance, etc). Equipment shelf life will be
extended as hose, as well as personal protective equipment, and other items will not be
subjected to use in austere conditions.
Fire Mobile Data Computer Replacement
Dept/Division: Fire
Category: Operating Capial
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
65,300 - - - - - 65,300
Description: This project represents replacement of the Mobile Data Computers (MDC) in existing Fire
vehicles. Fire has 11 units for replacement. The TriTech software system facilitates the
ability to take a MDC from a vehicle and use it to gather information, enter information, take
pictures, etc. There are two viable hardware choices that IT has identified through
discussion and testing with Police and Fire.
Operating
Impact:
Necessary for the hardware to support new software.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 249 FY2020 Budget
Fire Records Management System (RMS)
Dept/Division: Fire
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
20,667 - - - - - 20,667
Description: This project is for a records management system (RMS) to integrate with TriTech, carried
over from FY18.
Operating
Impact:
Ongoing licensing fees
Police
Vehicle Replacements
–
Police Department
Dept/Division: Police
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
Grant Fund
809,000
225,000 230,000 235,000 240,000 245,000 1,984,000
Description: Vehicle replacements allow for a modern, efficient, and well maintained fleet, crucial to the
continued provision of services to the public.
Operating
Impact:
No additional increase over existing.
Radio Replacements
Dept/Division: Police/Fire
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
392,000 249,000 - - - - 641,000
Description: Motorola has phased out the mobile (in-vehicle) and handheld radios used by Police and Fire
currently. What this means is that the purchase of new radios of this same model is not
possible currently and after 2018 sales of accessories and factory repair will no longer be
possible. Motorolla has a migration plan and on behalf of Fire and Police we are
investigating options for replacement.
Operating
Impact:
No additional increase over existing.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 250 FY2020 Budget
Police Facility Improvements
Dept/Division: Police
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
Impact Fee
-
125,000
1,126,250
998,750
132,500
117,500
1,590,000
1,410,000
-
-
-
-
2,848,750
2,526,250
Description: An additional police facility building to accommodate future needs based on growth of the city
and increased housing on the north side of the city. This building would include a police
substation, adequate space for the Prescott Regional Communications Center, and space for
property and evidence storage in a secure and modern facility that is easily accessible for
employees and citizens. The project would be completed in two separate phases; property
and evidence and communications in phase one followed by a police facility substation in
phase two.
Operating
Impact:
Ongoing operating budget support for maintenance and utilities in future budget years.
Laser Crime Scene Imager
Dept/Division: Police
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
85,000 - - - - - 85,000
Description: Purchase of a FARO laser crime scene imager. The laser crime scene imager creates a 3D
digital image of a crime scene or accident scene. The use of laser imaging to accurately
document a crime scene assists the investigator in reducing the amount of manpower and
time needed to process a scene; provides a more detailed and accurate record of the scene
over traditional methods; provides prosecutors with a virtual scene to present in court; gives
the jury a better understanding of criminal events which will lead to higher conviction rates
and a more professional, complete service to our victims.
Operating
Impact:
Crime scene processing/diagramming will reduce the amount of personnel time at the scene
reducing personnel costs.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 251 FY2020 Budget
Regional Communications
Public Safety Software
System Upgrade
Dept/Division: Information Technology/Regional Communications
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
200,000 - - - - - 200,000
Description: This item represents a carryover of the FY17 public safety dollar amount combined with an
additional amount to complete the project. This project is in conjunction with partner
agencies with City of Prescott costs ($881,578) and non-City of Prescott PRCC partner costs
($932,024). The PRCC partner costs incurred by the City of Prescott during FY17 and FY18
during project implementation will be recovered from each partner agency on either a single
year or three year repayment system as agreed to by the chief of each PRCC partner
agency.
Operating
Impact:
The yearly support and maintenance costs for TriTech began in FY19.
Replacement Consoles for Dispatch
Dept/Division: Regional Communications
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
200,000 100,000 100,000 - - - 400,000
Description: Two replacement emergency dispatch consoles at the Prescott Regional Communications
Center. The emergency dispatching consoles located at PRCC are an essential piece of
equipment for not only PRCC staff, but for many first responders in many jurisdictions. The
furniture is breaking as are the motors required for raising and lowering the consoles to
create a safer working environment and conditions for staff.
Operating
Impact:
No additional increase over existing.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 252 FY2020 Budget
On
-
Line Emergency Medical Dispatching
Dept/Division: Regional Communications
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
90,000 - - - - - 90,000
Description: The purchase and installation of software that will allow Prescott Regional Communications
Center personnel to electronically intake and dispatch medical calls for service.
Operating
Impact:
No additional increase over existing.
Airport – City Only Funded Projects
New Terminal
–
Baggage Handling System
Dept/Division: Airport
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
500,000 - - - - - 500,000
Description: In conjunction with the new passenger terminal, this is for the procurement of the inbound
and outbound baggage handling system for the terminal.
Operating
Impact:
Ongoing maintenance as needed as well as additional electricity when it is being operated.
New Terminal
–
Furniture, Fixtures, and Equipment
Dept/Division: Airport
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
150,000 - - - - - 150,000
Description: Procurement of furniture, fixtures, and equipment for the new airport terminal.
Operating
Impact:
The furniture, fixtures, and equipment may need to be periodically repaired or replaced as it
ages, but do not expect any ongoing impact to operating budget and will be one time
procurement.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 253 FY2020 Budget
Airport
Replacement Equipment and Vehicle
Dept/Division: Airport
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
200,000 150,000 150,000 - 150,000 - 650,000
Description: FY20 – snow blower attachment, box snow pusher attachment, flail mower attachment for
John Deere
FY21 – purchase of loader
FY22 – replace truck #1215, replace truck #1216, and replace truck #1290 with snowplow
Operating
Impact:
Reduction in annual vehicle or equipment maintenance costs incurred by aging fleet.
Purchase more efficient vehicles resulting in lower fuel and maintenance costs.
Airport Pavement Preservation Program
Dept/Division: Airport
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
140,000 140,000 120,000 120,000 120,000 120,000 760,000
Description: FY20 – Crack seal and seal coat Taxiway A and Taxiway E; additional striping and marking
to meet FAA Part 139 compliance
FY21 – Crack seal and seal coat Runway 12-30; additional striping and marking to meet FAA
Part 139 compliance
FY22 – Crack seal and seal coat Runway 3R/21L
Operating
Impact:
Proper pavement maintenance to include crack seal and seal coating on a regularly
scheduled basis will allow the City to maximize the useful life cycle of airport pavements and
reduce the needs for more costly pavement overlays and/or reconstruction.
Airport Master Lock System
Dept/Division: Police
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
25,000 150,000 - - - - 175,000
Description: Design and construct upgrade airport master lock and key system for all airport facilities.
This will be coordinated with the new Commercial Service Terminal and in preparation for the
ARFF and Operations Building and the Security Upgrades.
Operating
Impact:
No additional increase over existing is expected.
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Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 254 FY2020 Budget
Runway 12/30 Circuit Rejuvination
Dept/Division: Airport
Category: Operating Capital
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
General Fund
6,500 - - - - - 6,500
Description: This project involves an electrical improvement to the light circuit on Runway 12-30.
Operating
Impact:
By upgrading this circuit we will actually decrease the electrical usage of this circuit by using
more efficient components.
Airport – Grant Funded
Replacement Airline Terminal
Dept/Division: Airport
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Airport Fund/
Grant Match
11,600,000 3,500,000 - - - - 15,100,000
Description:
FY17 – CATEX for new terminal site
FY19 – Design relocation of facilities, as required for new terminal location, design terminal
building
FY22 – Crack seal and seal coat Runway 3R/21L
Operating
Impact:
A larger terminal will increase electrical, water and wastewater costs. Additional janitorial
costs are expected to maintain the facility. Additional personnel will be needed to handle
landside operations (terminal and parking lot). Airport security personnel to oversee the
Airport Security Program, to include background checks, fingerprinting and issuance of
airport identification media.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 255 FY2020 Budget
Taxiway C Realignment, RIM & Hotspot Mitigation
Dept/Division: Airport
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Airport Fund/
Grant Match
850,000 12,150,000 - - - - 13,000,000
Description:
FY20 – CATEX and Design realignment/relocation of Taxiway C, parallel to Runway 3R-21L
(primary runway) offset to the north to provide 400 feet between runway and taxiway
centerlines per FAA separation requirements and Hotspot mitigation.
FY21 – Construct realignment/relocation of Taxiway C, parallel to Runway 3R-21L (primary
runway) offset to the north to provide 400 feet between runway and taxiway centerline per
FAA separation requirements.
Operating
Impact:
No additional increase over existing is expected.
Public Works – Streets Circulation
Corsair Avenue Extension
Dept/Division: Public Works
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Streets Fund
Water Fund
Grant
546,000
250,000
500,000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
546,000
250,000
500,000
Description: The project extends Corsair Avenue from its current terminus near Avenger southwesterly to
Wilkinson Drive, approximately 0.5 miles. The City has submitted a grant request in 2018
through the ACA/ADOT Economic Strength Project Program to off-set a portion of the cost,
in the amount of $500,000. The grant request was to construct a 2,500 LF road segment
identified as the "Corsair Connector". If the city is successful in this competitive grant process
and the ADOT Transportation Board gave final approval to the grant proposal, the City will
initiate the project. In addition to the Grant funding, the remainder cost of the project will be
shared by the City and private development partner(s) for the project.
