2013 Approved General Government Operating Budget. Municipality of Anchorage. Finance 9-1

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1 Municipality of Anchorage Finance 9-1

2 Finance Chief Fiscal Officer Finance Controller Property Appraisal Public Finance and Investments Treasury Controller Administration Treasury Administration Central Accounting Revenue Management Payroll Tax Billing Accounts Payable Remittance Processing 9-2

3 Finance Description The Finance Department s mission is to support public services through prudent and proactive financial services. Generate and collect revenues to fund municipal operations Maintain the highest possible bond rating Deliver monthly, quarterly, and annual financial results of operations Process, record, and analyze financial data Improve access to Municipal records and information Mitigate risk of financial loss Safeguard Municipal financial and fixed assets Department Services/Divisions Controller Division is responsible for all municipal accounting functions. This includes fund accounting, grant accounting, capital project accounting, reconciliation, payroll, accounts payable, fixed asset and the compilation of the Comprehensive Annual Financial Report (CAFR). Property Appraisal Division provides a fair and equitable basis for the valuation of all taxable property within the Municipality of Anchorage. The Division administers all property tax exemption determinations as well as providing administrative support for the Board of Equalization. The Public Finance & Investment Division is responsible for issuing and managing municipal bonds, investments and cash. The Treasury Division is responsible for billing, collecting and auditing major municipal revenue sources. Tax revenues provide primary funding for city services such as: public safety, education, roads and transportation, health & human services and cultural & recreational services. Additional Treasury Division responsibilities include cash receipt processing and remittance processing services. Department Goals that Contribute to Achieving the Mayor s Vision: Vision: A Flourishing, Broad-Based and Sustainable Economy Finance Department - Property Appraisal Division Timely annual assessment of all taxable property Ensure accurate data collection for property records Finance Department - Public Finance and Investments Division Maintain at least the current AA rating for the MOA s general obligation as currently assigned by the rating agencies Standard & Poor s and Fitch Provide an aggregate investment return, net of fees, that outperforms the benchmark for the MOA s aggregate portfolio 9-3

4 Vision: Exemplary Municipal Operations Finance Department - Controller Division Report fairly, without material misstatement, the financial results of the Municipality of Anchorage on an annual basis Maintain a system of internal controls such that transactions are accurately recorded on a timely basis to reduce the risk of fraud and error 9-4

5 Finance Department Summary 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Division Controller 2,987,967 3,141,203 3,726, % Property Appraisal 4,402,550 4,575,133 4,312,354 <5.74%> Public Finance & Investment 1,415,495 1,565,003 1,566, % Treasury 2,744,794 2,886,991 4,407, % Direct Cost Total 11,550,806 12,168,330 14,013, % Intragovernmental Charges Charges by Other Departments 2,270,916 2,359,100 3,755, % Charges to Other Departments (4,841,466) (5,092,473) (7,031,821) 38.08% Function Cost Total 8,980,256 9,434,957 10,737, % Program Generated Revenue (2,138,317) (2,599,952) (2,626,028) 1.00% Net Cost Total 6,841,939 6,835,005 8,111, % Direct Cost by Category Personnel 10,051,296 10,367,041 10,816, % Supplies 90,116 63,890 63,890 - Travel 4, Contractual/OtherServices 1,332,553 1,449,047 2,844, % Debt Service/Depreciation 38, , ,252 - Equipment, Furnishings 33,670 22,100 22,100 - Direct Cost Total 11,550,806 12,168,330 14,013, % Position Summary as Budgeted Full-Time Part-Time Position Total

