TABLE OF CONTENTS VOLUME II OPERATING BUDGET DETAIL Elected and Official Mayor and Council ........................................................................................................ City Manager ................................................................................................................. City Clerk ...................................................................................................................... City Attorney................................................................................................................. 1 7 19 29 Neighborhood Services City Court ...................................................................................................................... Community Services...................................................................................................... Fire................................................................................................................................. Library ........................................................................................................................... Parks and Recreation ..................................................................................................... Tucson City Golf ........................................................................................................... Police ............................................................................................................................. Citizen and Neighborhood Services .............................................................................. Independent Police Auditor........................................................................................... Public Defender............................................................................................................. 45 55 75 89 105 127 137 153 159 163 Environment and Development Development Services ................................................................................................... Planning......................................................................................................................... Solid Waste Management.............................................................................................. Transportation ............................................................................................................... Tucson Water ................................................................................................................ Environmental Management ......................................................................................... Historic Preservation Office.......................................................................................... Zoning Examiner ........................................................................................................... 169 181 195 207 231 257 263 269 Strategic Initiatives Tucson Convention Center............................................................................................ Office of Economic Development................................................................................. Intergovernmental Relations ......................................................................................... Tucson-México Project ................................................................................................. 273 283 289 295 TABLE OF CONTENTS Support Services Budget and Research ..................................................................................................... Finance .......................................................................................................................... Human Resources.......................................................................................................... Information Technology................................................................................................ Operations ..................................................................................................................... Procurement................................................................................................................... Community Relations.................................................................................................... Equal Opportunity Office.............................................................................................. Grants Office ................................................................................................................. 301 311 325 335 349 367 381 387 393 Non-Departmental................................................................................................................. Outside Agencies........................................................................................................... General Expense............................................................................................................ Debt Service .................................................................................................................. Contingency Fund ......................................................................................................... 399 401 405 409 418 MAYOR AND COUNCIL OPERATING: POSITION TOTAL: $ 2,480,820 53.00 MAYOR COUNCIL FINANCING PLAN PROGRAM ALLOCATION Council-Ward 1 12% Mayor 19% Council-Ward 2 13% Other* 5% General Fund 100% Council-Ward 3 13% Council-Ward 6 12% Council-Ward 5 13% Council-Ward 4 13% *Includes General Administration (5%), and Elected Officials Pension (<1%). TEN YEAR STAFFING TRENDS Adopted Positions 60.00 43.50 43.50 44.50 1999 2000 50.00 1998 53.00 34.00 36.00 36.00 36.00 1996 35.25 1995 40.00 1994 40.00 30.00 1 2001 1997 1993 1992 20.00 CITY OF TUCSON WARD MAP MAYOR ROBERT E. WALKUP WARD 3 JERRY ANDERSON WARD 6 FRED RONSTADT WARD 2 CAROL W. WEST WARD 1 JOSÉ J. IBARRA WARD 5 WARD 4 SHIRLEY C. SCOTT STEVE LEAL 2 MAYOR AND COUNCIL MISSION STATEMENT: To establish public policy and develop programs as mandated by the Tucson City Charter, represent community interests, and work with city management to effectively meet the community's current and long-term needs. OVERVIEW Tucson is a charter city with a council-manager form of government. The legislative body is comprised of an elected mayor and six council members who establish legislative policies. These policies are carried out by a city manager who is appointed by the Mayor and Council. The Mayor and Council also appoint a city attorney, a city clerk, and city magistrates. The city is geographically divided into six wards. Each ward contains about 78,000 citizens who are represented by one council member. The mayor is elected at-large from the city. The Mayor’s Office is located in City Hall. Council members are nominated by ward and elected at-large. Each council member has an office in the ward they represent. MAYOR AND COUNCIL PHONE NUMBERS AND LOCATIONS Mayor Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Robert E. Walkup José J. Ibarra Carol W. West Jerry Anderson Shirley C. Scott Steve Leal Fred Ronstadt Address Phone Number 255 West Alameda 940 West Alameda 7575 East Speedway 1510 East Grant Road 8123 East Poinciana 4300 South Park Avenue 2205 East Speedway 791-4201 791-4040 791-4687 791-4711 791-3199 791-4231 791-4601 The Mayor and Council deliberate and set policy at meetings held on Mondays (and special meetings as designated). Public notification of meeting dates, times, and locations are provided in accordance with the State of Arizona’s Open Public Meetings Law. The agendas for meetings, as well as reference documents and proposed ordinances and resolutions, are available for public review prior to each meeting at the Office of the City Clerk, in the lobby of City Hall (255 West Alameda), and at the Government Reference Desk in the Main Library (101 North Stone Avenue). Live television coverage of Monday meetings is cablecast on Channel 12. In addition, replays of the meetings are also cablecast on Channel 12 following the Monday meetings. Information on the mayor, each council member, and past and current agendas is available on the city’s internet Web site (“http://www.ci.tucson.az.us”). There are two agendas for each council meeting: the study session agenda and the regular meeting agenda. The study session agenda provides a forum for the Mayor and Council to ask staff questions, to discuss aspects of issues facing the city, and to provide direction to staff. The regular session agenda allows the Mayor and Council to consider and enact ordinances and resolutions. Ordinances, when 3 MAYOR AND COUNCIL Overview (Continued) approved by the Mayor and Council, become the laws of the city. Routine items of business are scheduled under the heading of Consent Agenda. This agenda allows a number of regular business items to be approved by a single vote of the Mayor and Council. The Mayor and Council frequently schedule public hearings on topics of interest in order to ascertain community perspectives. Interested persons are invited to attend and offer comments. Additionally, during “Call to the Audience” on the Regular Agenda, the public is invited to speak to the Mayor and Council on any topic. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 9.50 1.50 6.00 6.00 6.00 5.50 6.00 6.00 9.50 1.50 7.00 7.00 7.00 7.00 7.00 7.00 9.50 1.50 7.00 7.00 7.00 7.00 7.00 7.00 9.50 1.50 7.00 7.00 7.00 7.00 7.00 7.00 46.50 53.00 53.00 53.00 POSITION RESOURCES PERMANENT Mayor Council-General Administration Council-Ward 1 Council-Ward 2 Council-Ward 3 Council-Ward 4 Council-Ward 5 Council-Ward 6 Department Total FINANCIAL RESOURCES Mayor Elected Officials Pension-Former Mayors Council-General Administration Council-Ward 1 Council-Ward 2 Council-Ward 3 Council-Ward 4 Council-Ward 5 Council-Ward 6 Elected Officials Pension-Former Council Members Council-Ward Office Relocation Department Total $ 456,758 11,600 $ 495,620 11,600 $ 475,360 11,600 $ 483,880 11,540 96,720 256,561 250,513 265,796 255,599 257,349 265,382 12,310 117,460 334,490 326,590 333,960 342,850 338,460 334,690 12,320 94,920 310,010 311,450 316,470 342,160 324,250 330,590 12,320 114,290 302,690 314,030 310,530 313,270 311,710 306,620 12,260 43,903 -0- -0- -0- $ 2,172,491 $ 2,648,040 $ 2,529,130 $ 2,480,820 4 MAYOR AND COUNCIL Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 1,899,554 238,595 80,342 -0(46,000) $ 2,450,720 139,840 94,130 -0(36,650) $ 2,311,090 164,550 90,140 -0(36,650) $ 2,595,180 158,370 61,770 (297,500) (37,000) $ 2,172,491 $ 2,648,040 $ 2,529,130 $ 2,480,820 $ 2,172,491 $ 2,648,040 $ 2,529,130 $ 2,480,820 $ 2,172,491 $ 2,648,040 $ 2,529,130 $ 2,480,820 CHARACTER OF EXPENDITURES Personal Services Services Commodities Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $2,480,820 is a decrease of $167,220 due to the following changes: • Adjustments to salaries and fringe benefits based on actual salaries of employees hired and increases granted • Impact of a 2% pay increase effective July 1, 2001 • Group insurance rate increase • Increase to motor pool and vehicle depreciation based on usage of vehicles • Loss of payroll transfers which result in an addition to the Fiscal Year 2002 budget • Funding for consulting services on the Rio Nuevo plan and Web site development • Reduction in equipment purchases • On May 7, 2001, the Mayor and Council approved a 10% across-theboard decrease in their budgets • Other miscellaneous changes Department Total $ 51,490 49,000 15,570 7,900 5,980 4,240 (36,780) (270,500) 5,880 $ (167,220) 5 6 CITY MANAGER OPERATING: $ 4,109,810 POSITION TOTAL: 20.50 PROGRAM ALLOCATION FINANCING PLAN Strategic Planning 4% Miscellaneous Non-Federal Grants 2% General Fund 98% Youth and Family Services 51% Organizational Development 5% Annexation 4% Agenda 5% City Manager 31% 20.00 19.00 18.00 19.00 20.00 2000 2001 18.20 1999 20.00 18.80 1998 19.50 1997 21.25 1996 30.00 1995 TEN YEAR STAFFING TRENDS Adopted Positions 14.50 10.00 1994 1993 1992 0.00 7 8 CITY MANAGER MISSION STATEMENT: To provide leadership so that the legislative policy of the Mayor and Council is effectively implemented; lead the development and administration of organizational work plans and special programs that are strategically aligned with priorities established by the governing body and the community; formulate and oversee the fiscal plans that allocate current and future resources in accordance with Mayor and Council direction; and systematically monitor and report on performance and progress to ensure accountability and to attain desired outcomes. OVERVIEW For Fiscal Year 2002, a citywide realignment of programs and work units was made to better support city goals and community needs. Many of the units that were included in the City Manager budget in prior fiscal years are now presented in the budget under the groupings shown in the organization chart in Volume I, page i. These units are Citizen and Neighborhood Services, Community Relations (formerly Information Outreach), Office of Economic Development, Environmental Management, Equal Opportunity Office, Grants Office (formerly part of Intergovernmental Relations), Historic Preservation Office, Independent Police Auditor, Intergovernmental Relations (formerly Intergovernmental Affairs), Tucson-México Project, and Zoning Examiner. The City Manager includes six units: City Manager, Agenda, Annexation, Organizational Development (resources formerly included in the Human Resources Department), Strategic Planning (resources formerly included in the Budget and Research Department), and Youth and Family Services. The realignment also resulted in a shift of staffing and funding from the disbanded Special Projects unit to the City Manager unit, the Annexation unit, the Planning Department, and the Non-Departmental Rio Nuevo Project. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 PERMANENT City Manager Agenda Annexation* Organizational Development** Strategic Planning*** 10.00 3.00 7.00 -0-0- 10.00 3.00 7.00 -0-0- 10.00 3.00 8.00 -0-0- 12.50 3.00 2.00 1.00 2.00 Department Total 20.00 20.00 21.00 20.50 POSITION RESOURCES *Formerly part of the Special Projects unit. **Formerly budgeted in the Human Resources Department. ***Formerly budgeted in the Budget and Research Department. 9 CITY MANAGER Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 1,360,754 278,345 598,466 -0-02,345,447 $ 1,045,310 207,640 616,530 -0-02,300,000 $ 986,650 212,160 665,080 -0-02,200,000 $ 1,266,620 221,100 167,490 194,890 159,710 2,100,000 $ 4,583,012 $ 4,169,480 $ 4,063,890 $ 4,109,810 $ 1,524,967 607,839 111,782 2,345,447 (7,023) $ 1,611,950 411,320 82,080 -02,064,130 $ 1,579,020 426,730 94,010 2,195,920 (231,790) $ 1,746,060 194,840 101,830 (20,000) 2,087,080 $ 4,583,012 $ 4,169,480 $ 4,063,890 $ 4,109,810 $ 4,583,012 -0-0- $ 3,819,480 100,000 250,000 $ 4,063,890 -0-0- $ 4,009,810 100,000 -0- $ 4,583,012 $ 4,169,480 $ 4,063,890 $ 4,109,810 FINANCIAL RESOURCES City Manager Agenda Annexation Organizational Development Strategic Planning Youth and Family Services Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Department Total 10 CITY MANAGER SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $4,109,810 is a decrease of $59,670 due to the following changes: • Transfer of Organizational Development funding and one human resources administrator position from the Human Resources Department • Transfer of funding for Strategic Planning and one project manager and one senior management analyst positions from the Budget and Research Department • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Net salary and fringe benefits for addition of one administrative assistant and one senior management analyst; deletion of one secretary; transfer of one project manager to the Planning Department; and transfer to the Rio Nuevo Project in Non-Departmental of one director of special projects, one executive secretary (reclassified to a secretary), and one-half project manager • Impact of a 1% reduction to balance the budget • Decrease in youth and family services allocation consistent with reduction to outside agencies funding • Reduction in federal grant capacity • Other miscellaneous changes Department Total $ 194,950 158,300 38,000 16,420 7,700 (20,000) (200,000) (250,000) (5,040) $ (59,670) CITY MANAGER MISSION STATEMENT: The City Manager provides leadership and administration for the operation of the city government, in support of direction given by the Mayor and Council, and in response to community needs, employing proven public management practices and innovative methods to achieve results. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The City Manager serves as a central point for communication and coordination to ensure alignment of Mayor and Council policies and priorities, citizen needs, and organizational efforts. Interactive support and assistance is provided by the City Manager at the weekly Mayor and Council sessions and via other meetings and communications, as the members of the governing body establish priorities and carry out their legislative responsibilities. The City Manager leads the efforts of city directors and managers to ensure that programs and services effectively support Mayor and Council policies and priorities. By interacting directly with community members on a regular and systematic basis, the City Manager connects municipal government services to citizen needs; this interaction is via responses to specific inquiries, attendance at public meetings and events, through citizen surveys, and by issuing reports on the progress of city efforts. 11 CITY MANAGER City Manager (Continued) Engaged Community and Responsive Government (Continued) The City Manager administers the Livable Tucson Program which established priorities for the city through citizen input. The 17 Livable Tucson Goals are used to help set policy and guide city services (see Volume I, B). Goal: Infill and Reinvestment, Not Urban Sprawl The City Manager provides leadership and guidance to the Back to Basics program, which seeks to rehabilitate the city’s aging infrastructure and to revitalize the social and economic dynamics of older neighborhoods. Leadership and coordination is also provided to the multi-departmental Slum Abatement Blight and Enforcement Response (SABER) Project, which targets problem residential rental properties and focuses on code enforcement efforts. Infill redevelopment is encouraged through the oversight of city efforts to rehabilitate Stone Avenue and Fifth/Sixth Street corridors and integrate commercial and residential development. Goal: People-Oriented Neighborhoods With the oversight of the City Manager, the Civano development creates a mixed-use and pedestrian-oriented community that balances the needs of people in cars with those on foot or bicycles. Civano will leave over 35% of its site in an open and natural condition, allowing residents easy access to the desert through greenbelts and bike paths. Goal: Efficient Use of Natural Resources The Civano project, under the oversight of the City Manager, demonstrates that Tucson can maintain a high quality of life while conserving precious water and energy. Goal: Protected Natural Desert Environment The City Manager provides leadership and guidance to the city’s stewardship of the A-7 Ranch. In addition, the City Manager leads the city’s participation in the Sonoran Desert Conservation Plan efforts. Goal: Successful Downtown The City Manager provides leadership and guidance to city programs, and improvement efforts focused on downtown. City staff supports Rio Nuevo Project work under the direction of the City Manager. 12 CITY MANAGER City Manager (Continued) KEY MEASURES OF PERFORMANCE Key Outputs Prepare for and participate in all Mayor and Council Study Sessions, Regular Meetings, and Special Meetings, ensuring accurate communication and effective support for deliberations and setting policy. • Total meetings • Total Mayor and Council documents reviewed and officially signed by the City Manager in advance of meetings Develop and administer a bilingual citizen survey to a statistically valid sample to gather data about priorities and satisfaction with city services. • Number of community characteristics about which data will be gathered • Number of city service areas for which citizen satisfaction data will be gathered Direct the development of work plans for city services that align with Mayor and Council policies and community priorities and that allocate resources accordingly; these plans will include performance and accountability measures. • Number of city departments/offices to develop work plans • Number of reports to be issued by the City Manager with data on key indicators and measures Actual FY 2000 Adopted FY 2001 43 1,391 N/A N/A 44 1,351 55 1,380 N/A N/A 10 10 N/A N/A 30 30 N/A N/A N/A 35 N/A N/A N/A 2 8 N/A 12 19 Monitor Back to Basics projects for timeliness, budget, and legal compliance. • Number of neighborhoods with active Back to Basics projects 13 Estimated FY 2001 Adopted FY 2002 CITY MANAGER City Manager (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Achieve a satisfactory or better rating in at least 20 of 30 city service areas about which information is gathered in Tucson’s citizen survey. • Number of services achieving a satisfactory or better rating Actual FY 2000 Adopted FY 2001 N/A N/A 15 20 6 N/A 3 12 Monitor completion of Back to Basics projects on time, in legal compliance, within budget, and according to neighbor-hood plan. • Total number of neighborhoods completed Estimated FY 2001 Adopted FY 2002 AGENDA MISSION STATEMENT: Agenda schedules and distributes material to be reviewed by the Mayor and Council during council meetings and monitors follow-up action by city staff. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Agenda works closely with the Mayor and Council; city departments; other city, county, state, and federal governmental entities; and the general public to ensure that issues, concerns, and emergencies are scheduled and publicized in a timely manner for consideration by the governing body. KEY MEASURES OF PERFORMANCE Key Outputs Develop and establish the annual Mayor and Council meeting calendar and schedule all special meetings requested in accordance with the City Charter. • Number of regularly scheduled meetings • Number of special meetings Track all actions requested or direction given by Mayor and Council to ensure timely completion by all city departments and offices. 37 6 37 12 37 7 43 12 675 700 675 690 14 CITY MANAGER Agenda (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Compile and review Mayor and Council Memoranda, Communications, and related documents, and ensure the timely delivery of complete and accurate agenda packets. • Number of documents compiled for Regular Agenda • Number of documents compiled for Study Session Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 686 750 656 670 705 775 695 710 ANNEXATION MISSION STATEMENT: Annexation advances Mayor and Council policies and objectives as they relate to expanding the corporate boundaries of the city, and deals with issues of incorporation, economic development, and self-determination. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The annexation process brings additional neighborhoods into the city and provides citizens with the opportunity for ongoing cooperation with their neighborhood and the local government. KEY MEASURES OF PERFORMANCE Key Outcomes Increase the assessed value of the City of Tucson through annexations. • Amount of assessed valuation in annexed areas ($000s) Increase the City of Tucson’s population through annexations. • Population of annexed areas $ 1,700 $ 4,000 $ 3,800 $ 35,000 1,404 N/A 45 958 15 CITY MANAGER ORGANIZATIONAL DEVELOPMENT MISSION STATEMENT: Organizational Development provides consultation and support to city management and department staff on key organizational issues, including performance management, strategic planning, continuous improvement, management and team development, and organizational effectiveness for improved service delivery to the community. KEY MEASURES OF PERFORMANCE Key Outcomes Provide consultation, support, and training to executive leaders. • Number of learning hours per executive per year • Number of networking and learning sessions provided for assistant directors Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 13.8 15.0 36.0 32.0 4 N/A 4 4 STRATEGIC PLANNING MISSION STATEMENT: Strategic Planning is an internal resource team dedicated to making the City of Tucson successfully positioned for the future through the use of planning, research, and analysis that helps inform decision and policy making. Efforts are focused on the opportunities and barriers that affect Tucson’s ability to provide a high level of government service, be competitive in the global economy, balance land use, and be a desirable place to live, work, and visit. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Strategic Planning develops organizational improvement efforts and conducts research and analysis aimed at increasing the responsiveness of government. Strategic Planning is involved in efforts such as the Livable Tucson Program and the citywide resident survey that are designed to gather citizen input to be used to shape the services offered by the city. KEY MEASURES OF PERFORMANCE Key Outputs Conduct research, study policies, provide analysis, develop strategies, and generate recommendations for the City Manager and Mayor and Council. • Number of reports, memoranda, and presentations N/A 16 N/A N/A 10 CITY MANAGER Strategic Planning (Continued) KEY MEASURES OF PERFORMANCE Develop and implement strategic planning and organizational improvement efforts within the city organization. • Number of projects Establish a certified data center and provide data as needed for publications, reports, presentations, and other communications. • Number of specialized data reports produced Key Outcomes Contribute to making the City of Tucson a high-performing organization. • Percent of recommendations made that are implemented Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 N/A N/A N/A 6 N/A N/A N/A 25 N/A N/A N/A 85% YOUTH AND FAMILY SERVICES MISSION STATEMENT: Youth and Family Services coordinates the youth and family programming for the City of Tucson; fosters collaboration among the community's youth and family services providers; coordinates the city's efforts with other community resources for youth and family programs; and interacts with neighborhoods, youth, and parents to better understand and meet community needs. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Caring, Healthy Families and Youth The City Manager coordinates the community-wide Youth Strategy adopted by the Mayor and Council and monitors the unallocated youth funds distributed annually by the governing body to fund priority youth and family projects and services. KEY MEASURES OF PERFORMANCE Key Outputs Monitor Financial Participation Agreements (FPAs) with youth services’ providers funded by the Youth and Family Services program. • Amount of funds allocated ($ millions) • Number of FPAs monitored N/A N/A 17 N/A N/A $ 2.2 12 $ 2.0 10 CITY MANAGER Youth and Family Services (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure that youth services’ providers funded by the city meet performance measures and expend funds on time and within budget, in keeping with the Mayor and Council’s adopted youth and family services policy. • Percent of performance measures met • Percent of funds spent on time and within budget Actual FY 2000 Adopted FY 2001 N/A N/A N/A N/A 18 Estimated FY 2001 N/A N/A Adopted FY 2002 90% 90% CITY CLERK OPERATING: $ 3,796,710 POSITION TOTAL: 63.50 ADMINISTRATION RECORDING AND REPORTING ELECTIONS FINANCING PLAN RECORDS CENTER PROGRAM ALLOCATION Recording and Reporting 19% Administration 5% Records Center 21% General Fund 100% Elections 55% TEN YEAR STAFFING TRENDS Adopted Positions 100.00 40.50 40.50 39.50 40.50 1995 1996 50.00 40.50 1994 75.00 1993 In Fiscal Years 1998 and 2000, the number of full-time equivalent positions increased due to the addition of temporary election-related positions. For election years prior to 1998, election-related positions were not included in the total number of positions. The number of positions decreased because there was not an election in Fiscal Years 1999 and 2001. 73.00 69.50 44.50 40.50 43.00 19 2001 2000 1999 1998 1997 1992 25.00 20 CITY CLERK MISSION STATEMENT: To provide administrative, clerical, and logistical support to the Mayor and Council; maintain, store, and secure all documents necessary for the effective administration and operation of municipal government; conduct regular and special municipal elections in conformance with federal, state, and city laws and procedures; and administer the City of Tucson Campaign Finance Program. OVERVIEW The City Clerk is responsible for providing administrative and logistical support to the Mayor and Council and the boards, commissions, and committees appointed by the governing authority. The City Clerk serves as the official scribe for the Mayor and Council; ensures that Open Meeting Law requirements are met by all public bodies of the city; acts as the official records keeper for city documents; conducts elections and administers the City Charter prescribed Campaign Finance Program. The City Clerk is appointed by the Mayor and Council. The divisions of the City Clerk are Administration, Recording and Reporting, Elections, and the Records Center. DEPARTMENT HIGHLIGHTS During November 2000, the City Clerk’s Office administered a Franchise and Charter Special Election. Voter turnout was 74.42%. Office space was acquired at 800 East 12th Street to serve as the Elections Warehouse and Early Voting facility. Additional storage space will also be available for storage/retrieval of public records thereby freeing much needed space at the city’s Records Center. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The City Clerk works closely with both the public and city departments to provide timely notice regarding upcoming public meetings of the Mayor and Council and advisory bodies, including the administration of Open Meeting Laws. The City Clerk provides citizens with a means to interact with elected officials and convenient access for viewing and receiving copies of public records, including the Mayor and Council’s Citizen Comment Line and the Records Management Program. The City Clerk ensures that the community is afforded a fair and accurate municipal election process. 21 CITY CLERK DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 2.00 12.50 8.00 18.00 2.00 12.50 8.00 18.00 2.00 12.50 8.00 18.00 2.00 12.50 8.00 18.00 40.50 40.50 40.50 40.50 29.00 2.50 2.50 23.00 Non-Permanent Total 29.00 2.50 2.50 23.00 Department Total 69.50 43.00 43.00 63.50 POSITION RESOURCES PERMANENT Administration Recording and Reporting Elections Records Center Permanent Total NON-PERMANENT Elections FINANCIAL RESOURCES Administration Recording and Reporting Elections Records Center Department Total $ 181,908 659,665 3,073,739 704,300 $ 177,340 710,730 675,210 741,850 $ 177,760 686,340 798,550 741,470 $ 202,440 724,960 2,067,750 801,560 $ 4,619,612 $ 2,305,130 $ 2,404,120 $ 3,796,710 $ 3,060,554 1,074,500 433,333 51,306 -0(81) $ 1,885,470 323,260 96,400 -0-0-0- $ 2,008,520 299,560 96,040 -0-0-0- $ 2,434,570 912,530 487,610 -0(38,000) -0- $ 4,619,612 $ 2,305,130 $ 2,404,120 $ 3,796,710 $ 4,619,612 $ 2,305,130 $ 2,404,120 $ 3,796,710 $ 4,619,612 $ 2,305,130 $ 2,404,120 $ 3,796,710 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total 22 CITY CLERK SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $3,796,710 is an increase of $1,491,580 due to the following changes: • Addition of funding for the charter-mandated elections in Fiscal Year 2002 including 20.5 positions • Funding added for the General Plan portion of the election • Impact of a 2% pay increase effective July 1, 2001 • Carryforward of campaign finance funding to Fiscal Year 2002 • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of a 1% reduction to balance the budget • Other miscellaneous changes $ 1,292,080 100,000 36,000 30,000 20,910 (38,000) 50,590 Department Total $ 1,491,580 ADMINISTRATION MISSION STATEMENT: The Administration Division provides administrative direction to the department, monitors budget expenditures, and ensures that all department programs are delivered as required by law and in accordance with City of Tucson policies and procedures. KEY MEASURES OF PERFORMANCE Key Outputs Complete requests for assistance and information from the Mayor and Council and City Manager. • Number of requests completed Ensure Open Meeting Law requirements are met for Mayor and Council meetings and meetings of boards, committees, and commissions. • Number of meeting notices and agendas posted within required time frames Attend and act as the official scribe at the Mayor and Council meetings. • Number of meetings attended Actual FY 2000 Adopted FY 2001 50 40 58 50 1,548 1,620 1,620 1,650 42 43 46 43 23 Estimated FY 2001 Adopted FY 2002 CITY CLERK Administration (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Fulfill activities in accordance with established guidelines. • Percent of requests from Mayor and Council or City Manager completed • Percent of City Manager referrals completed • Percent of meeting requirements met Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 2.00 2.00 2.00 2.00 $ 181,908 $ 177,340 $ 177,760 $ 202,440 RECORDING AND REPORTING MISSION STATEMENT: The Recording and Reporting Division accurately records, transcribes, and distributes the minutes and attendant documents for Mayor and Council and other public meetings. The division provides staff support for all meetings of the Mayor and Council’s boards, commissions, and committees as legally required. KEY MEASURES OF PERFORMANCE Key Outputs Transcribe and distribute comments received through the Mayor and Council’s Citizen Comment Line within ten work hours from log-in time. • Number of comments transcribed 4,640 4,200 4,000 4,000 Complete Mayor and Council meeting minutes and special verbatim transcripts within 30 days of meeting or request. • Number of meetings transcribed 66 74 70 70 Complete minutes of meetings for boards, commissions, and committees and special verbatim transcripts within 30 days of meeting or request. • Number of meetings transcribed 224 275 275 275 24 CITY CLERK Recording and Reporting (Continued) Key Outcomes Inform the Mayor and Council of the opinions of the citizens of Tucson. • Percent of transcription and distribution of comments on the Mayor and Council’s Citizen Comment Line completed within ten work hours Actual FY 2000 Adopted FY 2001 100% 100% Estimated FY 2001 Adopted FY 2002 100% 100% RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.50 12.50 12.50 12.50 $ 659,665 $ 710,730 $ 686,340 $ 724,960 ELECTIONS MISSION STATEMENT: The Elections Division ensures that elections are conducted in accordance with legal requirements and established policies and procedures, encouraging maximum voter participation. The division administers the Election Campaign Account ensuring that public funds are distributed in accordance with the provisions of the Tucson City Charter. KEY MEASURES OF PERFORMANCE Key Outputs Publish all legal advertisements for Mayor and Council public hearings, ordinances, and resolutions as required. • Number of legal advertisements published 127 160 160 160 5 8 8 8 90 10 10 63 22 2 2 1 2 1 16 1 Update voter registration statistics and update boundary line changes on posted ward maps within 30 days of effective date. • Number of updates completed Complete tasks associated with the Campaign Finance Program within established guidelines. • Number of campaign finance reports (mayoral and council candidates) reviewed and processed • Number of audits completed • Number of seminars conducted 25 CITY CLERK Elections (Continued) Key Outcomes Ensure that all registered voters receive information and instructions regarding the election process.* Actual FY 2000 Adopted FY 2001 100% N/A Estimated FY 2001 100% Adopted FY 2002 100% *No elections were planned for in Fiscal Year 2001; however, a franchise and charter election was held. RESOURCE SUMMARY Position Resources Financial Resources General Fund 37.00 10.50 10.50 31.00 $ 3,073,739 $ 675,210 $ 798,550 $ 2,067,750 RECORDS CENTER MISSION STATEMENT: The Records Center Division stores, secures, and retrieves city documents in a systematic and accessible manner, and provides documentary information and other services requested by city staff and the public in a timely manner and in accordance with legal requirements. KEY MEASURES OF PERFORMANCE Key Outputs Process and file official city documents received for public record in accordance with city and state law within 30 days of receipt. • Number of documents processed and filed 14,000 16,750 16,750 16,750 Process citizen and staff requests for information. • Number of requests processed 15,030 16,000 17,000 17,000 Process and store records received at the Records Center within one week of receipt from city departments. • Number of records (cubic feet) 2,191 2,800 2,800 2,800 26 CITY CLERK Records Center (Continued) Actual FY 2000 Adopted FY 2001 100% 100% 100% 100% Maintain the percentage of utilized storage space for inactive records at the city Records Center. 100% 100% 100% 100% Archive and maintain public documents to ensure accessibility to public and staff. 100% 100% 100% 100% Key Outcomes Archive documents within the required time frame. Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund 18.00 18.00 18.00 18.00 $ 704,300 $ 741,850 $ 741,470 $ 801,560 27 28 CITY ATTORNEY OPERATING: $ 6,876,820 POSITION TOTAL: 114.00 ADMINISTRATION CIVIL CONSUMER AFFAIRS CRIMINAL PROGRAM ALLOCATION FINANCING PLAN General Fund Forfeiture Funds 2% Miscellaneous Non-Federal Grants 2% Miscellaneous Federal Grants 5% General Fund 91% Consumer Affairs 8% Criminal 66% Administration 4% Civil 22% 108.00 108.00 1999 113.00 2001 108.00 112.00 2000 107.00 1998 110.00 1997 120.00 1996 TEN YEAR STAFFING TRENDS Adopted Positions 102.50 100.00 100.00 98.00 97.00 1995 1994 1993 1992 90.00 29 30 CITY ATTORNEY MISSION STATEMENT: To ensure the legality of the official business of the City of Tucson, and avert litigation contrary to the city’s interest by representing the city in all legal proceedings and administrative matters involving issues of law; ensuring the safety of Tucson’s citizens by enforcing criminal state statutes and local ordinances; and protecting the interest of consumers by assisting them against fraudulent business practices. OVERVIEW The City Attorney's Office consists of the Administration, Civil, Criminal, and Consumer Affairs Divisions. The Civil Division provides legal advice and representation to the Mayor and Council, the City Manager, and all city departments. The division helps to ensure the lawfulness of the official business of the city and, when possible, avoid litigation adverse to the city. The Civil Division represents the city in administrative proceedings and litigation before federal and state courts. The Criminal Division prosecutes, on behalf of the city and in the name of the state, all criminal and civil cases within the jurisdiction of City Court. The division uses civil remedies available in Pima County Superior Court such as the Crime Property Abatement statute to address regularly occurring criminal activity. The division provides notice to both state-mandated and non-mandated crime victims. The Consumer Affairs Division provides consumer protection assistance, information, and education to citizens. The division utilizes civil lawsuits, the Arizona Consumer Fraud Act, criminal prosecution, administrative procedure, informal mediation, and other non-judicial remedies. The division operates a telephone service through which complaint pre-screening and a wide range of information is available on consumer subjects, including landlord/tenant rights, consumer finance, transportation, retail sales, and the purchase of many other products and services. All assistance is provided to consumers free of charge. DEPARTMENT HIGHLIGHTS The City Attorney's Office is at the forefront of a variety of issues of vital importance to the city as well as to cities across the state. These include the development of the Rio Nuevo downtown district, development of the Sonoran Desert Conservation Plan, maintaining the integration of city boundaries through enforcement of municipal incorporation statutes, addressing the real estate and environmental issues associated with the development of the Clearwater Renewable Resource Facility and the licensing and franchising of electric utility, gas utility, and fiber optic telecommunications to protect the interests of the city and the citizens due to changes resulting from the new competitive environment. Through development and enforcement of planning and zoning ordinances, the City Attorney’s Office continues to assist in the protection of neighborhoods throughout the city from incompatible nonresidential development. The adoption of a development agreement and rezoning conditions for the El Con Mall brought it under present codes, provided for extensive mitigation of potential adverse impact upon surrounding residential neighborhoods, and assisted in the redevelopment of the mall. The City Attorney's Office also assisted the Planning Department in developing amendments to the Land Use Code to bring it into compliance with existing state law and judicial precedent. 31 CITY ATTORNEY Department Highlights (Continued) The Civil Division works to ensure the high integrity of city employees by defending the city against employee appeals of disciplinary and/or termination actions. As legal counsel to the Tucson Water Department, the City Attorney's Office assisted with negotiations that culminated in a supplemental effluent Intergovernmental Agreement with Pima County, assisted with permitting a Managed Recharge Project in the Santa Cruz River that will increase the supply of water for the city’s reclaimed water system, and negotiated an agreement with ASARCO to allow the mining company to use Central Arizona Project water instead of groundwater. The city prevailed in a lawsuit challenging the constitutionality of a state law limiting the hours of operation of sexually-oriented businesses. The City Attorney's Office revenue investigation into complaints about sexually-oriented tabloids being sold in city right-of-ways prompted the publisher to quit the Tucson market, and the machines were subsequently seized by the City Attorney's Office pursuant to court order. The U.S. District Court approved an agreement between the city, the Tucson Airport Authority, the U.S. Air Force, two defense contractors, and the Environmental Protection Agency (EPA) settling all environmental remediation issues at the Tucson International Airport Superfund site. This agreement results in the clean-up of the groundwater and soils at the site with the City of Tucson bearing no costs. The Criminal Division prevailed against a challenge to the validity of Tucson’s smoking regulations. The Superior Court found the city’s smoking ordinance constitutional. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The Neighborhood Resource Team within the Criminal Division works with neighborhood associations and the Tucson Police Department to reduce criminal activity by participating in nuisance abatement and prosecution of crimes such as prostitution, drug offenses, graffiti, excessive noise, unruly gatherings, liquor violations, and code offenses. The team educates neighborhoods of their rights as victims under the Neighborhood Protection Act and develops partnerships with neighborhood leaders, city departments, and other public and private agencies to address issues that impact the quality of life of Tucsonans. The impact of the team has been positive. In addition to 447 prostitution cases, the team has opened or been assigned 186 criminal and civil cases since November 1999 and has informally resolved numerous other neighborhood complaints without the need to file charges. The City Attorney’s Office participates in the Tucson/Pima County Anti-Hate Crimes Task Force, a collaborative effort by the city, county, and state law enforcement and prosecutorial agencies, local governments, school districts, community organizations, and the business community. The Consumer Affairs Division assists tenants by providing information regarding landlord and tenant rights and obligations under the Arizona Residential Landlord and Tenant Act. The provision of this information enables tenants to assert their rights to have landlords provide and maintain safe living conditions. 32 CITY ATTORNEY Support for Livable Tucson Goals (Continued) Goal: Caring, Healthy Families and Youth One of the foremost responsibilities of the Criminal Division is to protect family members and to promote safe family environments. Our efforts are reflected in several ways. Through the Serious Victims’ Crime Program, the Criminal Division handles cases involving child abuse and neglect, aggravated assault on a child, contributing to the delinquency of a minor, and serious assaults or instances in which a defendant has more than one serious misdemeanor charge involving victims. Prosecutors protect the rights of victims and ensure that, upon sentencing, defendants attend parenting classes and counseling whenever appropriate. In recognition of the special needs of families with members who suffer from mental illness, the Criminal Division, in concert with the Community Partnership of Southern Arizona, City Court, the Office of the Public Defender, and mental health care providers has established a successful Mental Health Diversion Program. This program provides a more appropriate and compassionate response to misdemeanor crimes committed by the non-dangerous chronically mentally ill than can be provided through standard prosecution. This year the Criminal Division placed greater emphasis on prosecution and training in the areas of elder abuse and domestic violence, and has been recognized by the Attorney General’s Office for its work and training in these areas. The Criminal Division, in coordination with the Tucson Police Department's Domestic Violence Unit, Southwestern Intervention Services, and City Court Probation, addresses victim safety issues and other options which victims may use to break the cycle of domestic violence. The Criminal Division and the Brewster Center are present at all initial court appearances and domestic violence walk-in hearings to assist victims at this important first stage of the criminal process. The Victim Notification and Assistance Program ensures that victims receive timely information about their rights, legal options, and court procedures by closely interfacing with the Brewster Center and the Tucson Center for Women and Children. Goal: Protected Natural Desert Environment The City Attorney’s Office and the Tucson Water Department are actively engaged in efforts to coordinate with the Pima County Sonoran Desert Conservation Plan to develop and implement a habitat conservation plan for the preservation of endangered species habitat and the mitigation of development effects on endangered species. This office has been instrumental in the development of a cooperative agreement between the city and the Audubon Society, under which the society will seek funding to rehabilitate retired farmland in Avra Valley that lies along the Santa Cruz River Corridor. The City Attorney’s Office is also involved with the Sweetwater Wetlands project, which uses natural wetlands to filter and improve the quality of sewage effluent that is reused for turf irrigation. 33 CITY ATTORNEY Support for Livable Tucson Goals (Continued) Goal: Reduced Poverty and Equality of Opportunity The Consumer Affairs Division provides consumer information and education in retail sales to assist consumers in avoiding financial damage and prevent low-income consumers from losing their vehicles due to unlawful liens. The division also provides information to low-income tenants regarding wrongful evictions and/or utility shutoffs and refers families with children who have been denied rentals to the appropriate agencies for investigation of possible unlawful discrimination. Goal: Abundant Urban Green Space and Recreation Areas The City Attorney's Office helps reduce visual blight by prosecuting civil infractions such as junk motor vehicles, excessive weeds, graffiti, zoning and building code violations, and other violations that contribute to neighborhood blight. Staff works with the Development Services Department on the Billboard Enforcement Program to target visual blight and protect the nighttime skies from light pollution caused by illegal billboards. Goal: Organizational Support The City Attorney's Office provides both routine and complex legal advice to Mayor and Council, the City Manager, and all city departments. Recent examples include support for the Rio Nuevo downtown development project and the development agreements for El Con Mall, conformance with state and federal laws concerning environmental issues, protection of historic neighborhoods, advice on personnel matters, and defense of wrongful act litigation. Additional responsibilities include ensuring the legality of the official business of the city and overseeing the preparation of all resolutions and ordinances taken before the Mayor and Council. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 2.00 28.00 74.00 8.00 2.00 28.00 75.00 8.00 2.00 28.00 75.00 8.00 2.00 28.00 76.00 8.00 112.00 113.00 113.00 114.00 POSITION RESOURCES PERMANENT Administration Civil Criminal Consumer Affairs Department Total 34 CITY ATTORNEY Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Administration Civil Criminal Consumer Affairs Department Total $ 194,316 1,415,277 3,783,403 559,746 $ 198,180 1,524,480 4,461,150 517,110 $ 264,530 1,476,720 4,298,930 531,570 $ 244,450 1,527,610 4,542,250 562,510 $ 5,952,742 $ 6,700,920 $ 6,571,750 $ 6,876,820 $ 5,695,933 350,172 194,620 24,393 -0(312,376) $ 6,159,340 614,680 177,600 29,600 -0(280,300) $ 6,115,360 486,630 175,900 20,390 -0(226,530) $ 6,429,960 568,280 242,200 20,000 (63,000) (320,620) $ 5,952,742 $ 6,700,920 $ 6,571,750 $ 6,876,820 $ 5,599,236 23,636 74,147 255,723 $ 6,110,290 117,030 123,600 350,000 $ 6,013,330 117,030 91,390 350,000 $ 6,304,570 124,290 122,620 325,340 $ 5,952,742 $ 6,700,920 $ 6,571,750 $ 6,876,820 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund General Fund - Forfeiture Funds Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Department Total 35 CITY ATTORNEY SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $6,876,820 is an increase of $175,900 due to the following changes: • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Addition of rental expenses for Consumer Affairs and Drug Enforcement due to relocations to new offices • Increase in group insurance due to increased rates • Increase due to reclassification of five law clerks and nine assistant prosecutors to senior prosecutors • Carryforward funding for acquisitions which will not be completed by June 30, 2001 • Increase in training of attorneys to meet continuing law education requirements • Addition of one senior prosecutor to be funded out of Neighborhood Protection/Improvement Initiatives • Decrease in Drug Enforcement Grant funding • Impact of a 1% reduction to balance the budget • Decrease in remodeling budget due to completion of carpeting project in Fiscal Year 2001 • Adjustments to charges for services to other departments • Other miscellaneous changes $ 110,000 82,230 68,000 55,010 52,870 34,080 20,020 -0(24,660) (63,000) (85,650) (90,320) 17,320 Department Total $ 175,900 ADMINISTRATION MISSION STATEMENT: The Administration Division ensures the legality of the official business of the City of Tucson by providing professional leadership, guidance, and support to the City Attorney’s Office and by providing legal advice to Mayor and Council. KEY MEASURES OF PERFORMANCE Key Outputs Monitor responses to requests from the Mayor and Council, the City Manager, and city departments for legal advice. • Number of legal opinions • Number of responses to daily requests for legal advice Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 94 9,452 100 9,800 95 8,376 95 8,376 36 CITY ATTORNEY Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Advise the Mayor and Council during Mayor and Council meetings. • Number of meetings 42 43 46 43 Monitor prosecution of misdemeanor cases to ensure fair treatment of defendants, compliance with victims’ rights, professionalism of staff, and efficiency of procedures. • Number of cases prosecuted 55,738 N/A 56,000 56,000 Monitor the provision of consumer protection assistance. • Number of telephone inquiries • New consumer complaints 9,573 425 N/A N/A 9,765 425 9,960 425 Key Outcomes Provide the Mayor and Council, the City Manager, and city departments with professional advice and responses in regard to legal issues. • Percent completed in a timely manner 95% 95% 95% 95% 85% 100% 85% 85% 85% N/A 90% 85% Obtain, through the provision of legal advice, satisfaction with the City Attorney’s Office by the Mayor and Council, the City Manager, and department heads. • Percent expressing satisfaction during periodic surveys and meetings Obtain, through the provision of services, satisfaction with the Criminal Division by victims, judges, and police enforcement agents. • Percent expressing satisfaction during periodic survey meetings/audits 37 Estimated FY 2001 Adopted FY 2002 CITY ATTORNEY Administration (Continued) KEY MEASURES OF PERFORMANCE Obtain, through the provision of consumer protection assistance, information, and education, satisfaction with the services of the Consumer Affairs Division by the citizens of Tucson. • Percent expressing satisfaction during random survey ratings Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 93% N/A 90% 90% 2.00 2.00 2.00 2.00 $ 194,316 $ 198,180 $ 264,530 $ 244,450 RESOURCE SUMMARY Position Resources Financial Resources General Fund CIVIL MISSION STATEMENT: The Civil Division provides legal advice and representation to the Mayor and Council, the City Manager, and all city departments, and serves as the city representative in courts of law and administrative proceedings (including personal injury, contracts, employment, environment and land use, and misconduct) in order to ensure the legality of the official business of the City of Tucson and avert litigation contrary to the city’s interest for all civil cases. KEY MEASURES OF PERFORMANCE Key Outputs Control litigation of all active civil cases involving the city during the year. 142 150 143 143 Actively defend in-house wrongful act litigation cases against the city. 45 60 48 48 Monitor bankruptcy and garnishment cases to protect public resources. 329 250 367 348 Provide legal review of all city contracts and foreclosure actions to protect the public resources. 1,142 1,200 1,200 1,080 38 CITY ATTORNEY Civil (Continued) KEY MEASURES OF PERFORMANCE Represent and respond to all requests from city departments on personnel matters to ensure the integrity and accountability of city employees and to lessen and/or control potential liability to the city resulting from employee lawsuits. Respond to requests from Mayor and Council, the City Manager, and city departments for legal advice. • Number of legal opinions • Number of responses to requests for legal advice on daily operational issues Key Outcomes Maximize amount of money saved through settlement or litigation ($000s). Produce favorable civil case outcomes for the city: • Number of civil cases with favorable outcomes (less than estimated exposure) • Percent of total cases • Number of city departments’ disciplinary action cases before the Civil Service Commission • Percent of cases sustained • Number of disciplinary action cases before Administrative Proceeding Offices • Percent of cases sustained Provide Mayor and Council, the City Manager, and city departments professional advice and responses in regard to legal issues. • Percent completed in a timely manner Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 1,382 2,038 1,709 1,702 94 9,452 N/A 9,800 95 8,376 95 8,376 $ 1,367 $ 1,000 $ 1,560 $ 1,560 47 40 45 45 95% 6 95% N/A 95% 8 95% 7 100% 35 N/A N/A 95% 28 95% 32 99% N/A 95% 95% 95% N/A 95% 95% 28.00 28.00 28.00 28.00 $ 1,415,277 $ 1,524,480 $ 1,476,720 $ 1,527,610 RESOURCE SUMMARY Position Resources Financial Resources General Fund 39 CITY ATTORNEY CRIMINAL MISSION STATEMENT: The Criminal Division promotes the safety of the community and supports local law enforcement by upholding state and local laws and ordinances through the prosecution of misdemeanor criminal cases; provides for rehabilitation of first-time, non-violent offenders through a diversion program; provides timely notification to victims; and responds to citizen inquiries about cases pending in City Court. KEY MEASURES OF PERFORMANCE Key Outputs Respond in writing to all substantive legal motions received from defendants or their attorneys. • Number of motion responses filed at City Court • Number of answers/appeals/special actions filed Ensure the daily availability of a prosecutor to respond to walk-in and telephone inquiries from the public. Defer the prosecution of first-time, nonviolent defendants to reduce the City Court caseload, make resources available for the prosecution of more serious crimes, and offer a counseling/education opportunity to first-time offenders. • Number of defendants who applied for or were offered diversion Advise victims of their rights, case status, outcome, and restitution as required by the victim rights constitutional amendments. • Number of notifications mailed/called • Number of victims assisted in obtaining restitution • Amount obtained in restitution awards for crime victims and City Court ($000s) Actual FY 2000 Adopted FY 2001 4,069 4,500 4,398 4,398 164 N/A 165 165 85% 85% 85% 85% 6,876 N/A 6,900 6,753 31,801 3,067 35,000 3,700 31,617 3,300 31,617 3,300 $ 327 $ 320 $ 312 $ 312 40 Estimated FY 2001 Adopted FY 2002 CITY ATTORNEY Criminal (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Respond in a timely manner to all substantive legal motions. • Percent of motion responses filed within ten days of receipt • Percent of appeals/special actions won Obtain responses to public surveys rating staff professionalism. • Percent of public survey responses indicating professional treatment from the prosecutor Offer diversion to first-time, non-violent defendants to reduce the City Court caseload, make resources available for the prosecution of more serious crimes, and offer a counseling/education opportunity to first-time offenders. • Percent of defendants successfully completing diversion • Percent of defendants scheduled for general criminal arraignment offered diversion Obtain responses to victim satisfaction surveys upon conclusion of case. • Percent of victim surveys returned with “above average” appraisal Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 98% 100% 95% 95% 92% N/A 85% 85% 85% 85% 85% 85% 71% N/A 75% 75% 9% N/A 10% 10% 95% N/A 95% 95% 74.00 75.00 75.00 76.00 $ 3,429,897 23,636 74,147 255,723 $ 3,870,520 117,030 123,600 350,000 $ 3,740,510 117,030 91,390 350,000 $ 3,970,000 124,290 122,620 325,340 $ 3,783,403 $ 4,461,150 $ 4,298,930 $ 4,542,250 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Forfeiture Funds Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Financial Resources Total 41 CITY ATTORNEY CONSUMER AFFAIRS MISSION STATEMENT: The Consumer Affairs Division provides consumer protection through a complaint intake and consumer information telephone service, combined with programs for dispute resolution, investigation of consumer complaints, enforcement through settlement or litigation, education, referrals, and distribution of information; all of which are intended to assist citizens in defending themselves from unfair and deceptive practices in the marketplace. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Respond within one business day to citizen inquiries on the consumer information and complaint intake telephone service. • Percent of inquiries • Number of inquiries 84% 9,573 100% N/A 80% 9,500 80% 9,500 Respond within one hour to citizen requests for urgent or emergency assistance. • Percent of requests • Number of requests 98% 96 100% N/A 98% 80 98% 80 Respond within one hour to consumers who require office appointments. • Percent of appointments • Number of appointments 90% 240 N/A N/A 90% 200 90% 200 Mail requested complaint forms and/or consumer education information materials to consumers upon request. • Percent of requests • Number of requests 100% 2,734 100% N/A 100% 2,700 100% 2,700 Evaluate formal consumer complaints for appropriate action. • Percent of complaints • Number of complaints 100% 425 100% N/A 100% 425 100% 425 42 Estimated FY 2001 Adopted FY 2002 CITY ATTORNEY Consumer Affairs (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Obtain a random survey rating from clients that staff professionalism and service is “good” or better. • Percent of desired rating achieved Obtain court approval on assurances to discontinue deceptive acts or practices, or Consent Judgments to record completion and satisfactory legal settlement of consumer fraud investigation issues. • Number of Assurances of Discontinuance or Consent Judgments Obtain consumer restitution and/or investigative costs and attorney fees ($000s). Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 93% 98% 90% 90% 14 15 12 12 $ 94 N/A $ 100 $ 100 8.00 8.00 8.00 8.00 $ 559,746 $ 517,110 $ 531,570 $ 562,510 RESOURCE SUMMARY Position Resources Financial Resources General Fund 43 44 CITY COURT OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 9,471,210 577,000 $ 10,048,210 143.80 JUDICIAL ADMINISTRATION FINANCING PLAN PROGRAM ALLOCATION General Fund 37% Administration 70% Capital Improvements 6% Miscellaneous Non-Federal Grants 3% General Fund City Court Revenues 60% Judicial 24% TEN YEAR STAFFING TRENDS Adopted Positions 145.30 138.80 1997 140.00 138.80 1996 150.00 141.80 141.30 143.80 133.80 127.80 130.00 120.00 116.80 117.80 45 2001 2000 1999 1998 1995 1994 1993 1992 110.00 46 CITY COURT MISSION STATEMENT: To serve the community and protect individual rights by providing fair and prompt administration of justice. OVERVIEW The case volume of City Court is the second largest of any municipal court in Arizona. The divisions of City Court are Judicial and Administration. Within the Judicial Division, 12 full-time magistrates, 2 limited special magistrates, and other special magistrates hear a variety of cases including traffic, driving under the influence (DUI), drug possession, prostitution, shoplifting, domestic violence, and city code violations. A significant number of the DUI and prostitution cases are tried before a jury. Through an intergovernmental agreement with Superior Court, City Court is the central contact point in Pima County for the issuance of Orders of Protection for domestic violence cases and related hearings. The Administration Division provides records management, computerized case tracking, calendar management, public services, and order enforcement for the entire court, processing nearly 300,000 cases per year. DEPARTMENT HIGHLIGHTS City Court has implemented new programs to enhance access to justice and judicial accountability: • Saturday Court: Offers individuals with civil traffic infractions the opportunity to speak with a judge on a walk-in basis and resolve cases in one court visit. The court hears an average of 104 cases per week, and the program has generated $376,806 since its inception in March 1999. • Warrant Court: With coordinated planning by City Court, the city prosecutor, the Tucson Police Department (TPD) and the Office of the Public Defender, the court instituted evening court hours to arraign individuals with outstanding criminal warrants on a walk-in basis. The success of the project is leading the court to explore providing additional criminal court functions on a walk-in basis. The court has been able to resolve an average of 400 cases per week and has generated almost $80,000 in the collection of outstanding fines and restitution. • Mental Health Diversion: A project which has been in planning for over two years has brought benefit to the court and community by allowing non-violent mentally-ill offenders to be treated through the mental health community while serving a diversion term for minor offenses in City Court. The project was nominated for an Innovations in Justice Award and recognized by the Arizona Criminal Justice Commission. • Enforcement Programs: The court has implemented various sentence enforcement efforts to improve compliance with court orders. The Tax Intercept Program, sponsored by the Arizona Supreme Court, allows the court to attach state tax refunds for defendants who have failed to pay municipal court fines. The Call Back Unit of the court provides prompt notice to defendants of delinquent payments; credit bureau research and reporting allows the court to verify defendant financial status to determine ability to pay, and provides incentives for prompt resolution of court matters. Referrals to the County Attorney’s bad check program reaffirmed City Court’s decision to no longer accept checks for cases in default. The court has also instituted a voluntary wage allotment project. 47 CITY COURT Department Highlights (Continued) • Parking Enforcement Interface: The court instituted electronic filing with an interface between the Department of Transportation’s Parking Enforcement unit and City Court. Plans for the future includes download from the court’s database to Parking Enforcement to facilitate the booting of vehicles. • Self Service Center: After its remodeling during this fiscal year, City Court will be the first municipal court in Arizona with a self-service center for unrepresented defendants. This center will provide citizens with case information, location and hours of court operation, and an explanation of court processes and forms. • Training and professional development: The court has brought in national and state experts to provide training for magistrates, court managers, and staff in Trial Court Performance Standards, caseflow management, and legal advice. Court staff is afforded the opportunity to pursue an Associate’s Degree in Administration of Justice from Pima Community College through coursework offered at the court before normal work hours. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods City Court mediates family and neighborhood problems through Orders of Protection, injunctions prohibiting harassment, and by providing subsequent hearings. Safe streets and respect for laws and the judicial system are promoted through court enforcement programs. City Court enhances public awareness of laws and safety by offering traffic safety classes. Prompt adjudication of civil infractions and criminal matters ensures neighborhood safety. Goal: Caring, Healthy Families and Youth City Court assists victims of domestic violence by having magistrates available 24 hours a day to issue Orders of Protection both at the courthouse and satellite locations. City Court also promotes education in family harmony through domestic violence intervention screening and counseling. Additionally, City Court protects families through specialized assessment and education programs as part of the sentences imposed on offenders. Goal: Engaged Community and Responsive Government In response to citizen surveys, City Court has expanded its hours of operation to meet the needs of the community. The expanded hours of operation include the availability of public service functions such as information, payments, and proofs of compliance with court orders. A magistrate is also available to handle warrants for failure to appear and failure to pay fines on criminal matters, and mitigation in civil matters. 48 CITY COURT DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 18.80 123.00 18.80 125.00 18.80 125.00 17.80 126.00 141.80 143.80 143.80 143.80 $ 2,244,688 6,275,622 $ 2,207,800 6,700,860 $ 2,192,130 6,475,570 $ 2,466,380 7,004,830 8,520,310 50,335 8,908,660 600,000 8,667,700 780,670 9,471,210 577,000 $ 8,570,645 $ 9,508,660 $ 9,448,370 $ 10,048,210 $ 6,126,740 2,142,321 183,947 67,302 -0-0- $ 6,348,920 1,977,270 282,470 100,000 -0200,000 $ 6,348,920 1,964,230 254,550 100,000 -0-0- $ 6,738,930 2,098,480 294,080 128,720 (89,000) 300,000 8,520,310 50,335 8,908,660 600,000 8,667,700 780,670 9,471,210 577,000 $ 8,570,645 $ 9,508,660 $ 9,448,370 $ 10,048,210 $ 2,862,103 5,540,312 $ 3,452,010 5,693,500 $ 4,177,740 5,107,480 $ 3,681,860 6,003,950 168,230 363,150 163,150 362,400 $ 8,570,645 $ 9,508,660 $ 9,448,370 $ 10,048,210 POSITION RESOURCES PERMANENT Judicial Administration Department Total FINANCIAL RESOURCES Judicial Administration Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Operating Total Capital Improvements Department Total SOURCE OF FUNDS General Fund General Fund - City Court Revenues Miscellaneous Non-Federal Grants Department Total 49 CITY COURT SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $9,471,210 is an increase of $562,550 due to the following changes: • Impact of salary increase for magistrates • Impact of a 2% pay increase effective July 1, 2001 • Addition of unallocated budget capacity contingent upon revenue collections • Increased building maintenance costs due to court expansion and remodeling project • Impact on salaries due to Fiscal Year 2002 merit increases • Addition of two court clerks in Case Management to improve case processing • Replacement of furniture and office equipment • Impact of increased rates on group insurance costs • Cost of police officers for court security due to extended court hours • Reduction of one senior court clerk in Public Services • Reduction of one special magistrate position • Impact of a 1% reduction to balance the budget • Other miscellaneous changes Operating Total $ 145,000 117,000 100,000 94,320 70,180 67,000 62,130 55,420 25,000 (31,420) (48,000) (89,000) (5,080) $ 562,550 Capital The adopted budget for Fiscal Year 2002 of $577,000 is a decrease of $23,000 due to the following changes: • New funding to complete the court remodeling project • Project work completed in Fiscal Year 2001 Capital Total $ 577,000 (600,000) (23,000) Department Total $ 539,550 50 CITY COURT JUDICIAL MISSION STATEMENT: The Judicial Division builds public trust and confidence in the City Court by providing prompt and impartial adjudication of cases and equal access for all citizens who appear before City Court. KEY MEASURES OF PERFORMANCE Key Outputs Adjudicate all cases brought before the court. • Number of criminal arraignments • Number of bench trials • Number of jury trials • Number of civil hearings • Number of civil infraction hearings Key Outcomes Provide prompt and impartial adjudication of cases. • Percent of caseload disposed of within 60 days Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 42,330 744 112 2,840 1,000 42,000 780 160 N/A N/A 42,000 750 115 3,000 1,000 42,000 750 115 3,000 1,000 N/A 80% 80% 80% 18.80 18.80 18.80 17.80 $ 2,150,715 $ 2,132,470 $ 2,116,800 $ 2,391,800 93,973 75,330 75,330 74,580 $ 2,244,688 $ 2,207,800 $ 2,192,130 $ 2,466,380 RESOURCE SUMMARY Position Resources Financial Resources General Fund - City Court Revenues Miscellaneous Non-Federal Grants Financial Resources Total 51 CITY COURT ADMINISTRATION MISSION STATEMENT: The Administration Division supports the judiciary and serves the community by providing efficient case processing, quality service to the public, enforcement of judicial orders, and integrity and accountability in all transactions. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Key Outputs Maintain file library and track file flow to ensure accountability for all court-wide events which include the following: file destruction, file storage, calendared events, motions, set asides, probation revocations, prior arrests, record requests, and ondemand requests. • New files opened • Number of files archived and destroyed • Number of pending files 120,000 207,000 N/A 139,500 N/A N/A 139,000 200,000 468,000 139,000 200,000 400,000 Initiate court cases by entering citation information in the computer system, and manage caseflow by entering results of court hearings in an accurate and timely manner. • Number of cases initiated and updated 298,900 225,000 298,900 298,900 1,800 6,120 2,000 2,000 404 520 500 500 88,000 82,000 88,000 88,000 Implement contracts for payment when it is determined that defendants, due to financial hardship, are unable to pay at time of sentencing. • Number of contracts for payment established Monitor domestic violence offenders on the special probation program to prevent further incidents of domestic violence. • Number of domestic violence cases on monitored probation Serve the public from 7:00 a.m. to 7:00 p.m. on weekdays, and on Saturday from 7:00 a.m. to 3:00 p.m., to provide citizen information, cashier services, reschedule court hearings, and accept proofs of compliance with court orders. • Number of individuals served 52 CITY COURT Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Provide access to judicial services for victims of domestic violence or harass-ment from 8:00 a.m. to 4:00 p.m. on weekdays, and provide information, forms, interpreter services, and clerical support for hearings. • Number of citizens served 6,200 6,120 6,000 6,000 Provide clerical support to the City Court and ensure accurate and timely preparation of court orders and related documents for all court trials and hearings, and route files and documents to the appropriate department for action. • Number of court files handled 92,000 73,000 100,000 100,000 60% 60% 75% 75% 95% 60% 95% 95% 6,440 5,400 6,000 6,000 Key Outcomes Enforce contracts for time payments to ensure fines are paid within the specified amount of time. Assist individuals within 30 minutes of their arrival. Serve applicants for orders against domestic violence or harassment within 30 minutes of arrival time. • Number of applicants RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - City Court Revenues Miscellaneous Non-Federal Grants Financial Resources Total 123.00 125.00 125.00 126.00 $ 2,811,768 3,389,597 $ 2,852,010 3,561,030 $ 3,397,070 2,990,680 $ 3,104,860 3,612,150 74,257 287,820 87,820 287,820 $ 6,275,622 $ 6,700,860 $ 6,475,570 $ 7,004,830 53 54 COMMUNITY SERVICES OPERATING: $ 76,226,570 POSITION TOTAL: 155.00 DEPARTMENT ADMINISTRATION HOUSING MANAGEMENT HOUSING ASSISTANCE TECHNICAL SERVICES COMMUNITY CONSERVATION AND DEVELOPMENT PROGRAM ALLOCATION FINANCING PLAN Other* 7% General Fund 4% Other Federal Funds** 19% Department Administration 1% Community Community Development Block Grant 13% Conservation and Development 4% HOME Program 10% Technical Services 27% Housing Assistance 32% HOPE VI 19% Public Housing Section 8 Fund 28% Housing Management 36% *Includes General Fund Earned Revenue (3%), Miscellaneous Non-Federal Grants (<1%), and Public Housing Local Revenue (3%). **Includes Comprehensive Housing Grant (6%), Miscellaneous Federal Grants (1%), Miscellaneous Federal Housing Grants (7%), and Public Housing Conventional/Development Fund (4%) TEN YEAR STAFFING TRENDS Adopted Positions 180.00 158.90 158.25 159.25 1995 1996 1997 169.00 153.20 160.00 167.00 160.00 157.00 148.60 140.00 135.10 55 2001 2000 1999 1998 1994 1993 1992 120.00 56 COMMUNITY SERVICES MISSION STATEMENT: To improve the quality of life for the citizens of Tucson by providing housing and community service programs that strengthen and enhance the social, economic, and physical environment, especially for those of lower income. OVERVIEW The Community Services Department accomplishes its mission through the work of 155 staff members organized into five divisions: Department Administration, Housing Management, Technical Services, Housing Assistance, and Community Conservation and Development. The department administers housing, social service, and community development programs, as well as a wide range of other public projects. The department manages federal, state, and local funds, applying those resources to locally determined needs and priorities. The theme of the Fiscal Year 2002 Community Services Department budget is Creating Community Opportunity. The department brings diverse groups together in productive working relationships. The newly-created partnerships can then break through to achieve results far beyond what the individual players would be able to do—truly an instance of the whole being greater than the sum of its parts. The strategy is to be flexible so that the response to opportunity can be quick. If people and resources can be brought together, then opportunity can be transformed into better living conditions and quality of life for citizens. DEPARTMENT HIGHLIGHTS Rehabilitation Collaborative: The Rehabilitation Collaborative is a group of nine homeowner rehabilitation organizations that, working together, can provide more comprehensive home rehabilitation with greater efficiency than they could achieve working on their own. The efforts of the Rehabilitation Collaborative will result in new funding for home rehabilitation and improved service delivery. Section 8 - Landlord Outreach and Securing Housing Vouchers: The Housing Assistance Division initiated a Landlord Outreach Program designed to let a greater number of landlords know about the benefits and procedures of renting to Section 8 clients. The response in the first year was significant— 200 owners attended the outreach meetings, many of them new to the Section 8 program and eager to participate. Because of this initial success, the department intends to make the Landlord Outreach Program a permanent part of its Section 8 strategy. Also, the Housing Assistance Division secured 379 additional multi-year housing vouchers, a 10% increase in the number of rental housing subsidies available for our lower income residents. Housing Opportunities for People Everywhere (HOPE) VI Projects - A Beginning and An End: During Fiscal Year 2002, the city’s first HOPE VI project—the revitalization of the Santa Rosa neighborhood — will be completed. The department leveraged a $15 million federal Housing and Urban Development (HUD) grant into $60 million. These funds have been used for new construction, the purchase of scattered-site homes, helping neighborhood businesses, the construction of a new neighborhood center in Santa Rosa, and most importantly, for investment in the families living in Santa Rosa as a means of improving their lives. 57 COMMUNITY SERVICES Department Highlights (Continued) As Santa Rosa HOPE VI winds down, the $12.7 million South Park HOPE VI project will begin with the goal of providing improvements in such areas as private housing, economic development, infrastructure, social services, and community security. The department anticipates leveraging funds over the coming years so that a total of $75 million will be invested in this new HOPE VI project. Investing in People: The department administers a wide range of programs aimed at the diverse needs in the community. There are the Resident Initiatives which provide additional help to public housing residents. The Family Self-Sufficiency Program prepares families on welfare—typically single-parent families—for a life of independence from government assistance. The new Youth Opportunity (YO) Grant funds will provide assistance to young people who are living either in public housing or in Section 8 subsidized housing. The new Mainstream program provides housing and needed care for the disabled clients in the Section 8 program. The department conducts homeownership counseling for first time homebuyers. Finally, the Homeless Continuum of Care program provides services ranging from emergency help to transitional housing. Community Planning: While the department prides itself on taking advantage of opportunities as they occur, it emphasizes planning which focuses on the long-range needs of the community. This strategy ensures that we will be in a position to see and seize opportunities whenever they arise. Examples of this kind of planning include: the various Neighborhood Community Development Plans, the Distressed Mobile Home Study, the Section 8 and Public Housing Agency Plan, and the Homeless Continuum of Care. The department also targets specific neighborhood initiative areas for funding beyond the HOPE VI grants. These areas include Downtown/Rio Nuevo, the State Action Grant’s redevelopment of the Near North side, the Oracle Homeownership Zone (now in its third year), and the citywide Back to Basics Program. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Community Services Department actively engages the public in discussion of community needs and strategies. Each year, Community Services prepares six major housing and community development plans for which the department seeks out community input, holds public meetings, and listens carefully to what is said. The department also coordinates the activities of two Mayor and Council advisory groups-the Community Development Advisory Committee and the Metropolitan Housing Commission. In support of neighborhood-based decision making, the department actively supports and funds the Pro-Neighborhood program which underwrites neighborhood volunteer projects. 58 COMMUNITY SERVICES Support for Livable Tucson Goals (Continued) Goal: Caring, Healthy Families and Youth Families and youth are important participants in, and recipients of programs offered by the Community Services Department with the greatest impact occurring through housing programs. Families and youth services also receive major benefits from Community Development Block Grants and other social services block grants programs. The department contracts with organizations such as Pima Youth Partnership, Child and Family Services, and the Homeless Team Project to support the healthy development of youth. Through the city’s Public Housing Drug Elimination Program, the department partners with other agencies to share resources and promote healthy families and youth. Support is given to prevention-based programs that provide at-risk youth with safe, fun, and educational activities. The Family Self-Sufficiency program provides an opportunity for public housing and Section 8 families to improve themselves through education, job training, support for job enhancement, and managed savings. Goal: Infill and Reinvestment, Not Urban Sprawl Comprehensive reinvestment in urban core neighborhoods is a departmental focus. The department administers loan and grant programs which provide low- and moderateincome families with funds to repair their homes. Two HOPE VI grants and the Oracle Road Home Ownership Zone develop new infill housing and investment in neighborhood infrastructure and public services for city residents in stressed neighborhoods. In the last five years, the department and its non-profit partners have increased the number of households assisted with housing problems from 8,500 to over 11,900. The city’s new five-year goal is to assist 1,000 additional households per year. Goal: People-Oriented Neighborhoods The Community Services Department provides financial and technical support to a wide variety of agencies to help them revitalize, and promote services within, neighborhoods. The Pro-Neighborhood program continues to play a key role in supporting neighborhood-initiated activities. The HOPE VI Santa Rosa Neighborhood Revitalization project epitomizes the new urbanism approach to developing neighborhoods where people can work, play, and live by developing places to work, places to gather, and improved housing through strategic investment in the neighborhood. The department also funds numerous neighborhood-initiated capital and public service projects that make neighborhoods better places to live. Examples include development of a midtown library and recreation center, construction of a skateboard park, and a school-based wellness center. 