Operating
Impact:
This new street will be given to the City upon completion of the project. Long-term
maintenance costs will be required for the life of the infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 256 FY2020 Budget
Safe Routes to
School Program
–
Coronado Sidewalk
Dept/Division: Public Works
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Streets Fund
200,000
-
-
-
-
-
200,000
Description: This project provides roadway improvements on Coronado Avenue between Park Avenue
and Country Club Drive that will result in enhanced pedestrian access between the
neighborhood and Lincoln Elementary School through the installation of new sidewalk, ADA
complaint ramps, striping, signing, crosswalks and other improvements. The majority of the
project is funded through a federal SRTS Grant. The City is contributing a portion of the
project amount and any project costs that exceed the grant total.
Operating
Impact:
None
Intersection Signalization Project
Dept/Division: Public Works
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Projection
FY22
Projection
FY23
Projection
FY24
Projection
FY25
Projection
Total
Streets Fund
200,000
20,000
200,000
20,000
200,000
20,000
660,000
Description: Design and install complete signal system at one (1) intersection as warranted. Currently, the
City is monitoring the intersections of Prescott Lakes Parkway at Sundog Ranch Road,
Willow Creek Road at Pleasant Valley Drive, and Gail Gardner Way at Westridge for
potentially meeting signal warrants.
Operating
Impact:
None
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 257 FY2020 Budget
Public Works – Street Reconstruction
S. Summit Avenue/S. McCormick Street/Beach
Dept/Division: Public Works
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets Fund
Water
Wastewater
2,958,811
1,398,710
1,022,135
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,958,811
1,398,710
1,022,135
Description: This project is for the reconstruction of S. Summit Avenue from W. Gurley Street to W.
Goodwin Street AND the reconstruction of Beach Avenue from S. Summit Avenue to
McCormick Street AND McCormick Street from W. Gurley Street to W. Goodwin Street.
Improvements needed include roadway, drainage, pedestrian and minor landscaping
improvements. Subsurface water, sewer and improvements are included with the
project, as necessary.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the roadway, drainage, water and
sewer system. Long-term maintenance costs will be required for the life of the infrastructure.
Penn Avenue and Eastwood Drive Reconstruction
Dept/Division: Public Works
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets Fund
Water
Wastewater
1,677,760
659,120
659,120
1,211,840
476,080
476,080
-
-
-
-
-
-
-
-
-
-
-
-
2,889,600
1,135,200
1,135,200
Description: This project is for the reconstruction of Penn Avenue from Gurley Street to Eastwood Drive
AND the reconstruction of Eastwood Drive from Penn Avenue to Deveroux Drive.
Improvements needed include roadway and drainage. Sidewalk will be added on Penn
Avenue. Subsurface water, sewer and improvements are included with the project, as
necessary.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the roadway, drainage, water and
sewer system. Long-term maintenance costs will be required for the life of the infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 258 FY2020 Budget
S. Washington Ave/E.
Goodwin Street Reconstruction
Dept/Division: Public Works
Category: Capital Improvement Plan
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets Fund
Water
Wastewater
2,588,750
81,750
54,500
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,588,750
81,750
54,500
Description: This project is for the reconstruction of E. Goodwin Street from S. Mount Vernon Avenue to
S. Penn Avenue and includes the reconstruction of S. Washington Street from Acker Park to
E. Gurley Street. Improvements needed include roadway, sidewalk/curb, drainage, water
and sewer improvements.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the roadway, drainage, water and
sewer system. Long-term maintenance costs will be required for the life of the infrastructure.
Robinson Drive Reconstruction
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets Fund
Water
Wastewater
2,069,590
425,720
201,690
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2,069,590
425,720
201,690
Description: This project is for the reconstruction of Robinson Drive from Gurley Street to the City Limits.
Improvements needed include roadway, sidewalk (on one-side of the street), drainage, water
and sewer.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the roadway, drainage, water and
sewer system. Long-term maintenance costs will be required for the life of the infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 259 FY2020 Budget
Sundog Ranch Road Reconstruction and Water Line
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 1,703,890
- - - - - 1,703,890
Description: This project is for the reconstruction of Sundog Ranch Road from Prescott Lakes Parkway to
Yavpe Connector. Improvements needed include roadway, drainage and water
improvements.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the roadway, drainage, water and
sewer system. Long-term maintenance costs will be required for the life of the infrastructure.
Hope Street Re
construction
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets
Water
335,500
214,500
-
-
-
-
-
-
-
-
-
-
335,500
214,500
Description: The project is for the paving of Hope Street, which is currently an unpaved street. The project
also includes drainage, water and sewer improvements. Additionally, the project includes
replacement of the water main in Wane Street.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the roadway, drainage, water and
sewer system. Long-term maintenance costs will be required for the life of the infrastructure.
Overland Trail Bridge Reconstruction
–
Government Canyon
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets 200,000 - - - - - 200,000
Description: ADOT is designing a replacement bridge on Overland Road, east of Gurley Street. Project
design and construction to be administered by ADOT Bridge Group. ADOT has an
agreement with City to partner with a portion of the design and construction costs of the
project.
Operating
Impact:
No on-going maintenance and operations budget impacts.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 260 FY2020 Budget
Goodwin Street (East and West) Reconstruction
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets
Water
Wastewater
135,020
12,560
9,420
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
135,020
12,560
9,420
Description: This project is for the reconstruction of E Goodwin Street from Marina Street to Granite
Creek AND W Goodwin Street from Summit Avenue to Granite Creek. Improvements will
include construction of an underground storm drain system, pedestrian safety and minor
aesthetic improvements. Subsurface water, sewer and dry utility relocations are included with
the project, as necessary.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the drainage system. Long-term
maintenance costs will be required for
the life of the infrastructure.
Carleton Street and S Cortez Street Reconstruction
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets
Water
Wastewater
4,358
630
262
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4,358
630
262
Description: This project is for the reconstruction of Carleton Street between Cortez Street and Granite
Creek AND S Cortez Street between Goodwin Street and Carleton Street. Improvements
needed include, roadway, sidewalk/curb.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the roadway, drainage, water and
sewer system. Long-term maintenance costs will be required for the life of the infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 261 FY2020 Budget
Public Works – Street Preservation, Rehabilitation and Maintenance
Pavement Preservation Program
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets 8,500,000
8,500,000
8,500,000
8,500,000 8,500,000
8,500,000 51,000,000
Description: This is an annual program that includes pavement maintenance, preservation and
rehabilitation on various streets. Maintenance and preservation activities include various seal
coatings, and micro-surfacing projects. Pavement rehabilitation typically includes milling and
overlay of various streets. Pavement reconstruction typically includes the complete
reconstruction of the paved surface that has failed to a point beyond rehabilitation. The list of
streets to be maintained, rehabilitated or reconstructed is evaluated on an annual basis using
the Pavement Maintenance Program and is subject to change based on the actual
performance of the pavement from year to year. As part of this program, alley, curb, gutter
and minor sidewalk repairs are made concurrently with the pavement preservation program.
Operating
Impact:
Continued maintenance of the city's pavement asset will result in a reduction in overall
maintenance and operational expenses, due to improved condition of the pavement system,
as well as the elimination or reduction of on-going pavement maintenance.
Miscellaneous Streets Projects
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets 469,308
350,000
350,000
350,000 350,000
350,000 2,219,308
Description: Funding source for roadway projects that become a priority that may not have been
specifically budgeted for in the Pavement Preservation, Rehabilitation and Reconstruction
Programs.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the roadway. Long-term maintenance
costs will be required for the life of the infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 262 FY2020 Budget
Public Works - Drainage
Citywide Drainage Improvements Program
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets 469,308
350,000
350,000
350,000 350,000
350,000 2,219,308
Description: This program addresses street drainage issues that result in drainage impacts to City
infrastructure and neighboring properties. Some of the issues can be addressed through
minor maintenance, others are not substantial enough to require complete street
reconstruction. These projects are of a size and complexity that an engineering solution is
required. The program will address various locations annually that are not a part of other CIP
projects.
Operating
Impact:
Reduced maintenance costs
Willow Creek Berm Improvement
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets 250,000
1,500,000
-
- -
- 1,750,000
Description: The project will design and construct improvements to the existing Willow Creek Berm and/or
the channel of Willow Creek to reduce the number of properties that would be within the
FEMA designated floodplain on the landward side of the levee. The first step of this project
will be to identify options and feasibility. Once the options have been identified, FEMA
funding will be considered.
Operating
Impact:
None
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 263 FY2020 Budget
Citywide Floodplain Mapping
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets 200,000
200,000
200,000
- -
- 600,000
Description: This project includes correcting FEMA Floodplain Mapping in various places throughout the
city. These mapping revisions include a restudy of the following areas: Virginia Street Wash
Floodplain, Willow Creek levee Floodplain, and Granite Creek Floodplain.