6 Finance Reconciliation from 2012 Revised Budget to 2013 Approved Budget Positions Direct Costs FT PT T 2012 Revised Budget 12,168, One-Time Requirements - None Transfers (to)/from Other Agencies - None Debt Service Changes - None Changes in Existing Programs/Funding for Salary and benefits adjustments 428, Payroll positions 342, SAP un-capitalized labor 164,647 6 (6) Continuation Level 13,103, One-Time Requirements - Controller - Reduce professional services for road survey that will not be due until 2014 (no impact on services). (50,000) Transfers (to)/from Other Agencies - None Proposed Budget Changes - Public Finance - Reduce non-labor professional services not routinely used. (15,949) Property Appraisal - Reduce Appraisal Analyst, Appraiser, Accounting Clerk III and Junior Administrative Officer. Minimal impact to service. - Property Appraisal - Unfund Senior Office Assistant. Auditing activities time may decrease by about 30% and wait time for applicants will increase by 2-3 weeks. (399,632) (4) - - (75,294) (1) Property Appraisal - Unfund Appraisers. Anticipate reduction of ability to perform (304,539) (3) - - annual property inspections required by the State Assessor as the Appraisers are the primary data collection staff performing this function. - Property Appraisal - Vacancy Factor - Reduce in conjunction with unfunded 90, positions. - Treasury - Contractual Services and other non-labor reductions. (25,000) Treasury - Change Delinquent Personal Property Tax Collector from FT to 20 hour (41,559) (1) 1 - PT. May result in revenue loss of $50K to $100K per year due to citizens being referred more quickly to external collection agency. - Treasury - Unfund Accounting Clerk II position and upgrade two Remittance (59,383) (1) - - Processing operators based on redefining cash receipts, accounts receivable, and remittance work responsibilities due to SAP conversion. - Alignment of budget to 2013 fleet rate schedule (13,235)

7 Finance Reconciliation from 2012 Revised Budget to 2013 Approved Budget Positions Direct Costs FT PT T 2013 S Revisions and Amendments - Retain funding for three filled Appraisers. 304, Contribution to ASD to accommodate changes in Basic Need. 1,500, Approved Budget 14,013,

8 Finance Division Summary Controller (Dept ID # 1321, 1322, 1323, 1324) 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Category Salaries and Benefits 2,854,047 2,988,423 3,623, % Supplies 16,040 15,730 15,730 - Travel 1, Contractual/Other Services 102, ,050 73,050 <40.63%> Equipment, Furnishings 14,442 14,000 14,000 - Manageable Direct Cost Total 2,987,967 3,141,203 3,726, % Debt Service, Depreciation Direct Cost Total 2,987,967 3,141,203 3,726, % Revenue by Fund Fund Areawide General 13,979 13,600 13,600 - Revenue Total 13,979 13,600 13,600 - Positions as Budgeted 2011 Revised 2012 Revised 2013 Approved Full Time Part Time Full Time Part Time Full Time Part Time Accounting Clerk II Accounting Clerk IV Administrative Officer Controller Finance Management Asst Finance Supervisor Junior Accountant Junior Admin Officer Principal Accountant Principal Admin Officer Senior Accountant Senior Staff Accountant Technology Analyst Positions as Budgeted Total

9 Finance Division Detail Controller (Dept ID # 1321, 1322, 1323, 1324) 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Category Salaries and Benefits Straight Time Labor 1,561,693 1,847,352 2,236, % Overtime 117,723 85,000 85, Leave/Holiday Accruals 155,551 40,396 48, % Benefits 1,019,001 1,083,941 1,322, % Allow Differentials/Premiums Vacancy Factor - (68,266) (68,266) - Salaries and Benefits Total 2,854,047 2,988,423 3,623, % Supplies 16,040 15,730 15,730 - Travel 1, Contractual/Other Services 102, ,050 73,050 <40.63%> Equipment, Furnishings 14,442 14,000 14,000 - Manageable Direct Cost Total 2,987,967 3,141,203 3,726, % Debt Service, Depreciation Direct Cost Total 2,987,967 3,141,203 3,726, % Intra-Governmental Charges Charges By Other Departments 463, ,731 1,035, % Charges to Other Departments (3,438,801) (3,594,329) (4,748,782) 32.12% Program Generated Revenue Computer Time Fees 1,031 1,000 1, Reimbursed Cost 11,673 12,600 12, Prior Yr Expense Recovery 1, Program Generated Revenue Total 13,979 13,600 13,600 - Net Cost Manageable Direct Cost 2,987,967 3,141,203 3,726, % Debt Service, Depreciation Charges By Other Departments 463, ,731 1,035, % Charges to Other Departments (3,438,801) (3,594,329) (4,748,782) 32.12% Program Generated Revenue (13,979) (13,600) (13,600) - Net Cost Total (1,771) 5 (1) <127.12%> 9-9