59 COMMUNITY SERVICES Support for Livable Tucson Goals (Continued) Goal: Respected Historic and Cultural Resources When rehabilitating existing homes and building homes, the department strives to maintain or construct historically compatible homes—structures that blend in with the existing neighborhoods. One example is infill housing in the El Presidio downtown neighborhood. The department also funds the Voices program, which is a local effort to capture the history of neighborhoods through stories and pictures. Culture and history are also honored through the Dunbar Coalition Project to create an African-American Cultural Center. Goal: Reduced Poverty and Greater Equality of Opportunity As a public housing authority, the Community Services Department manages 6,000 affordable housing units through its public housing and Section 8 programs. This program provides stable, decent housing to those who could not otherwise afford it. With the additional help of other services that go beyond the basic need of shelter, these clients are in a position to take better advantage of opportunities most of us take for granted. The Family Self-Sufficiency program creates opportunities for families to improve their standard of living, increase their stability, and become self-reliant. In addition, the department administers programs to develop affordable homeownership and transitional rental housing and to promote a wide range of services including those targeted for homeless people. Funding is provided to over 110 agencies whose primary mission is to promote opportunity for the needy in our community. Goal: Successful Downtown The department encourages new housing and the stabilization of existing housing in the neighborhoods near downtown. The department is developing homeownership opportunities in downtown neighborhoods, and is pursuing the acquisition of parcels that would serve as gateways to downtown in the future. Goal: Quality Job Training The department participates in the Federal Section 3 program, which encourages city contractors to hire low-income employees. Community Services also supports job training programs for homeless, high school, and university students. Educational stipends are provided to low-income family members participating in the Family SelfSufficiency program. The department operates a Public Housing Youth Training Program. The Family Self-Sufficiency program funds three one-year apprenticeships within the department as general office clerks. Goal: Strong Local Business The department currently funds four loan programs, which offer affordable loans and training to start-up, low-income, and minority small businesses. The programs are offered through the Tucson Old Pueblo Credit Union, Chicanos Por La Causa, Business Development Finance Corporation, and Tucson Urban League. The department also provides technical assistance to local businesses in its neighborhood redevelopment programs. 60 COMMUNITY SERVICES SANTA ROSA HOPE VI PROJECT The Santa Rosa Neighborhood project brings together many of the Livable Tucson Goals into a single coordinated effort. HOPE VI is a U.S. Department of Housing and Urban Development Program which is designed to redevelop some of the country’s most troubled and isolated public housing developments. The goal of the City of Tucson’s HOPE VI program is not only to improve the public housing development but to also improve the surrounding neighborhood. The city has been working in the Santa Rosa neighborhood for three years, coordinating the efforts of several city departments in developing housing, infrastructure, community facilities, resident initiatives, and economic development. Goal: Engaged Community and Responsive Government • Both the HOPE VI Revitalization Grant Application and the Revitalization Implementation Plan were developed after numerous community meetings. Advisory committee meetings, neighborhood update meetings, public housing resident meetings have been held on a regular basis since November 1996. Goal: Caring, Healthy Families and Youth • The HOPE VI program is working with existing childcare providers to extend these services to the community. • A new Child Development Center is being constructed from which CODAC and Headstart will provide services. CODAC and Headstart are also working to develop programs to train and develop home childcare businesses for residents to provide more childcare options. • A new Learning Center will be built to provide educational and job training programs. The HOPE VI program is working with a range of local educational institutions representing kindergarten through college to develop educational programs. • The HOPE VI program calls for an expansion of the existing Family Self-Sufficiency program with services provided on-site for current and future residents. The Family Self-Sufficiency program provides collaborative, community-based family case management services and opportunities for education and job training that can lead to living wage work and affordable homeownership. • Recreational opportunities will also be expanded. The Santa Rosa Recreation Center will be expanded and remodeled, and the new Santa Rosa Neighborhood Park will be built. The Recreation Center will coordinate its programs with the schools and childcare facilities to provide a multilevel program for youth and adults. • The HOPE VI program will provide facilities for a Wellness Center on site. CODAC Behavioral Health Services and Salud Para Todos will provide free health care screening, immunization services, substance abuse counseling, and other preventative health care services. Goal: People Oriented Neighborhoods • The HOPE VI program has worked with Santa Rosa residents to develop a Neighborhood Fund Program that will be administered by the neighborhood. The fund will sustain the city’s redevelopment efforts long into the future by supporting neighborhood-selected projects and investments for the residents of the neighborhood. A mix of loans, grants, and other investments will be available to support neighborhood projects and will serve as a model for neighborhood investment possibilities. • A neighborhood park has been developed, and pedestrian and street improvements, and public art are all making the area more people-friendly. Goal: Reduced Poverty and Greater Equality of Opportunity • The new HOPE VI Development, Posadas Sentinel, includes 60 public housing units and 60 affordable rental units. Increased homeownership opportunities will be available for residents in the form of these new homes being constructed in the neighborhood. • Public housing residents have been given the choice of staying in the neighborhood or moving to other public housing units located throughout the city. 61 COMMUNITY SERVICES DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 PERMANENT Department Administration Housing Management Technical Services Housing Assistance Community Conservation and Development 10.00 66.00 28.00 36.00 18.00 10.00 66.00 28.00 36.00 17.00 10.00 66.00 28.00 36.00 17.00 10.00 66.00 28.00 35.00 16.00 Department Total 158.00 157.00 157.00 155.00 936,840 11,391,920 23,194,640 21,930,540 3,684,050 $ 1,232,100 12,132,140 16,777,360 19,868,380 2,494,630 47,782,074 5,928,911 61,137,990 1,175,000 52,504,610 2,369,480 76,226,570 -0- $ 53,710,985 $ 62,312,990 $ 54,874,090 $ 76,226,570 $ 7,397,277 26,379,682 833,436 1,931,898 468,162 10,804,938 (33,319) $ 8,054,410 21,178,010 887,080 1,600,500 970 393,540 29,023,480 $ 8,306,260 21,541,140 929,360 3,202,520 970 458,360 18,066,000 $ 8,406,040 23,010,460 800,260 2,415,360 390 625,970 40,968,090 47,782,074 5,928,911 61,137,990 1,175,000 52,504,610 2,369,480 76,226,570 -0- $ 53,710,985 $ 62,312,990 $ 54,874,090 $ 76,226,570 POSITION RESOURCES FINANCIAL RESOURCES Department Administration Housing Management Technical Services Housing Assistance Community Conservation and Development Operating Total Capital Improvements Department Total $ 917,053 9,594,731 13,786,095 20,912,363 2,571,832 $ $ 988,360 27,510,100 20,580,520 23,862,070 3,285,520 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total 62 COMMUNITY SERVICES Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 3,283,919 449,537 830,264 4,304,024 $ 3,352,170 -02,969,000 250,000 $ 3,333,840 -01,497,160 79,480 $ 3,023,720 -02,642,450 -0- -0323,231 7,230,055 319,650 -011,751,900 279,000 -09,349,600 500,000 -010,308,000 1,296,521 4,567,964 2,226,990 988,544 2,158,055 2,854,660 8,724,550 1,609,100 863,410 5,378,760 1,701,900 5,695,840 5,278,230 863,410 2,230,050 4,553,830 7,484,160 14,608,320 863,410 5,415,180 20,499,848 3,313,473 19,242,290 3,096,560 19,311,530 3,360,680 21,518,560 3,366,320 2,238,560 1,900,940 1,893,370 1,942,620 $ 53,710,985 $ 62,312,990 $ 54,874,090 $ 76,226,570 SOURCE OF FUNDS General Fund General Fund - Restricted General Fund Earned Revenue General Fund - Certificates of Participation Miscellaneous Non-Federal Grants Capital Agreements Fund Community Development Block Grant Comprehensive Housing Grant HOME Program HOPE VI Miscellaneous Federal Grants Miscellaneous Federal Housing Grants Public Housing - Section 8 Fund Public Housing Conventional/ Development Fund Public Housing Local Revenue Department Total 63 COMMUNITY SERVICES SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $76,226,570 is an increase of $15,088,580 due to the following changes: • Increase in HOPE VI federal funding for Santa Rosa and South Park projects • Increase in capacity for federal Section 8 funding due to additional multiyear housing vouchers • Increase in General Fund capacity for income received as a developer fee for the HOPE VI project • Increase in projected Community Development Block Grant allocation • Funding for federal Youth Opportunities (YO) Grant • Impact of workers' compensation rate increase • Impact on salaries due to Fiscal Year 2002 merit increases • Carryforward of General Fund for projects not completed by June 30, 2001 • Impact of a 1% reduction to balance the budget • Reduction of General Fund due to debt service payments from NonDepartmental budget • Reduction of General Fund allocation for United Way agencies consistent with 10% reduction to Outside Agencies funding • Transfer of Community Development Block Grant funding capacity for Back to Basics projects to the capital budget • Other miscellaneous changes Operating Total $ 12,999,220 2,276,270 690,000 225,800 175,000 122,280 117,640 65,200 (15,000) (128,930) (166,780) (1,275,000) 2,880 $ 15,088,580 Capital The adopted budget for Fiscal Year 2002 of zero is a decrease of $1,175,000 due to the following changes: • Completion of Community Resources Center project • Completion of Santa Rosa Neighborhood Center project Capital Total $ (250,000) (925,000) (1,175,000) Department Total $ 13,913,580 64 COMMUNITY SERVICES DEPARTMENT ADMINISTRATION MISSION STATEMENT: The Department Administration Division assists in the efficient and effective delivery of low-cost housing and community services for the citizens of Tucson by providing overall administration for the department, including program, financial, personnel, and computer management. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 N/A N/A 10 10 12 N/A 12 12 Spend federal funds on locally determined projects within program guidelines as soon as effectively possible with Community Development Block Grant (CDBG) and HOME grant fiscal year expenditures equal to or exceeding the annual entitlement amounts. • Community Development Block Grant • HOME grant 95.6% 122.9% N/A N/A 100% 100% 100% 100% Key Outcomes Produce housing and community services by spending federal funds within the rules and regulations as determined by the annual Single Audit Act, with a goal of no “findings”. • Number of findings N/A N/A -0- -0- Secure program funding from the private and public sector to increase community resources for affordable housing and Community Services Department programs. • Number of commitments secured • Amount of commitments secured ($000s) 10 $ 21,795 12 $ 6,000 12 $ 6,000 12 $ 6,000 Key Outputs Manage processes that coordinate, measure progress, and ensure performance in achieving departmental goals. • Conduct project management, financial, and performance measures reviews • Produce monthly expenditure reports 65 Estimated FY 2001 Adopted FY 2002 COMMUNITY SERVICES Department Administration (Continued) KEY MEASURES OF PERFORMANCE Manage department programs to the satisfaction of agencies, clients, and employees. • Percent of surveys with rating of “satisfactory” or better Manage department resources to ensure that major programs, projects, and services are produced effectively, on time, and within budget. • Low Rent housing at 97% occupancy • Section 8 housing at 100% occupancy Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 75% 80% 80% 80% N/A N/A N/A N/A 97% 100% 97% 100% 10.00 10.00 10.00 10.00 $ 135,833 -0585,760 $ 211,780 7,000 467,680 $ 192,270 57,000 732,450 $ 126,560 57,000 467,680 16,900 20,000 20,270 5,000 16,060 20,000 20,000 5,000 16,060 20,000 20,000 5,000 16,510 21,200 105,000 5,000 133,290 -0- 137,290 52,030 137,290 52,030 137,290 52,120 $ 917,053 $ 936,840 $ 1,232,100 $ 988,360 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund Earned Revenue Community Development Block Grant Comprehensive Housing Grant HOME Program HOPE VI Miscellaneous Federal Housing Grants Public Housing - Section 8 Fund Public Housing Conventional/ Development Fund Financial Resources Total 66 COMMUNITY SERVICES HOUSING MANAGEMENT MISSION STATEMENT: The Housing Management Division manages city-owned rental housing for low-income households by ensuring that properties are maintained at a high quality standard, by being responsive to neighborhood concerns, and by promoting tenant self-sufficiency. KEY MEASURES OF PERFORMANCE Key Outputs Maintain a high occupancy rate for available public housing units. • Number of available units • Occupancy rate Actual FY 2000 Adopted FY 2001 1,288 96% 1,424 97% 1,424 97% 1,463 97% 120 112 120 $ 300,000 $ 2,500 $ 302,400 $ 2,700 $ 360,000 $ 3,000 $ 2,861 N/A $ 6,810 N/A $ 11,660 $ -0- $ 6,900 $ 800 20 100 86 67 N/A N/A N/A 97% 75% 80% 80% 80% 281 75 460 723 $ 1,297 $ 1,500 $ 1,051 $ 721 Increase Family Self-Sufficiency program client contributions to savings accounts. 92 • Number of clients contributing to home purchase savings accounts $ 237,957 • Gross amount of savings $ 2,564 • Average amount saved per client Obtain leveraged funding from community and private support for HOPE VI Revitalization Projects. • Santa Rosa ($000s) • South Park ($000s) Acquire or construct housing replacement units for HOPE VI Santa Rosa Revitalization Projects. Key Outcomes Collect $1,850,000 in outstanding tenant rent. • Percent collected Provide safe, decent, and sanitary housing to low-income households. • Percent of clients rating units as “satisfactory” or better Improve housing stock that is compatible with the neighborhood and is an asset to the community through use of Comprehensive Housing Grant Program funds. • Number of units maintained and improved • Amount spent ($000s) 67 Estimated FY 2001 Adopted FY 2002 COMMUNITY SERVICES Housing Management (Continued) KEY MEASURES OF PERFORMANCE Assist clients in Family Self-Sufficiency program to meet their individual training and service plan goals. • Percent of clients meeting goals Graduate clients from the Family SelfSufficiency program (i.e. free from public assistance for one year). Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 82% 75% 75% 77% 18 25 25 27 66.00 66.00 66.00 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund Earned Revenue Community Development Block Grant Comprehensive Housing Grant HOPE VI Miscellaneous Federal Housing Grants Public Housing - Section 8 Fund Public Housing Conventional/ Development Fund Public Housing Local Revenue Financial Resources Total 66.00 $ 147,962 283,470 15,110 $ 295,810 1,442,210 15,000 $ 299,210 325,160 10,000 $ 295,980 1,976,700 10,000 1,194,369 2,104,418 326,296 2,757,850 1,547,100 439,400 1,605,090 4,225,230 469,330 4,454,310 14,479,320 1,042,860 51,135 3,233,411 28,800 2,964,810 75,820 3,228,930 77,940 3,230,370 2,238,560 1,900,940 1,893,370 1,942,620 $ 9,594,731 $ 11,391,920 $ 12,132,140 $ 27,510,100 68 COMMUNITY SERVICES TECHNICAL SERVICES MISSION STATEMENT: The Technical Services Division promotes, facilitates, administers, and funds programs and projects to preserve, upgrade, and expand the supply of affordable housing and ensures the effective use of available resources for the delivery of community services and the expansion of community facilities. KEY MEASURES OF PERFORMANCE Key Outputs Provide financial and/or technical assistance to low/moderate income families. • Acquire affordable housing units ◊ Number of units ◊ Dollar value ($000s) • Construct affordable housing ◊ Number of units ◊ Dollar value ($000s) • Rehabilitate affordable housing ◊ Number of units ◊ Dollar value ($000s) Ensure effective distribution of non-local resources by contracting with and monitoring social service agency performance and providing technical assistance for program development and capacity building. • Number of contracts • Amount of contracted funds ($000s) Key Outcomes Expand the supply of affordable housing in the community. • Number of additional housing units produced Strengthen neighborhoods through increased homeownership opportunities and develop affordable homeownership opportunities in “Homeownership Zones.” • Number of homebuyers assisted Enhance the quality of life for low-income residents by supporting local social service agencies and expanding community facilities. • Percent of contracted performance measures met by service agencies Actual FY 2000 Adopted FY 2001 18 $ 493 20 $ 736 48 $ 800 10 $ 300 61 $ 4,816 55 $ 2,763 65 $ 5,130 60 $ 4,700 409 $ 3,725 436 $ 1,934 436 $ 2,385 447 $ 2,445 104 $ 4,226 115 $ 6,524 110 $ 4,470 110 $ 4,470 820 1,000 1,000 1,000 78 60 60 80 95% 90% 95% 95% 69 Estimated FY 2001 Adopted FY 2002 COMMUNITY SERVICES Technical Services (Continued) RESOURCE SUMMARY Actual FY 2000 Adopted FY 2001 28.00 28.00 28.00 28.00 $ 2,363,430 431,794 -04,758,447 $ 2,439,000 784,790 300,000 8,734,420 $ 2,436,360 380,000 279,000 6,916,040 $ 2,426,550 580,000 500,000 7,585,650 85,252 4,238,540 -0803,002 1,105,630 80,750 7,878,200 42,000 701,040 2,234,440 80,750 4,875,640 18,000 701,040 1,090,530 83,010 6,736,650 24,000 701,040 1,943,620 $ 13,786,095 $ 23,194,640 $ 16,777,360 $ 20,580,520 Position Resources Financial Resources General Fund General Fund Earned Revenue Miscellaneous Non-Federal Grants Community Development Block Grant Comprehensive Housing Grant HOME Program HOPE VI Miscellaneous Federal Grants Miscellaneous Federal Housing Grants Financial Resources Total Estimated FY 2001 Adopted FY 2002 HOUSING ASSISTANCE MISSION STATEMENT: The Housing Assistance Division provides Section 8 rental assistance in the private market to eligible low-income individuals and families so that they may live in safe, decent, sanitary, and affordable housing. The division researches and develops new rent subsidy programs to increase the affordable housing stock in the community. KEY MEASURES OF PERFORMANCE Key Outputs Accept housing applications to maintain the required level of occupancy for the Section 8 and Public Housing Programs. • Number of Section 8 applications accepted • Number of public housing applications accepted Comply with program indicators (e.g. reasonable rent, housing quality inspections) as specified under the Department of Housing and Urban Development, Section 8 Management Assessment Program (SEMAP). 2,048 300 800 1,600 2,052 2,000 2,400 2,400 98%* 90% 90% 90% *Estimate of score 70 COMMUNITY SERVICES Housing Assistance (Continued) KEY MEASURES OF PERFORMANCE Annually inspect all occupied units to ensure that families are housed in decent, safe, and sanitary conditions. • Number of units inspected Fully utilize available federal resources for eligible clients by maintaining a 100% occupancy level. Provide quarterly training and/or information to property owners to encourage participation by owners of units located outside areas of poverty or minority concentration and to increase/ maintain affordable housing in the community. • Number of training sessions Key Outcomes Meet the housing assistance needs of eligible families in partnership with private rental businesses. • Number of families assisted • Number of landlords in program • Amount of rent subsidies provided ($000s) Obtain a rating on housing services of “satisfactory” or better from participating families. • Percent of families awarding desired rating Actual FY 2000 Adopted FY 2001 3,597 3,785 3,594 3,923 98% 100% 100% 100% N/A N/A 4 4 3,597 1,462 $ 17,354 3,785 1,405 $ 17,551 3,594 1,405 $ 18,364 3,923 1,420 $ 19,240 N/A 80% 80% 80% 71 Estimated FY 2001 Adopted FY 2002 COMMUNITY SERVICES Housing Assistance (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund Earned Revenue Miscellaneous Non-Federal Grants Miscellaneous Federal Housing Grants Public Housing - Section 8 Fund Public Housing Conventional/ Development Fund Financial Resources Total $ Actual FY 2000 Adopted FY 2001 36.00 36.00 55,350 -0-0721,046 $ 55,050 -019,650 2,699,920 Estimated FY 2001 Adopted FY 2002 36.00 $ 55,050 -0-0635,190 35.00 $ 22,460 28,750 -02,423,700 20,055,905 80,062 19,076,200 79,720 19,098,420 79,720 21,303,330 83,830 $ 20,912,363 $ 21,930,540 $ 19,868,380 $ 23,862,070 COMMUNITY CONSERVATION AND DEVELOPMENT MISSION STATEMENT: The Community Conservation and Development Division develops and implements housing programs that assist low- and moderate-income individuals and families by eliminating poor housing conditions in order to improve neighborhoods for the citizens of Tucson. KEY MEASURES OF PERFORMANCE Key Outputs Complete repairs to homes occupied by low- and moderate-income families. • Emergency home repairs • Other repair programs • Repairs in target neighborhood areas • Repairs in Back to Basics neighborhoods 43 175 11 N/A 71 216 5 N/A 56 163 3 -0- 77 157 10 13 Maintain the amount of private funding for home repair programs to complement public funding reductions. • Amount of public funding ($000s) • Amount of private funding ($000s) $ 2,061 $ 481 $ 2,324 $ 2,143 $ 2,324 $ 782 $ 2,172 $ 800 72 COMMUNITY SERVICES Community Conservation and Development (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Key Outcomes Provide better housing and living conditions to low- and moderate-income families by eliminating health and safety hazards in the home. • Number of families served 229 226 222 257 Demolish vacant, dilapidated, and hazardous structures in cooperation with other city agencies. • Number of structures demolished 17 10 5 5 18.00 17.00 17.00 16.00 $ 206,045 1,870,738 $ 160,530 2,534,800 $ 160,950 1,341,110 $ 152,170 2,244,670 309,424 185,542 83 826,350 162,370 -0- 800,200 162,370 30,000 726,310 162,370 -0- $ 2,571,832 $ 3,684,050 $ 2,494,630 $ 3,285,520 RESOURCE SUMMARY Position Resources Financial Resources General Fund Community Development Block Grant HOME Program Miscellaneous Federal Grants Miscellaneous Federal Housing Grants Financial Resources Total 73 74 FIRE OPERATING: CAPITAL: TOTAL: $ 45,479,160 9,079,200 $ 54,558,360 POSITION TOTAL: 571.00 HEADQUARTERS OPERATIONS SUPPORT SERVICES CODE ADMINISTRATION TRAINING PROGRAM ALLOCATION FINANCING PLAN Headquarters 3% General Fund Emergency Medical Transport 7% Capital Improvements 17% Public Safety Academy Fund 3% General Fund 72% Operations 63% Training 3% General Fund Certificates of Participation 6% Support Services 9% 2000 General Obligation Other*Bonds 10% Code Administration 5% 2% *Includes 1984 and 1994 General Obligation Bonds (<1%), Non-Federal Grants (<1%), and Federal Grants (<2%). TEN YEAR STAFFING TRENDS Adopted Positions 600.00 570.00 569.00 550.00 528.00 519.50 516.50 539.00 500.00 470.00 460.50 459.50 459.50 75 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 450.00 76 FIRE MISSION STATEMENT: To protect the community from fire, hazardous materials, natural disasters, and other emergencies generated by human acts or nature and to serve the community through comprehensive life safety and property conservation awareness programs that reduce loss of life, protect property, and reduce damage to the environment. OVERVIEW All emergency and non-emergency services are developed, maintained, and provided by highly trained professionals dedicated to excellence. In order to carry out its mission effectively, the Tucson Fire Department is organized into five divisions: Headquarters, Operations, Code Administration, Support Services, and Training. Headquarters provides direction and policy to the entire department. The Operations Division protects the lives and property of the citizens of Tucson by responding to emergencies, performing inspections, and presenting public education programs to increase fire and life safety awareness in the community. The Code Administration Division promotes public safety by administering fire codes and standards, conducting building inspections, enforcing compliance of code requirements, and investigating suspicious fires. Public education efforts include injury prevention, child safety, at-risk behaviors, and safety equipment information. The Support Services Division supports the other divisions by procuring and distributing supplies and equipment, and keeping all vehicles and equipment in a fully functional condition. The Training Division provides training for new and existing Fire Department personnel to ensure welltrained public servants. The division is also developing a regional training program to provide standardized and specialized training to regional fire districts and agencies. DEPARTMENT HIGHLIGHTS The Fire Department is in the process of constructing a new station at the Public Safety Training Academy. Once completed, the permanent station will house an engine, ladder, and paramedic company. This station will service the expanding city limits in the southeast part of the community. Software for a new reporting system, the National Fire Incident Reporting System (NFIRS) has become operational and provides the Fire Department with state of the art reporting and statistical accounting capabilities. Construction of an Aircraft Rescue and Firefighting Facility (ARFF) will be completed at the Public Safety Training Academy. This facility will offer required training for regional airport firefighters. A reorganization of the Fire Department in Fiscal Year 2000 laid the groundwork for advanced life support delivery that will eventually include paramedics on every engine and ladder company. A sixmonth pilot program for paramedic assessment units has been completed. The pilot program shows an increased capability of accurate initial assessment of patients and decreases the demand on ambulances. 77 FIRE SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The Tucson Fire Department responds to all fire and medical calls and maintains an average response time of 4.6 minutes. Fire crews maintain a high profile in neighborhoods and schools to foster safety and a sense of security, and each station is designated as a safe-house. The department provides home safety inspections upon request and provides and installs smoke detectors to families in need. The department also performs fire prevention inspections for businesses. Goal: Caring, Healthy Families and Youth The Tucson Fire Department promotes numerous childhood safety and injury prevention programs such as bike safety rodeos, drowning prevention, and pedestrian, fire, and seasonal safety themes. The department uses a fire safety trailer to teach children how to safely evacuate a building that is on fire. Bike helmets and infant/child car seats are provided to children of low-income families, along with instruction on proper wear/installation. Adopt-A-School programs for third graders and pre-school age children teach them about fire safety. The Juvenile Firesetters Program is delivered to a target group of at-risk youth and includes a mental health evaluation component to better evaluate those who need services. The department participates in a Cadet program, to provide young people with the knowledge and skills necessary to enter public service as a career. The department also participates in the city’s Internal Youth Policy Team with Police, Parks and Recreation, Library, Community Services, and Citizen and Neighborhood Services. Goal: Protected Natural Desert Environment The Tucson Fire Department coordinates the clean up of hazardous materials found on public lands when no responsible party can be found. The department trains city employees and distributes materials needed to clean up small spills of potentially dangerous materials on city property. The department also assists businesses which helps achieve voluntary compliance with applicable fire codes and hazardous materials handling processes. In addition, the department helps prevent the destruction of desert vegetation by effectively fighting wildfires. 78 FIRE DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 11.00 462.00 36.00 22.00 8.00 26.00 469.00 36.00 29.00 10.00 26.00 469.00 36.00 29.00 10.00 13.00 482.00 36.00 29.00 11.00 539.00 570.00 570.00 571.00 1.00 5.00 1.00 5.00 1.00 5.00 1.00 5.00 5.00 12.00 6.00 3.00 6.00 12.00 7.00 5.00 6.00 12.00 7.00 5.00 6.00 12.00 7.00 5.00 15.00 15.00 15.00 15.00 79.00 18.00 88.00 18.00 88.00 18.00 88.00 18.00 12.00 12.00 12.00 12.00 6.00 6.00 6.00 6.00 POSITION RESOURCES PERMANENT Headquarters Operations Code Administration Support Services Training Department Total COMMISSIONED OFFICERS BY CLASSIFICATION Fire Chief Fire Battalion Chief - Assignment: Assistant Fire Chief Fire Battalion Chief - Assignment Staff Fire Battalion Chief Fire Captain - Assignment: Eight Hour Fire Captain - Assignment: Training Officer Fire Captain - Assignment: Hazardous Material/Technical Rescue Team Fire Captain Fire Engineer - Assignment: Hazardous Material/Technical Rescue Team Paramedic - Assignment: Hazardous Material/Technical Rescue Team Fire Prevention Inspector - Assignment: Hazardous Material/Technical Rescue Team Fire Engineer Paramedic Fire Prevention Inspector Fire Fighter - Assignment: Hazardous Material/Technical Rescue Team Fire Fighter 77.00 72.00 16.00 30.00 81.00 76.00 19.00 30.00 81.00 76.00 19.00 30.00 81.00 76.00 20.00 30.00 142.00 145.00 145.00 145.00 Commissioned Officers Total 499.00 526.00 526.00 527.00 79 FIRE Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 1,305,664 28,638,091 2,239,106 3,148,867 618,731 $ 2,391,520 30,627,010 2,496,320 4,217,780 1,386,930 $ 2,391,520 30,612,910 2,496,320 4,175,770 1,386,930 $ 1,641,880 34,338,910 2,704,040 5,137,580 1,656,750 35,950,459 1,799,579 41,119,560 3,591,800 41,063,450 1,973,230 45,479,160 9,079,200 $ 37,750,038 $ 44,711,360 $ 43,036,680 $ 54,558,360 FINANCIAL RESOURCES Headquarters Operations Code Administration Support Services Training Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 31,643,303 $ 34,581,810 $ 34,581,810 $ 37,431,370 2,530,111 3,678,520 3,678,520 4,467,320 1,818,753 2,302,450 2,277,740 2,918,920 981,270 1,382,570 1,351,170 1,642,900 (1,022,978) (825,790) (825,790) (981,350) 35,950,459 1,799,579 41,119,560 3,591,800 41,063,450 1,973,230 45,479,160 9,079,200 $ 37,750,038 $ 44,711,360 $ 43,036,680 $ 54,558,360 $ 31,204,487 4,048,255 $ 35,363,710 3,624,000 $ 35,806,100 3,425,500 $ 39,172,410 3,800,000 1,023,945 78,986 1,386,930 2,916,120 1,386,930 452,220 1,656,750 3,142,500 3,231 116,829 727,365 546,940 -0- 331,100 736,200 34,300 -0319,000 200 1,199,960 83,310 682,460 -0- 425,700 1,023,800 40,200 75,000 5,222,000 $ 37,750,038 $ 44,711,360 $ 43,036,680 $ 54,558,360 SOURCE OF FUNDS General Fund General Fund - Emergency Medical Transport Public Safety Academy Fund General Fund - Certificates of Participation Miscellaneous Non-Federal Grants Miscellaneous Federal Grants 1984 General Obligation Bonds 1994 General Obligation Bonds 2000 General Obligation Bonds Department Total 80 FIRE SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $45,479,160 is an increase of $4,359,600 due to the following changes: • Impact of a 2% pay increase effective July 1, 2001 • Increase in grant capacity • Increase in pension costs due to rate change • Sick leave sell back and paramedic certification pay • Impact on salaries due to Fiscal Year 2002 merit increases • Increase in apparatus replacement allowance to fully fund the replacement program • Impact of increased rates on group insurance costs • Emergency medical services management contract and other professional services • Impact of an additional 2% pay increase for commissioned personnel effective January 1, 2002 • Impact of workers' compensation rate increase • New fire inspector position related to annexation • Maintenance of buildings, grounds, and equipment • Carryforward of equipment purchases • Increase in cost of utilities • Increase in motor fuel costs • Increase in training and travel due primarily to higher cost of paramedic classes • Study of call patterns to help determine geographic allocation of resources • Other miscellaneous changes Operating Total $ 582,000 550,000 508,960 485,920 399,270 358,080 305,330 251,000 250,000 237,790 94,400 71,000 56,110 51,550 51,300 41,800 40,000 25,090 $ 4,359,600 Capital The adopted budget for Fiscal Year 2002 of $9,079,200 is an increase of $5,487,400 due to the following changes: • Capacity for Fiscal Year 2000 General Obligation Bond projects • New funding for other projects • Project work completed in Fiscal Year 2001 $ 5,222,000 798,600 (533,200) Capital Total $ 5,487,400 Department Total $ 9,847,000 81 FIRE HEADQUARTERS MISSION STATEMENT: The Headquarters Division provides direction and policy to ensure the prevention and extinguishment of fires, and the provision of emergency medical services, environmental protection, and code enforcement to the community; and responsibly administers all fiscal operations and personnel policies, procedures, and actions. The Advanced Life Support Cost Recovery Section recovers partial costs of advanced life support ambulance services to the community, and ensures paperwork is complete for billing purposes. KEY MEASURES OF PERFORMANCE Key Outputs Manage and maintain the facilities, equipment, and fire and support personnel to provide fire protection, medical response, and other services to the community. • Number of fire stations • Number of engine companies • Number of paramedic/engine companies • Number of paramedic companies • Number of ladder companies • Number of commissioned department personnel • Number of non-commissioned department personnel Submit invoices for advanced life support ambulance transports. Actual FY 2000 Adopted FY 2001 17 18 0 12 7 499 18 19 1 13 7 526 18 18 1 12 7 526 18 19 0 13 8 527 40 44 44 44 16,397 14,000 16,600 17,000 1 6 6 6 84% $ 4,100 70% $ 3,624 75% $ 4,200 80% $ 4,300 Key Outcomes Provide additional and/or upgraded facilities/companies to serve the community. Recover costs for advanced support/ambulance service. • Collection rate • Dollars collected ($000s) Estimated FY 2001 Adopted FY 2002 life RESOURCE SUMMARY Position Resources Financial Resources General Fund 11.00 26.00 26.00 13.00 $ 1,305,664 $ 2,391,520 $ 2,391,520 $ 1,641,880 82 FIRE OPERATIONS MISSION STATEMENT: The Operations Division protects the lives and property of the citizens of Tucson by responding promptly to all fire and medical emergencies with an adequate number of personnel, equipment, and consistent use of up-to-date tactics and strategies needed to mitigate those emergencies. It ensures the public’s safety through a comprehensive program of pre-fire planning inspections, and presentation of public education programs that increase fire and life safety awareness in the community. It manages resources to effectively meet the evolving emergency medical needs of the community. Through use of continuous training and educational programs for paramedics and emergency medical technicians, participation in medical research projects, and utilization of the most current medical equipment and technologies, the public is ensured of receiving first-rate professional emergency medical services. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 62,164 64,000 64,000 67,000 300 300 350 300 560 36,800 280 34,250 560 36,800 560 36,800 75 99 99 99 27,938 31,000 31,000 33,200 people 437 1,350 450 470 Key Outcomes Respond to emergency calls by arriving at scene within five minutes of dispatch (average response time is 4.6 minutes). • Percent of timely response 95% 100% 95% 100% Key Outputs Answer emergency calls. Respond to structure fires. Conduct Adopt-A-School safety classes for third graders. • Number of classes provided • Number of students attending Adopt-ASchool classes Provide continuing professional education programs for 466 firefighters. • Number of hours per person Respond services. to requests for paramedic Respond to calls concerning experiencing cardiac arrests. 83 Estimated FY 2001 Adopted FY 2002 FIRE Operations (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 100% 100% 100% 100% 87% 90% 85% 90% 20% 16% 20% 20% 14 14% 22 10% 18 14% 22 14% 3 14 8 14 462.00 469.00 469.00 482.00 $ 24,589,836 4,048,255 $ 27,003,010 3,624,000 $ 27,187,410 3,425,500 $ 30,038,910 3,800,000 -0- -0- -0- 500,000 $ 28,638,091 $ 30,627,010 $ 30,612,910 $ 34,338,910 Expose third grade students to fire/injury prevention strategies. • Percent of third grade students in AdoptA-School classes Arrive at scene within eight minutes of dispatch for advanced life support response (American Heart Association standard). Average response time is 5.5 minutes. • Percent of timely response Provide cardiopulmonary resuscitation for citizens suffering cardiac arrest. • Percent of patients saved that were suffering bystander-witnessed cardiac arrests • Number of those lives saved • Percent of patients saved that were suffering cardiac arrests not witnessed by bystanders. • Number of those lives saved Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Emergency Medical Transport Miscellaneous Federal Grants Financial Resources Total 84 FIRE CODE ADMINISTRATION MISSION STATEMENT: The Code Administration Division promotes public safety by administering fire codes and standards, conducting regular building inspections, and providing prompt detection and enforced compliance of code violations. The division ensures compliance with federal and state regulations regarding fire and environmental hazards through extensive inspection, enforcement, reporting, and cooperation with responsible agencies to promote and maintain a safer community. The division addresses major health and safety risk areas such as injury prevention, child safety, safety equipment, juvenile firesetters, and other educational opportunities. KEY MEASURES OF PERFORMANCE Key Outputs Conduct fire code commercial buildings. • Number inspected inspections Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 2,439 1,680 2,400 2,550 678 400 525 500 577 700 600 600 47% 55% 10% 12% 100% 100% 100% 100% 124,635 80,100 81,000 90,000 on Provide safety/educational classes to the community. Respond to all fire code complaints from citizens. • Number of complaints Key Outcomes Promote public safety through fire code enforcement. • Percent of 25,000 total commercial buildings inspected* • Percent of citizen code complaints addressed within five days Promote public safety through public education. • Number of community contacts through educational programs *Quantity of buildings increased due to inclusion of all commercial buildings. 85 FIRE Code Administration (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Certificates of Participation Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 36.00 36.00 36.00 36.00 $ 2,160,120 78,986 $ 2,196,320 -0- $ 2,496,320 -0- $ 2,354,040 -0- -0- 300,000 -0- 350,000 $ 2,239,106 $ 2,496,320 $ 2,496,320 $ 2,704,040 SUPPORT SERVICES MISSION STATEMENT: The Support Services Division maintains adequate inventories of organizational supplies and equipment; distributes supplies as required to sustain around-the-clock routine and emergency operations; maintains all vehicles and equipment in a fully functional condition to ensure safe, consistent, and prompt responses of emergency field operations. The division seeks to reduce the crime of arson by conducting comprehensive investigations of all suspicious fires, securing all available evidence for prosecution by the responsible agency, and promoting fire safety and prevention education for all citizens. The division oversees the collection, storage, and dissemination of all fire department data management and information needs. It provides support to all Tucson Fire Department divisions by designing, maintaining, and supplying specialized mapping and drawing information. The Management Information Section ensures the quality control and integrity of data for the fire data management systems, and administers and manages the department’s computers and network. KEY MEASURES OF PERFORMANCE Key Outputs Perform preventive maintenance checks on all fire apparatus and support equipment. • Number of preventive maintenance checks done 639 600 655 655 Perform unscheduled and emergency repairs on all front-line apparatus. • Number of repairs 1,233 700 1,320 1,320 Investigate fires to determine cause and origin. • Number of fires investigated 413 390 440 460 86 FIRE Support Services (Continued) KEY MEASURES OF PERFORMANCE Provide services for management information (includes drafting, records, and computer hardware and software). • Number of requests Key Outcomes Ensure that front-line apparatus equipment is available at all times. • Percent of apparatus available • Percent of equipment available Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 4,212 3,500 4,680 4,680 93% 99% 80% 90% 90% 90% 90% 90% 209 220 220 230 22.00 29.00 29.00 29.00 $ 3,148,867 -0- $ 3,772,860 444,920 $ 3,730,850 444,920 $ 5,137,580 -0- $ 3,148,867 $ 4,217,780 $ 4,175,770 $ 5,137,580 and Quantity of investigated fires determined to be arson and reported to Tucson Police Department. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Certificates of Participation Financial Resources Total 87 FIRE TRAINING MISSION STATEMENT: The Training Division ensures that the uniformed members of the Tucson Fire Department are highly trained and qualified at both the entry- and incumbent-levels. It provides career-enhancement opportunities for all members to ensure well-trained public servants. Firefighter, driver operator, and aircraft rescue and firefighting training offered to other fire departments, districts, and agencies providing those kinds of services will serve to make the City of Tucson Public Safety Training Academy a regional training facility. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 22 800 50 800 32 800 50 800 Provide continuing education classes for uniformed members. • Hours of training • Number of personnel 48 499 48 565 48 526 48 565 Provide advanced driver training and refresher courses to department members. • Hours of training • Number of employees 24 40 24 50 24 70 24 50 Key Outcomes Enhance staff capability through training and education • Percent of qualified recruits graduating. • Total hours of continuing education. • Total hours of driver training. 