Operating
Impact:
None
Public Works – Water Distribution
Zone 24/27 Water Pipeline Upsizing
–
Thumb Butte Road to Upper Thumb Butte Tank
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water
Wastewater
1,482,407
-
250,000
-
2,300,000
300,000
-
-
-
-
-
-
4,032,407
300,000
Description: This project is to upsize the existing 6" water line that currently supplies water to the Lower
and Upper Thumb Butte Tanks to a new 12" water line. This line will connect to the 12" water
line in Thumb Butte Road, proceed up to the existing Lower Thumb Butte Water Tank and
continue to the Upper Thumb Butte Water Tank.
Operating
Impact:
This project will reduce maintenance costs due to elimination of aged infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 264 FY2020 Budget
Main Line Replacements
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water
Wastewater
Streets
1,139,800
208,500
41,700
1,742,500
318,750
63,750
1,200,000
250,000
50,000
1,200,000
250,000
50,000
1,200,000
250,000
50,000
1,200,000
250,000
50,000
7,682,300
1,527,250
305,450
Description: This project will replace existing deficient (age, condition, capacity) mains with new water
mains to meet current system requirements and operational needs. Minor sewer main
replacements are also considered in areas where the water mains are replaced.
Operating
Impact:
Reduction in continuous high maintenance costs and extensive repairs associated with old
and inefficient water mains.
Public Works – Water Production
Water Production and Intermediate Pump Station, Tanks and Pipeline
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 12,783,138 4,704,000
-
-
-
- 22,191,138
Description: This project consists of two major components: Water Production Booster Facility and
Intermediate Pump Station. The new intermediate pump station, tanks and pipeline facility
will reduce the pipeline pressure and provide additional tank storage closer to Prescott. The
site is located about 1 mile north of Pioneer Parkway and 1 mile west of Willow Creek Road
on City owned property within the currently undeveloped Deep Well Ranch and the site will
be accessed by a new road from Willow Creek Road. The project will coordinate with
replacement of the Chino Valley pumping facility to adjust for lower operating pressures at
the Chino Valley Facility. This portion of the project will consist of replacing the City of
Prescott water production booster facility (buildings, boosters, electrical, controls) in the
Town of Chino Valley. Portions of the existing facility date back to the original 1947 pump
station.
Operating
Impact:
The Operating budget will increase with the addition of the new intermediate booster pump
station. However, no significant impact to the operating budget associated with the Booster
Facility upgrades are expected because the facilities are already operational. A decrease in
operational costs may be experienced with modernized facilities and more efficient motors,
pumps and buildings.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 265 FY2020 Budget
Zone 41 Mingus Pump Station, Tank and Pipeline
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 3,224,000 1,550,000
-
-
-
- 4,774,000
Description: This project is to replace two existing 200,000 gallon water storage tanks northwest of the
corner of Mingus Avenue and Northside Drive currently known as Mingus Tanks #1 and #2
with a single 1.50 million gallon (MG) storage tank. The project will also replace the existing
Mingus Pump Station to meet demands and upsize the pipeline between the pump station
and the tank.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the pump stations, tank and water
mains. Long-term maintenance costs will be required for the life of the infrastructure.
SCADA System Installation
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water
Wastewater
1,627,290
955,710
-
-
-
-
-
-
-
-
-
-
1,627,290
955,710
Description: The installation/upgrades of the Supervisory Control and Data Acquisition (SCADA) System
will allow for automatic control and monitoring associated with the City’s water production
facilities and wastewater facilities. This program will be implemented over a period of years.
Operating
Impact:
Reduced labor and transportation costs due to ability to monitor the systems remotely.
Reduced system failure-related costs due to ability to respond to emergency situations more
promptly.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 266 FY2020 Budget
Production Well No. 5 AP
-
New
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 2,372,590 - - - - - 2,372,590
Description: The City's water system utilizes a number of production wells that have been in service for up
to 40 years. Many of these wells need rehabilitation due to age, condition and technological
efficiency advances. The well houses, electrical controls, pump systems, HVAC and other
well components are failing and/or need significant service repair. Projects in subsequent
years will redrill or re-equip production wells to meet regulatory standards.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the well. Long-term maintenance
costs will be required for the life of the infrastructure.
Zone 16 Virginia Pump Station, Haisley Tank and Pipelines, and Hai
sley Road Reconstruction
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water
Streets
1,577,000
498,000
1,009,000
216,000
-
-
-
-
-
-
-
-
2,586,000
714,400
Description: This project is to replace and upsize the Haisley Tank, the Virginia Street Pump Station and
the distribution pipeline from the south end of Virginia Street to Valley Ranch Circle. This
project will increase the capacity to the areas served by Zone 16. As part of this project,
Haisley Road between Senator Highway and Valley Ranch Circle will be reconstructed
concurrently with the water line improvements.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the well. Long-term maintenance
costs will be required for the life of the infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 267 FY2020 Budget
Zone 56 Tank and Pipeline and Zone 7 Pump Station
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 2,000,000 1,350,000 1,950,000 - - - 5,300,000
Description: This project will consist of a new 1.5 million gallon tank and piping from the new tank
westward to U-Haul along SR69 for Zone 56.
Operating
Impact:
Additional long-term tank maintenance including cleaning and painting.
Production Well No. 4 CV
-
Rehabilitation
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 372,902 - - - - - 372,902
Description: This well is a City drinking water production well that produces approximately 3,330 gallons
per minute (gpm). The equipment is aging and is nearing the end of its useful life. This
project will provide new well equipment to ensure water supply to the City.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the well. Long-term maintenance
costs will be required for the life of the infrastructure.
Production Well No. 3 CV
-
Rehabilitation
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 75,000 2,500,000 - - - - 2,575,000
Description: This well is a City drinking water production well that produces approximately 1,850 gallons
per minute (gpm). The equipment is aging and is nearing the end of its useful life. This
project will provide new well equipment to ensure water supply to the City.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the well. Long-term maintenance
costs will be required for the life of the infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 268 FY2020 Budget
Granite Creek and Willow Creek Dam Repairs
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 170,000 100,000 - - - - 270,000
Description: This project will be to design and complete repairs and remediation measures identified by
the Arizona Department of Water Resources (ADWR) Dam Safety Division. This phase will
correct deficiencies for two large diameter valves at Granite Creek Dam and also provide
required access at Granite Creek dam. Future phases will address maintenance needs
identified by City personnel and/or ADWR Dam Safety Inspectors.
Operating
Impact:
Long-term maintenance costs will be required for the life of the infrastructure.
Public Works – Water Quality
Watson and Willow Lakes Enhancement Program
(TMDL)
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water
Wastewater
Streets
322,191
3,317
12,731
261,000
-
-
261,000
-
-
261,000
-
-
261,000
-
-
261,000
-
-
1,627,191
3,317
12,731
Description: This project provides for water and sediment sampling, testing and data analysis at Willow
and Watson Lakes to meet regulatory requirements. It also provides for public involvement
and dissemination of information gathered to identify potential future water quality
improvement projects. Funding will be required for on-going data collection and analysis of
the City's lakes and watershed and to identify TMDL reduction projects that can be
implemented to meet required EPA and ADEQ pollutant load reductions.
Operating
Impact:
No impact to operating budget.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 269 FY2020 Budget
Public Works – Wastewater Collection
Centralization
–
Airport Trunk Main
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Wastewater 9,615,000 -
- - - - 9,615,000
Description: This project is to complete the upsizing of the airport trunk main sewer main from the Granite
Dells area to the Airport Water Reclamation Facility. The capacity of this new trunk main will
convey flows from the upstream centralization projects and new development within the City.
Operating
Impact:
This project will reduce longer term operations and maintenance costs through a centralized
wastewater system.
Centralization
–
SR89 Lift Station
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Wastewater 3,880,000 -
- - - - 3,880,000
Description: This project is to construct a wastewater lift station at the SR89 near the Veteran’s
Administration (VA) hospital to move flows from the Sundog Trunk Main to the Airport Water
Reclamation Facility (AWRF). This project will assist in removing flows from the Sundog
Wastewater Treatment Plant as the City approaches centralization.
Operating
Impact:
This project will reduce longer term operations and maintenance costs through a centralized
wastewater system.
Centralization
–
Sundog Trunk Main, Phase B
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Wastewater 2,866,000 -
- - - - 2,866,000
Description: This project will build approximately 8,600 linear feet of force main that will convey
wastewater flows from the SR89 Lift Station, along SR89 to the Sundog Phase A Trunk main
at Prescott Lakes Parkway. This project will assist in removing flows from the Sundog
Wastewater Treatment Plant as the City approaches centralization.
Operating
Impact:
This project will reduce longer term operations and maintenance costs through a centralized
wastewater system.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 270 FY2020 Budget
Sundog
Trunk Main, Phase C
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Wastewater
Water
2,169,571
-
4,400,000
300,000
-
-
-
-
-
-
-
-
6,569,571
300,000
Description: This project is to replace approximately 10,300 linear feet of existing undersized sewer main
from Miller Valley Road to the Veterans Administration (VA). This upsizing project will provide
the required sewer capacity for the trunk main and reduce sanitary sewer overflows.