10 Finance Division Summary Property Appraisal (Dept ID # 1351) 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Category Salaries and Benefits 4,181,431 4,125,789 3,876,245 <6.05%> Supplies 48,911 27,160 27,160 - Travel 3, Contractual/Other Services 166, , ,241 <6.81%> Equipment, Furnishings 2, Manageable Direct Cost Total 4,402,550 4,347,425 4,084,646 <6.04%> Debt Service, Depreciation - 227, ,708 - Direct Cost Total 4,402,550 4,575,133 4,312,354 <5.74%> Revenue by Fund Fund Areawide General 1,952 7,780 7,780 - Revenue Total 1,952 7,780 7,780 - Positions as Budgeted 2011 Revised 2012 Revised 2013 Approved Full Time Part Time Full Time Part Time Full Time Part Time Accounting Clerk III Appraisal Analyst Appraisal Supervisor Appraisal Technician Appraiser Municipal Assessor Property Appraisal Admin Senior Admin Officer Senior Appraiser Senior Office Assistant Positions as Budgeted Total

11 Finance Division Detail Property Appraisal (Dept ID # 1351) 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Category Salaries and Benefits Straight Time Labor 2,336,820 2,692,796 2,495,034 <7.34%> Overtime Leave/Holiday Accruals 304,418 62,419 57,601 <7.72%> Benefits 1,540,148 1,636,504 1,499,540 <8.37%> Vacancy Factor - (265,929) (175,929) <33.84%> Salaries and Benefits Total 4,181,431 4,125,789 3,876,245 <6.05%> Supplies 48,911 27,160 27,160 - Travel 3, Contractual/Other Services 166, , ,241 <6.81%> Equipment, Furnishings 2, Manageable Direct Cost Total 4,402,550 4,347,425 4,084,646 <6.04%> Debt Service, Depreciation - 227, ,708 - Direct Cost Total 4,402,550 4,575,133 4,312,354 <5.74%> Intra-Governmental Charges Charges By Other Departments 1,209,329 1,270,048 1,191,945 <6.15%> Program Generated Revenue Appraisal Appeal Fee (4,240) 5,000 5, Micro-Fiche Fees 4,065 2,000 2, Copier Fees 1, Computer Time Fees Reimbursed Cost Prior Yr Expense Recovery Program Generated Revenue Total 1,952 7,780 7,780 - Net Cost Manageable Direct Cost 4,402,550 4,347,425 4,084,646 <6.04%> Debt Service, Depreciation - 227, ,708 - Charges By Other Departments 1,209,329 1,270,048 1,191,945 <6.15%> Program Generated Revenue (1,952) (7,780) (7,780) - Net Cost Total 5,609,927 5,837,401 5,496,520 <5.84%> 9-11

12 Finance Division Summary Public Finance & Investment (Dept ID # 1313) 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Category Salaries and Benefits 552, , , % Supplies 1,977 2,100 2,100 - Travel Contractual/Other Services 861, , ,482 <1.66%> Equipment, Furnishings - 2,000 2,000 - Manageable Direct Cost Total 1,415,495 1,565,003 1,566, % Debt Service, Depreciation Direct Cost Total 1,415,495 1,565,003 1,566, % Revenue by Fund Fund Public Finance and Investment 1,534,781 1,779,618 1,778,194 <0.08%> Revenue Total 1,534,781 1,779,618 1,778,194 <0.08%> Positions as Budgeted 2011 Revised 2012 Revised 2013 Approved Full Time Part Time Full Time Part Time Full Time Part Time Accounting Officer Finance Manager Principal Accountant Principal Admin Officer Public Finance Manager Positions as Budgeted Total