78 23,952 960 N/A N/A N/A 82 25,248 1,680 80 27,120 1,200 8.00 10.00 10.00 11.00 $ 618,731 $ 1,386,930 $ 1,386,930 $ 1,656,750 Key Outputs Train new recruits to be firefighters. • Number of recruits • Hours of training per recruit Estimated FY 2001 Adopted FY 2002 qualified RESOURCE SUMMARY Position Resources Financial Resources Public Safety Academy Fund 88 LIBRARY OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 19,719,980 6,780,000 $ 26,499,980 287.25 ADMINISTRATION TECHNOLOGY MANAGEMENT COLLECTION SERVICES PUBLIC SERVICES OUTREACH SERVICES PROGRAM ALLOCATION FINANCING PLAN Library Fund Pima County Contribution 38% Capital Improvements 26% Miscellaneous Non-Federal Grants 2% Administration 5% Pima County Bonds 5% Other* 6% 1994 General Obligation Bonds 3% Library Fund General Fund Contribution 35% 2000 General Obligation Bonds 17% Public Services Collection 47% Services 16% *Includes Technology Management (3%) and Outreach Services (3%). TEN YEAR STAFFING TRENDS Adopted Positions 299.50 300.00 265.50 265.50 241.75 243.75 253.00 1998 238.75 253.00 1997 240.25 239.25 1996 250.00 1995 275.00 225.00 89 2001 2000 1999 1994 1993 1992 200.00 90 LIBRARY MISSION STATEMENT: To provide Tucson and Pima County residents free and equitable access to information resources needed for full participation in the community and for the enrichment of individual lives. OVERVIEW The Library Department provides access to information, promotes literacy and a love of reading, and supports lifelong learning. It does this by providing collections of materials and computer resources in 22 permanent facilities, through a variety of outreach activities, and by providing staff to assist customers with materials and services. Library services are provided to all of Pima County through an intergovernmental agreement between the City of Tucson and the Pima County Free Library District and in partnership with other community information providers. The divisions within the department include Administration, Technology Management, Public Services, Collection Services, and Outreach Services. DEPARTMENT HIGHLIGHTS The Library Department has allocated $3,214,800 to expand its collection of books, periodicals, and records. The Library Department completed the second year of a three-year, $400,000 grant from the WallaceReader’s Digest Funds to provide positive youth development through improved educational and career development opportunities for low-income youth. Through a community-supported strategic plan, the Library Department developed a vision statement, a statement of core values, and six strategic directions leading into the 21st century. The six strategic directions are: • Begin with Books and Reading • Put Children and Youth First • Celebrate Culture and the Arts • Promote Strong Neighborhoods • Enhance Economic Development and Support Economic Advancement • Use Library Information Technology to Bridge the “Information Gap” The Library Department is working with the Town of Oro Valley and Pima County to build a 15,000 square-foot library in Oro Valley. Currently, the library is projected to open in January 2002. Computer labs at South Tucson Library and Green Valley Library will open in the fall of 2001. In January 2002, El Pueblo Library will move to a larger building at the El Pueblo Neighborhood Center and the Technology Assisted Learning Lab in the Santa Rosa Neighborhood Center will open. The Library Department contracted with Hidell & Associates Architects to prepare a report for a longrange facilities plan. This plan incorporates a review of current library facilities, proposes possible library service models, and examines demographic trends in Tucson and Pima County to identify potential library locations. A draft plan was prepared in spring 2001, and public review began in July 2001. 91 LIBRARY SUPPORT FOR LIVABLE TUCSON GOALS Goal: Caring, Healthy Families and Youth The Library Department has several programs that target youth and families such as Project LIFT (Literacy Involves Families Together), which brings families together to promote reading as a positive recreational activity. Story times, introducing children and parents to language and reading, are offered at all library locations. Collaborative efforts with community agencies and other city and county departments include working with area schools, the Boys and Girls Clubs of Tucson, and the city and county Parks and Recreation Departments to provide homework help centers for children and teens; partnering with Child and Family Resources (CFR) to promote library resources to parents and develop reading skills in children; and in-service training programs for staff at CFR after-school programs. The department participates in the City of Tucson’s internal Youth Policy Team together with the Police, Community Services, Fire, Parks and Recreation Departments, and Citizen and Neighborhood Services. Goal: Strong Local Businesses The Main Library has an extensive reference section and a business librarian to help local business and aspiring entrepreneurs. The Main Library’s business services’ staff actively collaborates with the Greater Tucson Economic Council (GTEC), the Greater Tucson Strategic Partnership for Economic Development (GTSPED), the Tucson Urban League, Pima Community College’s Small Business Development Training Center, and Service Corps of Retired Executives (SCORE). Outreach is provided to business groups to inform the community about available services. Recent outreach efforts have targeted the U.S. Department of Commerce through their Nuts and Bolts project, the American Indian Chamber of Commerce, the Tucson Black Chamber of Commerce, the Tucson Hispanic Chamber of Commerce, and the Small Business Fair. Public access computers are available at all library locations and are widely used by small local businesses for research and other start-up tasks. Goal: Reduced Poverty and Increased Equality of Opportunity The Library Department makes information available to all, including those who cannot easily get to a library, through programs such as the Bookmobile, Books-by-Mail, and Homebound Services. Through a series of Gates Foundation grants and other funding, the department has placed public access personal computers in all library locations. People who do not own computers rely on the Library Department not only for access to electronic resources, but also for staff assistance and training in information technology literacy skills. Job seekers can prepare resumes and find employment resources via the Library Department’s electronic services. A three-year $400,000 grant from the Wallace-Reader’s Digest Funds is providing for the development of improved educational services and employment opportunities for low-income youth, as well as the creation of teen resource centers at the Main, Mission, Valencia, and Woods libraries. 92 LIBRARY Support for Livable Tucson Goals (Continued) Goal: Excellent Public Education The Library Department works closely with schools and offers programs to help ensure that our children are getting the best education possible. The Homework Help program, visits to schools by librarians, newsletters, joint meetings with educators, and tours of libraries for school children are examples of these efforts. Library computer labs and trained staff give children better opportunities to complete research or produce reports for school assignments. Goal: Engaged Community and Responsive Government Free community and neighborhood meeting space is provided at each library. Last year these spaces were used for 7,050 neighborhood gatherings and meetings. The Library Department also encourages and supports involvement in Neighborhood Enhancement Teams (NETeams) and Back to Basics efforts. Eight staff members from six different library branches are active in NETeam community work. Goal: Respected Historic and Cultural Resources The Main Library maintains two collections of significant relevance to our local history and culture: the Steinheimer Collection of Southwest Children’s Books (2,600 books) and the Arizona Collection (3,750 items of cultural history in Southeast Arizona and Pima County). In addition, the Library Department’s catalog system is able to access the specialized collections at the University of Arizona and Pima Community College, and the department is currently involved in a statewide effort to promote partnerships between public libraries and museums. With funds from a Library Services and Technology Act grant, the Library Department, the University of Arizona, the Arizona State Museum, and the Arizona Historical Society have begun the process of conserving the State Archives of Sonora. This project will ultimately make these important archives available to a much wider audience in both the United States and Mexico. Goal: Successful Downtown The Main Library, in the heart of downtown, is an educational and cultural center. It provides unique collections, specialized services, and a selection of programs in arts, humanities, and social issues for all ages. The Main Library Plaza is the venue for festivals, public performances, musical concerts, and special events. In the past year it has been the site for the annual Tucson Fire Department’s Chili Cookoff, the Tucson Heritage Festival, Dia de Los Niños Festival, the Folklife Festival, and the Holiday Parade festivities, to name just a few of the notable events. The main floor houses the Gallery, a constantly changing showcase for new and emerging local artists. The Main Library is a destination point for school tours, community groups, history buffs, grant seekers, business entrepreneurs, avid readers, teenagers, educators, Internet searchers, and parents. Over 50,000 people visit this branch each month. The Main Library works to maintain a safe, pleasant environment for people to visit and enjoy. 93 LIBRARY DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 18.00 6.00 169.50 16.50 11.00 18.00 6.00 192.75 16.50 13.00 18.00 6.00 192.25 16.50 13.00 18.00 6.00 183.50 16.50 13.00 221.00 246.25 245.75 237.00 35.50 4.75 4.25 44.25 4.75 4.25 46.75 4.75 4.25 41.25 4.75 4.25 44.50 53.25 55.75 50.25 265.50 299.50 301.50 287.25 $ 1,312,406 896,663 9,382,750 3,976,265 753,853 $ 1,463,960 1,016,670 11,355,950 4,210,730 861,570 $ 1,447,540 1,019,890 10,783,250 4,204,780 860,830 $ 1,313,280 852,290 12,441,030 4,254,850 858,530 16,321,937 44,903 18,908,880 2,020,000 18,316,290 934,530 19,719,980 6,780,000 $ 16,366,840 $ 20,928,880 $ 19,250,820 $ 26,499,980 POSITION RESOURCES PERMANENT Administration Technology Management Public Services Collection Services Outreach Services Permanent Total NON-PERMANENT Public Services Collection Services Outreach Services Non-Permanent Total Department Total FINANCIAL RESOURCES Administration Technology Management Public Services Collection Services Outreach Services Operating Total Capital Improvements Department Total 94 LIBRARY Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 10,613,354 $ 11,815,400 $ 11,783,310 2,094,662 2,368,810 1,803,120 3,428,429 3,970,770 3,975,960 185,492 53,900 53,900 -0-0-0-0700,000 700,000 $ 11,719,860 3,051,280 4,027,520 103,320 (182,000) 1,000,000 16,321,937 44,903 18,908,880 2,020,000 18,316,290 934,530 19,719,980 6,780,000 $ 16,366,840 $ 20,928,880 $ 19,250,820 $ 26,499,980 $ 8,160,969 $ 9,104,440 $ 8,808,145 $ 9,359,990 8,160,969 10,124,440 9,328,145 9,939,990 -0-044,903 -0- 200,000 750,000 -0750,000 200,000 50,000 114,530 750,000 650,000 1,250,000 700,000 4,600,000 $ 16,366,840 $ 20,928,880 $ 19,250,820 $ 26,499,980 SOURCE OF FUNDS Library Fund - General Fund Contribution Library Fund - Pima County Contribution Miscellaneous Non-Federal Grants Pima County Bonds 1994 General Obligation Bonds 2000 General Obligation Bonds Department Total 95 LIBRARY SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $19,719,980 is an increase of $811,100 due to the following changes: • Carryforward from Fiscal Year 2001 for projects not completed by June 30, 2001 • Increased funding for the loading dock at the Main Library • Increased capacity for grants • Impact of a 2% pay increase effective July 1, 2001 • Increased funding for the Infotech Literacy Program and the Technology Assisted Learning Lab, including a decrease of 1.5 positions due to revised implementations • Impact on salaries due to Fiscal Year 2002 merit increases • Increased funding for opening the Oro Valley Library branch • Decrease in one-time computer replacement funds • Completion of one-time remodeling projects in Fiscal Year 2001 • Impact of a 1% reduction to balance the budget • Eliminate funding for Sunday library services at Woods, Mission, MillerGolf Links, and Green Valley branches, including 10.75 positions • Other miscellaneous changes Operating Total $ 300,000 300,000 234,000 191,890 155,910 138,780 (167,080) (170,240) (182,000) (386,000) (5,960) $ Capital The adopted budget for Fiscal Year 2002 of $6,780,000 is an increase of $4,760,000 due to the following changes: • Additional funding for the construction of the Quincie Douglas Center Library • Funding for the design and construction of the George Miller-Golf Links branch expansion • Additional funding for the construction of the Midtown Library and Learning Center • Funding for the design and construction of the Main Library Plaza Improvements • Decreased funding for the El Pueblo branch expansion as it nears completion 401,800 811,100 $ 2,000,000 1,400,000 1,100,000 700,000 (440,000) Capital Total $ 4,760,000 Department Total $ 5,571,100 96 LIBRARY ADMINISTRATION MISSION STATEMENT: The Administration Division provides leadership and management support for the library system through planning, facilities management, fiscal and personnel services, and coordination with city and county governments and the Library Board; collaborates with other libraries and educational and cultural organizations; and responds to or initiates major partnership efforts to improve information delivery in the community. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 16,367 $ 20,929 $ 19,250 $ 26,499 Administer the private custodial, grounds maintenance, and security contracts, and coordinate the work of city and county public buildings departments to ensure safe, clean, well-maintained buildings for citizens to use and enjoy. 17 20 20 20 Provide new and/or renovated libraries. or -0- 1 3 3 Prepare major planning documents (i.e. strategic planning document, facilities planning document, funding plan document). 1 2 -0- 2 Maintain ongoing major partnerships with governmental and community agencies. 3 3 6 6 Provide support for library organizations and agencies such as the Library Board, friends of the library groups, the Library Foundation, and the Arizona State Library. 7 7 7 7 20 20 20 22 Key Outputs Negotiate an intergovernmental agreement between Pima County and the City of Tucson to provide an annual budget ($000s). remodeled Key Outcomes Meet the community’s need for library services. • Number of open libraries 97 LIBRARY Administration (Continued) RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution $ Financial Resources Total Actual FY 2000 Adopted FY 2001 18.00 18.00 656,203 $ 731,980 Estimated FY 2001 Adopted FY 2002 18.00 $ 723,770 18.00 $ 656,640 656,203 731,980 723,770 656,640 $ 1,312,406 $ 1,463,960 $ 1,447,540 $ 1,313,280 TECHNOLOGY MANAGEMENT MISSION STATEMENT: The Technology Management Division installs, manages, and maintains the department’s computer resources and network connections, including the integrated online catalog, Web servers, Internet connections, and workstations (computers and terminals) in order to provide the public and staff with access to the Library Department and remote resources both within library facilities and from home. KEY MEASURES OF PERFORMANCE Key Outputs Provide computer access for the Internet, library catalog, and remote databases. • Public computers • Staff computers Key Outcomes Expand on-line access to library information. • Number of times the Library Home Page is accessed (000s) • Number of connections to the library catalog and on-line databases from home, school, or workplace (000s) • Percent availability of on-line catalog and circulation system to the public 147 183 231 250 225 396 235 509 854 1,000 12,000 15,000 273 1,500 2,720 3,000 99% 99% 99% 99% 98 LIBRARY Technology Management (Continued) RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Actual FY 2000 Adopted FY 2001 6.00 6.00 $ 448,332 Financial Resources Total $ 508,335 Estimated FY 2001 $ Adopted FY 2002 6.00 6.00 509,945 $ 426,145 448,332 508,335 509,945 426,145 $ 896,663 $ 1,016,670 $ 1,019,890 $ 852,290 PUBLIC SERVICES MISSION STATEMENT: The Public Services Division, through a Main Library and 21 branch libraries, provides Tucson and Pima County residents with information and materials for use in libraries and through lending and computer access. The division develops and administers specialized services for all ages with emphasis on families, youth, and independent learners to promote opportunity in an increasingly information-based society. KEY MEASURES OF PERFORMANCE Key Outputs Provide Tucson residents and visitors with access to library materials, programs, and information. • Number of materials loaned (000s) • Number of reference/information questions answered • Number of programs and storytimes provided for children • Number of library tours and programs provided for adults and teens • Number of books and electronic resources used by customers in the library (000s) • Number of classes offered to residents on basic computer skills, finding jobs on the Internet, writing resumes, consumer health, and conducting research for school assignments • Number of Internet hours available to the public (000s) 5,383 625,000 5,300 875,000 5,500 900,000 5,700 910,000 3,132 3,200 3,250 3,300 1,329 1,525 1,550 1,600 N/A 10,500 11,000 11,500 N/A N/A 600 600 N/A N/A 9,270 10,025 99 LIBRARY Public Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Inform teenagers about library services by recruiting and training high school students to be library advocates. (Funded by Wallace-Reader’s Digest Funds’ Public Libraries as Partners in Youth Development grant) • Number of youth library advocates N/A N/A 10 10 Provide workforce development by hiring and training low-income teens as library aides at Main, Mission, Valencia, and Woods libraries. (Funded by WallaceReader’s Digest Funds’ Public Libraries as Partners in Youth Development grant) • Number of youth library aides N/A N/A 10 10 27,088 22,000 28,000 30,000 144,585 130,000 135,000 137,500 54% 54% 54% 54% N/A N/A N/A N/A 50 1,250 50 1,250 Key Outcomes Provide Tucson residents and visitors with access to library materials, programs, and information. • Number of children maintaining their school reading levels by participating in the summer reading program • Number of customers of all ages attending programs, storytimes, and tours to support language skills, literacy, and lifelong learning • Percent of population having library cards Provide informative presentations by youth library advocates to youth groups, middle and high school classes, parent and faculty groups, etc. about library services. • Number of presentations • Number of people contacted 100 Estimated FY 2001 Adopted FY 2002 LIBRARY Public Services (Continued) KEY MEASURES OF PERFORMANCE Provide teens and others with opportunities to improve information technology skills through training programs on computer use taught by youth library aides and library staff at Main, Mission, Valencia, and Woods libraries. • Number of training programs • Number of contacts Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 N/A N/A N/A N/A 9 90 9 90 205.00 237.00 239.00 224.75 $ 4,691,375 $ 5,327,975 $ 5,041,625 $ 5,720,515 4,691,375 5,827,975 5,541,625 6,220,515 -0- 200,000 200,000 500,000 $ 9,382,750 $ 11,355,950 $ 10,783,250 $ 12,441,030 RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Miscellaneous Non-Federal Grants Financial Resources Total COLLECTION SERVICES MISSION STATEMENT: The Collection Services Division selects and purchases library materials to meet the needs of the community; catalogs and processes these materials to make them available to the public; works with public services to ensure that the library collections are kept current and relevant to the needs of our customers; and processes interlibrary loans to borrow materials for our customers that are not available through the Library Department. KEY MEASURES OF PERFORMANCE Key Outputs Obtain library materials for use by the community. • Number of new books and other materials delivered to branch libraries for public use • Number of titles ordered • Number of items borrowed from other libraries for customers 286,188 285,000 300,000 300,000 22,497 2,778 19,000 2,900 20,000 2,900 20,000 2,900 101 LIBRARY Collection Services (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide library materials that are current and relevant to the needs of our customers. • Percent of customers indicating satisfaction with the book and materials collections • Percent of titles that appear on the “Best Books” lists that were purchased for the system • Number of items of library materials distributed for use by the community • Number of unique titles available for library users Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 90% 85% 85% 85% 86% 90% 90% 90% 1,160 N/A 1,217 1,300 205,000 N/A 204,000 205,000 RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Financial Resources Total 21.25 21.25 $ 1,988,133 $ 2,105,365 1,988,133 2,105,365 $ 3,976,265 $ 4,210,730 21.25 21.25 $ 2,102,390 $ 2,127,425 2,102,390 2,127,425 $ 4,204,780 $ 4,254,850 OUTREACH SERVICES MISSION STATEMENT: The Outreach Services Division strengthens educational, cultural, and literacy efforts throughout the community and identifies new outreach opportunities by collaborating with schools, community organizations, and other city and county departments. The division takes library services and materials to locations other than Library Department facilities, with an emphasis on reaching youth and families. KEY MEASURES OF PERFORMANCE Key Outputs Provide youth with Homework Help sites in libraries, schools, recreation centers, and other agencies. • Number of participants 23,805 102 23,000 23,500 24,000 LIBRARY Outreach Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Provide bookmobile, homebound, and books-by-mail services and family literacy programs to customers with limited or no ability to use a library branch. • Number of customers 12,698 15,000 15,000 15,000 Collaborate in community events (e.g., festivals and college nights) and provide information about library resources, reading, etc., to groups outside of the library. • Number of events and presentations • Number of individual contacts 141 21,138 96 30,000 100 30,000 100 30,000 Participate in ongoing partnerships with other departments, schools, community agencies, and organizations to promote reading and literacy. • Number of partnerships 7 6 6 6 N/A N/A 750 750 52% 80% 60% 75% N/A 95% 85% 85% Provide family literacy programs to high school students and young parents. • Number of participants in Project LIFT (Literacy Includes Families Together) Key Outcomes Support educational, cultural, and literacy efforts in the community. • Percent of youth reporting improved school grades • Percent of Project LIFT parents reporting more time spent on reading and reading-related activities with their children 103 Estimated FY 2001 Adopted FY 2002 LIBRARY Outreach Services (Continued) RESOURCE SUMMARY Position Resources Financial Resources Library Fund - General Fund Contribution Library Fund - Pima County Contribution Financial Resources Total Actual FY 2000 Adopted FY 2001 15.25 17.25 17.25 17.25 $ 376,927 $ 430,785 $ 430,415 $ 429,265 376,927 430,785 430,415 429,265 $ 753,853 $ 861,570 $ 860,830 $ 858,530 104 Estimated FY 2001 Adopted FY 2002 PARKS AND RECREATION OPERATING: CAPITAL: TOTAL: $ 39,165,620 19,731,200 $ 58,896,820 POSITION TOTAL: 677.50 ADMINISTRATION OFFICES CENTRAL DISTRICT EAST DISTRICT SOUTHWEST DISTRICT ZOO DIVISION NORTHWEST DISTRICT FINANCING PLAN PROGRAM ALLOCATION Miscellaneous Non-Federal Grants 2% Northwest District 18% Southwest District 13% Pima County Bonds 12% East District 13% Miscellaneous Federal Grants 2% 1994 & 2000 General Obligation Bonds 20% General Fund* 64% Zoo Division 3% Parks and Recreation Grants 3% Capital Improvements 33% Central District 14% Administration Offices 3% *Includes General Fund (58%), General Fund - Fees and Charges (6%), General Fund - Parks Foundation (<1%), General Fund - Restricted (<1%). 720.25 718.75 2001 800.00 2000 TEN YEAR STAFFING TRENDS Adopted Positions 685.75 700.00 580.00 577.00 1996 600.00 1995 631.50 596.00 508.75 500.00 446.50 453.00 105 1999 1998 1997 1994 1993 1992 400.00 PARKS AND RECREATION DISTRICT MAP C = Central District E = East District NW = Northwest District SW = Southwest District NW C E SW 106 PARKS AND RECREATION MISSION STATEMENT: To involve Tucsonans of all ages and abilities in their park system by providing well trained employees in decentralized administrative areas who connect themselves to their customers with quality service and facilities. OVERVIEW The Parks and Recreation Department has oriented its entire operation to get closer to Tucsonans by providing quality services and facilities. The department’s emphasis is to strengthen our youth enrichment programs by combining our services with other departments. Community involvement and neighborhood assistance is a priority. We are preparing our system for the future with a progressive and challenging strategic plan. Included within the Parks and Recreation Department are Administration Offices; the Central, Southwest, Northwest, and East Districts; and the Zoo. DEPARTMENT HIGHLIGHTS The Parks and Recreation Department works cooperatively with other departments on various programs as follows: • Gang Resistance Education and Training Program (GREAT) with the Tucson Police Department; • Summer Reading and Computer Lab Programs as well as the after-school Homework Help program with the Tucson Public Library; • Daycare facilities at our centers which serve neighborhood working parents and are funded by Community Development Block Grants through the Community Services Department; and • Adopt-A-School, Safe Kids, and the Fourth of July Tour for Tucson’s Children with the Tucson Fire Department. The department works diligently to increase voluntary employee participation through the Neighborhood Enhancement Teams (NETeams). The goal is to help neighborhoods in neighborhood clean-ups, housing repairs, and community events. In Fiscal Year 2000, NETeams expanded department participation, adopted a house through the Christmas in April house repair program, adopted a street to conduct periodic clean-ups, and sponsored a booth at the Reid Park Zoo Halloween Festival. The department has also assisted in six community clean-ups. The department involved Tucsonans in a strategic planning process. The community and neighborhood leadership and staff have developed the department’s direction through the year 2010: "A Proud History– A Future Without Limits!” The department partnerships with non-profit agencies that advocate and conduct fund raising for the department. In Fiscal Year 2000, the Tucson Parks Foundation raised $120,000 for recreation programming and park improvements. The Tucson Zoological Society raised $100,000 for Reid Park Zoo, and the Richard and Annette Bloch Cancer Foundation donated $1,000,000 for a Cancer Survivors Plaza in Reid Park. We will continue to leverage our system resources to benefit Tucsonans. The department also received strong community support in May 2000 when voters approved a $34,000,000 bond package for improvements, renovations, and natural resource land acquisitions. 107 PARKS AND RECREATION SUPPORT FOR LIVABLE TUCSON GOALS Goal: Abundant Urban Green Space and Recreation Areas The Parks and Recreation Department provides numerous and varied leisure time opportunities throughout the city. Facilities and programs, both indoor and outdoor, are designed to serve all peoplefrom the very young through the most mature, from people with disabilities to the most physically activespanning many social, cultural, and special interests. The department provides 101 parks, 103 playgrounds, 222 playing fields, and 2,691 acres of parkland. Goal: Clean Air and Quality Water The Parks and Recreation Department contributes to clean air by maintaining some 22,000 trees on public properties. Department efforts include effective water management, oversight of discharged wastewater, and the predominant use of reclaimed water in the irrigation of turf and landscaping that conserves, protects, and recharges the local aquifer. Goal: People Oriented Neighborhoods The Parks and Recreation Department provides indoor and outdoor facilities and programs throughout the city which accommodate thousands of Tucsonans of all ages, income, and ability. Recreation and neighborhood centers, school sites, pools, parks, and sports fields provide citizens venues to meet and the opportunity to interact with their neighbors. Programs such as KIDCO, senior clubs, adult athletic leagues, life-long learning classes, concerts, and special events benefit people in building self-pride and feeling good about themselves, their neighborhoods, and the community. Goal: Caring, Healthy Families and Youth The Parks and Recreation Department offers multiple opportunities for families to have fun, relax, and participate in activities at recreation and neighborhood centers, parks, schools, golf courses, and the Reid Park Zoo. Several programs encourage parent participation in advisory groups as well as activities. The department also participates in the city’s Internal Youth Policy Team, together with Citizen and Neighborhood Services and the Library, Police, Fire, and Community Services Departments. Goal: Excellent Public Education The Parks and Recreation Department, through partnerships with the public libraries, local schools, and colleges, promotes public education in our community for all generations by offering programs designed to both educate and enhance learning skills. Parks and Recreation Department facilities are used for middle school intergenerational credit classes, high school credit courses given in conjunction with a downtown youth jobs program, community college course work in programming for youth development, a degree program offered in recreation studies, and free zoo admission for over 30,000 children each year who are provided the opportunity to learn the value of animal wildlife and our responsibility to be conservators of this resource. Other programs such as SeniorNET encourage lifelong learning opportunities for senior participants. 108 PARKS AND RECREATION Support for Livable Tucson Goals (Continued) Goal: Protected Natural Desert Environment The department supports special preservation efforts such as the Lincoln Park Riparian Habitat Project (formerly the Atturbury Project), and the Case and North-Central District parks. These natural settings will be sustained through careful attention to planning and development. In conjunction with the Tucson Water Department, the Parks and Recreation Department also maintains the grounds of the 60-acre Sweetwater Wetlands site, which provides a riparian habitat in the city. Goal: Engaged Community and Responsive Government The department provides space and assistance to community groups who wish to meet for a variety of decision-making discussions and group interchanges. Neighborhood and recreation centers specifically nurture this environment. Numerous citizen advisory groups, steering committees, parent advisory boards for center and after-school sites, senior clubs, an adaptive advisory board specifically for issues regarding people with disabilities, and a teen center downtown participate in decision-making and advisement activities. Year-round volunteer programs within the four districts and the zoo educate individuals to invest in the community and environment. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 -0-0-0-0-026.50 9.00 35.50 147.75 173.00 27.00 103.75 78.50 81.50 86.00 25.50 7.50 -0-0-0- 27.00 103.75 78.50 81.50 86.00 25.50 7.50 -0-0-0- 28.00 79.75 90.50 97.50 84.00 25.50 4.00 -0-0-0- 391.75 409.75 409.75 409.25 POSITION RESOURCES PERMANENT Administration Offices Central District Southwest District Northwest District East District Zoo Division Parks and Recreation Grants Administration Recreation and Human Services Parks Maintenance Permanent Total 109 PARKS AND RECREATION Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 NON-PERMANENT Central District Southwest District Northwest District East District Zoo Division Parks and Recreation Grants Recreation and Human Services Parks Maintenance -0-0-0-013.00 60.00 254.25 3.50 153.00 39.50 25.75 36.50 11.50 42.75 -0-0- 153.00 39.50 25.25 36.50 11.50 42.75 -0-0- 61.50 29.00 101.25 38.75 2.50 35.25 -0-0- Non-Permanent Total 330.75 309.00 308.50 268.25 Department Total 722.50 718.75 718.25 677.50 -0-0-0-0-02,200,398 515,103 2,795,445 16,810,944 14,153,096 $ 2,377,650 12,343,230 6,738,260 6,515,740 6,819,200 2,167,300 1,833,270 -0-0-0- $ 2,238,960 12,311,090 6,724,660 6,588,040 6,777,150 2,157,300 1,852,360 -0-0-0- $ 1,769,310 8,110,380 7,748,800 10,394,100 7,528,710 1,973,700 1,640,620 -0-0-0- 36,474,986 2,778,940 38,794,650 6,676,000 38,649,560 5,123,780 39,165,620 19,731,200 $ 39,253,926 $ 45,470,650 $ 43,773,340 $ 58,896,820 FINANCIAL RESOURCES Administration Offices Central District Southwest District Northwest District East District Zoo Division Parks and Recreation Grants Administration Recreation and Human Services Parks Maintenance Operating Total Capital Improvements Department Total $ CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 19,417,019 $ 21,405,630 $ 21,501,340 $ 21,598,920 12,660,867 13,649,310 13,443,550 13,986,770 3,433,121 3,678,210 3,682,720 3,592,680 1,152,574 261,060 221,510 542,480 -0-0-0(356,000) (188,595) (199,560) (199,560) (199,230) 36,474,986 2,778,940 38,794,650 6,676,000 38,649,560 5,123,780 39,165,620 19,731,200 $ 39,253,926 $ 45,470,650 $ 43,773,340 $ 58,896,820 110 PARKS AND RECREATION Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 33,421,080 3,277,233 10,907 63,445 425,193 252,550 659,160 288,928 855,430 -0- $ 33,068,080 3,893,300 278,630 236,690 1,098,110 -04,009,000 1,009,840 155,000 1,722,000 $ 33,301,500 3,495,700 278,630 238,690 1,098,110 -0990,300 1,026,930 822,480 2,521,000 $ 34,235,160 3,289,840 280,520 121,320 1,079,510 -07,455,200 949,270 100,000 11,386,000 $ 39,253,926 $ 45,470,650 $ 43,773,340 $ 58,896,820 SOURCE OF FUNDS General Fund General Fund - Fees and Charges General Fund - Parks Foundation General Fund - Restricted Miscellaneous Non-Federal Grants Capital Agreements Fund Pima County Bonds Miscellaneous Federal Grants 1994 General Obligation Bonds 2000 General Obligation Bonds Department Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $39,165,620 is an increase of $370,970 due to the following changes: • Increase in group insurance, pension, and workers' compensation rates • Impact of a 2% pay increase effective July 1, 2001 • Increased costs of electricity, water, gas, sewer, and telephone • Carryforward funding from Fiscal Year 2001 for projects not completed by June 30, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Quarter year funding for the newly constructed Freedom Center scheduled to be completed in the spring of 2002 including 6.50 permanent positions and 1.50 non-permanent positions • Increase of building maintenance work performed by the Department of Operations • Various repairs and improvements at the Zoo in preparation for American Zoos and Aquarium Association accreditation • Addition of KIDCO program at Cottonwood School including 2.00 nonpermanent positions • Elimination of grant capacity including a net of 11 positions • Elimination of HICO program and reduction in MIDCO programming due to low participation • Reduction in personal services for anticipated losses due to attrition and retirement • Impact of a 1% reduction to balance the budget • Completion of projects carried forward from Fiscal Year 2000 • Other miscellaneous changes Operating Total $ 188,320 174,570 107,000 98,000 38,000 (192,650) (264,750) (293,300) (356,000) (577,270) (9,750) $ 111 485,380 381,000 314,210 278,210 370,970 PARKS AND RECREATION Significant Changes (Continued) Capital The adopted budget for Fiscal Year 2002 of $19,731,200 is an increase of $13,055,200 due to the following changes: • Capacity for 2000 General Obligation Bond program projects • Carryforward funding for projects not completed in the previous fiscal year • Increase in the Pima County Bond program based on scheduled implementation • Completion of capital projects in Fiscal Year 2001 • Other miscellaneous changes $ 9,664,000 3,613,700 3,027,500 (3,481,000) 231,000 Capital Total $ 13,055,200 Department Total $ 13,426,170 ADMINISTRATION OFFICES MISSION STATEMENT: The Administration Offices Division provides direction and sets policy for four districts, the zoo, and city golf courses and develops and manages the operating and capital budgets for the department. The division provides administrative and clerical support so that district staff can operate in a manner that promotes efficient and effective operations and ensures that customers are provided excellent service and facilities throughout the districts. The division directs planning and development activities for the department. KEY MEASURES OF PERFORMANCE Key Outputs Provide support and assistance to Mayor and Council appointed citizen committees that advise the governing body. • Tucson Parks and Recreation Commission meetings • Tucson Greens Committee meetings • Tucson Rodeo Grounds/Parade Citizens Oversight Committee meetings • Landscape Advisory Committee meetings • Off-Leash Dog Area Task Force meetings Assist City Manager with citywide issues by serving on various directors committees. Actual FY 2000 Adopted FY 2001 7 10 9 9 12 3 12 4 12 2 12 2 9 3 12 4 12 2 12 2 N/A N/A 6 6 112 Estimated FY 2001 Adopted FY 2002 PARKS AND RECREATION Administration Offices (Continued) Enhance communication by meeting with city departments to improve current service. • Number of meetings Attend neighborhood association and citizen committee meetings to better understand community needs and involvement in our park system. Key Outcomes Obtain overall satisfaction rating of “very good” or “excellent” services from surveyed customers. Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 N/A N/A 3 6 N/A N/A 24 36 95% 95% 95% 95% -0- 27.00 27.00 28.00 $ -0- $ 2,377,650 $ 2,238,960 $ 1,769,310 $ -0- $ 2,377,650 $ 2,238,960 $ 1,769,310 RESOURCE SUMMARY Position Resources Financial Resources General Fund Financial Resources Total CENTRAL DISTRICT MISSION STATEMENT: The Central District ensures that customers are provided with excellent service and facilities. The district provides friendly and fun programs, well-maintained, safe, and environmentally-conscious facilities and sites including picnic areas, playgrounds, and athletic facilities. The facilities serve recreational and social needs and ensure fulfilling lifestyles for children, families, adults, seniors, and people with disabilities. Central District highlights include Hi Corbett Field, Reid Park, leisure classes and registration, event and theatre services, sports administration, therapeutics, the Randolph Tennis Center, and the department’s volunteer program. KEY MEASURES OF PERFORMANCE Key Outputs Provide and operate facilities for various programs. • Adult sports leagues • Programs for individuals with disabilities 103 91 113 105 71 103 93 92 93 PARKS AND RECREATION Central District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 1 3 1 1 25 18 4 1 3 3 2 12 15 11 1 3 1 1 25 18 4 1 3 1 1 25 18 4 11,250 11,250 11,250 11,250 Sponsor concerts and theater performances at no cost to the public. 80 80 88 88 Register participants in leisure classes held in the area of gymnastics/motor development, sports fitness, cultural arts, and other physical activities. • KIDCO 26,981 27,800 31,000 31,000 5,000 N/A 5,000 5,000 9 6 10 5 10 5 10 6 90,000 94,500 94,500 94,500 9,158 9,563 9,689 9,700 N/A N/A 25 25 90% 95% 90% 90% Promote youth, adult, senior, and family development through continuing safety inspections and maintenance of city sports fields, courts, and fixtures. • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Little League fields • Soccer fields • Tennis courts • Ramadas • Playgrounds Book reservations for park facilities. Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed • Gallons of reclaimed water used for irrigation (000s) Provide adults with sports leagues. • Number of participants Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. Key Outcomes Percentage of park patrons rating park facilities “satisfactory” or better. 114 Estimated FY 2001 Adopted FY 2002 PARKS AND RECREATION Central District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 80% 90% 90% 90% 6,900 7,000 7,000 7,000 • Gallons of allowable water (as deter- 37,000 32,500 32,500 32,500 Provide community volunteers on a yearround basis to assist staff in providing services. • Number of hours provided 32,000 N/A 32,000 35,000 Maintain a rating of good or better on providing core district services to other districts and departments. N/A N/A 90% 90% Enhance community awareness and involvement by attending neighborhood and community meetings. N/A N/A 18 20 -0- 256.75 256.75 141.25 $ -0-0- $ 10,359,680 1,983,550 $ 10,339,540 1,971,550 $ 6,389,830 1,720,550 $ -0- $ 12,343,230 $ 12,311,090 $ 8,110,380 Maintain a maintenance rating of “good” or above as rated through user surveys for the district’s athletic fields. Provide registered senior club members with socialization, technology training, fitness, and leisure class opportunities. • Number of registered members Conserve water in parks. mined by state regulation) saved through conservation (000s) Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total 115 PARKS AND RECREATION SOUTHWEST DISTRICT MISSION STATEMENT: The Southwest District ensures that customers are provided with excellent service, provides friendly and fun programs, and well-maintained, safe, and environmentally-conscious facilities and sites. The district also provides picnic areas, playgrounds, and athletic facilities serving the recreational and social needs that ensure fulfilling lifestyles for children, families, adults, seniors, and people with disabilities. Southwest District highlights includes the El Pueblo Regional Center, the Tucson Rodeo Grounds, the Kennedy Park Fiesta Area, coordination of civic events, and Senior Olympic administration. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Provide and operate facilities for various programs. • Recreation centers • Neighborhood centers • Regional centers • Parks 2 2 1 N/A 2 2 1 N/A 2 2 1 27 2 2 1 27 Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Programs for individuals with disabilities • Programs for senior citizens 15 19 9 N/A 11 19 9 N/A 15 19 9 5 15 19 9 5 Provide free American Red Cross swim classes during the summer. • Number of classes 172 175 180 180 4 4 4 4 6 6.1 8 32 12 10 13 6 6.1 8 32 12 10 13 6 6.1 8 34 12 11 13 6 6.1 8 34 12 11 13 Promote youth, adult, senior, and family development through continuing safety inspections of city sports fields, courts, and fixtures. • Baseball fields • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Football fields • Little League fields • Multi-purpose courts (basketball/volleyball) • Soccer fields • Softball fields 116 Estimated FY 2001 Adopted FY 2002 PARKS AND RECREATION Southwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 10 5 20 24 N/A 10 5 20 24 N/A 10 5 22 26 6 10 5 22 26 6 11,250 11,250 11,250 11,250 N/A N/A 175 175 70 58 75 60 75 50 75 50 2,200 2,460 2,500 2,500 90% 95% 95% 95% 85% 90% 90% 95% Refurbish playgrounds with new fallzones, apparatus, and delineations for safety for a safe and user-friendly park environment. • Number of playground refurbishments N/A N/A 1 2 Resurface multi-use/tennis court surfaces. N/A N/A 2 2 • • • • • Tennis courts Volleyball courts Ramadas Playgrounds Swimming Pools Book reservations for park facilities. Provide civic event support to non-profit, educational, and other local organizations by providing bleachers, staging, and booths. • Number of events supported Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed Register youth for sports fitness, visual/ performing arts, and environmental education through KIDCO programs. Key Outcomes Percentage of park patrons rating parks facilities “satisfactory” or better. Maintain a maintenance rating of “good” or above as rated through user surveys for the district’s athletic fields. 117 Estimated FY 2001 Adopted FY 2002 PARKS AND RECREATION Southwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 • Gallons of allowable water (as deter- 86,500 87,000 87,000 87,000 Enhance community awareness and involvement by attending neighborhood and community meetings. N/A N/A 12 16 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. N/A N/A 4 4 -0- 118.00 118.00 119.50 $ -0-0- $ 6,570,010 168,250 $ 6,556,410 168,250 $ 7,451,050 297,750 $ -0- $ 6,738,260 $ 6,724,660 $ 7,748,800 Conserve water in parks. mined by state regulation) saved through conservation (000s) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total 118 PARKS AND RECREATION NORTHWEST DISTRICT MISSION STATEMENT: The Northwest District ensures that customers are provided with excellent service, provides friendly and fun programs, and well-maintained, safe, and environmentally-conscious facilities and sites. The district also provides picnic areas, playgrounds, and athletic facilities, serving the recreational and social needs that ensure fulfilling lifestyles for children, families, adults, seniors, and people with disabilities. Northwest District highlights include Aquatics Program Administration, Northwest Center, Catalina High Magnet School Park, Armory Senior Citizen Center, and the Pascua Neighborhood Center. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Provide and operate facilities for various programs. • Recreation centers • Neighborhood centers • Senior center • Parks 2 3 N/A N/A 3 3 1 N/A 2 3 1 33 3 3 1 33 Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Programs for individuals with disabilities 7 6 29 10 13 29 9 10 29 9 10 29 Provide free American Red Cross swim classes during the summer session. • Number of classes 325 327 300 937 7 7 7 7 6 6.3 4 20 7 1 14 12 6 6.3 4 20 7 1 14 12 6 6.3 4 20 7 1 15 12 6 6.3 4 20 7 1 15 12 Promote youth, adult, senior, and family development through continuing safety inspections of city sports fields, courts, and fixtures. • Baseball fields • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Football fields • Little League fields • Multi-purpose courts (basketball/volleyball) • Rugby fields • Soccer fields • Softball fields 119 Estimated FY 2001 Adopted FY 2002 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE • • • • • Tennis courts Volleyball courts Ramadas Playgrounds Pools Book reservations at park facilities. Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed • Gallons of reclaimed water used for irrigation (000s) Register youth for sports fitness, visual/ performing arts, and environmental education through KIDCO programs. Key Outcomes Percentage of park patrons rating park facilities “satisfactory” or better. Maintain a maintenance rating of “good” or above for the district’s athletic fields as rated through user surveys. Enhance water safety and swimming skills in children. • Number of participants* Conserve water in parks. • Gallons of allowable water (as determined by state regulation) saved through conservation (000s) Actual FY 2000 Adopted FY 2001 13 6 37 39 N/A 13 6 40 41 N/A 13 6 40 43 10 13 6 40 43 10 11,250 11,250 11,250 11,250 235 160 126 105 115 95 190 50 100,000 75,000 74,800 76,000 1,158 1,740 1,525 1,525 95% 95% 95% 95% 90% 90% 90% 90% 3,800 1,220 28,610 28,610 36,500 82,000 81,000 83,000 *Aquatics programming transferred to Northwest District in Fiscal Year 2001. 120 Estimated FY 2001 Adopted FY 2002 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Enhance community awareness and involvement by attending neighborhood and community meetings. N/A N/A 100 125 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. N/A N/A 50 75 -0- 107.25 106.75 198.75 $ -0-0- $ 6,437,490 78,250 $ 6,509,790 78,250 $ 10,125,550 268,550 $ -0- $ 6,515,740 $ 6,588,040 $ 10,394,100 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total EAST DISTRICT MISSION STATEMENT: The East District ensures that customers are provided with excellent service; provides friendly and fun programs; and well-maintained, safe, and environmentally-conscious facilities and sites. The district also provides picnic areas, playgrounds, and athletic facilities, serving the recreational and social needs that ensure fulfilling lifestyles for children, families, adults, seniors, and people with disabilities. East District highlights include Udall, Ft. Lowell, and Lincoln Regional Parks; Udall, Clements, and Randolph Regional Recreation Centers; and the Golf Links Sports Complex. KEY MEASURES OF PERFORMANCE Key Outputs Provide and operate facilities for various programs. • Regional centers • Neighborhood centers • Parks 3 N/A N/A 3 N/A N/A 3 1 31 3 1 31 Provide citywide, age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer 9 14 10 15 9 14 10 15 121 PARKS AND RECREATION East District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 MIDCO sites – school year MIDCO sites – summer Programs for individuals with disabilities GREAT sites 6 4 13 3 5 9 13 N/A 6 4 13 3 5 8 13 3 Provide free American Red Cross swim classes during the summer session. • Number of classes 375 390 390 390 5 6 5 5 7 11.6 36 14 25 19 16 7 40 34 N/A 7 6.2 36 15 25 14 20 8 30 32 N/A 7 11.6 36 14 25 19 16 7 40 34 9 8 11.6 36 14 27 19 16 7 40 34 9 11,250 11,250 11,250 11,250 42 95 99 105 9 114 9 114 152,500 152,750 152,750 152,750 • • • • Promote youth, adult, senior, and family development through continuing safety inspections and maintenance of city sports fields, courts, and fixtures. • Baseball fields • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Little League fields • Multi-purpose courts (basketball/volleyball) • Soccer fields • Softball fields • Tennis courts • Volleyball courts • Ramadas • Playgrounds • Pools Book reservations at park facilities. Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed • Gallons of reclaimed water used for irrigation (000s) 122 Estimated FY 2001 Adopted FY 2002 PARKS AND RECREATION East District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 950 1,450 360 140 240 515 N/A N/A N/A N/A N/A N/A 950 1,450 360 140 240 515 1,095 1,555 360 140 240 515 95% 95% 95% 95% 90% 90% 90% 90% 3,500 1,220 3,700 3,700 • Gallons of allowable water (as deter- 113,500 114,000 113,500 113,500 Enhance community awareness and involvement by attending neighborhood and community meetings. N/A N/A 12 16 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. N/A N/A 10 10 -0- 122.50 122.50 122.75 $ -0-0- $ 6,555,950 263,250 $ 6,513,900 263,250 $ 7,260,460 268,250 $ -0- $ 6,819,200 $ 6,777,150 $ 7,528,710 Register youth for sports fitness, visual/performing arts, and environmental education through programs. • KIDCO sites – school year • KIDCO sites – summer • MIDCO sites – school year • MIDCO sites – summer • GREAT sites – summer • Regional Center Camps – summer Key Outcomes Percentage of park patrons rating park facilities “satisfactory” or better. Maintain a maintenance rating of “good” or above for the district’s athletic fields as rated through user surveys. Enhance water safety and swimming skills in children. • Number of participants Conserve water in parks. mined by state regulation) through conservation (000s) saved Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total 123 PARKS AND RECREATION ZOO MISSION STATEMENT: The Zoo Division provides an accredited zoo facility that encourages safe and rewarding experiences for people of all ages; exposes visitors to conservation and environmental information; and promotes knowledge and appreciation of animals and their habitats from around the world. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 406,211 33,780 44,002 400,000 30,000 18,000 400,000 32,000 20,000 400,000 32,000 20,000 478 169 28 560 163 14 475 169 25 475 169 25 Maintain exhibits in a naturalistic manner. 36 36 36 36 Maintain walkways, public areas, and animal facilities in an aesthetically pleasing and safe condition. • Number of acres 17 17 17 17 9 6 6 6 15 15 15 15 N/A N/A 3% 3% 99% 90% 95% 95% 10,000 N/A 10,000 10,000 Key Outputs Attract visitors to Reid Park Zoo. • Total number of visitors • Children admitted free in school groups • Special event attendance Provide quality animal care. • Total number of animals • Total number of species • Total number of endangered species Offer special events to attract visitors. Participate in the national Species Survival Plans Program to protect and increase awareness of endangered species (number of programs). Key Outcomes Provide proper care to newborn animals. • Collection mortality rate Achieve a positive rating from zoo visitors. • Percent of visitors rating their visit as “satisfactory” or better Provide opportunities for citizen involvement at the zoo through the Zoo Docent Program. • Number of volunteer hours 124 PARKS AND RECREATION Zoo (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 39.50 37.00 37.00 28.00 $ 1,242,532 957,866 $ 767,300 1,400,000 $ 1,142,900 1,014,400 $ 1,238,960 734,740 $ 2,200,398 $ 2,167,300 $ 2,157,300 $ 1,973,700 PARKS AND RECREATION GRANTS MISSION STATEMENT: The Parks and Recreation Grants Unit seeks federal, state, and local grant funding for the provision of recreational opportunities and community support services. Emphasis is placed on leveraging existing city resources to enhance funding for programs and services. KEY MEASURES OF PERFORMANCE Key Outputs Secure Parks and Recreation grants through federal, state, and local granting agencies. Key Outcomes Improve recreational opportunities for the community through the investment of federal, state, and local grant funds ($000s). 10 10 10 10 $ 499 $ 1,833 $ 1,833 $ 1,833 50.25 39.25* RESOURCE SUMMARY Position Resources Financial Resources General Fund - Parks Foundation General Fund - Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 69.00 50.25 $ 10,907 63,445 288,928 151,823 $ 188,630 236,690 1,009,840 398,110 $ 515,103 $ 1,833,270 $ 188,630 238,690 1,026,930 398,110 $ 1,852,360 $ 190,520 121,320 949,270 379,510 $ 1,640,620 *Staff in Parks and Recreation Grants report to various staff in other divisions of the department. 125 PARKS AND RECREATION ADMINISTRATION* RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 35.50 -0- -0- -0- $ 2,533,835 261,610 $ -0-0- $ -0-0- $ -0-0- $ 2,795,445 $ -0- $ -0- $ -0- RECREATION AND HUMAN SERVICES* RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Fees and Charges Financial Resources Total 402.00 -0- -0- -0- $ 14,753,187 2,057,757 $ -0-0- $ -0-0- $ -0-0- $ 16,810,944 $ -0- $ -0- $ -0- PARKS MAINTENANCE* RESOURCE SUMMARY Position Resources Financial Resources General Fund Financial Resources Total 176.50 -0- -0- -0- $ 14,153,096 $ -0- $ -0- $ -0- $ 14,153,096 $ -0- $ -0- $ -0- *Parks and Recreation was reorganized in Fiscal Year 2001 into four districts. 126 TUCSON CITY GOLF OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 10,602,790 546,900 $ 11,149,690 169.00 ADMINISTRATION GOLF COURSE MAINTENANCE GOLF COURSE CLUBHOUSES FINANCING PLAN PRO SHOPS PROGRAM ALLOCATION Capital Improvements 5% Golf Course Fund 96% Administration 12% Pro Shops 21% Golf Course Fund Certificates of Participation 4% Golf Course Maintenance 49% Golf Course Clubhouses 13% TEN YEAR STAFFING TRENDS Adopted Positions 163.25 170.00 In Fiscal Year 2001, 66.75 positions were added due to the approval of the Tucson City Golf Business Plan by Mayor and Council on December 13, 1999. 150.00 103.00 102.00 104.00 1995 103.00 110.00 1994 130.00 103.00 103.00 103.00 103.50 96.50 127 2001 2000 1999 1998 1997 1996 1993 1992 90.00 128 TUCSON CITY GOLF MISSION STATEMENT: To provide to our customer base, Tucsonans and visitors, well-maintained golf courses, excellent customer service at reasonable prices, and affordable youth programs that promote sport and player etiquette. OVERVIEW Tucson City Golf (TCG) operates and manages five golf courses, four retail pro shops, four driving ranges, and four clubhouse restaurants. TCG operations are self-supporting through the revenues generated by users. TCG promotes and assists local youth golf programs to provide golfing and training opportunities while improving golf etiquette. TCG’s proactive marketing plan educates our customer base about TCG pricing values year round. TCG has established a strong communication system with our local golfers, charity groups, and golf clubs. TCG has developed a dedicated and trained workforce that provides excellent customer service and is skilled in golf course maintenance and etiquette to increase the enjoyment and frequency of play at all golf courses. The components of TCG are Administration, Golf Course Maintenance, Golf Course Clubhouses, and Pro Shops. DEPARTMENT HIGHLIGHTS TCG established a new administrative unit with the hiring of a new assistant director for golf operations and four head golf professionals. Tucson City Golf Administration relocated to the Randolph North/Dell Urich Golf Course complex. The double-tee starting system (starting golfers on the front and back nine holes simultaneously) has been fully implemented on all courses to increase prime-time play capacity and revenue. The City of Tucson now owns and operates all four golf pro shops with Civil Service staff. These Pro Shops were previously contracted to golf professionals. There was increased usage of all Tucson City Golf course facilities, including driving ranges and restaurants, during Fiscal Year 2001. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Caring, Healthy Families and Youth The Junior Golf Program in Tucson is one of the most outstanding in the country. Administered by Tucson City Golf and financially supported by the Tucson Conquistadores, each year it affords nearly 2,000 youth the opportunity to play golf at no charge. 129 TUCSON CITY GOLF Support for Livable Tucson Goals (Continued) Goal: Abundant Urban Green Space and Recreation Areas Tucson City Golf provides recreational opportunities for resident and visiting golfers on five golf courses. There are over 600 acres of turf maintained by Tucson City Golf, along with thousands of trees. In the heart of Tucson lies the Randolph Golf Course complex, an oasis of green open space consisting of two 18-hole golf courses in the midst of a thriving urban environment. Goal: Clean Air and Quality Water Tucson City Golf irrigates turf on the golf courses through the exclusive use of reclaimed water, saving approximately 900 million gallons of groundwater annually. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 4.00 63.00 6.00 -0- 4.00 49.00 6.00 14.00 5.00 49.00 6.00 14.00 5.00 23.00 6.00 13.00 73.00 73.00 74.00 47.00 -0-024.50 -0- 0.50 24.25 22.75 42.75 -024.25 22.75 44.75 -050.25 22.75 49.00 Non-Permanent Total 24.50 90.25 91.75 122.00 Department Total 97.50 163.25 165.75 169.00 POSITION RESOURCES PERMANENT Administration Golf Course Maintenance Golf Course Clubhouses Pro Shops Permanent Total NON-PERMANENT Administration Golf Course Maintenance Golf Course Clubhouses Pro Shops 130 TUCSON CITY GOLF Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 869,717 5,837,448 1,374,437 -0- $ 1,051,000 5,738,570 1,286,150 1,587,040 $ 1,115,460 5,738,570 1,286,150 1,587,040 $ 1,400,170 5,452,010 1,433,380 2,317,230 8,081,602 -0- 9,662,760 805,000 9,727,220 750,100 10,602,790 546,900 $ 8,081,602 $ 10,467,760 $ 10,477,320 $ 11,149,690 $ 3,585,963 2,508,489 1,738,369 -0248,781 -0- $ 4,952,370 2,061,060 1,542,130 600,000 507,200 -0- $ 4,975,480 2,102,410 1,542,130 600,000 507,200 -0- $ 4,876,270 2,213,300 2,490,810 285,300 630,380 106,730 8,081,602 -0- 9,662,760 805,000 9,727,220 750,100 10,602,790 546,900 $ 8,081,602 $ 10,467,760 $ 10,477,320 $ 11,149,690 $ 8,081,602 -0- $ 9,857,760 500,000 $ 9,867,320 500,000 $ 10,732,690 417,000 -0- 110,000 110,000 -0- $ 8,081,602 $ 10,467,760 $ 10,477,320 $ 11,149,690 FINANCIAL RESOURCES Administration Golf Course Maintenance Golf Course Clubhouses Pro Shops Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Operating Total Capital Improvements Department Total SOURCE OF FUNDS Golf Course Fund Golf Course Fund - Certificates of Participation Golf Course Fund - Parks Foundation Contributions Department Total 131 TUCSON CITY GOLF SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $10,602,790 is an increase of $940,030 due to the following changes: • Impacts of the revised Tucson City Golf Business Plan approved by Mayor and Council on December 4, 2000, including the management of Pro Shop merchandising by Tucson City Golf staff, and a net increase of 5.75 positions • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Other miscellaneous changes $ 841,110 97,150 27,950 (26,180) Operating Total $ 940,030 Capital The adopted budget for Fiscal Year 2002 of $546,900 is a decrease of $258,100 due to the following changes: • Deletion of capacity for contributions from the Parks Foundation • Completion of Fiscal Year 2001 capital projects $ (110,000) (148,100) Capital Total $ (258,100) Department Total $ 681,930 ADMINISTRATION MISSION STATEMENT: The Administration Division ensures an enjoyable golfing experience for Tucson residents and visitors by scheduling year-round play; effectively administering the automated tee time reservation and resident golf card programs; exercising prudent financial management and control of Tucson City Golf; and coordinating tournament play such as the annual Ladies Professional Golf Association (LPGA) Tournament. KEY MEASURES OF PERFORMANCE Key Outputs Provide opportunities for junior golf play. • Number of junior play cards issued • Total rounds of junior golf Issue or process renewals for resident and senior golf cards. Actual FY 2000 Adopted FY 2001 2,050 18,700 2,000 18,000 2,100 18,500 2,200 19,000 19,570 21,500 22,000 22,500 132 Estimated FY 2001 Adopted FY 2002 TUCSON CITY GOLF Administration (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide five municipal golf courses and four driving ranges for the enjoyment and recreation of the public. • Total rounds of golf (18-hole equivalent) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 308,000 271,000 325,904 330,000 RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 4.00 4.50 5.00 5.00 $ 869,717 $ 1,051,000 $ 1,115,460 $ 1,400,170 GOLF COURSE MAINTENANCE MISSION STATEMENT: The Golf Course Maintenance Division provides Tucson residents and visitors with five well-maintained golf courses and four driving ranges by ensuring the performance of a comprehensive maintenance program that is conscious of natural resource conservation. KEY MEASURES OF PERFORMANCE Key Outputs Maintain 600 turfed acres for daily golf play. • Fairways mowed twice weekly • Tees mowed three times weekly • Greens mowed daily • Driving ranges and practice areas Key Outcomes Conserve groundwater through the use of reclaimed water for irrigation of five golf courses (millions of gallons). Increase percentage of golf course patrons rating golf course facilities “satisfactory” or better. 175 22 15 47 175 22 15 47 175 22 15 47 175 22 15 47 900 900 900 900 N/A N/A 77% 82% 133 TUCSON CITY GOLF Golf Course Maintenance (Continued) RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 63.00 73.25 73.25 73.25 $ 5,837,448 $ 5,738,570 $ 5,738,570 $ 5,452,010 GOLF COURSE CLUBHOUSES MISSION STATEMENT: The Golf Course Clubhouses Division manages the clubhouses at each golf course with an emphasis on providing superior customer service. Full service restaurants provide reasonably priced, high quality food and beverage services for golfers and non-golfers, and provide banquet and catering services for special occasions. KEY MEASURES OF PERFORMANCE Key Outputs Provide banquet and catering services at the four golf course clubhouses. • For golf groups • For non-golf groups Key Outcomes Provide clubhouse food service that meets health and safety requirements. • Pima County Health Department rating (average score) 56 352 120 360 80 360 110 396 96% 95% 95% 95% 30.50 28.75 28.75 28.75 $ 1,374,437 $ 1,286,150 $ 1,286,150 $ 1,433,380 RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 134 TUCSON CITY GOLF PRO SHOPS MISSION STATEMENT: The Pro Shops Division manages the golf pro shops at each golf course with an emphasis on providing superior customer service. Full service golf pro shops collect all greens fees, offer golf merchandise for sale, manage golf course operations, and operate the driving range. KEY MEASURES OF PERFORMANCE Key Outputs Provide operations support, customer service, golf lessons, and merchandise sales at the four golf course pro shops. • Hours of golf lessons • Revenue from driving range • Revenue from pro shops Key Outcomes Provide quality pro shop services. • Customer satisfaction rating (scale of 1 to 5) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 N/A N/A N/A 4,000 $ 600,000 N/A 4,000 $ 600,000 $ 670,000 4,200 $ 612,000 $ 825,000 N/A 3.5 3.5 3.75 -0- 56.75 58.75 62.00 $ -0- $ 1,587,040 $ 1,587,040 $ 2,317,230 RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 135 136 POLICE OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 106,593,750 1,723,500 $ 108,317,250 1,362.00 CHIEF’S OFFICE ADMINISTRATIVE SERVICES BUREAU SUPPORT SERVICES BUREAU FIELD SERVICES BUREAU INVESTIGATIVE SERVICES BUREAU FINANCING PLAN PROGRAM ALLOCATION Chief's Office 3% Other* 13% Capital Improvements 2% General Fund Restricted 3% Miscellaneous Federal Grants 8% General Fund 83% Administrative Services Bureau 22% Investigative Services Bureau 16% Other* 6% Field Services Bureau 29% Support Services Bureau 15% *Includes Police Grants (11%) and Forfeiture Funds Accounts (2%). *Includes Public Safety Academy Funds (2%), Forfeiture Funds (2%), General Obligation Bonds (1%), Miscellaneous Non-Federal Grants (1%), Police Charges (<1%). TEN YEAR STAFFING TRENDS Adopted Positions 1,500.00 1,355.00 1,350.00 1995 1,029.00 1,048.00 1994 1,102.00 1,043.00 1,146.00 1,154.00 1998 1,200.00 1997 1,266.50 1,191.50 1,050.00 1,026.00 137 2001 2000 1999 1996 1993 1992 900.00 138 POLICE MISSION STATEMENT: To serve the public in partnership with our community to protect life and property, prevent crime, and resolve problems. OVERVIEW The Tucson Police Department is organized into the Chief’s Office and four bureaus: Administrative Services, Field Services, Support Services, and Investigative Services. These functional areas are responsible for delivering quality service to the public. The Chief’s Office provides policy direction to the department and ensures the integrity of the organization and its people. The Administrative Services Bureau ensures that operational and support functions have the necessary financial and material resources to properly serve the community. The bureau’s communications center receives citizen calls for assistance and either dispatches patrol officers to incidents or takes reports over the phone. The bureau collects, organizes, and distributes essential information to patrol and investigative staffs and provides records to the public. Finally, the bureau includes the programming and technical personnel necessary to maintain and enhance the department’s information systems. The Field Services Bureau provides patrol services and initial responses to citizen calls for assistance throughout the city and, along with the Support Services Bureau, is the nucleus for community policing efforts within the department. The Support Services Bureau ensures that all areas of the department receive the necessary personnel to properly serve the community. The bureau also ensures that all personnel are fully trained and maintain the necessary standards to serve as commissioned officers. It also provides air, canine, Special Weapons and Tactics (SWAT), and traffic control support to patrol officers. The bureau administers the School Resource Officer and Crime Prevention programs. It also develops and maintains the department’s emergency response plans. The Investigative Services Bureau conducts follow-up investigations to gather and develop the information necessary for the successful prosecution of accused criminals. The bureau also analyzes and stores evidence gathered to support the prosecution of alleged offenders. DEPARTMENT HIGHLIGHTS The department is using $1.8 million in federal grant funds to enhance technology and move it significantly closer to a paperless information system. The grant provides the necessary funds to upgrade computer technology that will allow patrol officers and investigators to receive information in a fraction of the time than is currently required. The Mayor and Council authorized a 56 position increase in commissioned strength by approving a Department of Justice grant that supports the department’s community policing initiatives. Of those 56 positions, 50 are allocated to patrol functions. This gives patrol officers more time to meet people living or working in their beats and helps resolve problems affecting those beats. The grant also provides funding for investigative personnel to follow up on neighborhood crime problems. 139 POLICE Department Highlights (Continued) The grant covers 75% of the salaries and fringe benefits (up to $75,000 per position) over a three-year period. The city must cover all other costs and is obligated to maintain the positions once grant funding terminates. Previous Department of Justice grants added a total of 84 positions to the department's commissioned strength. In addition, the department received additional funding for its Communications, Forensics, and command staff. Fourteen new Communications Division positions will improve the department’s ability to respond to and coordinate the activities of officers at major incidents or during planned operations. Two new positions in the Forensics Division will provide improved collection and subsequent analysis of evidence. Additional command staff allows better management of the department’s patrol forces. Design of the Midtown Multipurpose Facility at 22nd Street and Alvernon is near completion, and bids for construction should be distributed within the next few months. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The department works closely with individuals and groups to reduce crime and ensure safe neighborhoods. Community policing is a philosophy that requires officers to become familiar with their areas of assignments and work closely with residents, as well as other city departments, to improve the quality of life for citizens throughout the community. Goal: Caring, Healthy Families and Youth The department coordinates with schools and social service agencies to identify and work with at-risk youth to prevent them from making poor decisions that will adversely affect the rest of their lives. The School Resource Officer program places commissioned staff in schools throughout the Amphi, Sunnyside, and Tucson Unified school districts to reduce problems and serve as role models for students. Through a grant program, the department identifies at-risk youth and introduces these students to more wholesome and productive environments to show the benefits that grow out of good decisions and choices. The department also participates in the city’s Internal Youth Policy Team, together with the Library, Parks and Recreation, Fire, and Community Services Departments, and Citizen and Neighborhood Services. Goal: Strong Local Businesses The department supports businesses by vigorously investigating and arresting individuals who commit crimes against individuals and firms in the Tucson area. Officers provide advice to companies on methods to deter crime in and around their businesses. By reducing crime, the department creates an environment in which businesses can flourish. 140 POLICE Support for Livable Tucson Goals (Continued) Goal: Successful Downtown The department provides a safe environment to help the downtown area prosper. Foot and bike patrols furnish protection to citizens who frequent or occasionally visit the downtown area. Goal: Engaged Community and Responsive Government The department promotes an engaged community and responsive government through its commitment to community based policing. The department has a citizen’s steering committee to obtain public input on policies and future direction. Programs supporting an involved public include: Neighborhood Watch, citizen meetings to determine public satisfaction with the department, the Citizen’s Police Academy, and reserve officer and volunteer programs. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 44.00 117.00 195.00 492.00 154.00 262.00 44.00 138.00 215.00 532.00 155.00 268.00 45.00 140.50 214.00 538.00 159.00 260.00 45.00 137.50 214.00 538.00 162.00 259.50 1,264.00 1,352.00 1,356.50 1,356.00 3.00 3.00 -0- 6.00 3.00 3.00 -0- 6.00 1,267.00 1,355.00 1,356.50 1,362.00 POSITION RESOURCES PERMANENT Chief's Office Police Grants Administrative Services Bureau Field Services Bureau Support Services Bureau Investigative Services Bureau Permanent Total NON-PERMANENT Police Grants Non-Permanent Total Department Total 141 POLICE Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 COMMISSIONED PERSONNEL BY CLASSIFICATION Police Chief Police Lieutenant - Assignment: Assistant Police Chief Police Lieutenant - Assignment: Police Captain Police Lieutenant Police Sergeant - Assignment Police Sergeant Detective Assignment Detective Police Officer - Assignment Police Officer Commissioned Personnel Total 1.00 4.00 1.00 4.00 1.00 4.00 1.00 4.00 11.00 12.00 13.00 13.00 23.00 32.00 84.00 5.00 126.00 242.00 404.00 23.00 32.00 85.00 5.00 132.00 242.00 455.00 26.00 33.00 85.50 5.00 130.00 243.00 457.00 26.00 34.00 83.50 5.00 129.00 244.00 456.00 932.00 991.00 997.50 995.50 FINANCIAL RESOURCES Chief's Office Police Grants Forfeiture Funds Accounts Administrative Services Bureau Field Services Bureau Support Services Bureau Investigative Services Bureau Operating Total Capital Improvements Department Total $ 3,324,152 7,044,647 1,073,837 20,250,325 26,443,644 12,493,792 15,179,525 85,809,922 4,288,180 $ 3,324,890 9,537,920 2,368,150 21,623,000 29,347,360 16,067,410 16,687,230 98,955,960 3,857,600 $ 3,549,760 13,731,820 825,500 21,672,690 28,808,030 17,074,040 16,443,440 102,105,280 8,338,580 $ 3,445,330 12,175,900 2,345,520 24,116,660 31,897,610 15,697,580 16,915,150 106,593,750 1,723,500 $ 90,098,102 $ 102,813,560 $ 110,443,860 $ 108,317,250 142 POLICE Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 67,929,254 $ 72,976,060 $ 73,444,480 $ 78,641,430 9,972,068 11,469,570 10,945,730 10,633,100 3,103,943 3,282,790 4,867,750 3,818,780 1,504,251 3,093,160 4,110,950 2,476,230 -0-09,220 -03,299,086 6,673,150 7,067,920 7,397,200 1,320 1,461,230 1,659,230 3,627,010 85,809,922 4,288,180 98,955,960 3,857,600 102,105,280 8,338,580 106,593,750 1,723,500 $ 90,098,102 $ 102,813,560 $ 110,443,860 $ 108,317,250 SOURCE OF FUNDS General Fund General Fund - Forfeiture Funds General Fund - Police Charges General Fund - Restricted Public Safety Academy - General Fund Share Public Safety Academy - Other Agency Fees Public Safety Academy - Certificates of Participation General Fund - Certificates of Participation Miscellaneous Non-Federal Grants Miscellaneous Federal Grants 1984 General Obligation Bonds 1994 General Obligation Bonds 2000 General Obligation Bonds Department Total $ 76,305,180 $ 82,783,390 $ 83,010,840 $ 89,536,590 883,003 1,768,150 585,950 1,745,520 54,000 54,000 50,700 53,500 1,827,732 2,940,000 3,120,860 3,000,000 1,538,403 1,736,150 1,962,690 1,843,670 213,398 430,000 430,000 430,000 -0- -0- 1,678,500 321,500 731,280 3,668,600 1,990,100 -0- 736,078 7,748,938 -060,090 -0- 1,094,830 8,077,440 -0-0261,000 1,200,100 15,803,640 265,000 84,480 261,000 1,135,170 8,849,300 -0-01,402,000 $ 90,098,102 $ 102,813,560 $ 110,443,860 $ 108,317,250 143 POLICE SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $106,593,750 is an increase of $7,637,790 due to the following changes: • Increase in the purchase of computer hardware and software with grant funding • Transfer of Technology Plan grant funds from capital improvement program • Increase in funding for overtime based on recent trends • Impact of a 2% pay increase effective July 1, 2001 • Impact of Fiscal Year 2001 salary adjustments and personal services increases including four additional positions • Impact on salaries due to Fiscal Year 2002 merit increases • Impact on group insurance due to increasing health insurance rates • Increase in funding for extratime based on recent trends • Increase in funding for jailboard due to anticipated rate increases • Impact of an additional 2% pay increase for commissioned personnel effective January 1, 2002 • Addition of three officers to the School Resource Officers program • Impact of higher cost per gallon gasoline and added miles from new vehicles purchased in Fiscal Year 2001 • Increase in vehicle depreciation costs due to full year utilization of vehicles purchased in Fiscal Year 2001 • Carryforward for projects not completed in Fiscal Year 2001 • Increase in remodeling and alterations of facilities • Increase of pension costs due to rate adjustments • Decrease due to one-time purchase and replacement of office and communications equipment and furniture in Fiscal Year 2001 • Decrease in cost of workers' compensation due to rate adjustment • Impact of rate decrease on public liability insurance costs • Decrease due to one-time purchase of vehicles for the Universal Hiring Program III grant • Decrease in grant funding for other professional services • Decrease due to one-time purchase of helicopter in Fiscal Year 2001 • Other miscellaneous changes Operating Total Capital The adopted budget for Fiscal Year 2002 of $1,723,500 is a decrease of $2,134,100 due to the following changes: • Increased funding for police substation with 2000 General Obligation Bonds • Increased funding for Land Acquisition and Facilities Improvement with 2000 General Obligation Bonds • Carryforward of certificates of participation for completion of dormitory • Transfer of funding for Technology Plan to operating budget • Decreased funding for dormitory as it nears completion $ 1,897,500 1,596,600 1,380,900 1,147,000 1,134,530 899,010 802,970 687,020 651,500 450,000 263,970 215,100 200,900 188,450 141,880 119,870 (227,140) (290,470) (341,830) (471,000) (903,410) (1,575,000) (330,560) $ 7,637,790 $ 730,000 411,000 321,500 (1,596,600) (2,000,000) Capital Total $ (2,134,100) Department Total $ 144 5,503,690 POLICE CHIEF’S OFFICE MISSION STATEMENT: The Chief’s Office develops and implements policies that provide the highest quality of service to the community and ensures that these policies are carried out by establishing and maintaining requisite operating procedures and evaluation processes. The office provides planning and analysis support for the department, coordinates development of the operating and capital budgets, and monitors expenditures. KEY MEASURES OF PERFORMANCE Key Outputs Respond to public inquiries and contacts through the Internal Affairs Unit within the Professional Standards Section. Key Outcomes Optimize patrol function staffing level to benefit the community. • Percent of patrol officer time available for community-based policing Complete investigations initiated by internal or external complaints. • Number of investigations initiated • Percent of investigations completed within the goal of 20 working days Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 1,058 1,600 1,528 1,600 21% 40% 20% 20% 1,463 90% 1,568 98% 1,473 92% 1,500 90% RESOURCE SUMMARY Position Resources Financial Resources General Fund 44.00 44.00 45.00 45.00 $ 3,324,152 $ 3,324,890 $ 3,549,760 $ 3,445,330 145 POLICE POLICE GRANTS MISSION STATEMENT: The Police Grants Unit provides the budget capacity for potential grant funding from federal and state agencies and other funding sources to enhance law enforcement resources. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 19 20 21 20 19 100% 24 90% 24* 92% 24* 90% 120.00 141.00 140.50 143.50 $ 2,247,275 681,928 4,115,444 $ 2,475,650 1,094,830 5,967,440 $ 2,609,120 1,200,100 9,922,600 $ 2,791,430 1,135,170 8,249,300 $ 7,044,647 $ 9,537,920 $ 13,731,820 $12,175,900 Key Outputs Enhance police resources by applying for grant funding. • Number of applications Key Outcomes Improve police services to the community by obtaining resources from federal and state grants or other funding sources. • Number of grants received • Percent of grant applications that are approved Estimated FY 2001 Adopted FY 2002 *Some grants were received from prior year applications. RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Financial Resources Total FORFEITURE FUNDS ACCOUNTS RESOURCE SUMMARY Financial Resources General Fund - Forfeiture Funds Miscellaneous Federal Grants Financial Resources Total $ 883,003 190,834 $ 1,768,150 600,000 $ 585,960 239,540 $ 1,745,520 600,000 $ 1,073,837 $ 2,368,150 $ 825,500 $ 2,345,520 146 POLICE ADMINISTRATIVE SERVICES BUREAU MISSION STATEMENT: The Administrative Services Bureau provides financial, material, and information resources to department personnel so that they can furnish the best possible service to the community; coordinates the maintenance and acquisition of facilities and equipment and manages capital projects; facilitates police operations by providing technological support and development; serves as a communications link between the community and the department; furnishes public records to citizens; and reports to investigative staff for following up potential leads. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 N/A N/A 135,000 135,000 Answer emergency 9-1-1 calls routed to the Tucson Police Department. 317,951 300,000 346,024 350,000 Copy and reports. incident 117,199 120,000 124,132 188,897 Maintain fleet readiness by ensuring that all city maintained vehicles are available for departments use at any given time. • Percent available 90% 91% 91% 91% Key Outcomes Answer non-emergency line (791-4444) calls within 30 seconds of the time a call enters the queue. • Percent within 30 seconds N/A N/A 60% 60% Process non-emergency line calls within three minutes. • Percent within three minutes N/A N/A 60% 60% Answer emergency 9-1-1 calls within ten seconds of the time a call is transferred to the Tucson Police Department. • Percent within ten seconds 53% 90% 47% 60% Copy and distribute all police incident reports. • Percent within 24 hours of receipt 100% 100% 100% 100% Key Outputs Answer calls to the Tucson Police Department non-emergency line (791-4444). distribute police 147 POLICE Administrative Services Bureau (Continued) RESOURCE SUMMARY Actual FY 2000 Adopted FY 2001 195.00 215.00 214.00 214.00 $ 20,250,325 $ 21,623,000 $ 21,672,690 $ 24,116,660 Position Resources Financial Resources General Fund Estimated FY 2001 Adopted FY 2002 FIELD SERVICES BUREAU MISSION STATEMENT: The Field Services Bureau protects life and property, prevents crime, preserves the peace, maintains order, and arrests suspected offenders by providing 24-hour a day response to calls for service. The bureau interacts with individual neighborhoods and community groups in the resolution of problems, planning for special events, and improving the quality of life. KEY MEASURES OF PERFORMANCE Key Outputs Respond to calls for service. • Number of life threatening calls • Number of emergency calls • Number of non-emergency calls requiring police response • Number of non-emergency calls 6,848 127,876 77,921 6,547 127,101 108,590 7,042 133,148 97,774 7,636 140,914 96,579 N/A N/A 81,016 86,242 Key Outcomes Respond to life threatening calls. • Percent within five minutes 65% 90% 60% 90% Respond to emergency calls. • Percent within ten minutes 60% 90% 55% 90% Respond to calls requiring police presence. • Percent within 30 minutes 46% 90% 45% 90% 492.00 532.00 538.00 538.00 $ 26,443,644 $ 29,347,360 $ 28,808,030 $ 31,897,610 RESOURCE SUMMARY Position Resources Financial Resources General Fund 148 POLICE SUPPORT SERVICES BUREAU MISSION STATEMENT: The Support Services Bureau provides the department with highly qualified commissioned and non-commissioned personnel who reflect the diversity of the city’s population, basic and advanced training to commissioned recruits and incumbents respectively, operational support for patrol officers, and crime prevention information to neighborhoods and businesses. The bureau places officers into the public school systems to reduce problems and to serve as role models for the community’s youth. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Meet with school classes, groups, and associations to deliver presentations on the topics of gang resistance, substance abuse, crime prevention, personal safety, and bicycle safety. • Number of presentations 2,496 3,500 2,262 3,500 Ensure that the department remains within 95% of authorized staffing levels. • Percent of staffing 91% 100% 98% 95% Respond to calls for service in support of police operations. • Service Dog Unit • Air Support Unit • SWAT N/A N/A N/A N/A N/A N/A 4,761 9,285 205 4,800 10,500 220 26 18 18 18 34 30 30 30 Key Outcomes Reduce traffic collision rates. • Number of injury-producing collisions per thousand of population • Number of overall collisions per thousand of population 149 Estimated FY 2001 Adopted FY 2002 POLICE Support Services Bureau (Continued) RESOURCE SUMMARY Actual FY 2000 Adopted FY 2001 154.00 155.00 159.00 162.00 $ 8,860,259 54,000 -0- $ 9,325,260 54,000 1,582,000 $ 9,927,790 50,700 1,582,000 $ 10,370,410 53,500 -0- 1,827,732 1,538,403 2,940,000 1,736,150 3,120,860 1,962,690 3,000,000 1,843,670 213,398 430,000 430,000 430,000 $ 12,493,792 $ 16,067,410 $ 17,074,040 $ 15,697,580 Position Resources Financial Resources General Fund General Fund - Police Charges General Fund - Certificates of Participation General Fund - Restricted Public Safety Academy - General Fund Share Public Safety Academy - Other Agency Fees Financial Resources Total Estimated FY 2001 Adopted FY 2002 INVESTIGATIVE SERVICES BUREAU MISSION STATEMENT: The Investigative Services Bureau conducts follow-up investigations and ensures that violent and habitual criminals are arrested and prosecuted to the fullest extent, combats the illegal drug trade through vigorous interdiction, and participates in other activities designed to reduce the financial incentive for crime. KEY MEASURES OF PERFORMANCE Key Outputs Process requests for evidence comparison and analysis sent to the crime laboratory. 9,163 N/A 11,000 12,000 Respond to requests for identification services from officers. 2,811 N/A 3,300 3,600 Process incoming items of evidence and property. 62,086 N/A 63,000 66,000 36% 80% 70% 80% Key Outcomes Complete requests for comparison and analysis sent to the crime laboratory within the established due dates. • Percent of timely completion 150 POLICE Investigative Services Bureau (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 63% N/A 75% 100% 49,333 N/A 50,000 53,000 76% 15% 18% 39% 5% 14% 7% N/A N/A N/A N/A N/A N/A N/A 80% 15% 20% 40% 5% 15% 10% 80% 15% 20% 40% 5% 15% 10% 262.00 268.00 260.00 259.50 $ 15,179,525 $ 16,687,230 $ 16,443,440 $ 16,915,150 Respond to requests for identification services from officers. • Percent of timely completion Process items of evidence and property for release and disposal. Optimize clearance rates for the following crimes: • Homicide • Sexual Assault • Robbery • Aggravated Assault • Burglary • Larceny • Auto Theft Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund 151 152 CITIZEN AND NEIGHBORHOOD SERVICES* OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 886,820 10,243,000 $ 11,129,820 11.00 PROGRAM ALLOCATION FINANCING PLAN Highway User Revenue Fund 33% General Fund 55% Citizen and Neighborhood Services 8% Capital Improvements 92% Community Development Block Grant 12% TEN YEAR STAFFING TRENDS Adopted Positions 7.00 7.00 11.00 2001 5.00 11.00 2000 1995 5.00 1999 5.00 1997 5.00 1996 5.00 1994 4.60 1993 10.00 1998 15.00 5.00 1992 0.00 *Included as a division of the City Manager in prior fiscal years. 153 154 CITIZEN AND NEIGHBORHOOD SERVICES MISSION STATEMENT: Citizen and Neighborhood Services (CNS) helps increase the capacity of neighborhoods to develop, improve, and solve problems by bringing city resources to their assistance. CNS also seeks to identify other partners for neighborhoods to strengthen their support networks. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government CNS effectively partners with citizens through Neighborhood Enhancement Teams (NETeams) that represent all city departments. NETeams deliver services and information directly to neighborhoods and have proven to be effective in the city’s effort to create responsive government. Goal: Caring, Healthy Families and Youth CNS administers youth employment programs throughout the year in collaboration with Pima County’s Community Services Department and private non-profit agencies. CNS also works with the Tucson Police Department and the Arizona National Guard’s Drug Demand Reduction Team in anti-crime and anti-drug awareness programs and activities. In addition, youth employment and enrichment programs administered by CNS impact the quality of life in many neighborhoods. Goal: People-Oriented Neighborhoods CNS provides registered neighborhoods assistance with newsletters, meeting notices, logistics, and equipment support for their community events. CNS also disseminates information to residents on city services and provides education on how to create more livable neighborhoods. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 POSITION RESOURCES PERMANENT Citizen and Neighborhood Services Total 155 CITIZEN AND NEIGHBORHOOD SERVICES Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Citizen and Neighborhood Services $ Operating Total Capital Improvements* Total 716,497 $ 810,010 $ 894,560 $ 886,820 716,497 1,308,827 810,010 3,790,000 894,560 1,166,790 886,820 10,243,000 $ 2,025,324 $ 4,600,010 $ 2,061,350 $ 11,129,820 $ $ $ $ CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Operating Total Capital Improvements* Total 500,232 55,503 151,348 9,414 -0-0- 579,650 108,360 86,500 -0-035,500 587,480 119,190 157,580 30,310 -0-0- 626,250 108,470 152,400 8,700 (9,000) -0- 716,497 1,308,827 810,010 3,790,000 894,560 1,166,790 886,820 10,243,000 $ 2,025,324 $ 4,600,010 $ 2,061,350 $ 11,129,820 $ 2,025,324 -0-0- $ 4,600,010 -0-0- $ 2,061,350 -0-0- $ 6,136,820 3,718,000 1,275,000 $ 2,025,324 $ 4,600,010 $ 2,061,350 $ 11,129,820 SOURCE OF FUNDS General Fund Highway User Revenue Fund Community Development Block Grant Total *Funding for the citywide Back to Basics capital program budget is included in Citizen and Neighborhood Services for budget presentation purposes. 156 CITIZEN AND NEIGHBORHOOD SERVICES SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $886,820 is an increase of $76,810 due to the following changes: • Increase in postage budget for neighborhood newsletters • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of a 2% pay increase effective July 1, 2001 • Decrease for one-time computer expenditures in Fiscal Year 2001 • Other miscellaneous changes Operating Total Capital The adopted budget for Fiscal Year 2002 of $10,243,000 is an increase of $6,453,000 due to the following changes: • Transfer of Highway User Revenue Funds for Back to Basics projects from Department of Transportation's capital budget • Carryforward of Back to Basics funding from Fiscal Year 2001 • Transfer of Community Development Block Grant funds for Back to Basics projects from the Community Services Department operating budget • Decrease due to expenditure of Back to Basics carryforward funds in prior years $ 75,370 14,700 12,000 (10,000) (15,260) $ 76,810 $ 3,718,000 2,625,000 1,275,000 (1,165,000) Capital Total $ 6,453,000 Total $ 6,529,810 KEY MEASURES OF PERFORMANCE Key Outputs Distribute neighborhood newsletters. • Number of newsletters mailed Actual FY 2000 Adopted FY 2001 260 260 260 280 8 12 12 19 144 144 144 160 Support Back to Basics neighborhoods. • Number of neighborhoods supported Provide education and orientation sessions regarding CNS and the Neighborhood Enhancement Teams (NETeams) to neighborhoods, Mayor and Council, city departments, the media, community organizations, and businesses. • Number of sessions 157 Estimated FY 2001 Adopted FY 2002 CITIZEN AND NEIGHBORHOOD SERVICES KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Develop, implement, and evaluate neighborhood-based youth employment and enrichment programs in concert with neighborhood associations. • Number of youth programs • Number of youth employed 25 249 20 250 20 250 25 250 Address the needs of neighborhoods as they relate to Citizen and Neighborhood Services through Citizen Participation Advisory Committee (CPAC) meetings. • Number of CPAC meetings 12 12 12 12 Train NETeam members on the NETeam concept and other relevant areas for the benefit of the neighborhoods. • Number of NETeam members trained 150 130 150 175 Key Outcomes Serve Tucson youth in partnerships with their neighborhoods through Citizen and Neighborhood Services’ youth employment and enrichment programs. • Number of youth served 249 200 230 230 Register neighborhood associations. • Number of new neighborhoods registered 10 12 12 12 Encourage use of Citizen and Neighborhood Services. • Number of registered neighborhoods 140 145 150 165 158 Estimated FY 2001 Adopted FY 2002 INDEPENDENT POLICE AUDITOR* OPERATING: POSITION TOTAL: $ 143,000 2.00 FINANCING PLAN PROGRAM ALLOCATION Independent Police Auditor 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 2.00 2.00 2.00 2000 2001 2.00 2.00 1999 The Independent Police Auditor was established in Fiscal Year 1998. 1998 3.00 1.00 1997 1996 1995 1994 1993 1992 0.00 *Included as a division of the City Manager in prior fiscal years. 159 160 INDEPENDENT POLICE AUDITOR MISSION STATEMENT: The Independent Police Auditor provides citizens with an external police review process to ensure the thorough, objective, and fair resolution of citizen inquiries and complaints regarding police conduct. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Independent Police Auditor responds to citizen complaints and concerns regarding police services by performing complaint audits, conducting community outreach and education, and by involving the appropriate resources within the Tucson Police Department and other city departments to address community needs. Goal: Safe Neighborhoods The Independent Police Auditor conveys concerns received from citizens about neighborhood crimes and police practices to the appropriate divisions and personnel within the Tucson Police Department. The Independent Police Auditor provides citizens with information about how to contact their designated geo-based police officer to facilitate and involve the community as a partner in community policing. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 $ 128,219 $ 137,840 $ 136,510 $ 143,000 $ 128,219 $ 137,840 $ 136,510 $ 143,000 Personal Services Services Commodities Other $ 120,937 4,684 2,598 -0- $ 127,230 5,910 4,700 -0- $ 127,230 6,100 3,180 -0- $ 135,000 5,400 3,600 (1,000) Total $ 128,219 $ 137,840 $ 136,510 $ 143,000 POSITION RESOURCES PERMANENT Independent Police Auditor Total FINANCIAL RESOURCES Independent Police Auditor Total CHARACTER OF EXPENDITURES 161 INDEPENDENT POLICE AUDITOR Financial Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 128,219 $ 137,840 $ 136,510 $ 143,000 $ 128,219 $ 137,840 $ 136,510 $ 143,000 SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $143,000 is an increase of $5,160 due to the following changes: • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Other miscellaneous changes $ 3,000 2,540 (380) Total $ 5,160 KEY MEASURES OF PERFORMANCE Key Outputs Perform monthly audits of select completed Office of Professional Standards investigations performed by the Tucson Police Department. Inform and educate citizens by conducting community outreach through public presentations, brochures, fliers, and video. Key Outcomes Provide citizens with an external police review process to ensure the thorough, objective, and fair resolution of citizen inquiries and complaints regarding police misconduct. • Number of citizen inquiries • Number of complaints reviewed • Number of complaints referred to the Tucson Police Department’s Office of Professional Standards for investigation 12 12 12 12 49 18 24 24 245 469 142 400 600 100 300 500 100 300 500 100 162 OFFICE OF THE PUBLIC DEFENDER OPERATING: POSITION TOTAL: $ 2,072,480 33.50 OFFICE OF THE PUBLIC DEFENDER PROGRAM ALLOCATION FINANCING PLAN General Fund 100% Office of the Public Defender 100% TEN YEAR STAFFING TRENDS Adopted Positions 31.00 31.00 32.50 32.50 2001 31.00 2000 33.00 1999 32.50 1998 32.50 1997 31.50 1995 30.50 1994 40.00 30.00 1996 1993 1992 20.00 163 164 OFFICE OF THE PUBLIC DEFENDER MISSION STATEMENT: To provide quality, cost-effective legal representation to indigent defendants entitled to appointed counsel in City Court in accordance with the mandates of state and federal law and the Ethical Rules of the Arizona State Supreme Court. OVERVIEW The Office of the Public Defender was established as a cost-effective alternative to the use of contract attorneys. The office provides legal representation independent from the Criminal Division of the City Attorney’s Office. The Office of the Public Defender is supported by 19 attorneys and 14.5 other positions. DEPARTMENT HIGHLIGHTS The city’s policy of aggressive domestic violence enforcement resulted in the Office of the Public Defender being assigned over 2,000 domestic violence cases during Fiscal Year 2001. The Office of the Public Defender, in cooperation with the City Attorney’s Office, will refer over 800 clients to Mental Health Diversion during Fiscal Year 2002. These clients will have their charges dismissed if they comply with a mental health treatment plan intended to reduce repeat offenses. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Reduced Poverty and Greater Equality of Opportunity The Office of the Public Defender represents indigent persons charged with crimes in City Court. One of the goals of the office is to ensure that these indigent persons receive equal justice and that all of their constitutional rights are protected. Goal: Caring, Healthy Families and Youth One of the services provided by the Office of the Public Defender is the referral of clients, when appropriate, to counseling services and social service agencies to deal with the cause of their criminal activity. The Office of the Public Defender will refer a projected 600 persons to appropriate agencies during Fiscal Year 2002. Goal: Engaged Community and Responsive Government The Office of the Public Defender maintains a continuous dialogue with other government agencies, the courts, and with local mental health experts, in order to be as responsive as possible to the changing needs of our clients and the community. 165 OFFICE OF THE PUBLIC DEFENDER DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 PERMANENT Office of the Public Defender 32.50 32.50 32.50 33.50 Department Total 32.50 32.50 32.50 33.50 Office of the Public Defender $ 1,858,697 $ 1,973,770 $ 1,973,770 $ 2,072,480 Department Total $ 1,858,697 $ 1,973,770 $ 1,973,770 $ 2,072,480 $ 1,720,271 97,138 41,288 -0-0- $ 1,797,420 124,620 41,930 9,800 -0- $ 1,797,420 124,620 41,930 9,800 -0- $ 1,919,290 127,670 46,520 -0(21,000) $ 1,858,697 $ 1,973,770 $ 1,973,770 $ 2,072,480 $ 1,858,697 $ 1,973,770 $ 1,973,770 $ 2,072,480 $ 1,858,697 $ 1,973,770 $ 1,973,770 $ 2,072,480 POSITION RESOURCES FINANCIAL RESOURCES CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Department Total SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $2,072,480 is an increase of $98,710 due to the following changes: • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Addition of a customer service clerk to facilitate processing of case files • Increase in group insurance due to higher rates • Increase in building maintenance costs • Impact of a 1% reduction to balance the budget • Other miscellaneous changes Department Total $ 37,000 31,960 25,550 17,280 5,560 (21,000) 2,360 $ 98,710 166 OFFICE OF THE PUBLIC DEFENDER KEYS MEASURES OF PERFORMANCE Key Outputs Represent all indigent persons appointed to the Office of the Public Defender by City Court. Process complaints promptly and effectively. • Number of complaints from clients Key Outcomes Provide legal representation in an efficient and timely manner to indigent members of the community so that their constitutional right to counsel is maintained. • Percent of clients represented in a timely manner • Percent of satisfied clients Provide representation in a cost-effective manner. • Average cost per case Actual FY 2000 Adopted FY 2001 6,378 7,000 7,000 7,200 14 15 15 20 100% 100% 100% 100% 99% N/A 99% 99% $ 291 $ 282 $ 282 $ 288 167 Estimated FY 2001 Adopted FY 2002 168 DEVELOPMENT SERVICES OPERATING: POSITION TOTAL: $ 7,098,080 101.00 ADMINISTRATION CUSTOMER SERVICES FIELD INSPECTION FINANCING PLAN PLANS REVIEW PROGRAM ALLOCATION Administration 34% General Fund Development Services Revenues 100% Customer Services 6% Plans Review 29% Field Inspection 31% TEN YEAR STAFFING TRENDS Adopted Positions 120.00 62.50 64.00 64.00 64.00 66.00 66.00 1997 1998 1999 64.00 1996 61.00 1995 80.00 100.00 1994 100.00 1993 During Fiscal Year 2000, a consolidation of the Plans Review Division incorporated zoning and floodplain functions, including positions, transferred in from other city departments. For Fiscal Year 2001, additional positions were added to improve customer service. 72.00 60.00 169 2001 2000 1992 40.00 170 DEVELOPMENT SERVICES MISSION STATEMENT: To protect the public’s safety, health, and welfare through responsive and objective interpretation, application, and enforcement of adopted and mandated laws and standards that govern construction, development, and signs. To provide centralized development-related services. OVERVIEW The Development Services Department manages a comprehensive plan review process and field inspections for residential and business construction activities. Experienced and qualified personnel provide technical assistance on building and development-related codes, plan review, permits, and inspections to ensure compliance to the adopted city codes. The department is organized into four divisions: Administration, Customer Services, Field Inspection, and Plans Review. These divisions address the regulatory functions governing development and construction in the city. Through the use of project managers, complex development projects are coordinated for expeditious approval and permitting through the Community Design Review Committee. The city and county share a computerized plan review and permitting system. The software was recently upgraded to meet our growing public needs and demands. The software ensures the customer that all code-related items have been reviewed and all necessary inspections are conducted. The software also allows the tracking, monitoring, and resolution of property and housing complaints. In addition, the department maintains plan review files, inspection records, and approved plans on microfilm in a centralized location accessible to the public. The department also addresses reported violations of the city’s housing, building, and sign codes through plan review, permitting, and by a comprehensive complaint inspection process. Enforcement of the city’s sign code aims to balance a highly aesthetic image for the community with the needs of businesses for identification and advertisement. DEPARTMENT HIGHLIGHTS Based on the recommendations of a consulting firm, Management Partners, Inc., the department reorganized during Fiscal Year 2000. The first phase in this reorganization was the incorporation of the zoning and floodplain review function into the Development Services Department. The second phase was the creation of the Property and Housing Complaints/Public Information section. The Development Services Department administered the Rental Housing Assessment Project. This project was a multi-departmental effort directed by the Mayor and Council to assess the condition of the rental housing stock in the city and to create a database of substandard rental properties. The Mayor and Council directed the Development Services Department to conduct a follow-up assessment that started in June 2001. The department facilitated the Slumlord Task Force appointed by the Mayor and Council to review the impact and applicability of State Slumlord Legislation. In October 2000, the Mayor and Council accepted the recommendation of the Task Force to adopt an ordinance putting the State Slumlord Statute into effect for the City of Tucson. The Development Services Department is charged with enforcement of this ordinance, and is one of the principal participating departments in the Slum Abatement and Blight Enforcement Response (SABER) pilot project. SABER’s mission is the reduction of urban blight by means of the identification and elimination of slum properties and by the enforcement of Statutes and Ordinances that prohibit blight conditions. 171 DEVELOPMENT SERVICES Department Highlights (Continued) A department Web page has been created to help facilitate communications with both our internal and external customers. The Web page will provide department information and highlights. A feature of the Web page is the capability to highlight plans and renderings of proposed development being reviewed for permits that may be of interest to the public. The Development Services Department is committed to providing excellent customer service. The department has engaged in providing training to enhance and upgrade the existing skills of the employees. Additionally, a Development Services Procedures Manual has been drafted to assist the public with the functions and processes administered by the department. Classes explaining rental property regulations, the permitting process, and manufactured home regulations have been provided to our customers. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Development Services Department has assigned staff to Citizen and Neighborhood Services NETeams to engage the community in meaningful interactions that address citizens’ particular and unique needs. Staff also participates in neighborhood meetings to discuss the functions of the department and to address issues of concern regarding development-related code enforcement and compliance efforts. Classes and self-help tools, such as the Development Services Processes Manual, have been created to assist citizens with the permitting and code enforcement processes. The department seeks to improve its service delivery to the community through the use of surveys and client interactions. Goal: Safe Neighborhoods The Development Services Department actively seeks to provide safe and lawfully operated residential and commercial structures in neighborhoods through the use of plan review, construction permits, and inspection procedures. The department has undertaken a proactive approach to the identification of unsafe rental properties by conducting inspections to ensure compliance with adopted development-related codes that address life, safety, and health-related issues. The Development Services Department has been working cooperatively with neighborhood associations in the identification and securing of vacant and abandoned structures. Development Services also works cooperatively with the Police Department, Fire Department, and other health and safety agencies in responding to emergencies. Goal: People-Oriented Neighborhoods The Development Services Department, through the enforcement of adopted development-related codes and standards, contributes towards maintaining the viability and integrity of neighborhoods. 172 DEVELOPMENT SERVICES Support for Livable Tucson Goals (Continued) Goal: Strong Local Businesses The Development Services Department is actively involved in commercial project expansions and new development identified by the city’s Office of Economic Development. Project managers are assigned to facilitate meetings and to identify potential development-related issues. They assist in expediting the plan review, permitting, and inspection processes associated with the unique scheduling needs of our clients. Department staff facilitate ad hoc committees comprised of local business people, such as licensed contractors and mobile home operators, to discuss regulations and issues that effect them. Additionally, staff members participate as liaisons on organizations such as the Small Business Administration and Greater Tucson Economic Council (GTEC). Goal: Successful Downtown The department is actively involved in the Rio Nuevo Multipurpose Facilities District planning effort through participation in the city departments’ directors’ team. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 13.00 11.00 37.00 25.00 14.00 11.00 44.00 29.00 10.00 11.00 45.00 32.00 21.00 11.00 34.00 33.00 Permanent Total 86.00 98.00 98.00 99.00 NON-PERMANENT Field Inspection 4.00 2.00 2.00 2.00 4.00 2.00 2.00 2.00 90.00 100.00 100.00 101.00 $ 1,458,073 403,730 2,379,922 379,852 $ 1,620,750 416,200 2,865,700 1,738,860 $ 1,530,240 457,030 2,757,490 1,686,530 $ 2,392,960 412,820 2,194,020 2,098,280 $ 4,621,577 $ 6,641,510 $ 6,431,290 $ 7,098,080 POSITION RESOURCES PERMANENT Administration Customer Services Field Inspection Plans Review Non-Permanent Total Department Total FINANCIAL RESOURCES Administration Customer Services Field Inspection Plans Review Department Total 173 DEVELOPMENT SERVICES Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 4,419,360 846,909 275,668 55,108 (975,468) $ 5,294,420 1,086,370 229,230 129,490 (98,000) $ 5,146,760 1,014,400 227,130 118,000 (75,000) $ 5,829,250 1,054,160 242,360 37,310 (65,000) $ 4,621,577 $ 6,641,510 $ 6,431,290 $ 7,098,080 General Fund - Development Services Revenues $ 4,621,577 $ 6,641,510 $ 6,431,290 $ 7,098,080 Department Total $ 4,621,577 $ 6,641,510 $ 6,431,290 $ 7,098,080 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Inter-Activity Transfers Department Total SOURCE OF FUNDS SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $7,098,080 is an increase of $456,570 due to the following changes: • Charges for automated electronic service support • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of a 2% pay increase effective July 1, 2001 • Increase in group medical insurance costs due to increased rates • Funds carried forward from Fiscal Year 2001 for equipment purchases • Addition of a city engineer to improve plans review • Increase in overtime due to work loads • Increase in vehicle fuel costs • Increase in the cost of office equipment maintenance • Decrease in public liability insurance rate • Decrease in motor pool service rates • Decrease in the one-time purchase of equipment • Other miscellaneous changes Department Total $ 139,860 102,620 102,000 97,800 80,310 80,000 34,150 21,350 20,970 (49,410) (78,630) (91,000) (3,450) $ 456,570 174 DEVELOPMENT SERVICES PERMITS ISSUED (ALL CATEGORIES) 37,384 Number of Permits 40,000 35,000 30,000 30,472 30,576 1994 1995 1996 28,870 29,679 1997 1998 24,454 25,000 20,000 29,404 36,000 32,558 18,252 15,000 10,000 5,000 0 1992 1993 1999 2000 Fiscal Year 2001 Projected ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction, project management, and administrative support, to ensure an effective, efficient, and responsive development services center. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Coordinate and review all submitted subdivision plats and development plans. • Number of plats and plans reviewed 120 110 120 120 Process appeals to the city’s building official. • Number of appeals processed 79 100 84 81 N/A N/A N/A N/A 1,020 837 2,000 1,800 Investigate all property and housingrelated complaints. • Number of complaints received • Number of complaints resolved or abated 175 Estimated FY 2001 Adopted FY 2002 DEVELOPMENT SERVICES Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 N/A N/A N/A 12 N/A N/A N/A N/A N/A N/A 12 12 N/A N/A N/A 100% Process appeals to the building official within the required ten calendar day time frame. • Percent processed within time frame 83% 100% 80% 90% Increase construction activity in targeted infill areas through the fee waiver program. • Number of permits issued • Residential, new construction • Residential, remodel • Commercial construction 359 265 94 N/A 400 N/A N/A N/A 485 185 276 24 485 185 276 24 N/A N/A N/A 90% N/A N/A N/A 90% Provide community training, education, and information associated with the department’s permitting and code enforcement processes. • Develop informational reports, brochures, and fliers • Attend community-sponsored meetings • Review and report on planned development and code violations Key Outcomes Provide to the development community the benefit of timely and consistent review of subdivision/development plans. • Initial comments completed within four weeks of original submittal Provide a responsive centralized property and housing complaint and public information section to the community. • Percent of complaint investigations initiated within 24 hours (eminent danger), five days (housing code violations), and ten days for all other complaints • Percent of customer satisfaction identified through a customer survey 176 Estimated FY 2001 Adopted FY 2002 DEVELOPMENT SERVICES Administration (Continued) RESOURCE SUMMARY Actual FY 2000 Adopted FY 2001 13.00 14.00 10.00 21.00 $ 1,458,073 $ 1,620,750 $ 1,530,240 $ 2,392,960 Position Resources Financial Resources General Fund - Development Services Revenues Estimated FY 2001 Adopted FY 2002* *Property and Housing Complaints and Public Information organization was moved to Administration from Field Inspection for organizational efficiency. CUSTOMER SERVICES MISSION STATEMENT: The Customer Services Division provides efficient and effective customer service delivery to citizens in the areas of building permitting, records retrieval, and storage by issuing of permits, recording the activities of plan reviews, maintenance of records, and verifying Certificates of Occupancy. KEY MEASURES OF PERFORMANCE Key Outputs Prepare and issue building permits. • Number of permits issued Key Outcome Provide “satisfactory” or above service to walk-in customers. • Percent of “satisfactory” or above responses indicated on customer surveys 37,384 33,000 35,270 35,000 N/A 90% 90% 90% 11.00 11.00 11.00 11.00 $ 403,730 $ 416,200 $ 457,030 $ 412,820 RESOURCE SUMMARY Position Resources Financial Resources General Fund - Development Services Revenues 177 DEVELOPMENT SERVICES FIELD INSPECTION MISSION STATEMENT: The Field Inspection Division protects the public’s health and welfare by inspecting all construction activities for compliance with approved plans as regulated by the city’s building, sign, and technical codes. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Perform inspections of new construction, remodels, and additions. • Number of commercial inspections • Number of residential inspections 47,577 97,177 Inspect arterial and collector streets to ensure sign code compliance. • Miles inspected Inspect subdivisions for the release of assurances (secured funds for transportation, floodplain, and other improvements). • Number of inspections Investigate sign code complaints. • Number of locations found to be in violation of the sign code Key Outcomes Provide timely and impartial inspections. • Percent of commercial inspections completed within 24 hours of customer’s request • Percent of residential inspections completed within 24 hours of customer’s request • Percent of subdivisions inspected for assurance release within three business days of request • Achieve a rating of “fair and impartial” for services delivered in a survey of customers Estimated FY 2001 Adopted FY 2002 39,000 87,500 48,000 106,000 45,000 100,000 1,290 5,000 5,000 5,000 N/A N/A 140 140 N/A N/A 4,800 4,800 N/A 99% 98% 98% N/A 99% 98% 98% N/A N/A 75% 90% N/A 90% 90% 90% 41.00 46.00 47.00 36.00 $ 2,379,922 $ 2,865,700 $ 2,757,490 $ 2,194,020 RESOURCE SUMMARY Position Resources Financial Resources General Fund - Development Services Revenues 178 DEVELOPMENT SERVICES INSPECTIONS Building Construction, Remodels, and Additions 180,000 Number of Inspections 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 1997 1998 1999 2000 2001 Projected Fiscal Year Residential Inspections Commercial Inspections PLANS REVIEW MISSION STATEMENT: The Plans Review Division reviews all development plans submitted for compliance with the minimum standards of the building and technical codes that protect the public’s safety, health, and welfare. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Perform review for all commercial building plans. • Number of plans reviewed 2,132 2,500 2,025 2,030 Perform review for all residential and model home building plans. • Number of plans reviewed 4,880 4,000 4,636 4,640 N/A 90% 90% 90% Key Outcomes Provide timely and impartial plans reviews while protecting the public health and welfare. • Percent of initial reviews of commercial plans completed within target dates* Estimated FY 2001 Adopted FY 2002 *Target dates are a function of the valuation and complexity of the project. Each project can and may have its own unique review period assigned at the time of application. 179 DEVELOPMENT SERVICES Plans Review (Continued) KEY MEASURES OF PERFORMANCE • Percent of initial reviews of residential plans completed within target dates* • Percent of “fair and impartial” ratings received from customers surveyed on service delivery Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 N/A 90% 90% 90% N/A 90% 90% 90% *Target dates are a function of the valuation and complexity of the project. Each project can and may have its own unique review period assigned at the time of application. RESOURCE SUMMARY Position Resources Financial Resources General Fund - Development Services Revenues 25.00 29.00 32.00 33.00 $ 379,852 $ 1,738,860 $ 1,686,530 $ 2,098,280 180 PLANNING OPERATING: POSITION TOTAL: $ 3,569,470 47.50 ADMINISTRATION REGIONAL PLANNING AND RESEARCH LAND USE CODE AND REZONING REVIEW COMMUNITY PLANNING AND PRESERVATION ZONING ADMINISTRATION AND COMPLIANCE FINANCING PLAN PROGRAM ALLOCATION Miscellaneous Federal Grants 3% General Fund 97% Regional Planning and Research 18% Administration 16% Zoning Administration and Compliance 18% Community Planning and Preservation 29% Land Use Code and Rezoning Review 19% TEN YEAR STAFFING TRENDS Adopted Positions 60.00 48.50 46.50 1995 45.50 46.50 46.50 1998 46.50 1997 46.50 1994 48.00 1993 50.00 49.50 45.50 181 2001 2000 1999 1996 1992 40.00 182 PLANNING MISSION STATEMENT: To preserve and enhance Tucson’s cultural, environmental, and historical resources while contributing to the development of a healthy economy by conducting modern, efficient, and equitable community planning and zoning activities that ensure proper growth and development for the citizens of the City of Tucson. OVERVIEW The Planning Department’s mission is carried out through the divisions of Administration, Regional Planning and Research, Community Planning and Preservation, Land Use Code and Rezoning Review, and Zoning Administration and Compliance. The emphasis of the Planning Department’s Fiscal Year 2002 budget is on the provision of mandated services, including maintenance of the Comprehensive General Plan and its elements, such as: area and neighborhood plans and the Major Streets and Routes Plan; continued revision of the Tucson Land Use Code; evaluation of rezoning and other land development requests; and enforcement of ordinances, standards, and regulations in accordance with state statutes and the Tucson Land Use Code. Additionally, the department provides the public with population, statistical, economic, land use, and zoning information concerning the urban growth and development of the Tucson region. DEPARTMENT HIGHLIGHTS The Planning Department is working to add Comprehensive Plan elements based on the requirements of the State of Arizona’s Growing Smarter legislation. A multi-department team is in the process of creating the required Costs of Development Element for the plan. The department works with the private sector to develop master plans for emerging urban areas of the city, such as La Estancia and Rio Nuevo, in order to foster sensitivity to environmental resources, innovation in design, and adequacy of public infrastructure. Area and Neighborhood Plans are being developed that will increase the area of the city covered by specific plan policy. The Mayor and Council adopted the 12th Avenue/Valencia Road Area Plan in the spring of 2001. Future planning efforts will focus on the evolving south side area of the city. The department continues enhancement of its Web site that provides an excellent public participation opportunity, as well as providing planning and zoning information for the public which includes topical issues such as: Growing Smarter, zoning maps, adopted plans, the Land Use Code, Development Standards, agendas for the Planning Commission and the Board of Adjustment. Planning Department staff is preparing for the release of the latest census information to the public, as it becomes available. Staff continues to act as liaison to the federal effort to ensure the city’s correct share of state revenues based on an accurate population count. The Planning Department supports the efforts of other departments and agencies through data collection and organization, analysis of information, and Geographical Information System (GIS) mapping. 183 PLANNING Department Highlights (Continued) The department provides significant ongoing staff support to interdepartment teams such as Back to Basics Neighborhood Programs, the Green Team, and Neighborhood Enhancement Teams (NETeams). In response to community needs, including Back to Basics neighborhood support, the department continues to focus its efforts on zoning enforcement activities. The department regularly revises the Land Use Code in response to Mayor and Council initiatives, while maintaining a program of city code revisions that address established city goals. The department manages complex urban research projects on regional planning issues, such as infill development and urban design. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Better Alternatives to Automobile Transportation The Planning Department, together with community representatives, promotes alternate modes of transportation through Major Streets and Routes Plan revisions, neighborhood and area planning, and comprehensive plan policies. The Growth Area Element requirement of Growing Smarter legislation, under development for inclusion in the city's Comprehensive Plan, will contain policies to encourage use of alternative modes of transportation, as well as improve the efficiency of automobile travel. Goal: Engaged Community and Responsive Government The Planning Department is continually involved in outreach to the community regarding planning and zoning proposals and provides response to neighborhood concerns through zoning enforcement. Integral to the department’s outreach are its informative and highly used Web site (2,500 hits per month) and a comprehensive set of bilingual information brochures. The area and neighborhood planning process provides an opportunity for staff to educate citizens about the planning process and government services, and to make lasting neighborhood contacts. Planning Department staff and many of the citizens involved in plan development continue to contact each other regularly regarding neighborhood issues after plan adoption. Staff is working closely with the Parks and Recreation Department on the update of their Strategic Plan 2010 document. Through extensive public participation efforts, the direction of the Plan will play a significant role in an update to the Parks, Recreation, Open Space, and Trails (PROST) section of the Comprehensive Plan. Goal: Safe Neighborhoods Through the application of the Land Use Code, enforcement of zoning violations and the rezoning review process, the Planning Department, in cooperation with the Tucson Police Department, supports adherence to Safe by Design principles. Planning policies emphasize the design of neighborhoods and developments to create safe neighborhoods. 184 PLANNING Support for Livable Tucson Goals (Continued) Goal: Infill and Reinvestment, Not Urban Sprawl Area and neighborhood plans provide land use stability for property owners to reinvest in the city. The Comprehensive Plan Land Use and Community Character and Design Elements encourage sustainable infill development, which preserves and enhances existing neighborhoods. The Balanced Development Policy Framework identified several infill opportunities, which are consistent with adopted Mayor and Council policy, city programs, and community investment strategies. Goal: Abundant Urban Green Space and Recreation Areas Through implementation of the Parks, Recreation, Open Space, and Trails Element of the Comprehensive Plan, urban green space and recreation areas are established, and potential open space areas are evaluated. Planning Department staff will also communicate the city's green space and recreation goals to the State Land Department and their consultants for inclusion in the conceptual plans for approximately 60,000 acres of state trust land in the southeast part of the city and to the south of the city. Goal: Protected Natural Desert Environment The Planning Department supports protection of the natural desert environment through regular updating of the native plant preservation ordinance and participation in efforts to improve wash/greenway preservation. Staff is working cooperatively with engineering staff to map and designate washes in undeveloped areas of the city for protection of natural riparian resources. Mapping and designation for protection has also occurred within developed reaches of urban washes. Goal: Strong Local Business The department assists the Office of Economic Development, Greater Tucson Economic Council, and private economic interests by facilitating location decisions made by businesses. Staff provides results of research and policy analysis to support quality economic development in the city to decision-makers. Staff regularly assists citizens seeking to develop or expand small businesses through the provision of socio-economic information vital to the development of business plans, proformas, and financial applications. Staff is continually updating the Web site to provide current socioeconomic information. Goal: People-Oriented Neighborhoods The department supports people-oriented neighborhoods and neighborhood planning process by working with property owners and residents to develop policy direction specific to the future of their neighborhoods. Staff works with citizen steering committees during the development of plans, such as the recently adopted Grant/Alvernon Area Plan and the 12th Avenue/Valencia Road Area Plan, to ensure that the needs and desires of the neighborhood are addressed in the plans. 