Operating
Impact:
This project will reduce longer term operations and maintenance costs through a centralized
wastewater system.
Willow Creek
Gravity Sewer
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Wastewater
Water
2,169,571
-
4,400,000
300,000
-
-
-
-
-
-
-
-
6,569,571
300,000
Description: This project will replace the existing Willow Lake Regional Lift Station and the existing Willow
Lake Estates Lift Station with a gravity sewer main to the Prescott Lake Regional Lift Station.
Operating
Impact:
This project will eliminate the need to upgrade the aged Willow Lake Regional lift station and
will also eliminate future operation and maintenance costs for both lift stations being removed
from the system.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 271 FY2020 Budget
Public Works – Facility, Vehicles, Other Capital
Vehicle Replacement
–
Public Works
Dept/Division: Public Works
Category: Vehicle Replacements and Additions
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets
Water
Wastewater
Solid Waste
Engineering
1,152,370
132,000
727,608
1,130,000
-
464,000
225,000
245,000
1,150,000
35,000
350,000
100,000
150,000
1,160,000
25,000
325,000
100,000
100,000
1,165,000
-
325,000
100,000
100,000
1,170,000
25,000
325,000
100,000
100,000
1,165,000
-
2,941,370
757,000
1,422,608
6,950,000
85,000
Description: This capital request is for replacement of aging Public Works vehicles and equipment. This
equipment is used on a daily basis to perform routine maintenance and emergency repairs to
utility infrastructure, traffic control devices, and perform daily inspections of capital and
private development projects.
Operating
Impact:
Reduced maintenance costs due to elimination of high mileage/hour vehicles. A reduction to
the operating budget is expected because these are replacements for existing units that have
developed extensive repair needs and result in higher gas consumption than newer
technology vehicles.
Miscellaneous Water and Wastewater Projects
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets
Water
Wastewater
Solid Waste
Engineering
1,152,370
132,000
727,608
1,130,000
-
464,000
225,000
245,000
1,150,000
35,000
350,000
100,000
150,000
1,160,000
25,000
325,000
100,000
100,000
1,165,000
-
325,000
100,000
100,000
1,170,000
25,000
325,000
100,000
100,000
1,165,000
-
2,941,370
757,000
1,422,608
6,950,000
85,000
Description: Unforeseen and unexpected water system failures happen from time to time due to the City's
aging infrastructure. Repairs to water pipe failures and/or valve or other system components
are sometimes beyond normal maintenance repairs. This item is to provide for unanticipated
design and construction necessary when a capital project has not been identified.
Operating
Impact:
Completion of this project will result in an initial reduction in overall maintenance and
operational expenses due to the improved condition of the water and wastewater system.
Long-term maintenance costs will be required for the life of the infrastructure.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 272 FY2020 Budget
Radio Infrastructure Repair Project
Dept/Division: Public Works/Information Technology
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
General Fund
Water
Wastewater
217,500
348,000
304,500
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
217,500
348,000
304,500
Description: The City of Prescott will be upgrading its radio infrastructure from an analog based system to
a digital system. Doing this will greatly simplify the radio system as well as providing proactive
management for the components of that system and improve the audio quality delivered by
the radio system. This project will be completed in phases and when completed will provide
the City of Prescott with a radio system that is equipped to deal with present and future needs.
Operating
Impact:
None
CentralSquare Project
Dept/Division: Public Works/Information Technology
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
General Fund
Streets
Water
Wastewater
Engineering
157,500
90,000
90,000
90,000
22,500
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
157,500
90,000
90,000
90,000
22,500
Description: It is expected that services including government service are provided electronically and this
project will overhaul our permit, inspection, code enforcement, and planning software to do
exactly that. The end result of this project, which will be completed by early January 2020, will
be examine every facet of these items and match them with software that will make it easier
and quicker for our customers to do business with the City of Prescott.
Operating
Impact:
Annual software maintenance contract should offset current software maintenance contract.
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 273 FY2020 Budget
Transfer Station/Street Maintenance Yard Paving
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets
Solid Waste
225,000
225,000
75,000
75,000
-
-
-
-
-
-
-
-
300,000
300,000
Description: This project consists of repaving portions of the pavement surface at the Sundog Transfer
Station facility.
Operating
Impact:
Reduced maintenance.
Operations Building Expansion
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Wastewater 332,000 - -
- - - 332,000
Description: This project is for the expansion of the existing building at the wastewater collection facility on
Sundog Ranch Road. This expansion will be used to house operations staff, vehicles,
equipment and materials used in the daily operation of the facility.
Operating
Impact:
Minor increase in operating budget due to expanded building footprint and a decrease of
maintenance and replacement costs for machinery and equipment due to long term impact of
exposure to the elements.
Spreader Racks and Cinder Mix Station
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets 300,000 - -
- - - 300,000
Description: Installation of a new snowplow spreader rack in the Streets Maintenance Yard to replace the
current rack which is outdated and unsafe.
Operating
Impact:
None
Table of Contents
Capital Budget
Capital Budget and Project Descriptions
City of Prescott, Arizona 274 FY2020 Budget
Water Resource Capital Projects
Dept/Division: Public Works
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Water 182,050 - -
- - - 182,050
Description: This work is a prerequisite for the Big Chino Water Importation Project, which is not presently
programmed for construction. City Contract No. 2013-058, commits the City, in partnership
with the Town of Prescott Valley and Salt River Project, to monitoring and modeling the Big
Chino Sub-basin. City Contract No. 2017-246 describes the scope, cost and schedule for the
Big Chino Sub-Basin Groundwater Flow Model.
Operating
Impact:
Unknown at this time
Aerial, Digital Elevation Model, Contours
Dept/Division: Public Works/Information Technology
Category: Capital Improvement Program
Funding
Plan
FY20
Budget
FY21
Proj
FY22
Proj
FY23
Proj
FY24
Proj
FY25
Proj
Total
Streets
Water
Wastewater
26,667
26,667
26,666
-
-
-
-
-
-
-
-
-
26,667
26,667
26,666
-
-
-
53,334
53,334
53,332
Description: This project is a refresh of our high resolution aerial imagery. The scope of this imagery is
Prescott city limits and the immediate surrounding area. The data acquired from this process
is used to produce two foot contour information for the same areas. This data is used
extensively by various City departments – Community Development, Economic Development,
Fire, Police, Public Works, and Recreation Services – as well as outside consultants that the
City of Prescott engages with.