13 Finance Division Detail Public Finance & Investment (Dept ID # 1313) 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Category Salaries and Benefits Straight Time Labor 332, , , % Leave/Holiday Accruals 33,725 6,822 6, % Benefits 185, , , % Salaries and Benefits Total 552, , , % Supplies 1,977 2,100 2,100 - Travel Contractual/Other Services 861, , ,482 <1.66%> Equipment, Furnishings - 2,000 2,000 - Manageable Direct Cost Total 1,415,495 1,565,003 1,566, % Debt Service, Depreciation Direct Cost Total 1,415,495 1,565,003 1,566, % Intra-Governmental Charges Charges by Other Departments 54,796 92,254 94, % Program Generated Revenue Service Fees-School Dist 252, , , Reimbursed Cost 108, , , Prior Yr Expense Recovery 6, Cash Pools Short-Term Int 18,737 14,390 10,966 <23.79%> Other Short Term Interest 41,647 34,000 36, % Unrealized Gains & Losses 1, Miscellaneous Revenues 1,105,719 1,080,000 1,080,000 - Program Generated Revenue Total 1,534,781 1,779,618 1,778,194 <0.08%> Net Cost Manageable Direct Cost 1,415,495 1,565,003 1,566, % Debt Service, Depreciation Charges by Other Departments 54,796 92,254 94, % Program Generated Revenue (1,534,781) (1,779,618) (1,778,194) <0.08%> Net Cost Total (64,491) (122,361) (117,699) <3.81%> 9-13

14 Finance Division Summary Treasury (Dept ID # 1341, 1342, 1346, 1347) 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Category Salaries and Benefits 2,463,593 2,650,357 2,696, % Supplies 23,189 18,900 18,900 - Travel Contractual/Other Services 202, ,090 1,648, % Equipment, Furnishings 16,508 6,100 6,100 - Manageable Direct Cost Total 2,706,251 2,848,447 4,369, % Debt Service, Depreciation 38,543 38,544 38,544 - Direct Cost Total 2,744,794 2,886,991 4,407, % Revenue by Fund Fund Areawide General 587, , , % Revenue Total 587, , , % Positions as Budgeted 2011 Revised 2012 Revised 2013 Approved Full Time Part Time Full Time Part Time Full Time Part Time Accounting Clerk II Accounting Clerk III Administrative Officer Collector Junior Admin Officer Municipal Treasurer Principal Admin Officer Remittance Processing Operator Senior Admin Officer Senior Staff Accountant Tax Enforcement Assistant Tax Enforcement Officer Positions as Budgeted Total

15 Finance Division Detail Treasury (Dept ID # 1341, 1342, 1346, 1347) 2011 Actuals 2012 Revised 2013 Approved 13 v 12 % Chg Direct Cost by Category Salaries and Benefits Straight Time Labor 1,346,077 1,596,128 1,615, % Overtime 6, Leave/Holiday Accruals 153,413 32,961 33, % Benefits 957,263 1,059,868 1,085, % Allow Differentials/Premiums Vacancy Factor - (38,600) (38,600) - Salaries and Benefits Total 2,463,593 2,650,357 2,696, % Supplies 23,189 18,900 18,900 - Travel Contractual/Other Services 202, ,090 1,648, % Equipment, Furnishings 16,508 6,100 6,100 - Manageable Direct Cost Total 2,706,251 2,848,447 4,369, % Debt Service, Depreciation 38,543 38,544 38,544 - Direct Cost Total 2,744,794 2,886,991 4,407, % Intra-Governmental Charges Charges by Other Departments 543, ,067 1,434, % Charges to Other Departments (1,402,665) (1,498,144) (2,283,039) 52.39% Program Generated Revenue Tax Cost Recoveries 1, Collection Service Fees 14, Miscellaneous Permits 900 2,500 2, Reimbursed Cost 535, , , % Other Collection Revenues 9, Late Fees 15,059 10,000 10, Contributions Other Funds 4, Prior Yr Expense Recovery 2, Cash Over & Short Miscellaneous Revenues 3, Program Generated Revenue Total 587, , , % Net Cost Manageable Direct Cost 2,706,251 2,848,447 4,369, % Debt Service, Depreciation 38,543 38,544 38,544 - Charges by Other Departments 543, ,067 1,434, % Charges to Other Departments (1,402,665) (1,498,144) (2,283,039) 52.39% Program Generated Revenue (587,606) (798,954) (826,454) 3.44% Net Cost Total 1,298,273 1,119,960 2,732, % 9-15