185 PLANNING Support for Livable Tucson Goals (Continued) Goal: Respected Historic and Cultural Resources Through the historic preservation review process, the Planning Department, working with the Tucson-Pima County Historical Commission and the applicant, maintains the architectural character of local historic districts. The department also works cooperatively with the city’s Historic Preservation Office to promote the city’s National Historic Districts and to accomplish special preservation projects, such as Tucson Origins. The Comprehensive Plan Cultural Heritage Element encourages the protection and enhancement of Tucson’s cultural heritage and unique identity and the expansion of the scope of urban experiences for residents and visitors to enjoy. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 4.00 9.50 13.00 4.00 9.50 14.00 4.00 9.50 13.00 4.00 9.50 13.00 7.00 8.00 9.00 10.00 10.00 10.00 10.00 10.00 43.50 45.50 45.50 46.50 -0- -0- -0- 1.00 -0- -0- -0- 1.00 43.50 45.50 45.50 47.50 POSITION RESOURCES PERMANENT Administration Regional Planning and Research Community Planning and Preservation Land Use Code and Rezoning Review Zoning Administration and Compliance Permanent Total NON-PERMANENT Community Planning and Preservation Non-Permanent Total Department Total FINANCIAL RESOURCES Administration Regional Planning and Research Community Planning and Preservation Land Use Code and Rezoning Review Zoning Administration and Compliance Department Total $ 546,697 548,592 681,746 $ 328,990 626,590 1,064,570 $ 328,990 641,410 992,060 $ 579,790 641,970 1,026,620 531,930 536,320 586,010 686,590 720,128 634,070 634,070 634,500 $ 3,029,093 $ 3,190,540 $ 3,182,540 $ 3,569,470 186 PLANNING Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 2,807,254 114,047 94,887 7,775 -05,130 $ 2,827,110 $ 2,827,110 250,160 107,390 5,880 -0-0- 242,160 107,150 6,120 -0-0- $ 3,029,093 $ 3,190,540 $ 3,182,540 $ 3,569,470 $ 3,029,093 -0- $ 3,082,540 $ 3,082,540 $ 3,459,470 108,000 100,000 110,000 $ 3,029,093 $ 3,190,540 $ 3,182,540 $ 3,569,470 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total $ 2,978,380 488,380 110,390 26,320 (34,000) -0- SOURCE OF FUNDS General Fund Miscellaneous Federal Grants Department Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $3,569,470 is an increase of $378,930 due to the following changes: • Increase in funding for state-mandated planning legislation and neighborhood planning • Transfer of one project manager from the City Manager's budget in support of various planning projects • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Increase in funding for Sonoran Desert Conservation project • Addition of one non-permanent technological intern position for the planning intern program • Decrease in funding for one-time office repairs and upgrades • Impact of a 1% reduction to balance the budget • Other miscellaneous changes Department Total $ 200,000 86,300 54,000 53,990 50,000 25,000 (30,000) (34,000) (26,360) $ 378,930 187 PLANNING ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction and support to the department’s other four divisions, oversees department programs and community outreach, promotes sound land use administration, and provides professional planning advice to the Mayor and Council and City Manager. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Provide citizen participation in planning for the community through public meetings and hearings. • Number of meetings held 198 220 192 200 Provide additional training programs for staff in the areas of customer service and professional planning practices. • Number of staff trained • Number of training hours N/A N/A N/A N/A 46 368 46 368 Provide staff support for various boards, committees, and commissions related to planning issues. • Number of staff hours 11,170 11,300 10,968 10,970 N/A N/A 50% 75% 4.00 4.00 4.00 4.00 $ 546,697 $ 328,990 $ 328,990 $ 579,790 Key Outcomes Enhance the quality of customer service provided to the development and neighborhood community. of supervisors rating • Percent improvement in the performance of employees after attending training programs Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund 188 PLANNING REGIONAL PLANNING AND RESEARCH MISSION STATEMENT: The Regional Planning and Research Division develops and maintains a coordinated regional planning and research program through the preparation and update of the Comprehensive General Plan; the provision of demographic, economic, land use, and real estate information concerning urban growth and development of the Tucson region; and develops, expands, and maintains a geographic information center in support of department and citywide programs. KEY MEASURES OF PERFORMANCE Key Outputs Provide demographic, economic, and land use data in response to information requests. • Number of requests Prepare revisions to the “Tucson Update” publication and the city’s Web page. Respond to specific urban research requests from the City Manager and Mayor and Council. • Number of requests Complete maps, charts, and data listing requests for various public hearing notifications, publications, and area and neighborhood plan amendments. Key Outcomes Provide informative department-wide services that offer substantial opportunity for citizen involvement. • Number of contacts with Web page** Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 3,874 3,900 10,716 10,700 28 29 28 28 581 560 704 700 864* 2,320 2,623 2,620 5,520 5,520 29,772 29,800 9.50 9.50 9.50 9.50 $ 548,592 $ 626,590 $ 641,410 $ 641,970 *Statistics for April through June 2000 **Count reflects part of Fiscal Year 2000 and Fiscal Year 2001 RESOURCE SUMMARY Position Resources Financial Resources General Fund 189 PLANNING COMMUNITY PLANNING AND PRESERVATION MISSION STATEMENT: The Community Planning and Preservation Division develops and maintains a coordinated community planning program through the preparation and update of adopted city plans including sub-regional, area, neighborhood, specific, redevelopment, and functional plans; provides land use policy and planning information as it relates to urban growth and development of the Tucson region; and conducts design reviews within city historic zones. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Process Historic Preservation Zone cases. • Number of cases 79 80 60 60 Analyze planning and zoning compliance of real estate offers to sell city property for the Department of Transportation. • Number of offers 78 92 60 60 Review rezonings, special exceptions, time extensions, and change of concept plan/ change of condition(s) to provide conformance to adopted plans, and review Rezoning Development Plan to ensure compliance. • Number of reviews* 72 60 76 70 Review Residential Cluster Projects to ensure conformance with the Mayor and Council adopted plans. • Number of reviews 49 68 40 40 Provide plan amendment determination requests. • Number of requests 160 150 208 200 Review rezoning case development plans to ensure compliance with the Mayor and Council rezoning conditions. • Number of reviews 42 95 132 110 Key Outcomes Promote neighborhood, area, and subregional land use plans. • Percent of city covered by adopted plans 90% 90% 92% 94% *Residential Cluster Projects not included in count. 190 Estimated FY 2001 Adopted FY 2002 PLANNING Community Planning and Preservation (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Federal Grants Financial Resources Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 13.00 14.00 13.00 Adopted FY 2002 14.00 $ 681,746 -0- $ 956,570 108,000 $ 892,060 100,000 $ 916,620 110,000 $ 681,746 $ 1,064,570 $ 992,060 $ 1,026,620 LAND USE CODE AND REZONING REVIEW MISSION STATEMENT: The Land Use Code and Rezoning Review Division maintains land use regulations and development standards and oversees compliance by researching, drafting, evaluating, and processing any amendments to the Tucson Land Use Code and the Development Standards; evaluates and processes rezoning requests and special exception land use requests; and provides rezoning information to the public. KEY MEASURES OF PERFORMANCE Key Outputs Review and report on rezoning to the Zoning Examiner and Mayor and Council. • Number of reviews and reports 125 105 136 130 Review and report on special exception land use cases to the Zoning Examiner and the Mayor and Council. • Number reviews and reports 125 40 123 120 Review and report on original zoning for annexation to the Mayor and Council. • Number of reviews and reports 4 6 4 4 Review special exception land use cases for the Planning Director. • Number of reviews 42 30 116 110 Complete amendments to the Land Use Code regulations and the Development Standards. • Number of amendments 15 10 4 4 191 PLANNING Land Use Code and Rezoning Review (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Increase availability, through the rezoning process, of land for immediate residential and non-residential development. • Residential acreage • Non-residential acreage Ensure that proposed projects comply with adopted Mayor and Council Comprehensive Plan, neighborhood plan, and area plan policies. • Number of rezoning or special exception cases Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 125 32 300 100 300 100 300 100 72 145 208 200 7.00 8.00 9.00 10.00 $ 531,930 $ 536,320 $ 586,010 $ 686,590 RESOURCE SUMMARY Position Resources Financial Resources General Fund ZONING ADMINISTRATION AND COMPLIANCE MISSION STATEMENT: The Zoning Administration and Compliance Division administers and enforces the application of ordinances and regulations relating to the development and use of land in accordance with state statutes and the Tucson Land Use Code. This is accomplished by providing zoning information to the public, investigating complaints about zoning violations, performing site reviews, assisting with zoning review for permit/license applications, and coordinating variance review processes. KEY MEASURES OF PERFORMANCE Key Outputs Respond to written requests from property owners for zoning compliance letters within five days. • Number of requests received • Number of requests completed 153 138 N/A 230 152 152 153 120 Process specialized use and compliance review applications. • Number of applications 60 80 20 20 192 PLANNING Zoning Administration and Compliance (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Process liquor license applications for zoning compliance within five days. • Number of applications 328 280 384 380 Process lot development option applications, that modify setbacks and wall heights. • Number of applications 201 200 216 210 93% 95% 95% 95% 10.00 10.00 10.00 10.00 $ 720,128 $ 634,070 $ 634,070 $ 634,500 Key Outcomes Resolve zoning violations through enforcement actions of the division. • Percent of zoning violations successfully resolved Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund 193 194 SOLID WASTE MANAGEMENT OPERATING: CAPITAL: TOTAL: $ 29,155,440 7,690,000 $ 36,845,440 POSITION TOTAL: 244.00 ADMINISTRATION CUSTOMER SERVICE AND ENVIRONMENTAL PLANNING COLLECTIONS FINANCING PLAN REFUSE DISPOSAL PROGRAM ALLOCATION 2000 General Obligation Bonds 17% 1994 General Capital Improvements 21% Refuse Disposal 17% Obligation Bonds 3% Administration 2% General Fund Contribution 38% Other * 3% Customer Service and Environmental Planning 11% Solid Waste Management Fund Revenues 39% Collections 49% *Includes Environmental and Solid Waste Mandate Reserves (2%), Miscellaneous Non-Federal Grants (1%), and Miscellaneous Federal Grants (<1%) TEN YEAR STAFFING TRENDS Adopted Positions 300.00 224.00 223.00 225.00 225.00 235.00 240.00 243.00 200.00 The Solid Waste Management Department was established in Fiscal Year 1995 with staffing from the Operations Department Sanitation Division. -0- -01994 -0- 1993 100.00 195 2001 2000 1999 1998 1997 1996 1995 1992 0.00 196 SOLID WASTE MANAGEMENT MISSION STATEMENT: To provide a comprehensive and cost-effective solid waste management program to ensure customer satisfaction and community health safeguards by providing solid waste collection, disposal, and recycling services. OVERVIEW The Solid Waste Management Department (SWMD) provides daily code enforcement, alternating-week recycling, twice-per-week residential refuse collection, commercial refuse collection, seven-day-perweek landfill operations, and twice-a-year brush and bulky collections. The department provides personnel, equipment, supplies, and contracted services to deliver an overall package of high quality, and cost-effective waste handling services to the community. Providing community education is a vital component in carrying out these programs. The four divisions of the Solid Waste Management Department are Administration, Customer Service and Environmental Planning, Collections, and Refuse Disposal. With 244 staff members, the department serves approximately 131,000 residential and 3,317 commercial customers. DEPARTMENT HIGHLIGHTS Through a grant from the Environmental Protection Agency (EPA), the SWMD will be offering 300 small businesses on-site recycling service. The Small Business Recycling Project will test the feasibility of offering this new service on a citywide basis to Tucson’s small businesses. This pilot project will promote collection of 21 types of recyclable material in a single, 90-gallon blue barrel. This convenient and easy to use program will increase commercial waste diversion and could ultimately reduce refuse costs for small businesses. The EPA is showcasing the department’s award-winning ¡Viva Reciclaje! education program throughout the country and Latin America. This program is seen as a model education campaign for increasing participation in recycling programs in Spanish speaking neighborhoods. This effort exemplifies the recognized and proven success of the ¡Viva Reciclaje! innovative education strategies and their applicability to other regions. The Collections Division will continue to address the rapid growth of households and population within the city through the use of more efficient routes, truck designs, and better trained personnel. The department’s commercial services have continued to hold steady over the past year. At the Los Reales Landfill, the first lined cell went into use in July 2000. This disposal area uses an advanced synthetic liner designed to increase protection of the environment. Construction of a second cell is planned to begin in January 2002. Projects are planned to ensure the Los Reales Landfill will last 20 to 50 years. 197 SOLID WASTE MANAGEMENT SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Through a pilot program, the Solid Waste Management Department provides once-perweek refuse and recycling services to selected neighborhoods in Tucson. Community wide surveys are planned for the upcoming year to help determine participants satisfaction with the recycling and collection services. Goal: Abundant Urban Green Space and Recreation Areas The department has several projects, either planned or underway, to revegetate closed landfills or to prepare them for recreational uses. Final planning is for a multipurpose park incorporated into the mandated closure construction at the Irvington Landfill. The feasibility of similar recreational areas is being examined at several other old landfill sites. The department works cooperatively with other city departments and government agencies to protect the environment and help keep our community clean. The department’s environmental inspectors ensure that reported code violations, such as junk storage, weedy lots, illegal refuse and hazardous waste disposal are quickly addressed, thereby promoting a cleaner community. Goal: Clean Air and Quality Water The department meets federal, state, and local environmental regulations in the development and operation of city landfills. All current and future disposal areas at the Los Reales Landfill will use underground synthetic liners to protect groundwater for future generations. Additionally, proper management of landfill gas ensures protection of the earth’s ozone layer. Implementation of a new computer routing system will enable more efficient routing of garbage trucks, resulting in fewer miles driven and reduced vehicle emissions. The department will explore the feasibility of acquiring alternative fuel collection vehicles in the coming year. Goal: People-Oriented Neighborhoods The department provides support to an increasing number of neighborhood improvement projects and special events, including neighborhood cleanups that are coordinated and sponsored by Citizen and Neighborhood Services. The department incorporates and coordinates neighborhood cleanup projects with existing residential neighborhood brush and bulky cleanups (already provided twice a year to all neighborhoods within the city) into Citizen and Neighborhood Services’ activities. Goal: Strong Local Businesses The department continues to assist both small and large local businesses by providing integrated, and comprehensive solid waste and recycling services. These activities assist businesses to operate in a profitable manner. The department maintains a competitive rate structure for commercial solid waste collection within the city to allow for fair and reasonable prices for the services provided. In the upcoming year, 300 small businesses will be provided a new on-site recycling service. 198 SOLID WASTE MANAGEMENT Support for Livable Tucson Goals (Continued) Goal: Efficient Use of Natural Resources In partnership with local business and utility companies, the Solid Waste Management Department has developed a project to convert methane, a naturally-produced landfill gas, into electricity. This project reduces the level of methane gas at the Los Reales Landfill and provides an economical energy source for the community. This system became operational in March 1999 and its contribution to the environment continues today. Similar projects are being explored at two closed landfills. The department’s waste reduction and recycling programs diverted 16,488 tons of waste from the city’s landfill during Fiscal Year 2000. Over 64% of all eligible households participate in the city’s curbside recycling program. These efforts not only extend the life of the Los Reales Landfill, but also conserve natural resources, reduce greenhouse gases, and help protect our groundwater for future generations. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 8.00 25.00 8.00 25.00 8.00 26.00 11.00 25.00 160.00 46.00 164.00 46.00 164.00 45.00 163.00 45.00 239.00 243.00 243.00 244.00 0.33 -0- -0- -0- 0.33 -0- -0- -0- 239.33 243.00 243.00 244.00 POSITION RESOURCES PERMANENT Administration Customer Service and Environmental Planning Collections Refuse Disposal Permanent Total NON-PERMANENT Customer Service and Environmental Planning Non-Permanent Total Department Total FINANCIAL RESOURCES Administration Customer Service and Environmental Planning Collections Refuse Disposal Operating Total Capital Improvements Department Total $ 752,120 3,259,862 $ 739,150 3,932,600 $ 739,150 3,889,240 $ 834,780 4,085,100 14,943,912 5,102,321 17,595,310 6,277,910 16,781,920 5,898,310 18,019,520 6,216,040 24,058,215 4,057,999 28,544,970 3,672,000 27,308,620 3,637,200 29,155,440 7,690,000 $ 28,116,214 $ 32,216,970 $ 30,945,820 $ 36,845,440 199 SOLID WASTE MANAGEMENT Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 10,410,032 $ 11,458,230 12,223,088 13,177,200 1,229,226 1,430,020 543,063 2,468,520 -0-0(347,194) 11,000 $ 11,228,230 13,101,600 1,540,910 1,426,880 -011,000 $ 11,865,450 14,139,950 1,695,480 1,989,560 (279,000) (256,000) 24,058,215 4,057,999 28,544,970 3,672,000 27,308,620 3,637,200 29,155,440 7,690,000 $ 28,116,214 $ 32,216,970 $ 30,945,820 $ 36,845,440 $ 15,227,225 $ 16,072,450 $ 14,806,100 $ 18,554,340 9,733,584 9,682,520 9,682,520 10,184,000 -0- 2,830,000 2,795,200 654,800 -04,424 3,150,981 -0- 410,000 -01,214,000 2,008,000 410,000 30,000 1,214,000 2,008,000 410,000 7,100 925,200 6,110,000 $ 28,116,214 $ 32,216,970 $ 30,945,820 $ 36,845,440 SOURCE OF FUNDS Solid Waste Management Fund General Fund Contribution Solid Waste Management Fund Revenues Environmental and Solid Waste Mandate Reserves Miscellaneous Non-Federal Grants Miscellaneous Federal Grants 1994 General Obligation Bonds 2000 General Obligation Bonds Department Total 200 SOLID WASTE MANAGEMENT SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $29,155,440 is an increase of $610,470 due to the following changes: • Funds carried forward from Fiscal Year 2001 for equipment purchases not received by June 30, 2001 • Increase in vehicle maintenance costs due to revised rates • Impact of a 2% pay increase effective July 1, 2001 • Increase in fuel costs due to higher prices • Impact on salaries due to Fiscal Year 2002 merit increases • Increase in funding for public education on recycling • Increase in overtime and extratime due to coverage of holidays and employee vacations • Increase in group insurance costs due to increased rates • Increase due to the addition of one management analyst for refuse collections routing analysis which will be offset with savings in fuel costs • Reduction of funds carried forward for software purchases in Fiscal Year 2001 • Decrease in public liability insurance due to a rate adjustment • Elimination of one-time expense for the Home Depot project at Broadway and Prudence • Impact of a 1% reduction to balance the budget • Reduction of one-time purchases and upgrades of landfill equipment and solid waste vehicles • Other miscellaneous changes Operating Total $ 1,091,600 719,920 200,000 187,260 165,580 122,000 95,830 89,570 54,990 (105,000) (135,170) (222,520) (279,000) (1,380,000) 5,410 $ Capital The adopted budget for Fiscal Year 2002 of $7,690,000 is an increase of $4,018,000 due to the following changes: • Addition of new funding for gas mitigation, landfill closures, landfill improvements, and lined cells • Funds carried forward from Fiscal Year 2001 due to project delays • Work completed in Fiscal Year 2001 610,470 $ 5,420,000 2,270,000 (3,672,000) Capital Total $ 4,018,000 Department Total $ 4,628,470 201 SOLID WASTE MANAGEMENT ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction for the delivery of solid waste services with emphasis on the operation of a commercial refuse billing system, control and monitoring of capital improvement projects, budget and fiscal management, public education, and employee training and safety. KEY MEASURES OF PERFORMANCE Key Outputs Maintain department personnel overtime at no more than 5% of salaries. Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 5.6% 5.0% 5.0% 5.0% 96,500 118,000 118,000 118,000 24,235 22,000 25,000 26,000 84% 90% 90% 90% 8.00 8.00 8.00 11.00 $ 752,120 $ 739,150 $ 739,150 $ 834,780 Respond to customer telephone calls. • Number of calls received Provide facilities for citizens to drop-off hazardous waste products, that will protect the environment. • Number of citizens using drop-off facilities Key Outcomes Promote a safe and clean environment by resolving all reported code violations. • Percent resolved within sixty days RESOURCE SUMMARY Position Resources Financial Resources General Fund Contribution 202 SOLID WASTE MANAGEMENT CUSTOMER SERVICE AND ENVIRONMENTAL PLANNING MISSION STATEMENT: The Customer Service and Environmental Planning Division promotes waste reduction programs, ensures a safe environment, enhances neighborhoods, provides excellent customer service, develops efficient routing for collection service, and educates the community about solid waste management programs. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Key Outputs Provide recycling and waste reduction education and outreach information to citizens. • Information brochures distributed • K through 12 student participants • Event and program participants 146,000 5,781 8,800 158,000 8,000 10,500 152,000 8,650 9,000 160,000 8,900 10,500 Respond to citizens requesting code violation inspections and investigations. (Includes weedy lots, illegal storage, abandoned vehicles, illegal refuse, and hazardous waste disposal). • Number of code violation calls received 30,190 25,500 31,000 34,000 Key Outcomes Enhance accessibility to the department by monitoring the hang-up rate and adjusting the phone system to ensure quality customer service. • Percent of customers hanging up 5% 5% 5% 5% Conserve natural resources and protect the environment by diverting waste from Los Reales Landfill (tons). • Tons recycled 16,488 18,500 17,900 18,500 Promote a safe and clean environment by resolving all reported code violations. • Number of code violations investigated • Percent resolved within 60 days 7,326 84% 13,000 90% 12,000 90% 13,000 90% 203 SOLID WASTE MANAGEMENT Customer Service and Environmental Planning (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Contribution Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Financial Resources Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 25.33 25.00 26.00 25.00 $ 3,255,438 -04,424 $ 3,522,600 410,000 -0- $ 3,449,240 410,000 30,000 $ 3,668,000 410,000 7,100 $ 3,259,862 $ 3,932,600 $ 3,889,240 $ 4,085,100 COLLECTIONS MISSION STATEMENT: The Collections Division provides effective residential and commercial collection of solid waste and recyclables at a minimum per-unit cost while preserving community health and welfare. KEY MEASURES OF PERFORMANCE Key Outputs Maintain commercial customer accounts. • Number of active accounts • Amount of revenue collected ($000s) 3,750 $ 5,370 4,500 $ 5,300 3,317 $ 5,200 3,350 $ 5,200 Collect solid waste material and recyclables. • Number of commercial tons collected • Number of residential tons collected 118,690 181,040 122,000 202,000 114,980 185,200 115,000 189,000 Collect heavy brush and bulky items through the Brush and Bulky Program. • Number of stops per week • Total tons collected N/A 8,780 2,000 9,200 1,900 10,070 1,891 11,000 Hold occurrence of missed stops to less than 50 of the 65,000 residential stops completed each day. • Total number of missed stops per day 47 30 20 25 204 SOLID WASTE MANAGEMENT Collections (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure that cost-efficient commercial and residential solid waste service is available to the community. • Residential disposal cost per ton • Collection cost per household • Brush and bulky cost per ton • Commercial cost per ton Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 47.23 $ 5.42 $ 151.59 $ 27.64 $ 54.53 $ 6.59 $ 153.89 $ 32.88 $ 55.54 $ 6.77 $144.09 $ 36.87 $ 56.50 $ 6.59 $ 137.07 $ 38.31 RESOURCE SUMMARY 160.00 164.00 164.00 163.00 $ 9,234,703 5,709,209 $ 10,415,310 5,300,000 $ 9,601,920 5,300,000 $ 12,571,520 5,448,000 -0- 1,880,000 1,880,000 -0- $ 14,943,912 $ 17,595,310 $ 16,781,920 $ 18,019,520 Position Resources Financial Resources General Fund Contribution Solid Waste Management Fund Revenues Environmental and Solid Waste Mandate Reserves Financial Resources Total REFUSE DISPOSAL MISSION STATEMENT: The Refuse Disposal Division plans, constructs, and operates city landfills, and conducts environmental monitoring, for the protection of health and the environment, in compliance with regulatory requirements. KEY MEASURES OF PERFORMANCE Key Outputs Inspect incoming refuse loads for hazardous wastes (U.S. Environmental Protection Agency’s guideline is to inspect 1% of total loads). • Number of inspections • Percent of total loads inspected 6,640 2.9% 205 3,220 3.3% 6,600 2.2% 6,600 2.2% SOLID WASTE MANAGEMENT Refuse Disposal (Continued) KEY MEASURES OF PERFORMANCE Conduct methane gas measurements at various active and closed landfills to meet health and safety and state regulatory standards. • Number of measurements • Percent meeting standards Provide safe and environmentally secure disposal of refuse. • Tons of refuse collected by department • Tons of refuse collected by private commercial haulers • Number of self-hauled loads Key Outcomes Promote a cleaner environment by ensuring compliance with all regulatory guidelines that affect city solid waste facilities. • Number of regulatory inspections by state agencies • Percent of inspections passed with no violations Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 15,029 99% 15,500 100% 15,000 100% 15,000 100% 354,000 179,620 360,000* 297,000* 345,710 287,000 352,280 177,000 143,170 147,000 141,440 142,000 2 6 2 4 100% 100% 100% 100% *Inadvertently adopted 110,000 additional tons as department-collected refuse for Fiscal Year 2001. This was a one-time project at Home Depot, Broadway and Prudence, that was collected by private commercial haulers. RESOURCE SUMMARY Position Resources Financial Resources General Fund Contribution Solid Waste Management Fund Revenues Environmental and Solid Waste Mandate Reserves Financial Resources Total 46.00 46.00 45.00 45.00 $ 1,077,946 4,024,375 $ 1,395,390 4,382,520 $ 1,015,790 4,382,520 $ 1,480,040 4,736,000 -0- 500,000 500,000 -0- $ 5,102,321 $ 6,277,910 $ 5,898,310 $ 6,216,040 206 TRANSPORTATION OPERATING: CAPITAL: TOTAL: $ 73,818,420 100,666,700 $ 174,485,120 POSITION TOTAL: 399.50 MANAGEMENT SERVICES TRANSIT SERVICES TRANSPORTATION PLANNING REAL ESTATE SUN TRAN ENGINEERING STREET AND TRAFFIC MAINTENANCE VAN TRAN TRAFFIC ENGINEERING PROGRAM ALLOCATION FINANCING PLAN 1994 Street and Highway Revenue Bonds 7% General Funds 4% Other* 8% Mass Transit General Fund Contribution 16% Management Services 2%* Highway User Revenue Fund 20% Sun Tran 18% Capital Improvements 58% Van Tran 4% General Obligation Bond Funds 10% Mass Transit Funds 22% Other** 6% Street and Traffic Maintenance 12% Federal Highway Administration 13% *Includes Miscellaneous Non-Federal Grants (<1%) and Capital Agreements Fund (8%). *Previously titled Administrative and Programming Services **Includes Transit Services (1%), Transportation Planning (1%), Engineering (1%), Real Estate (<1%), and Traffic Engineering (2%). TEN YEAR STAFFING TRENDS Adopted Positions 450.00 400.00 366.50 376.50 378.50 384.00 386.50 401.50 395.50 350.00 During Fiscal Year 1994, the Department of Operation’s Street Maintenance Division was transferred to Transportation. 300.00 250.00 215.00 212.00 220.50 207 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 200.00 208 TRANSPORTATION MISSION STATEMENT: The Department of Transportation (DOT) provides and manages safe, efficient, and effective traditional and alternate modes of transportation and public transit service for the Tucson metropolitan community. DOT supports safe neighborhoods through effective streets, lighting, and traffic maintenance programs and maintains the highest standards for environmentally secure stormwater drainage systems and air quality that serve the health, safety, and welfare of the community. OVERVIEW The Department of Transportation is responsible for a transportation system covering approximately 200 square miles including 2,000 miles of streets, bikepaths, sidewalks, and alleyways. DOT is committed to providing accessible public transit via Sun Tran and Van Tran, which offer the community quality transportation alternatives. DOT maintains a street, alley, and drainageway program for a clean, safe, and healthful environment; designs and constructs major system improvements; and manages the acquisition and sale of properties for capital improvement projects and the improved quality of life within the community. DOT is committed to improving traffic safety; maintaining high standards of reliability in existing transportation systems; and working with neighborhood coalitions to upgrade streets, sidewalks, medians and parks to promote safety, improve quality of life, and preserve the unique character of Tucson. The nine divisions of the Department of Transportation are Management Services, Transit Services, Sun Tran, Van Tran, Transportation Planning, Engineering, Real Estate, Street and Traffic Maintenance, and Traffic Engineering. DEPARTMENT HIGHLIGHTS DOT continues to work cooperatively with other city departments and local business to foster the revitalization of the downtown business district. The implementation of the downtown circulator shuttle, Tucson Inner City Express Transit (TICET), is a positive step in the ongoing process. Transit dollars obtained from the State of Arizona will enable the department to further upgrade the fleets of Sun Tran and Van Tran, which provide fixed-route and paratransit service within the community, in an effort to reduce congestion, and promote the use of alternate modes of transportation. The transition of the Sun Tran bus fleet to environmentally-efficient vehicles remains a priority as dieselfueled buses are replaced with those that use compressed natural gas (CNG). The new buses will be equipped with wheelchair lifts, improving access to the transit system for people with disabilities, and with bicycle racks to promote multi-modal transportation. DOT continues to invest significantly in street overlay and seal coating to provide smoother roads for safe travel and to extend the life of heavily traveled pavement. These reconstruction projects will improve safety, reduce congestion, and improve air quality. 209 TRANSPORTATION SUPPORT FOR LIVABLE TUCSON GOALS Goal: Better Alternatives to Automobile Transportation DOT designs, builds, and administers programs that promote the use of mass transit, bicycles, and walking as alternative modes of transportation for commuting, recreational, and leisure activities. A paratransit service is offered providing much needed mobility and reducing the need for private transportation for those citizens eligible under the Americans with Disabilities Act. Fixed-route service, which transported about 15.3 million riders in the last fiscal year, is also provided to the community by Sun Tran, transporting riders to employment sites, shopping centers, medical complexes, social services, and recreational areas. DOT constructs sidewalks and pedestrian-crossing devices, sidewalk landscaping, bicycle paths, and bus shelters. Several special signals designed to facilitate roadway crossings for pedestrians and bicyclists have been installed and more are planned in the future. In cooperation with Pima Association of Governments, Pima County, and the Arizona Department of Transportation, DOT has developed and implemented a regional Intelligent Transportation System to manage and maximize existing transportation resources, pedestrian and bicycle programs, and transit operations. The ParkWise Section has implemented a downtown circulator shuttle, TICET, and provides City of Tucson employees with bike lockers and encourages mass transit and pedestrian travel. University Area Travel Reduction Programs have been implemented to reduce vehicular traffic around the University of Arizona. The Neighborhood Traffic Management Program works with neighborhoods to resolve traffic problems and promote alternate modes of transportation within neighborhoods. Goal: Engaged Community and Responsive Government DOT is actively involved in community outreach, initiating public meetings concerning transportation issues and participating in joint public meetings and open houses with other agencies. DOT participates regularly in citizen advisory meetings, such as the Citizens Transportation Advisory Committee, the Commission on Disability Issues, and the Transportation Enterprise Area Management Commission. DOT supports the University of Arizona Career Night, Job Fairs, public outreach programs, and neighborhood meetings through the newly created Speakers Bureau. Goal: Safe Neighborhoods DOT solicits comments from the public on all capital projects to ensure that “safe by design” concepts are integrated into design and construction. Lighting projects, sidewalks, intersection improvements, and dual turn lanes promote safety for neighborhoods. The maintenance of pedestrian crosswalk striping and safety signals provides safe travel for school children and residents. A cleaner and safer environment is promoted through stormwater quality and water harvesting, and the maintenance of debris-free city-owned lots throughout the community. 210 TRANSPORTATION Support for Livable Tucson Goals (Continued) Safe Neighborhoods (Continued) The residential street lighting program brings neighbors together to map out plans that manage neighborhood traffic and promote safety for pedestrians, cyclists, and drivers. DOT is responsible for the relamping of approximately 14,000 residential street lights to ensure the lights are functioning properly. Graffiti abatement, neighborhood traffic calming and parking plans, and floodplain education programs all work to ensure that the integrity of neighborhoods is preserved. The Neighborhood Traffic Management Program is designed to protect the quality of life in Tucson neighborhoods through the management and control of traffic in neighborhoods. Techniques such as speed humps, traffic circles, and traffic diverters are used to minimize unwanted traffic and discourage excessive speeds on neighborhood streets, making them safer. ParkWise has residential parking programs in over 20 different neighborhoods, with approximately 5,500 permit holders. These programs significantly reduce the amount of non-resident traffic, which helps to promote neighborhood safety. In addition, traffic enforcement agents routinely patrol these neighborhoods for safety violations and issue citations for non-compliance. Goal: Infill and Reinvestment, Not Urban Sprawl Through an efficient traffic circulation system, DOT provides better access to urban centers, promoting livable neighborhoods and successful businesses. The Neighborhood Traffic Management Program helps the City of Tucson improve and stabilize the quality of life in the residential areas impacted by traffic congestion. DOT proactively pursues the sale of surplus city lots, creating development opportunities, an increased tax base, and an increase of revenue to the City of Tucson. Many of our capital and operating projects are overlays, Back to Basics programs, oncall sidewalk projects, and residential street lighting. The Stormwater Section is working in coordination with various committees, city departments, and participating city neighborhoods on the preservation of various naturally vegetated washcourses, and revegetation of those areas that have been disturbed or altered by construction, flooding, or other causes. Goal: Abundant Urban Green Space and Recreation Areas DOT is working to increase recreation areas and beautify the community. The number of bicycle and pedestrian pathways is increasing. DOT is working with the Parks and Recreation Department and neighborhoods to incorporate recreational uses into flood control basin development and beautify median islands, traffic circles, and pullouts in neighborhoods. The Tucson Stormwater Management Study, the Watercourse Amenities Safety and Habitat (WASH) Ordinance, Interim Watercourse Improvement Policy, and floodplain ordinances recommend preserving naturally-vegetated watercourses based on riparian habitat classifications, thereby providing wash open space and green belts throughout the city. 211 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: Protected Natural Desert Environment Watercourse preservation, including protection of naturally occurring vegetation and wildlife habitat, and revegetation of disturbed watercourses are primary goals of the Tucson Stormwater Management Study (TSMS) Master Plan adopted by Mayor and Council in February, 1996. Rainwater harvesting to reduce the discharge of stormwater and potential pollutants to the desert environment is also promoted through the TSMS process. DOT provides aerial photos to promote the enforcement of the Native Plant Preservation Ordinance. Protection of the environment is always a consideration in the procurement of properties. Goal: Clean Air and Quality Water DOT contributes to cleaner air by providing mass transit services, constructing bus shelters to encourage ridership, operating its buses with compressed natural gas, and increasing the number of bicycle and pedestrian pathways. The construction of roadway and intersection improvements such as dust control paving, intersection widening, and pavement reconstruction helps to alleviate traffic congestion. Land rights are secured that allow for the development and improvement of roadways that more efficiently move traffic. Landscaping is required on all new projects. Also, reduction of the heat island is achieved through the open space provision. Water harvesting is encouraged on all new projects. By working with the community and local governmental agencies, the Stormwater Quality program’s public education and regulation enforcement help to monitor and maintain the quality of the stormwater runoff. The Stormwater Quality section works to eliminate non-stormwater discharges that are potential sources of pollution to the city's storm drain system and washes and inspects industrial facilities, including construction sites, to ensure that they are complying with federal regulations to eliminate pollutants in their stormwater runoff. Regional traffic signal synchronization, as part of the Intelligent Transportation System, is a key element in reducing traffic stops and delay. The improved traffic flow creates an operational improvement of air quality in the Tucson area. The TICET shuttle provides an alternative to automobile travel in the downtown that helps to reduce the overall congestion and improves air quality. The transition of the Sun Tran fleet to environmentally-efficient vehicles continues. The 45 new buses added to Sun Tran's fleet in the spring of 2001 operate on compressed natural gas (CNG) and offer the newest technology in the industry. Approximately 72% of the fleet now operates on alternate fuels such as CNG and duel fuel technology. 