Operating
Impact:
None
Table of Contents
Capital Budget
Five-Year Capital Improvement Plan Summary
City of Prescott, Arizona 275 FY2020 Budget
Description Funding FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 Total
Recreation Services
Open Space Acquisitions S 1,800,485 1,800,485
Goldwater Lake Expansion G 800,000 420,000 - - - - 1,220,000
West Granite Creek Park improvements G,IMP 1,000,000 - - - - - 1,000,000
Trail Fencing G 180,000 - - - - - 180,000
Recreation Services Vehicle and Equipment
Replacement G,S 137,000 39,000 - 25,000 - - 201,000
Peavine to Glassford Summit Trail Connection GR 81,000 81,000
Raco-Vac G 35,000 - - - - - 35,000
Camping- Willow Lake G - 200,000 - - - - 200,000
Watson Lake Ramada Roof Replacement G - 40,000 - - - - 40,000
Work cart- Parks G - 30,000 - - - - 30,000
Pavement repair and chip seal- Pioneer Park G - - 600,000 - - - 600,000
Concrete Cap G - - 80,000 - - - 80,000
Willow Creek Park Improvements G - - - 50,000 500,000 - 550,000
Inline Hockey Partership BT - - - 50,000 - - 50,000
Willow Lake Southshore Parking G - - - - 200,000 - 200,000
Mountain Bike Competitive Track - Pioneer Park BT - - - - 40,000 - 40,000
Total
4,033,485 729,000 680,000 125,000 740,000 -
6,307,485
Recreation Services - Golf Course
Golf Course Irrigation System Consulting GC 50,000 - - - - - 50,000
Golf Course Cart Path Paving BT 10,500 10,500 - - - - 21,000
Golf Course Equipment GC 69,000 76,000 40,000 - - - 185,000
Golf Course Tee Renovations BT 25,500 25,000 - - - - 50,500
Golf Course Bunkers Improvements GC - 45,500 45,500 - - - 91,000
Irrigation Improvements - South Golf Course GC - 125,000 125,000 - - - 250,000
Golf Cart Barn Surfacing GC - 35,000 - - - - 35,000
Golf Operations equipment GC 10,500 - 20,000 - - - 30,500
Manzanita Grill Equipment GC 39,050 - 10,000 - - - 49,050
Centennial Center Equipment GC 21,800 - 7,500 - - - 29,300
Total
226,350
317,000
248,000
-
-
-
791,350
Facilities Maintenance
City Hall Roof Replacement FM 250,000 - - - - - 250,000
Replacement of the North East Stairs G - 410,000 - - - - 410,000
Total
250,000
410,000
-
-
-
-
660,000
Community Development
CDBG Annual Entitlement Grant G 584,922 - - - - - 584,922
Fire
Vehicle Replacement - Fire Department G 625,000 515,000 650,000 650,000 515,000 200,000 3,155,000
Fire Drill Ground Improvements G 160,000 1,500,000 - - - - 1,660,000
Fire Mobile Data Computer Replacement G 65,300 65,300
Fire Suppression Skid Unit - Vehicle #1312 Patrol 73 G 50,000 - - - - - 50,000
Fire Records Management G 20,667 20,667
Fire Station 73 Relocation G,IMP - 340,000 3,000,000 - - - 3,340,000
Fire Department Radio Replacement G - 249,000 - - - - 249,000
Breathing Air Compressor G - 70,000 - - - - 70,000
Apparatus Bay Floor Refurbishment Station 71 G - 13,200 - - - - 13,200
Extractor Washing Machine G - 9,200 - - - - 9,200
Total
920,967
2,696,400
3,650,000
650,000
515,000
200,000
8,632,367
Police
Vehicle Replacements - Police G 809,000 225,000 230,000 235,000 240,000 245,000 1,984,000
Police Radio Replacement G 392,000 - - - - - 392,000
Police Facility Improvements G,IMP 125,000 2,125,000 250,000 3,000,000 - - 5,500,000
Laser Crime Scene Imager G 85,000 - - - - - 85,000
Mobile Emergency Command Center Vehicle G - - 500,000 - - - 500,000
Ballistic Vests and Helmets for SWAT members G - - 130,000 - - - 130,000
Total
1,411,000
2,350,000
1,110,000
3,235,000
240,000
245,000
8,591,000
Regional Communications
Public Safety Software System Upgrade G 200,000 - - - - - 200,000
Replacement Consoles for Dispatch G 200,000 100,000 100,000 - - - 400,000
On-Line Emergency Medical Dispatching G 90,000 - - - - - 90,000
Total
490,000
100,000
100,000
-
-
-
690,000
5 Year Projection
Table of Contents
Capital Budget
Five-Year Capital Improvement Plan Summary
City of Prescott, Arizona 276 FY2020 Budget
Description Funding FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 Total
Airport - City Funded Only
New Terminal - Baggage Handling System G 500,000 500,000
New Terminal - Furniture, Fixtures, and Equipment G 150,000 150,000
Airport Replacement Equipment and Vehicle G 200,000 150,000 150,000 - 150,000 - 650,000
Airport Pavement Preservation Program - City G 140,000 140,000 120,000 120,000 120,000 120,000 760,000
Airport Master Lock System G 25,000 150,000 - - - - 175,000
Runway 12/30 Circuit Rejuvination G 6,500 - - - - - 6,500
Hangar/Shade Relocation in Preparation for Terminal G 1,000,000 - - - - 1,000,000
Total
1,021,500
1,440,000
270,000
120,000
270,000
120,000
3,241,500
Public Works
Street Circulation
Corsair Avenue Extension S,W,GR 1,346,000 - - - - - 1,346,000
Safe Routes to School Program - Coronado Sidewalk S 200,000 - - - - - 200,000
Intersection Signalization Project S 200,000 20,000 200,000 20,000 200,000 20,000 660,000
Total
1,746,000
20,000
200,000
20,000
200,000
20,000
2,206,000
Street Reconstruction
S. Summit Avenue/S. McCormick Street/Beach
Avenue/Goodwin Street Reconstruction S,W,WW 5,379,656 - - - - - 5,379,656
Penn Avenue and Eastwood Drive Reconstruction S,W,WW 2,996,000 2,164,000 - - - - 5,160,000
S. Washington Avenue/E. Goodwin Street
Reconstruction S,W,WW 2,725,000 - - - - - 2,725,000
Robinson Drive Reconstruction S,W,WW 2,697,000 - - - - - 2,697,000
Sundog Ranch Road Reconstruction and Water Line W 1,703,890 - - - - - 1,703,890
Hope Street Reconstruction S,W 550,000 - - - - - 550,000
Overland Trail Bridge Reconstruction - Government
Canyon S 200,000 - - - - - 200,000
Goodwin Street (East and West) Reconstruction S,W,WW 157,000 - - - - - 157,000
Carleton Street and S. Cortez Street Reconstruction S,W,WW 5,250 - - - - - 5,250
W. Haisley Road Reconstruction S - - 175,000 2,670,000 - - 2,845,000
Washington Street Reconstruction - Sheldon Street to
Gurley Street S,W,WW - - 50,000 1,600,000 - - 1,650,000
W. Merritt Avenue Reconstruction S,W,WW - - 50,000 250,000 2,275,000 - 2,575,000
McCormick Street Reconstruction - Gurley Street to
Grove Avenue S,W,WW - - - 200,000 2,000,000 - 2,200,000
E. Willis Street Reconstruction S,W,WW - - - - 450,000 - 450,000
Carleton Street and Alarcon Street Reconstruction and
Drainage Improvements S - - - - 250,000 2,250,000 2,500,000
Smoke Tree Lane (East) Reconstruction S - - - - 200,000 4,100,000 4,300,000
Total
16,413,796
2,164,000
275,000
4,720,000
5,175,000
6,350,000
35,097,796
Street Preservation, Rehabilitation and Maintenance
Pavement Preservation Program S 8,500,000 8,500,000 8,500,000 8,500,000 8,500,000 8,500,000 51,000,000
Miscellaneous Streets Projects S 469,308 350,000 350,000 350,000 350,000 350,000 2,219,308
Sidewalk Repair and Replacement Program S - 310,000 310,000 310,000 310,000 310,000 1,550,000
Gail Gardner Way Improvements S - - - - 130,000 1,500,000 1,630,000
Total
8,969,308
9,160,000
9,160,000
9,160,000
9,290,000
10,660,000
56,399,308
Drainage
Citywide Drainage Improvements Program S,CC 700,000 650,000 650,000 650,000 650,000 650,000 3,950,000
Willow Creek Berm Improvement S,GR 250,000 1,500,000 - - - - 1,750,000
Citywide Floodplain Mapping S 200,000 200,000 200,000 - - - 600,000
Stormwater Master Plan Update S - 750,000 - - - - 750,000
North Fork Miller Creek Channel Improvements S,GR - - 100,000 1,000,000 - - 1,100,000
Sheldon Street Drainage Improvements S - - - - 100,000 - 100,000
Total
1,150,000
3,100,000
950,000
1,650,000
750,000
650,000
8,250,000
Water Distribution
Zone 24/27 Water Pipeline Upsizing - Thumb Butte
Road to Upper Thumb Butte Tank W,WW 1,482,407 250,000 2,600,000 - - - 4,332,407
Main Line Replacements S,W,WW 1,390,000 2,125,000 1,500,000 1,500,000 1,500,000 1,500,000 9,515,000
Zone 51 Water Main Connect to Northwest Regional
Tank W - 1,477,000 - - - - 1,477,000
Downtown Water Main Replacement Program - 150,000 1,650,000 1,500,000 - - 3,300,000
Zone 61/Zone 41/Zone 40/Zone 0 Water Main Upgrades W - - - 2,243,300 1,156,700 - 3,400,000
Larry Caldwell Drive Water Main W - - - 1,301,000 - - 1,301,000
SR69 Corridor Water Main W - - - 470,000 200,000 1,330,000 2,000,000
Zone 42 Pipeline Upgrade S,W,WW - - - 175,000 - - 175,000
Heckthorn Road Water Main (DA) W - - - - - 678,000 678,000
Total
2,872,407
4,002,000
5,750,000
7,189,300
2,856,700
3,508,000
26,178,407
5 Year Projection
Table of Contents
Capital Budget
Five-Year Capital Improvement Plan Summary
City of Prescott, Arizona 277 FY2020 Budget
Description Funding FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 Total
Water Production
Water Production and Intermediate Pump Station,
Tanks and Pipeline W 12,783,138 9,408,000 - - - - 22,191,138
Zone 41 Mingus Pump Station, Tank and Pipeline W 3,224,000 1,550,000 - - - - 4,774,000
SCADA System Installation W,WW 2,583,000 - - - - - 2,583,000
Production Well No. 5 AP - New W 2,372,590 - - - - - 2,372,590
Zone 16 Virginia Pump Station, Haisley Tank and
Pipelines, and Haisley Road Reconstruction S,W 2,075,000 1,225,000 - - - - 3,300,000
Zone 56 Tank and Pipeline and Zone 7 Pump Station W 2,000,000 1,350,000 1,950,000 - - - 5,300,000
Production Well No. 4 CV - Rehabilitation W 372,902 - - - - - 372,902
Granite Creek and Willow Creek Dam Repairs W 170,000 100,000 - - - - 270,000