16 Anchorage: Performance. Value. Results 9-16

17 Property Appraisal Division Finance Department Anchorage: Performance. Value. Results. Mission Provide a fair and equitable basis for taxation in the Municipality of Anchorage in conformance with State law and professional standards. Core Services Valuation - Annually assess all real and personal property in the Municipality of Anchorage. Appeal Response -Timely response to all appeals of property assessments. Data Collection - Ensure that all real and personal property descriptions, ownership records and taxability status are accurate. Public Education - Provide taxpayer and community education on issues related to assessment practices. Accomplishment Goals Timely Annual Assessment of all taxable property. Completion of annual assessment appeals. Improve Property Appraisal assessment functions to ensure accurate data collection for property records. Advance public education about assessment issues. Performance Measures Progress in achieving goals shall be measured by: Measure #1: Valuation - Meeting or exceeding State Assessor benchmark standards for valuation and inspection of property. Sales Ratio (Assessed Value/ Sales Price Benchmark Standard over 90%) 2007 Actual 2008 Actual 2009 Actual 2010 Actual 2011 Actual 2012 Actual 95.4% 94.1% 94.1% 94% 95.2% 95% 9-17

18 Sales Ratio for Property Appraisal 96.00% 95.50% 95.00% Percent 94.50% 94.00% 93.50% 93.00% (Projected) Year Measure #2: Number of properties inspected per year Total number of parcels in MOA Required number of parcels to inspect Total Inspected Percentage of total required inspections completed ,474 15,755 8,550 54% of target ,650 15,883 9,866 62% of target ,878 15,968 16, % of target ,903 15,983 18, % of target ,073 16,012 18, % of target ,271 16,045 17, % of target Measure #3: Appeal Response Substantive completion of annual property assessment appeals process by June 1 st of the tax year. Number of Appeals Completed by June 1 st Year Appeals Percentage Appeals Completed by June 1st Filed Complete % ,058 1, % % % % 9-18

19 Public Finance and Investments Division Finance Department Anchorage: Performance. Value. Results. Purpose Prudently and efficiently manage the debt and investment portfolios of the MOA while providing liquidity to meet daily cash requirements. Direct Services Provide the most cost effective source of financing for all departments of the MOA. Manage investment portfolios of the MOA with the objectives of: o Safety of Principal, o Liquidity to meet all operating requirements and o Achieve the highest return on investment while complying with investment guidelines. Provide investment performance reporting for all investment portfolios. Provide investment accounting and investment earnings allocation services to all MOA departments. Accomplishment Goals Maintain at least the current AA rating for the MOA s general obligation as currently assigned by the rating agencies Standard & Poor s and Fitch. Refund any outstanding debt that provides a minimum net present value savings to the MOA. Invest only in securities that comply with AMC at the time of investment. Provide an aggregate investment return, net of fees, that outperforms the benchmark for the MOA s aggregate portfolio. Performance Measures The rating of the MOA s general obligation by Standard & Poor s and Fitch. Dollar amount of net present value savings achieved by refunding outstanding debt. Monthly compliance report for investments that measures if the investments in the portfolio are in compliance with AMC and P&P Monthly portfolio performance reports that measure the actual return, net of fees, of the aggregate portfolio compared to the benchmark return for the aggregate portfolio. 9-19

20 Measure #4: The rating of the MOA s general obligation by Standard & Poor s and Fitch. Year S&P Fitch 2008 AA Stable AA Stable 2009 AA Stable AA Stable 2010 AA Stable AA+ Stable 2011 AA Stable AA+ Stable 2012 AA+ Stable AA+ Stable Measure #5: Dollar amount of net present value savings achieved by refunding outstanding debt. Year Description of Refunding Par Amount Nominal Savings NPV Savings 2008 No Refunding 2009 AWWU-Water 49,680,000 14, ,848, GO-GP (refunding) C-1 11,715,000 1,036,948 1,133,804 GO-GP (restructuring) C-2 11,735,000-2,225, ,537 23,450,000-1,188, , GO-School C 28,310,000 1,947,120 1,833, GO-GP (refunding) B 30,215,000 1,934,725 2,526,664 GO-Schools (refunding) D 24,080,000 1,504,758 1,502,047 54,295,000 3,439,483 4,028,