Production Well No. 3 CV - Rehabilitation W 75,000 2,500,000 - - - - 2,575,000
Production Well No. 2 CV - Rehabilitation W - 3,000,000 - - - - 3,000,000
Production Well No. 6 AP - New W - 450,000 2,050,000 - - - 2,500,000
Zone 40 Cedarwood Tank Upsizing W - 225,000 750,000 - - - 975,000
Zone 31 Pump Station W - 220,000 1,280,000 - - - 1,500,000
Production Well No. 1 CV - Rehabilitation W - - 2,500,000 - - - 2,500,000
Upper Rancho Vista Pump Station Upgrade W - - 755,000 - - - 755,000
Total
25,655,630
20,028,000
9,285,000
-
-
-
54,968,630
Water Quality
Watson and Willow Lakes Enhancement Program
(TMDL) S,W,WW 338,239 261,000 261,000 261,000 261,000 261,000 1,866,000
Total
338,239
261,000
261,000
261,000
261,000
261,000
1,866,000
Wastewater Collections
Centralization - Airport Trunk Main WW 9,615,000 - - - - - 9,615,000
Centralization - SR89 Lift Station WW 3,880,000 - - - - - 3,880,000
Centralization - Sundog Trunk Main, Phase B WW 2,866,000 - - - - - 2,866,000
Sundog Trunk Main, Phase C W,WW 2,169,571 4,700,000 - - - - 6,869,571
Willow Creek Gravity Sewer WW 217,700 1,959,300 - - - - 2,177,000
Willow Creek Trunk Main WW - 317,600 2,858,400 - - - 3,176,000
Hassayampa Sewer Trunk Main Upsizing WW - - 3,087,000 - - - 3,087,000
Montezuma Trunk Main Upsizing S,W,WW - - 1,695,000 - - - 1,695,000
City Lights Sewer Main Replacement W - - - 277,000 - - 277,000
Willow Creek Road, Rosser Street and Demerse Street
Area Sewer Main Upsize S,W,WW - - - - 250,000 2,568,400 2,818,400
5th Street, 6th Street and Hillside Sewer Main Upsize S,W,WW - - - - - 821,000 821,000
Total
18,748,271
6,976,900
7,640,400
277,000
250,000
3,389,400
37,281,971
Wastewater Treatment
Centralization - Airport WRF Expansion, Phase 2 WW - - - 1,875,000 8,437,500 8,437,500 18,750,000
Centralization - Sundog Equalization Basin and Plant
Decommissioning WW - - - 1,825,000 - 1,500,000 3,325,000
Centralization - Effluent Tank, Pipeline and Conversion WW - - - 350,000 3,150,000 - 3,500,000
Total
-
-
-
4,050,000
11,587,500
9,937,500
25,575,000
Facility, Vehicles, Other Capital
Vehicle Replacements - Public Works
S,W,WW
,SW 3,141,978 2,119,000 1,785,000 1,690,000 1,720,000 1,700,000 12,155,978
Miscellaneous Water and Wastewater Projects W,WW 710,000 500,000 505,000 525,000 550,000 550,000 3,340,000
Radio Infrastructure Repair Project G,W,WW 870,000 870,000
CentralSquare Project
G,SW,W
W,ENG 450,000 450,000
Transfer Station/Street Maintenance Yard Paving S,SW 450,000 - - - - - 450,000
Operations Building Expansion WW 332,000 - - - - - 332,000
Spreader Racks and Cinder Mix Station S 300,000 - - - - - 300,000
Aerial, Digital Elevation Model, Contours S,W,WW 80,000 - - - 80,000 - 160,000
Total
6,333,978
2,619,000
2,290,000
2,215,000
2,350,000
2,250,000
18,057,978
Water Resource Capital Projects W 182,050
5 Year Projection
Table of Contents
Capital Budget
Five-Year Capital Improvement Plan Summary
City of Prescott, Arizona 278 FY2020 Budget
Description Funding FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 Total
Funding Summary, all projects
General Fund (G) 8,334,717 7,192,500 4,641,750 3,666,750 2,260,000 1,015,000 27,110,717
Streets Fund (S) 24,564,050 13,087,750 11,075,000 14,613,750 15,031,667 18,907,430 97,279,647
Water Fund (W) 33,126,315 24,537,500 15,186,000 7,702,050 3,131,367 4,501,450 88,184,682
Wastewater Fund (WW) 23,599,299 7,420,650 7,765,400 5,211,500 12,762,166 11,842,020 68,601,035
Solid Waste Fund (SW) 1,355,000 1,150,000 1,160,000 1,165,000 1,170,000 1,175,000 7,175,000
Golf Course Fund (GC) 190,350 281,500 248,000 - - - 719,850
Impact Fees (IMP) 625,000 1,189,150 1,437,500 1,410,000 - - 4,661,650
Facilities Maintenance (FM) 250,000 - - - - - 250,000
Engineering Fund (ENG) 22,500 35,000 25,000 - 25,000 - 107,500
Bed Tax (BT) 36,000 35,500 - 50,000 40,000 - 161,500
Grants (GR) 11,046,220 19,143,750 2,685,750 14,703,250 19,365,000 17,550,000 84,493,970
Streets - County Contribution (CC) 700,000 600,000 600,000 600,000 600,000 600,000 3,700,000
Total
103,849,451
74,673,300
44,824,400
49,122,300
54,385,200
55,590,900
382,445,551
Funding Summary by Fund Type
General Fund 8,525,067 7,474,000 4,889,750 3,666,750 2,260,000 1,015,000 27,830,567
Special Revenue Fund 36,971,270 34,056,150 15,798,250 31,377,000 35,036,667 37,057,430 190,296,767
Enterprise Funds 58,080,614 33,108,150 24,111,400 14,078,550 17,063,533 17,518,470 163,960,717
Internal Service Funds 272,500 35,000 25,000 - 25,000 - 357,500
Total
103,849,451 74,673,300 44,824,400 49,122,300 54,385,200 55,590,900 382,445,551
5 Year Projection
Table of Contents
Appendix
City of Prescott, Arizona 279 FY2020 Budget
Budget Resolutions ........................................................................................................................ 281
Auditor General Schedules ............................................................................................................ 285
Authorized Position Listing ............................................................................................................. 297
Authorized Pay Ranges .................................................................................................................. 306
Glossary of Terms .......................................................................................................................... 307
Table of Contents
Appendix
City of Prescott, Arizona 280 FY2020 Budget
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Appendix
Budget Resolutions
City of Prescott, Arizona 281 FY2020 Budget
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Appendix
Budget Resolutions
City of Prescott, Arizona 282 FY2020 Budget
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Appendix
Budget Resolutions
City of Prescott, Arizona 283 FY2020 Budget
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Appendix
Budget Resolutions
City of Prescott, Arizona 284 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 285 FY2020 Budget
Table of Contents
Appendix
Auditor General Schedules
City of Prescott, Arizona 286 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 287 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 288 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 289 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 290 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 291 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 292 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 293 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 294 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 295 FY2020 Budget
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Appendix
Auditor General Schedules
City of Prescott, Arizona 296 FY2020 Budget
Table of Contents
Appendix
Authorized Position Listing
City of Prescott, Arizona 297 FY2020 Budget
Table of Contents
Appendix
Authorized Position Listing
City of Prescott, Arizona 298 FY2020 Budget
Table of Contents
Appendix
Authorized Position Listing
City of Prescott, Arizona 299 FY2020 Budget
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Appendix
Authorized Position Listing
City of Prescott, Arizona 300 FY2020 Budget
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Appendix
Authorized Position Listing
City of Prescott, Arizona 301 FY2020 Budget
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Appendix
Authorized Position Listing
City of Prescott, Arizona 302 FY2020 Budget
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Appendix
Authorized Position Listing
City of Prescott, Arizona 303 FY2020 Budget
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Appendix
Authorized Position Listing
City of Prescott, Arizona 304 FY2020 Budget
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Appendix
Authorized Position Listing
City of Prescott, Arizona 305 FY2020 Budget
Table of Contents
Appendix
Authorized Pay Grade Ranges
City of Prescott, Arizona 306 FY2020 Budget
Pay
Grade
Annual
Minimum
Annual
Midpoint
Annual
Maximum
Pay
Grade
Annual
Minimum
Annual
Midpoint
Annual
Maximum
20
14,913.60 17,888.00 20,862.40
68
48,776.00 58,510.40 68,265.60
21
15,288.00 18,324.80 21,382.40
69
49,982.40 59,987.20 69,971.20
22
15,662.40 18,803.20 21,923.20
70
51,230.40 61,484.80 71,739.20
23
16,057.60 19,260.80 22,464.00
71
52,520.00 63,024.00 73,528.00
24
16,452.80 19,739.20 23,025.60
72
53,830.40 64,604.80 75,358.40
25
16,868.80 20,238.40 23,608.00
73
55,182.40 66,206.40 77,251.20
26
17,284.80 20,758.40 24,211.20
74
56,555.20 67,870.40 79,185.60
27
17,721.60 21,257.60 24,814.40
75
57,969.60 69,555.20 81,161.60
28
18,158.40 21,798.40 25,417.60
76
59,425.60 71,302.40 83,179.20
29
18,616.00 22,339.20 26,062.40
77
60,902.40 73,091.20 85,259.20
30
19,073.60 22,900.80 26,707.20
78
62,420.80 74,921.60 87,401.60
31
19,552.00 23,462.40 27,372.80
79
63,980.80 76,793.60 89,585.60
32
20,051.20 24,065.60 28,059.20
80
65,582.40 78,707.20 91,811.20
33
20,550.40 24,668.80 28,766.40
81
67,225.60 80,662.40 94,120.00
34
21,070.40 25,272.00 29,494.40
82
68,910.40 82,680.00 96,470.40
35
21,590.40 25,916.80 30,222.40
83
70,636.80 84,760.00 98,883.20
36
22,131.20 26,561.60 30,971.20
84
72,384.00 86,881.60 101,358.40
37
22,672.00 27,227.20 31,761.60
85
74,193.60 89,044.80 103,875.20
38
23,254.40 27,892.80 32,552.00
86
76,065.60 91,270.40 106,475.20
39
23,836.80 28,600.00 33,363.20
87
77,958.40 93,558.40 109,137.60
40
24,419.20 29,307.20 34,195.20
88
79,913.60 95,888.00 111,883.20
41
25,043.20 30,035.20 35,048.00
89
81,910.40 98,280.00 114,670.40
42
25,667.20 30,804.80 35,921.60
90
83,948.80 100,755.20 117,540.80
43
26,312.00 31,574.40 36,816.00
91
86,049.60 103,272.00 120,473.60
44
26,956.80 32,364.80 37,752.00
92
88,212.80 105,851.20 123,489.60
45
27,643.20 33,155.20 38,688.00
93
90,417.60 108,492.80 126,568.00
46
28,329.60 33,987.20 39,665.60
94
92,664.00 111,196.80 129,729.60
47
29,036.80 34,840.00 40,643.20
95
94,993.60 113,984.00 132,974.40
48
29,764.80 35,713.60 41,662.40
96
97,364.80 116,833.60 136,302.40
49
30,513.60 36,608.00 42,702.40
97
99,798.40 119,745.60 139,713.60
50
31,262.40 37,523.20 43,784.00
98
102,294.40 122,740.80 143,208.00
51
32,052.80 38,459.20 44,865.60
99
104,852.80 125,819.20 146,785.60
52
32,843.20 39,416.00 45,988.80
100
107,473.60 128,960.00 150,467.20
53
33,675.20 40,414.40 47,132.80
101
110,156.80 132,184.00 154,211.20
54
34,507.20 41,412.80 48,318.40
102
112,902.40 135,491.20 158,080.00
55
35,380.80 42,452.80 49,524.80
103
115,731.20 138,881.60 162,032.00
56
36,254.40 43,513.60 50,772.80
104
118,622.40 142,355.20 166,067.20
57
37,169.60 44,595.20 52,041.60
105
121,596.80 145,912.00 170,227.20
58
38,105.60 45,718.40 53,331.20
106
124,633.60 149,552.00 174,491.20
59
39,041.60 46,862.40 54,662.40
107
127,753.60 153,296.00 178,838.40
60
40,019.20 48,027.20 56,035.20
108
130,936.00 157,123.20 183,310.40
61
41,017.60 49,233.60 57,428.80
109
134,222.40 161,054.40 187,907.20
62
42,057.60 50,460.80 58,864.00
110
137,571.20 165,089.60 192,608.00
63
43,097.60 51,729.60 60,340.80
64
44,179.20 53,019.20 61,859.20
64F
47,820.34 57,388.91 66,957.49
65
45,281.60 54,350.40 63,398.40
71F
56,848.57 68,218.29 79,588.00
66
46,425.60 55,702.40 64,979.20
78F
67,565.37 81,096.46 94,605.03
67
47,569.60 57,096.00 66,601.60
86F
79,200.17 95,031.54 110,862.91
Table of Contents
Appendix
Glossary of Terms
City of Prescott, Arizona 307 FY2020 Budget
Accrual Basis - A basis of accounting in which transactions are recognized at the time they are
incurred, as opposed to when cash is received or spent.
Actual - Actual, as used in the fund summaries and department and division summaries within the
budget document, represents the actual costs results of operations. This category is presented on a
GAAP basis, with the exception that depreciation and amortization are not budgeted and principal
payments on debt in the enterprise funds are budgeted as expenses.
Adopted Budget - Formal action made by City Council which sets the spending limits for the fiscal
year.
Appropriation - An authorization granted by the City Council to make expenditures and to incur obliga-
tions for purposes specified in the Appropriation Ordinance.
ARFF – Airport Rescue Fire Fighting
Assessed Valuation - A value placed upon real estate or other property by the County Assessor and
the State as a basis for levying ad valorem property taxes.
Asset - Resources owned or held by a government which has monetary value.
ASRS – Arizona State Retirement System – all civilian employees in the City of Prescott contribute to
this statewide retirement system.
Authorized Positions - Employee positions, which are authorized in the adopted budget, to be filled
during the year.
Balanced Budget - Arizona State law requires a “balanced” budget, which is “all-inclusive”. Arizona
State Revised Statute (42-17151) defines a “balanced” budget as follows:
“Fix, levy and assess the amount to be raised from primary property
taxation and secondary property taxation. This amount, plus all other
sources of revenue, as estimated, and unencumbered balances from
the preceding fiscal year, shall equal the total of amounts proposed to
be spent in the budget for the current fiscal year.”
Base Budget Allowances - Ongoing expense for personnel, commodities, and contractual services.
Beginning Balance - The beginning balance is the residual funds brought forward from the previous
fiscal year (ending balance).
Bond Refinancing - The payoff and re-issuance of bonds, to obtain better interest rates and/or bond
conditions.
Bonds - Bonds are debt instruments which require repayment of a specified principal amount on a
certain date (maturity data), together with interest at a stated rate, or according to a formula for
determining the interest rate.
Budget - A budget is a plan of financial operation embodying an estimate of proposed expenditures
and the means of financing them.
Budget Basis - This refers to the basis of accounting used to estimate financing sources and uses in
the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.
Budget Calendar - The schedule of key dates which a government follows in the preparation and
adoption of the budget.
Table of Contents
Appendix
Glossary of Terms
City of Prescott, Arizona 308 FY2020 Budget
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.
C.Y.M.P.O. - Central Yavapai Metropolitan Planning Organization
CAFR – Comprehensive Annual Financial Report – the audited financial statement for the City.
Capital Assets - Assets of significant value and having a useful life of several years. Capital assets
are also called fixed assets.
Capital Improvements - Expenditures related to the acquisition, expansion or rehabilitation of an
element of the government’s physical plant; sometimes referred to as infrastructure.
Capital Improvement Program (CIP) - A plan for capital outlay to be incurred each year over a fixed
number of years to meet capital needs arising from the government’s long-term needs.
Capital Project - Major construction, acquisition, or renovation activities which add value to a
government’s physical assets or significantly increase their useful life. Also called capital
improvements.
Capital Outlay - Items costing more than $5,000 and having a useful life of more than one year are
defined as capital outlay.
Carryover - Any equipment, contractual, commodity, or capital project that has been previously
approved by the Mayor and Council but for various reasons has not been implemented on schedule.
Under the State laws and generally accepted accounting principles only those costs relating to work
actually done on or before the last day of the fiscal year can be reflected on the financial statements of
that fiscal year. To avoid having to charge the project costs estimated to be incurred in a subsequent
fiscal year as an unbudgeted item for that year and, therefore, a violation of State budget law, such
project and the associated projected costs are included in the subsequent year’s budget.
Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased
or decreased.
Commodities - Expendable items used by operating or construction activities. Examples include office
supplies, repair and replacement parts for equipment, fuels and lubricants, etc.
Community Development Block Grant (CDBG) - Grant funds allocated by the Federal Government
to the City of Prescott to use for the prevention and removal of slum and blight, and to benefit low and
moderate income persons. The City of Prescott disburses these funds via an application process open
to all non-profit organizations and City of Prescott departments.
Compression - A problem that occurs when, due to market conditions, the bottom of the pay range
moves up more rapidly than salaries of the incumbents.
Consumer Price Index (CPI) - A statistical description of price levels provided by the U.S. Department
of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation).
Contingency - An appropriation of funds to cover unforeseen events that occur during the fiscal year,
such as flood emergencies, Federal mandates, shortfalls in revenue and similar eventualities.
Contractual Services - Contractual Services are services provided to the City by firms, individuals, or
other City departments.
Cost Center - An organizational budget/operating unit within each City division or department.
Table of Contents
Appendix
Glossary of Terms
City of Prescott, Arizona 309 FY2020 Budget
Cost-of-living Adjustment (COLA) - An increase in salaries to offset the adverse effect of inflation on
compensation.
D.A.R.E. - Drug Abuse Resistance Education
Debt Service - Payment of interest and principal on an obligation resulting from the issuance of bonds
and/or lease purchase contracts.
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 major administrative division of the City which indicates overall management
responsibility for an operation or group of related operations within a functional area.
Depreciation - An accrual accounting method of allocation a capital asset cost over multiple years.
Development-related Fees - Those fees and charges generated by building, development and growth
in a community. Included are building and street permits, development review fees, and zoning, platting
and subdivision fees.
Disbursement - The expenditure of monies from an account.