21 Measure #6: Monthly compliance report for investments that measures if the investments in the portfolio are in compliance with AMC and P&P Month In full compliance? Notes 1/2010 Yes 2/2010 No 1 Commercial Paper was 2.17% above limit at the month end and returned to compliance as of 3/1/ /2010 Yes 4/2010 Yes 5/2010 Yes 6/2010 No 1 Corporate bonds were 1.27% above limit. 7/2010 No 1 Corporate bonds were 0.77% above limit. 8/2010 Yes 9/2010 Yes 10/2010 Yes 11/2010 Yes 12/2010 Yes 1/2011 Yes 2/2011 Yes 3/2011 No 1 CP was 1.91% above limit and government securities was 4.24% below limit. Both categories returned to compliance in early April. 4/2011 Yes 5/2011 Yes 6/2011 Yes 7/2011 Yes 8/2011 Yes 9/2011 Yes 10/2011 Yes 11/2011 Yes 12/2011 Yes 1/2012 Yes 2/2012 Yes 3/2012 Yes 4/2012 Yes 5/2012 Yes 6/2012 No 1 Government securities were 0.57% below target on 6/29. The portfolio regained compliance one day later. 7/2012 Yes 8/2012 No 1 US Bank s error caused the portfolio to be out of compliance. The compliance was restored after the error was corrected. 9/2012 Yes 10/2012 Yes 11/2012 Yes 12/2012 Yes 9-21

22 Measure #7: Monthly portfolio performance reports that measure the actual return, net of fees, of the aggregate portfolio compared to the benchmark return for the aggregate portfolio. 1 Month Return (%) Month Portfolio Benchmark Excess Return over Benchmark 1/ / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /

23 3 Month Return (%) Month Portfolio Benchmark Excess Return over Benchmark 1/ / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /

24 Since Inception 2 Return (%) Excess Return over Month Portfolio Benchmark Benchmark 1/ / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / Notes: 1. The portfolio was in compliance with P&P when the investments were originally purchased. With bond withdrawals and market value changes, the portfolio could shift out of compliance temporarily from time to time. The MOA reports portfolio compliance status at month end. 2. Inception date is June 1,

25 Treasury Division Finance Department Anchorage: Performance. Value. Results. Purpose Maximize realization of the Municipality s primary revenue sources. Direct Services Bill and collect all types of taxes (property taxes and program taxes) Audit and analyze major City revenues and regularly report on realization status Audit, input and process all City cash receipts Efficiently and timely process utility and municipal tax payments Pursue all types of delinquent collections on behalf of City departments, most particularly the Anchorage Police Department Manage all major municipal receivables and administer various collection related contracts with external service providers Equitably enforce various Municipal Tax Code chapters and update periodically as needed Promote high level of internal controls, print and distribute all municipal checks and safeguard daily deposits and other similar nature assets through implementation and periodic updating of various Policies & Procedures and municipal wide training Act as fiduciary in managing MOA Trust Fund Accomplishment Goals Enforce and increase collections of all valid taxes and delinquent fines and fees owed to the Municipality. Provide enhanced service to the general public and business community and increase growth in e-commerce (i.e., information sharing and monetary transactions) through increased public use of the Municipal website and other means. Promote and improve timely posting and analysis of municipal revenues. Performance Measures Progress in achieving goals shall be measured by: 9-25