Distinguished Budget Presentation Awards Program - A voluntary awards program administered by
the Government Finance Officers Association to encourage governments to prepare effective budget
documents.
Division - A functional unit within a department consisting of one or more cost centers engaged in
activities supporting the unit’s mission and objectives.
Employee Benefits - Contributions made by a government to meet commitments or obligations for
employee fringe benefits. Included are the government’s share of costs for Social Security and the
various pension, medical, and life insurance plans.
Encumbrance - A reservation of funds to cover purchase orders, contracts or other funding
commitments which are yet to be fulfilled. The budget basis of accounting considers an encumbrance
to be the equivalent of an expenditure.
Enterprise Funds - Funds which are accounted for in a manner similar to a private business enterprise.
Usually the governmental entity intends for enterprise funds to fully recover their costs (including
depreciation) through user fees. The City of Prescott has six such self-supporting funds: Airport, Water,
Wastewater, Golf, Solid Waste, and Transfer Station.
Estimate - As used throughout the budget document, represents the most recent estimate for current
year revenue and expenditures. The estimates used are prepared using several months of actual
expenditure and revenue experience and are prepared to consider the impact of unanticipated price or
other economic changes.
Expenditures - Refers to current cash operating expenses and encumbrances.
Expense - Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest
or other charges.
Expenditure Limitation - The Arizona State Legislature imposed constitutional amendment which
limits the annual expenditures of all municipalities. This limit is set by the Economic Estimates
Commission based on population growth and inflation.
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Appendix
Glossary of Terms
City of Prescott, Arizona 310 FY2020 Budget
Fiscal Year - The time period designated by the City satisfying the beginning and ending period for
recording financial transactions. The City of Prescott has specified July 1 to June 30 as its fiscal year.
Fixed Assets - Assets of a long-term character which are intended to continue to be held or used, such
as land, buildings, machinery, furniture and other equipment.
Full-Time Equivalent Position - A part-time position converted to the decimal equivalent of a full-time
position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week
would be equivalent to .5 of a full-time position.
Fund - An independent governmental accounting entity with a self-balancing group of accounts
including assets, liabilities and fund balance.
Fund Balance - The excess of the assets of a fund over its liabilities, reserves, and carryover.
Governmental Fund: Includes the general fund, special revenue funds and debt service funds.
Governmental funds account for all services provided which do not have revenues generated directly
by providing services. Rather, revenues are more indirect in forms of taxes or fees.
GAAP - Generally Accepted Accounting Principles. Uniform minimum standards for financial
accounting and recording, encompassing the conventions, rules, and procedures that define accepted
accounting principles.
General Fund - A fund used to account for all general-purpose transactions of the City which do not
require a special type of fund.
General Obligation Bonds (G.O. Bonds) - Bonds that require voter approval and finance a variety of
public capital projects such as streets, buildings, parks and improvements. The bonds are backed by
the “full faith and credit” of the issuing government.
GFOA – The Government Finance Officers Association is a professional association of approximately
18,500 state, provincial, and local government finance officers in the United States and Canada. GFOA
is headquartered in downtown Chicago.
Goal - A statement of broad direction, purpose or intent based on the needs of the community. A goal
is general and timeless; that is, it is not concerned with a specific achievement in a given time period.
Grant - A grant is a contribution by one government unit or funding source to another. The contribution
is usually made to aid in the support of a specified function, i.e., library materials, drug enforcement, but
it is sometimes for general purposes.
Highway User Revenue Fund (HURF) - Highway user revenues are a gasoline tax collected by the
state and distributed to counties and cities based on the county of origin and population. These
revenues are to be used for highways and streets maintenance and construction.
Impact Fees - Fees charged to developers or individuals to cover, in whole or in part, the anticipated
costs of improvements that will be necessary as a result of the development.
Improvement Districts - Consists of property owners desiring improvements to their property. Bonds
are issued to finance these improvements, which are repaid by assessments on affected property.
Improvement District debt is paid for by a compulsory levy (special assessment) made against certain
properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit
primarily those properties.
Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which cannot
be directly assigned to one service.
Table of Contents
Appendix
Glossary of Terms
City of Prescott, Arizona 311 FY2020 Budget
Infrastructure - The physical assets of a government (e.g., streets, water, sewer, public buildings and
parks).
Interfund Transfers - Transfer of resources between funds that are not recorded as revenues to the
fund receiving or expenditures to the fund providing.
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.
Internal Charges - The charges to user departments for intercity services provided by another City
departments.
Levy - To impose taxes for the support of government activities.
Long-term Debt - Debt with a maturity of more than one year after the date of issuance.
Mandate - Legislation passed by the State or Federal government requiring action or provision of
services and/or programs. Examples include the Americans with Disabilities Act which requires actions
such as physical facility improvements and provision of specialized transportation services.
Municipal Property Corporation (MPC) - The Municipal Property Corporation is a non-profit
corporation established to issue bonds to fund City capital improvement projects.
Net Budget - The legally adopted budget less all interfund transfers and interdepartmental charges.
Objective - Desired output oriented accomplishments which can be measured and achieved within a
given time frame. Achievement of the objective advances the activity 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 - A budget for general expenditures such as salaries, utilities, and supplies.
Operating Expenses - The cost for personnel, materials and equipment required for a department to
function.
Operating Funds - Resources derived from recurring revenue sources used to finance ongoing
operating expenditures and pay-as-you-go capital projects.
Other Services and Charges: Expenditures for service performed by firms or individuals outside of the
City. These include contracted services, insurance, cleaning services, professional services,
advertising, postage and freight, telecommunications, travel/training, printing and binding, utilities, rental
equipment, and maintenance/repair.
Pay-As-You-Go Capital Projects - Pay-as-you-go capital projects are capital projects whose funding
source is derived from City revenue sources other than through the use of debt.
Performance Indicators - Specific quantitative and qualitative measures of work performed as an
objective of specific departments or programs.
Performance Measure - Data collected to determine how effective or efficient a program is in achieving
its objectives.
Table of Contents
Appendix
Glossary of Terms
City of Prescott, Arizona 312 FY2020 Budget
Personnel - All employer’s costs related to compensating employees of the City of Prescott, including
employee fringe benefit costs such as City portion of retirement, social security, and health and industrial
insurance.
Primary Property Tax - A limited tax levy used to support general government operations. The total
levy for primary property taxes is restricted to a 2% annual increase, plus allowances for previously
unassessed property (primarily new construction).
Program - A group of related activities performed by one or more organizational units for the purpose
of accomplishing a function for which the City is responsible.
Property Tax - A levy upon each $100 of assessed valuation of property within the City of Prescott.
Arizona has two types of property taxes. Primary property taxes support the City of Prescott’s general
fund, and secondary property taxes pay general obligation debt.
PSPRS – Public Safety Personnel Retirement System – sworn police and fire personnel in the City of
Prescott participate in this retirement system.
Reserve - An account used either to set aside budgeted revenues that are not required for expenditure
in the current budget year or to earmark revenues for a specific future purpose.
Resolution - A special or temporary order of a legislative body; an order of a legislative body requiring
less legal formality than an ordinance or statute.
Resources - Total amounts available for appropriation including estimated revenues, fund transfers
and beginning fund balances.
Revenue - Sources of income financing the operations of government.
SCADA - Supervisory Control and Data Acquisition
Secondary Property Tax - An unlimited tax levy restricted to general bonded debt obligations.
Service Level - Services or products which comprise actual or expected output of a given program.
Focus is on results, not measures of workload.
Supplies: Includes purchases of tangible personal property for operations. Operating supplies include
articles, materials, and commodities which are consumed or generally altered when used. These items
are necessary for the basic operation of the program or activity.
Source of Revenue - Revenues are classified according to their source or point of origin.
Special Assessment - A compulsory levy made against certain properties to defray all or part of the
cost of a specific capital improvement or service deemed to benefit primarily those properties.
Special Revenue Fund - to account for the proceeds of specific revenue sources that are legally
restricted to expenditure for specified purposes.
State-Shared Revenues - Revenues levied and collected by the State but shared on a predetermined
basis with local governments.
Tax Levy - The total amount to be raised by general property taxes for purposes specified in the Tax
Levy Ordinance.
Tax Rate - The amount of tax levied for each $100 of assessed valuation.
Table of Contents
Appendix
Glossary of Terms
City of Prescott, Arizona 313 FY2020 Budget
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 specific charges made against
particular persons or property for current or permanent benefit, such as special assessments.
Transfers - Transfers are the authorized exchanges of cash or other resources between funds.
Transfers In/Out - Amounts transferred from one fund to another to assist in financing the services for
the recipient fund.
U/W/I - Urban Wildland Interface
Unrestricted Fund Balance - The portion of a fund’s balance that is not restricted for a specific purpose
and is available for general appropriation.
User Charges - The payment of a fee for direct receipt of a public service by the party benefiting from
the service.
Workload Indicator - A unit of work to be done (e.g., number of permit applications received, the
number of household receiving refuse collection service, or the number of burglaries to be investigated).
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FY20 Budget Book (City of Prescott)

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Completed 24 January 2021

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