26 Measure #8: Revenue generated directly by Treasury operations as a multiple of stated function cost Treasury - Direct Revenues Generated vs. Cost millions of dollars Treasury Function/Group 2012 Revenue Generated 2012 Function Cost Calc. multiple (revenue-to-cost) Prop. tax revenues * $ $ X Program tax revenues $57.27 $ X Delinq. crim./civil fines & fees $4.30 $0.55 8X MOA Trust Fund contribution $4.80 $ X Total $ $ X * Includes PILT, penalty & interest, foreclosure costs and aircraft registration fees and a one-third allocation of remittance processing function cost. NOTE: In addition to the date in the above table, Treasury's budget further invests $0.62M to provide indirect support of over $648M of general government generated revenues by performing high volume cash receipt audit/input, remittance processing for municipal utilities, management of departmental (and municipal utility) misc. accounts receivable and city-wide revenue analysis and reporting performed on a continual basis. Measure #9: Tax website and e-commerce made available to public, local businesses and third party servicers (e.g., property taxpayers, mortgage/title companies, lodging industry, etc) Treasury Tax Performance Statistics Measurement Comments Tax web site and e-commerce # of in-coming calls 6,335 6,219 6,046 Year-to-date, as of 12/31/12 Average wait time Reported in seconds # of web site hits 1,281,671 1,316,840 1,575,593 Includes Property Taxes and CAMA # of Credit card payment 2,242 2,301 2,534 # of e-check payments 1,423 1,477 1,594 Total # of e-payments 3,665 3,778 4,128 The full value of these statistics require presenting a complete annual cycle. Annual data will be compiled and reported by the end of the 1st quarter following each calendar year. 9-26

27 Measure #10: Cash receipt processing time, from initial transaction date to posting date 9-27

28 Measure #11: Timeliness of billings through PeopleSoft accounts receivable billing system Invoice Volumes vs. Avg. Days Until Invoiced July - September Community Development 77 Fire Police Port Private Development 110 Public Transportation 35 Volume of Invoices Avg # of Days Until Invoice Public Works Communication Invoice Volumes vs. Avg. Days Until Invoiced October - December Note: Per Policy & Procedure24-21 the standard turn around time is 15 days from date of service. 147 Community Development Fire 437 Police Port 6 81 Private Development Public Transportation Public Works Communication Volume of Invoices Avg # of Days Until Invoice

29 Measure #12: Collections on delinquent criminal/civil fines and fees (DCF), reflecting both internal and external efforts (5a.) 9-29

30 (5b.) 9-30

31 (5c.) MOA Debt Type External Collection Agency Statistics Avg. Annual Number of Cases Submitted for Collection Avg. Annual Dollars Submitted for Collection Cumulative Liquidation Rate Since Inception Traffic Citations 17,000 $ 1,800,000 39% Criminal Cases 8,700 $ 3,500,000 26% Code Enforcement Cases 1,300 $ 550,000 8% NOTE: Municipal Services Bureau (MSB) is currently the sole external collection agency for MOA DCF collections. This table displays the average amount of MOA debt submitted to MSB for collection on an annual basis, as well as MSB s liquidation rates since contract inception. o o o Traffic Citations include a fine, surcharge and collection costs. Criminal Cases include a fine, surcharge, defense fees and cost of imprisonment. Code Enforcement Cases include a fine and late fee for violations of Anchorage Municipal Code. Examples include Minor Tobacco Fines, Curfew Violations and Zoning Violations. 9-31

32 Measure #13: Internal vs. External caseload of delinquent personal property taxes 9-32

33 Measure #14: Number of timely v. late room tax filings 9-33

34 Measure #15: Audit coverage related to room tax (i.e., auditor examined rooms versus total annual number of rooms offered for rent by local operators) 9-34

35 Measure #16: Percent of incomplete or incorrect tobacco tax filings discovered through desk audits 9-35

36 PVR Measure WC: Managing Workers' Compensation Claims Reducing job-related injuries is a priority for the Administration by ensuring safe work conditions and safe practices. By instilling safe work practices we ensure not only the safety of our employees but reduce the potential for injuries and property damage to the public. The Municipality is self-insured and every injury poses a financial burden on the public and the injured worker's family. It just makes good sense to WORK SAFE. Results are tracked by monitoring monthly reports issued by the Risk Management Division Workers' Compensation Claims Finance Department /31/2011 3/31/2012 6/30/2012 9/30/ /31/