212 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: People Oriented Neighborhoods A primary goal of DOT is to reduce the number of single occupant automobile trips, thereby reducing traffic congestion and improving air quality. Traffic flow in neighborhoods is reduced by mass transit. The paratransit service provides “grocery sweeps” in which we transport people to grocery stores who would otherwise either be unable to go to the market, or who would use a single-family vehicle. This results in improved quality of life for Tucson citizens. DOT also designs and builds neighborhood projects that promote walking, recreational, and leisure activities. Back to Basics projects include the construction of sidewalks, street lighting, pedestrian-crossing devices, public art, linear parks, and the enhancement of sidewalk landscaping. The Neighborhood Traffic Management Program (NTMP) protects the environment and quality of life in Tucson neighborhoods through the management and control of traffic on neighborhood streets. The ParkWise program works closely with neighborhood groups to help minimize parking and traffic disturbances in neighborhoods. Neighborhood meetings with the Transportation Enterprise Area Management (TEAM) Commission have helped to implement parking solutions in the development phase of projects such as the Santa Rosa Neighborhood revitalization and the Stone/Sixth Avenue Two-Way Traffic conversion, which assist the business sector while minimizing the traffic impact on the neighborhood. Goal: Respected Historic and Cultural Resources Through the Tucson Intermodal Center Master Plan, DOT continues its involvement with the preservation of a key feature of Tucson’s past. The renovation of the Union Pacific Depot, together with the relocation of historic locomotive #1673 and the restoration of the Fourth Avenue underpass, will serve to anchor the east end of the downtown area in this revitalization effort. The extension of the Old Pueblo Trolley into the downtown area as an element of the Barraza-Aviation Parkway marks the beginning of the recreation of historic electric trolley service that was terminated nearly 50 years ago. DOT works with local arts agencies to include public art in roadway project design. DOT is also participating with the Planning Department to identify land that could be designated as open space. Goal: Reduced Poverty and Greater Equality of Opportunity DOT collaborates with the Beacon Foundation and Handler of Tucson to employ mentally-challenged individuals in maintenance positions. This includes weed control and litter removal in right of ways, and sign fabrication for street signs. Many Sun Tran and Van Tran passengers are low income citizens who have no other transportation alternatives, and the trips provided give these citizens greater mobility and equality of opportunity for their transportation needs. 213 TRANSPORTATION Support for Livable Tucson Goals (Continued) Goal: Efficient Use of Natural Resources DOT is committed to the preservation of precious non-renewable resources. Sun Tran estimates that 26,000 people ride the bus every weekday. The most recent Comprehensive Operational Analysis indicated that of the current Sun Tran riders, 40% or 10,400 people, have access to more than one vehicle and are considered "riders by choice." The Environmental Protection Agency reports that the average light vehicle sold in the year 2000 averages 24 miles per gallon of gas. Pima Association of Governments estimates the average Tucsonan commutes at least 16 miles round trip per day. Based on those 10,400 people who choose to ride the bus, we estimate a 7,000 gallon reduction in gasoline consumption per weekday; 1,820,000 gallons of gasoline per year (based on a five day workweek.) Recycled roadway construction material is used for base material on new roads. Old tires are recycled to make pavement material. Water harvesting is promoted on all new projects. Goal: Successful Downtown DOT supports the success of the downtown area through the implementation of plans for improved traffic and pedestrian circulation. Many bus lines routed through the downtown Ronstadt Center provide access to downtown employment, shopping, and public events. Unique signage will be constructed to facilitate traffic circulation. Maintenance of the roadways and sidewalks are basic services vital to private and governmental business activity downtown. ParkWise is a major force in the downtown revitalization efforts, partnering with supporting organizations like the Tucson Downtown Alliance, the Tucson Arts District Partnership, and various other private associations. ParkWise manages the free TICET shuttle system that helps visitors and employees maneuver through downtown. ParkWise will also play an important role in the parking and circulation planning and implementation for the Rio Nuevo development. The department’s collaborative efforts with Tucson Electric Power Company, Citizen Downtown Oversight Committee, Graffiti Abatement Program, Intermodal Depot Committee, and area businesses support the downtown area’s growth, expansion, and economic success. Public art projects, special events, and various other joint activities promoting downtown are ongoing. 214 TRANSPORTATION DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 20.50 12.00 21.00 93.00 15.50 192.00 37.00 20.50 12.00 21.00 95.00 15.50 192.00 38.00 23.50 11.00 21.00 96.00 15.50 191.00 38.00 19.50 11.00 21.00 96.00 15.50 197.00 38.00 Permanent Total 391.00 394.00 396.00 398.00 NON-PERMANENT Engineering Traffic Engineering 0.50 1.00 0.50 1.00 0.50 1.00 0.50 1.00 1.50 1.50 1.50 1.50 392.50 395.50 397.50 399.50 POSITION RESOURCES PERMANENT Management Services* Transit Services Transportation Planning Engineering Real Estate Street and Traffic Maintenance Traffic Engineering Non-Permanent Total Department Total FINANCIAL RESOURCES Management Services* Transit Services Sun Tran Van Tran Transportation Planning Engineering Real Estate Street and Traffic Maintenance Traffic Engineering Operating Total Capital Improvements Department Total $ 2,532,441 $ 3,091,540 $ 2,780,120 $ 3,184,680 418,668 859,840 824,520 873,330 29,265,892 30,018,410 30,620,700 32,262,250 5,596,336 6,267,430 6,385,600 6,537,100 1,239,954 2,047,630 1,849,510 2,040,180 1,996,546 2,582,680 2,117,600 2,277,300 678,862 869,990 838,320 758,300 20,065,563 21,004,520 20,913,110 21,665,010 3,598,210 4,038,920 3,767,380 4,220,270 65,392,472 42,153,175 70,780,960 82,880,300 70,096,860 56,624,540 73,818,420 100,666,700 $107,545,647 $ 153,661,260 $ 126,721,400 $ 174,485,120 *Previously titled Administrative and Programming Services 215 TRANSPORTATION Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 19,378,949 $ 19,621,480 $ 19,685,580 $ 20,457,910 16,580,712 20,450,530 19,678,670 21,453,770 11,758,100 9,738,850 10,406,300 11,085,040 946,728 1,082,660 901,650 1,009,040 23,575,509 23,671,200 25,282,330 25,899,640 (6,847,526) (3,783,760) (5,857,670) (6,086,980) Operating Total Capital Improvements Department Total 65,392,472 42,153,175 70,780,960 82,880,300 70,096,860 56,624,540 73,818,420 100,666,700 $107,545,647 $ 153,661,260 $ 126,721,400 $ 174,485,120 SOURCE OF FUNDS General Fund General Fund - Certificates of Participation Highway User Revenue Fund Highway User Revenue Fund Restricted Miscellaneous Non-Federal Grants Capital Agreements Fund Mass Transit - Federal Grants Mass Transit - General Fund Contribution Mass Transit - Local Transit Assistance Fund Mass Transit - State Grants Mass Transit - User Charges Mass Transit Section 3 Federal Highway Administration Funds 1973 General Obligation Bonds 1984 General Obligation Bonds 1994 General Obligation Bonds 2000 General Obligation Bonds 1994 Street and Highway Revenue Bonds Department Total $ 4,854,842 $ 100,115 5,065,740 $ 360,710 5,127,930 $ 86,450 6,204,950 95,490 27,527,537 12,930,048 28,597,350 8,457,200 32,865,830 -0- 35,761,100 -0- 17,708 7,515,024 7,393,455 21,855,469 246,790 9,712,400 19,793,230 24,697,490 262,250 5,399,400 9,620,120 22,694,880 245,000 13,288,000 24,824,030 28,373,090 2,511,416 2,818,970 2,818,970 2,706,800 1,461,943 8,557,550 178 2,962,438 2,164,720 9,495,970 -09,982,290 1,528,410 9,656,140 -08,836,930 1,181,720 10,259,040 -023,124,200 166,084 374,770 2,329,517 -06,987,553 360,000 -02,085,000 11,345,000 18,478,400 833,920 88,920 1,006,420 5,666,000 20,228,830 -0-02,598,700 14,427,000 11,396,000 $ 107,545,647 $ 153,661,260 $ 126,721,400 $ 174,485,120 216 TRANSPORTATION SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $73,818,420 is an increase of $3,037,460 due to the following changes: • Increase in the operating cost of Sun Tran • Increase in the operating cost of Van Tran • Added capacity for expanded Sun Tran service provided through Intergovernmental Agreements • Funding carried forward from Fiscal Year 2001 for delayed purchases of goods and services • Increase in replacement of computer equipment and software • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Increase due to the impact of Fiscal Year 2001 salary adjustments and other personal services increases including one risk management coordinator and two data control clerk positions • Increase in vehicle depreciation costs • Remodeling required to accommodate computer equipment and comply with Pima County requirements • Increase in group insurance costs • Increase in capacity for additional TEAM revenues • Impact of a 1% reduction to balance the budget • Reduction in the inner city shuttle service • Decrease for non-recurring cost of replacing parking meters in Fiscal Year 2001 • Decrease in miscellaneous outside services for the Pavement Management Grant • Reduction in Van Tran's service level • Increase in transfers to the capital budget results in a decrease to the operating budget • Reduction in Sun Tran's service level • Decrease due to the non-recurring costs of purchasing street sweepers and other equipment during Fiscal Year 2001 • Other miscellaneous changes Operating Total $ 2,374,790 583,670 507,000 462,290 343,400 341,500 272,280 271,230 260,360 255,000 195,540 50,000 (64,000) (242,600) (256,710) (267,080) (314,000) (315,160) (637,950) (779,200) (2,900) $ 3,037,460 217 TRANSPORTATION Significant Changes (Continued) Capital The adopted budget for Fiscal Year 2002 of $100,666,700 is an increase of $17,786,400 due to the following changes: • Anticipated loans from the state's infrastructure bank - Highway Expansion and Extension Loan Program (HELP) • Increase in capacity for federal transit grants and their associated local matches, primarily due to funds carried forward for bus acquisitions • Increase in anticipated Capital Agreements Funds, primarily from the Pima Association of Governments • Increase in use of General Obligation Bond capacity due to the 2000 bond program • Anticipated increase in regionally-allocated federal funds • Additional General Fund capacity for underground electric power lines, funded from the increase to the utility franchise fee • Reduction in the availability of Highway User Revenue Funds • Reduction in use of 1994 Street and Highway Revenue Bonds • Other miscellaneous changes $ 13,000,000 6,057,300 3,575,600 3,235,700 873,900 400,000 (2,067,700) (7,082,400) (206,000) Capital Total $ 17,786,400 Department Total $ 20,823,860 MANAGEMENT SERVICES* MISSION STATEMENT: The Management Services Division plans, coordinates, supervises, and performs administrative functions; provides budget, personnel, and computer network support; manages the departmental Speakers Bureau; and serves as liaison to community-based committees for the efficient and successful operation of the Department of Transportation. KEY MEASURES OF PERFORMANCE Key Outputs Ensure computer hardware, software, and the Internet are operational so staff of the client divisions have trouble-free access. • Number of computers maintained Provide employee training in programs on computer software and other areas such as customer service, leadership, and safety. • Percent of total employees receiving training Actual FY 2000 Adopted FY 2001 165 165 165 165 N/A 25% 30% 30% *Previously titled Administrative and Programming Services 218 Estimated FY 2001 Adopted FY 2002 TRANSPORTATION Management Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Coordinate and schedule Mayor and Council agenda items for DOT, council offices, and in partnership with other city departments. • Study Session items • Regular Agenda items N/A N/A N/A N/A 30 50 30 80 Manage the successful coordination of the Speakers Bureau presentations. • Number of presentations N/A N/A 24 24 Provide support and assistance to advisory committees and citizen committees. • Number of advisory committee meetings • Number of subcommittee meetings • Number of citizen committee meetings N/A N/A N/A N/A N/A N/A 50 4 10 56 4 12 85% 95% 90% 95% N/A 85% 85% 85% N/A N/A N/A 75% 20.50 20.50 23.50 19.50 581,420 1,905,888 45,133 $ 466,680 2,624,860 -0- $ 459,100 2,321,020 -0- $ 639,630 2,545,050 -0- $ 2,532,441 $ 3,091,540 $ 2,780,120 $ 3,184,680 Key Outcomes Ensure computers are operational by providing technical support. • Percent of computer support calls responded to within 24 hours Ensure quality employee training. • Percent of employees rating training “good” or “above average” Ensure the successful distribution of information to organizations at Speakers Bureau presentations. • Percent of survey cards returned with rating of “good” or “above average” on the value of the presentation Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Mass Transit - State Grants Financial Resources Total $ 219 TRANSPORTATION TRANSIT SERVICES MISSION STATEMENT: The Transit Services Division plans, coordinates, supervises, and performs administrative functions for the operation of fixed-route and paratransit services to ensure an efficient and cost-effective public transit system that provides access to employment, services, and events for residents of the Tucson metropolitan area and to promote the use of alternate modes of transportation. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 3 $ 10,000 2 $ 9,200 2 $ 13,300 2 $ 14,000 Prepare, negotiate, and submit Intergovernmental Agreements between area local governments for the provision of public transit services and project management activity utilizing federal and state funding sources. N/A N/A 9 9 Process applications for Americans with Disabilities Act (ADA) eligibility for paratransit service. 3,281 3,300 2,650 2,880 Issue reduced-fare identification cards for fixed-route service. 9,344 11,000 11,000 11,000 5,950 5,500 6,250 6,560 Key Outputs Prepare, submit, and execute Federal Transit Administration grants. • Number of grants submitted • Total grant dollar value ($000s) Key Outcomes Maintain access to Van Tran’s paratransit services. • Number of eligible persons RESOURCE SUMMARY Position Resources Financial Resources Mass Transit - General Fund Contribution Mass Transit - State Grants Financial Resources Total 12.00 12.00 11.00 11.00 $ 418,668 $ 812,840 $ 778,220 $ 757,330 -0- 47,000 46,300 116,000 $ 418,668 $ 859,840 $ 824,520 $ 873,330 220 TRANSPORTATION SUN TRAN MISSION STATEMENT: Sun Tran provides safe, well-maintained, and cost-effective public transportation with a team of employees dedicated to customers, the environment, and the community. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 203 15,273 203 14,472 199 14,471 185 14,760 624,625 7,990 $ 3.66 1,094 596,996 6,904 $ 4.34 1,300 586,413 7,946 $ 3.85 1,336 600,336 7,829 $ 4.12 1,336 5,256 3,133 675* 5,000 5,000 4,665 4,850 3,500 3,421 N/A 6,000 6,000 1.7 1.5 1.5 1.5 0.4 0.6 0.6 0.6 Increase percentage of buses fueled with compressed natural gas (CNG) to improve air quality. 48% N/A 67% 72% Increase percentage of buses on the public transit system that comply with the Americans with Disabilities Act. 86% N/A 100% 100% Key Outputs Provide regional bus service. • Number of buses in fleet • Number of fixed-route service passenger trips provided (000s) • Number of fixed-route service hours • Number of fixed-route total miles (000s) • Cost per fixed-route service mile • Number of preventive maintenance checks to reduce breakdowns • Total training hours for operators • Total training hours for maintenance personnel Key Outcomes Increase the number of miles of service between breakdowns. Maintain a safe public transit service. • Vehicle collision accidents per 100,000 miles • Passenger injury accidents per 100,000 *During preparation of the Fiscal Year 2001 budget, insufficient data was available to accurately estimate the activity. Subsequently, additional funds were committed for training. 221 TRANSPORTATION Sun Tran (Continued) RESOURCE SUMMARY Financial Resources Mass Transit - Federal Grants Mass Transit - General Fund Contribution Mass Transit - Local Transit Assistance Fund Mass Transit - State Grants Mass Transit - User Charges Financial Resources Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 1,839,453 15,753,432 $ 1,843,030 15,398,100 $ 1,843,030 15,937,170 $ 1,843,030 17,885,850 2,511,416 2,818,970 2,818,970 2,706,800 873,810 8,287,781 959,440 8,998,870 961,830 9,059,700 117,440 9,709,130 $ 29,265,892 $ 30,018,410 $ 30,620,700 $ 32,262,250 VAN TRAN MISSION STATEMENT: Van Tran provides paratransit services within the Tucson metropolitan area that are comparable to public transit services and are in accordance with the Americans with Disabilities Act, giving persons with disabilities access to employment, shopping, services, community agencies, and events. KEY MEASURES OF PERFORMANCE Key Outputs Maintain service levels for persons with disabilities who cannot use Sun Tran. • Miles of service provided (000s) • Hours of service provided 2,127 171,785 2,456 152,980 2,200 172,000 2,063 162,000 • Number of safety training hours per 17 23 17 17 Provide preventive vehicle maintenance checks to reduce breakdowns. • Number of maintenance checks 573 560 560 525 Key Outcomes Maintain percent of trips that are on time to destinations. 92% 91% 91% 91% 360,382 N/A 364,500 336,152 0.4 0.8 0.8 0.8 Provide training for Van Tran drivers. driver Number of passengers served annually. Reduce number of vehicular accidents per 100,000 miles of service. • Accidents per 100,000 miles 222 TRANSPORTATION Van Tran (Continued) RESOURCE SUMMARY Actual FY 2000 Financial Resources Mass Transit - Federal Grants Mass Transit - General Fund Contribution Mass Transit - State Grants Mass Transit - User Charges $ Financial Resources Total 266,400 4,517,167 Adopted FY 2001 $ 266,400 4,983,650 Estimated FY 2001 $ 289,890 4,978,990 Adopted FY 2002 $ 266,400 5,200,510 543,000 269,769 520,280 497,100 520,280 596,440 520,280 549,910 $ 5,596,336 $ 6,267,430 $ 6,385,600 $ 6,537,100 TRANSPORTATION PLANNING MISSION STATEMENT: The Transportation Planning Division plans, creates, and promotes roadway improvements for efficient access to goods and services, and effective transit and paratransit routes, attractive sidewalks, bike routes, and multiple-use paths to encourage the use of alternate modes reducing congestion and promoting a more healthy environment. The division monitors stormwater management programs for compliance with the city’s federally-mandated municipal stormwater quality permit to ensure both the quality and quantity of stormwater runoff. KEY MEASURES OF PERFORMANCE Key Outputs Provide bicycle facility maps to bike shops and the general public. Develop recommendations for service changes in the Short-Range Transit Plan to improve transit operations. Analyze stormwater samples to determine stormwater quality. • Number of samples analyzed Conduct appeal hearings on eligibility determinations for people with disabilities. Key Outcomes Provide opportunities for public input on various transportation projects. Meet Environmental Protection Agency standards for stormwater. • Number of samples meeting standards 5,000 5,000 4,200 3,000 6 10 10 10 10 10 10 12 60 60 60 60 60 20 20 30 N/A N/A 8 10 223 TRANSPORTATION Transportation Planning (Continued) RESOURCE SUMMARY Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 21.00 21.00 21.00 21.00 824,155 153,140 158 262,323 $ 1,075,740 195,130 246,790 529,970 $ 1,075,860 133,080 262,250 378,320 $ 1,467,510 203,370 245,000 124,300 178 -0- -0- -0- $ 1,239,954 $ 2,047,630 $ 1,849,510 $ 2,040,180 Position Resources Financial Resources General Fund Highway User Revenue Fund Miscellaneous Non-Federal Grants Federal Highway Administration Funds Mass Transit Section 3 $ Financial Resources Total ENGINEERING DIVISION MISSION STATEMENT: The Engineering Division provides for the prioritization, design, and construction of cost-effective improvements to the city’s roadways and flood control systems; manages the use of and access to public rights-of-way; and provides for the protection of life and property from flood hazards. KEY MEASURES OF PERFORMANCE Key Outputs Design and construct capital improvement projects. N/A N/A 45 50 9 9 9 10 Generate petitions by improvement districts at the request of neighborhood groups for the enhancement of their neighborhood. N/A N/A 10 12 Issue permits to construct roadway and drainage improvements that result in safety and economic benefits to the community. N/A N/A 5,000 6,000 Provide service and support to customers who have obtained permits for excavation/ construction in the public right of way. N/A N/A 4,600 6,000 Update floodplain delineation studies. 224 TRANSPORTATION Engineering Division (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 86% 85% 86% 87% 50 50 50 52 Remove structures from the floodplain and flood hazard through the re-drawing of flood maps. -0-* 200 20* 100 Construct improvements that reduce the threat of flood damage and enhance the community’s safety. 11 15 12 12 Key Outcomes Maintain percent of major city streets that have a condition rating of good or better. Resurface major streets (linear miles). Estimated FY 2001 Adopted FY 2002 *Funding levels did not allow for this activity in Fiscal Year 2000 and significantly kept the activity level low in Fiscal Year 2001. RESOURCE SUMMARY 93.50 95.50 96.50 96.50 710,763 1,118,687 167,096 $ 227,060 1,656,400 699,220 $ 208,070 1,637,560 271,970 $ 251,170 1,653,230 372,900 $ 1,996,546 $ 2,582,680 $ 2,117,600 $ 2,277,300 Position Resources Financial Resources General Fund Highway User Revenue Fund Federal Highway Administration Funds Financial Resources Total $ 225 TRANSPORTATION REAL ESTATE MISSION STATEMENT: The Real Estate Division provides professional real property services including appraisal, acquisition, management, special studies, geographical information system services, cultural resource clearance, environmental investigation, leasing, and disposition for city departments and the community. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Provide needed property for new public facilities. • Number of properties acquired 95 75 100 120 Sell surplus parcels of property. 20 32 18 18 179 300 160 180 102 N/A 95 100 Provide Geographic Information System (GIS) special project maps to Mayor and Council, neighborhood associations, city departments, governmental agencies, consultants, and the private sector. • Number of maps 173 N/A 100 125 Key Outcomes Increase the city’s tax base by returning unneeded parcels of property to the tax rolls. • Number of parcels • Value of parcels ($000s) 20 $ 1,300 32 N/A 18 $ 428 18 $ 400 Respond to service requests for property vacation, abandonment, easement, rezoning reviews, right-of-entry, lease, or special use. Complete appraisals and estimates of value for real property for various public projects and citywide needs. • Number of appraisals and estimates of value 226 Estimated FY 2001 Adopted FY 2002 TRANSPORTATION Real Estate (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Financial Resources Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 15.50 15.50 15.50 15.50 $ 678,862 -0- $ 769,990 100,000 $ 742,350 95,970 $ 758,300 -0- $ 678,862 $ 869,990 $ 838,320 $ 758,300 STREETS AND TRAFFIC MAINTENANCE MISSION STATEMENT: The Streets and Traffic Maintenance Division provides a comprehensive maintenance program of streets, median island landscaping, alleyways, and drainage channels to ensure safe driving surfaces, decrease the potential for flooding, and control dust. The division also manages a maintenance and inspection program of street lighting, traffic signs, and traffic signals to ensure the safe and efficient movement of people, traffic, and goods. KEY MEASURES OF PERFORMANCE Key Outputs Resurface residential streets (lane miles). 356 250 200 250 Maintain four-hour response time to emergency calls regarding traffic signal malfunctions. • Number of emergency calls 436 1,000 1,000 1,000 Conduct preventive maintenance on traffic signals: checking timing, controller, and detection devices. • Number of traffic signals maintained 636 700 700 700 1,120 2,800 2,800 2,800 2,746 3,000 3,000 3,000 6,563 30,000 15,000 15,000 Re-stripe major collectors and arterials (linear miles). Re-lamp street lights for maintenance. • Number of lights replaced preventive Participate in neighborhood cleanups by removal of debris and trash. • Number of cubic yards removed 227 TRANSPORTATION Streets and Traffic Maintenance (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 N/A N/A 100 150 Respond to emergency maintenance requests related to public safety (debris and glass in roadway). • Number of man hours N/A N/A 1,100 1,275 Provide clear and visible lane delineations and roadway markings bi-annually to ensure safe operation of the transportation system. • Number of lane miles restriped 2,241 N/A 2,250 2,250 320 98% 330 N/A 330 98% 348 98% 14,000 95% N/A N/A 14,000 95% 14,000 95% 192.00 191.00 197.00 Maintain drainage channels to achieve a balance between flood control considerations, wildlife, and vegetation preservation. • Linear miles of drainage channels maintained Key Outcomes Ensure that traffic signals operate trouble free 24 hours per day. • Number of traffic signals • Percent of traffic signals operating trouble free daily Ensure that street lights operate trouble free providing needed illumination for roadway and pedestrian safety. • Number of street lights • Percent of street lights operating trouble free daily Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY 192.00 Position Resources Financial Resources General Fund Highway User Revenue Fund Financial Resources Total $ 704,000 19,361,563 $ 20,065,563 228 $ 723,180 20,281,340 $ 21,004,520 $ 704,000 20,209,110 $ 20,913,110 $ 704,000 20,961,010 $ 21,665,010 TRANSPORTATION TRAFFIC ENGINEERING MISSION STATEMENT: The Traffic Engineering Division designs, constructs, and monitors intelligent transportation, traffic, transit, and parking systems and implements neighborhood traffic calming features that promote a safer community. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 2,538 2,000 2,400 2,400 Review barricade, development, and roadway improvement plans. • Barricade plans reviewed • Development plans reviewed • Roadway improvement plans reviewed 650 591 376 600 450 175 660 520 360 650 500 350 Respond to requests for Neighborhood Traffic Management Program information. • Number of request responses 281 300 290 290 1,985 249 4,750 350 2,500 300 3,000 350 Conduct intersection reviews and adjust green-light signal times for safe and optimal movement of traffic. 240 175 200 200 Respond to citizen calls for parking enforcement services within one hour. 1,408 1,100 1,450 1,600 66 N/A 40 40 23 23 23 23 Key Outputs Process citizen requests concerning traffic regulation signs, visibility issues, pedestrian crossings, traffic signal modifications and timing adjustments, and other safety improvements. Estimated FY 2001 Adopted FY 2002 Issue parking permits. • Number of residential permits • Number of non-residential permits Key Outcomes Enhance livability in neighborhoods. • Number of new Neighborhood Traffic Management Programs implemented Manage the number of parking programs to protect neighborhood integrity and business viability. 229 TRANSPORTATION Traffic Engineering (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Certificates of Participation Highway User Revenue Fund Federal Highway Administration Funds Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2000 Adopted FY 2001 38.00 39.00 39.00 39.00 $ 1,239,642 100,115 $ 1,678,090 360,710 $ 1,813,550 86,450 $ 1,855,340 95,490 1,779,815 461,088 2,000,120 -0- 1,867,380 -0- 2,269,440 -0- 17,550 -0- -0- -0- $ 3,598,210 $ 4,038,920 $ 3,767,380 $ 4,220,270 230 Estimated FY 2001 Adopted FY 2002 TUCSON WATER OPERATING: CAPITAL: TOTAL: $ 99,147,750 56,028,800 $ 155,176,550 POSITION TOTAL: 590.00 DIRECTOR’S OFFICE BUSINESS SERVICES PLANNING AND ENGINEERING WATER OPERATIONS AND MAINTENANCE WATER QUALITY MANAGEMENT PROGRAM ALLOCATION FINANCING PLAN 2000 Water Revenue Bonds 21% Water Revenue and Operations Fund 72% Director's Office 3% Business Services 6% Capital Improvements 36% Water Operations and Maintenance 14% Other* 1% 2000 Water Infrastructure Finance Authority Bonds 6% Planning and Engineering 4% Water Quality Management 8% Other Budgetary Requirements 29% *Includes Central Arizona Project Reserve Fund (1%), Miscellaneous Non-Federal Grants (<1%), and Miscellaneous Federal Grants (<1%). TEN YEAR STAFFING TREND Adopted Positions 1995 588.00 588.00 588.00 2001 1994 589.00 2000 577.00 588.00 1999 577.00 1993 568.00 584.00 579.00 1998 600 1997 625 575 1996 1992 550 231 232 TUCSON WATER MISSION STATEMENT: To provide, in partnership with our community, excellence in water services to secure the future and enhance quality of life. Our commitment is to ensure our customers receive high quality water and excellent service in a cost efficient and environmentally responsible manner. OVERVIEW Tucson Water is charged with balancing the issues of water quality and related costs while managing sustainable water sources to meet current and future demand. Tucson Water maintains this balance by developing and operating the water system in a manner that is responsive to its customers, enhances the environment, and meets or exceeds all regulatory requirements. Tucson Water provides water service to approximately 670,000 residents within a 285 square-mile service area that encompasses approximately 78% of the greater Tucson metropolitan area’s total population. A network of wells, reservoirs, booster stations, and water mains will deliver approximately 35.6 billion gallons or 109,000 acre-feet (one acre-foot equals 325,851 gallons) of drinking water to city and county residents and businesses during Fiscal Year 2002. In addition, about 3.7 billion gallons or 11,000 acre-feet of reclaimed water (wastewater effluent treated by filtering and disinfecting) will be delivered for irrigation purposes. Tucson Water also recharges Colorado River water, secondary effluent, and reclaimed water into the aquifer, thereby “banking” water for future use. Also, Tucson Water will improve the reliability of the water delivery system by replacing old water mains, adding wells, maintaining the well system at 95% availability during peak demand periods, and increasing the capacity to produce reclaimed water. Through these efforts, Tucson Water will be able to produce and distribute 155 million gallons of drinking water and 25 million gallons of reclaimed water per day during the summer to meet peak day demand. Under the policy direction of the Mayor and Council, staff within the Director’s Office and four operating divisions (Business Services, Water Operations and Maintenance, Planning and Engineering, and Water Quality Management) conduct the work of the department. DEPARTMENT HIGHLIGHTS The Clearwater Renewable Resource Facility, located in Avra Valley, began operations in spring of 2001. The facility provides a blend of native groundwater and recharged Colorado River water to the greater Tucson area, which will allow many of the wells in the central city to be placed in a stand-by mode. The facility includes recharge basins, recovery wells, a reservoir, a booster station, and transmission mains, and will be constructed in three phases. At full build-out in 2003, the project will provide up to 60,000 acre-feet of water to Tucson per year, which is about half of the potable water now used by the community. With reduced pumping from the central wellfield, the aquifer in the Tucson basin will slowly recover through natural recharge. A portion of a $400,000 grant from the Environmental Protection Agency will be used to further improve the water quality information provided to our customers, thereby facilitating the introduction of water from this project into the community. 233 TUCSON WATER Department Highlights (Continued) Tucson Water has implemented three programs to increase efficiency in department operations and to reduce risks: • Maintenance Management Program targeting preventative maintenance through improved procedures, organization, and staffing • Reengineering to involve employees in identifying more efficient work practices throughout the department • Five Star Safety System aimed at reducing risk through world-class safety and loss control practices SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Tucson Water provides a variety of ways for the community to learn about water issues and to influence the direction of water policy. The community is informed through a monthly newsletter Water Connection, public service announcements, workshops, construction project outreach activities, annual water quality reports, a department Internet Web site covering current water quality information and many other subjects, a speaker’s bureau, department open houses, tours of water facilities and projects using trained docents, water conservation lectures and demonstrations, appearances by the Water Information Van, water information booths at community events, and pamphlets and booklets distributed throughout the community. The public is encouraged to provide input to Tucson Water by e-mail, telephone comment line, focus groups, annual customer surveys, and participation at citizen advisory committee meetings and project meetings. In addition, the Fiscal Year 2002 rate process will be developed with the assistance of a Customer Rate Advisory Group that includes representatives from all major billing classes. The value of customer input is demonstrated by the “At-the-Tap” program, where feedback from customer groups identified the acceptability of various water blends to be delivered from the new Clearwater Renewable Resource Facility. Goal: Excellent Public Education Tucson Water provides educational materials to assist in teaching all ages about water supply, demand, and water quality issues unique to the Tucson basin. Partnerships with the University of Arizona, Pima Community College, and other schools have been established to provide internships at Tucson Water in the areas of hydrology, engineering, geology, and information systems. The department also provides high school teachers with the opportunity for summer internships at Tucson Water to get a better understanding of community water issues, the complexities of operating a community water system, and career opportunities available to their students. The Sweetwater Wetlands Project continues to provide a variety of educational opportunities involving volunteer docents, teachers using the wetlands as an outdoor classroom, and other organizations assisting with field educational materials. 234 TUCSON WATER Support for Livable Tucson Goals (Continued) Goal: Abundant Urban Green Space and Recreation Areas Tucson Water partners with local schools, including the University of Arizona, and Pima County in support of urban green space and recreation areas. Several important Tucson Water projects (such as the Clearwater Renewable Resource Facility, Pima Mine Road, Sweetwater Wetlands, and Lincoln Park Riparian Habitat projects) are included among the city’s Multiple Benefit Water Projects that are designed to enhance the livability of our community while making judicious use of limited water resources. Staff works with other city departments on Neighborhood Enhancement Teams (NETeams) to help construct neighborhood parks, provide cleanups, and plant native trees. Additionally, Tucson Water maintains landscaping at well and booster sites that blends with the natural surroundings and augments the limited green space in neighborhoods. Goal: Protected Natural Desert Environment The primary purpose of the Sweetwater Wetlands is to treat wastewater effluent to allow its reuse for irrigation purposes, but its larger value to the community is the habitat it provides for birds, animals, and plant species that were once common in the area. Since it opened in 1998, bird watching at the wetlands has become a regular entertainment for many Tucsonans. On the southeast side at the Lincoln Park Riparian Habitat Project (formerly the Atturbury Project), reclaimed water is used to support native plant and animal life. Tucson Water protects the Sonoran Desert during construction projects by removing natural vegetation which is then used to “revegetate” construction sites. Goal: Clean Air and Quality Water Tucson Water collaborates with the Arizona Department of Water Quality, Arizona Department of Health Services, Pima Association of Governments, and the University of Arizona to ensure that the quality of water delivered to customers exceeds federal, state, and local regulations. Water quality is regularly monitored at approximately 250 sampling points throughout the distribution system. Water samples are analyzed for aesthetic qualities and for chlorine residual, bacteria, and other potential contaminants. In total, approximately 175,000 drinking water analyses are performed per year. Tucson Water also partners with the American Water Works Association Research Foundation and other agencies to provide customer satisfaction through best practices and improved water treatment. 235 TUCSON WATER Support for Livable Tucson Goals (Continued) Goal: Efficient Use of Natural Resources Tucson Water, in collaboration with the Pima Association of Governments, the U.S. Geological Survey, and the University of Arizona, works vigorously to conserve groundwater and ensure the efficient use of alternative water resources. The Reclaimed Master Plan adopted by the Mayor and Council will increase use of reclaimed water and ensure that at least 7.5% of the total water used by the community continues to be reclaimed water. The Zanjero (water audit) Program saves approximately 45 million gallons of groundwater annually in homes and businesses. An expanded, more sophisticated water main leak detection program saves additional water. The year-round conservation plan Water Conservation: It’s Not Just for Summer continues, and will be augmented by other conservation initiatives, including further improvements to the Water Waste ordinance, a pilot program to determine the effectiveness of goal-based rates for irrigation accounts, and a conservation assistance program targeted at low-income customers. In addition to using a large volume of Colorado River water in the Clearwater Renewable Resource Facility, Tucson Water continues to (a) partner with the Central Arizona Water Conservation District (CAWCD) to recharge Colorado River water at the Pima Mine Road site, (b) sell Colorado River water to agricultural operations resulting in groundwater credits that can be used toward maintaining the assured water supply, and (c) support a pilot project by ASARCO to test use of Colorado River water in mining operations. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 27.50 131.00 228.50 27.50 131.00 228.50 31.50 129.00 227.50 31.50 130.00 227.50 142.00 -028.00 31.00 142.00 -028.00 31.00 142.00 -028.00 31.00 142.00 59.00 -0-0- 588.00 588.00 589.00 590.00 POSITION RESOURCES PERMANENT Director's Office Business Services Water Operations and Maintenance Planning and Engineering Water Quality Management* Water Quality* Water Treatment* Department Total *The Water Quality Management Division was created by consolidating the Water Quality Division and the Water Treatment Division. 236 TUCSON WATER Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Director's Office Business Services Water Operations and Maintenance Planning and Engineering Water Quality Management Water Quality Water Treatment Other Budgetary Requirements Operating Total Capital Improvements Department Total $ 4,296,365 $ 4,250,390 $ 4,153,320 $ 4,263,080 8,411,370 9,126,080 9,129,900 8,912,150 22,543,401 22,849,320 22,789,320 21,204,400 6,115,798 -02,520,305 12,179,244 21,932,613 6,232,510 -02,956,790 12,835,490 36,207,610 6,278,960 -02,928,590 13,049,670 34,304,610 5,778,810 13,245,520 -0-045,743,790 77,999,095 49,363,371 94,458,190 59,788,700 92,634,370 57,703,000 99,147,750 56,028,800 $ 127,362,466 $ 154,246,890 $ 150,337,370 $ 155,176,550 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 25,049,486 $ 25,798,800 $ 25,408,580 $ 27,026,900 32,746,791 45,057,640 43,608,720 46,237,560 5,559,902 5,894,880 6,124,480 6,693,290 10,231 8,500 8,500 -021,069,623 24,411,730 24,411,730 25,881,710 -0106,690 106,690 109,890 (6,436,938) (6,820,050) (7,034,330) (6,801,600) 77,999,095 49,363,371 94,458,190 59,788,700 92,634,370 57,703,000 99,147,750 56,028,800 $ 127,362,466 $ 154,246,890 $ 150,337,370 $ 155,176,550 *The Water Quality Management Division was created by consolidating the Water Quality Division and the Water Treatment Division. 237 TUCSON WATER Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 SOURCE OF FUNDS Water Revenue and Operations Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Water Infrastructure Finance Authority Bond 1994 Water Revenue Bonds 2000 Water Revenue Bonds Central Arizona Project Reserve Fund Working Capital 2000 Water Infrastructure Finance Authority Bonds Department Total $ 93,381,076 $ 107,537,790 $ 108,575,370 $ 112,103,750 -0-0323,876 571,400 -0-0- -0-0-0- 201,000 250,000 -0- 24,152,184 -0926,330 11,669,700 33,512,000 956,000 18,893,000 17,687,000 950,000 -032,114,800 962,000 -08,579,001 -0-0- 685,000 3,547,000 -09,545,000 $ 127,362,466 $ 154,246,890 $ 150,337,370 $ 155,176,550 238 TUCSON WATER SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $99,147,750 is an increase of $4,689,560 due to the following changes: • Debt service increase due to projected bond program • Increase in power requirements due to start up of Clearwater Renewable Resource Facility and projected rate increases • Increase to the administrative service charge from the General Fund for the provision of citywide overhead services • Increased charges from other departments for direct city services • Increase in the costs of treatment chemicals due to regulatory changes • Impact of a 2% pay increase effective July 1, 2001 • Sales tax increase due to increased sales and projected rate increases • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of increased group insurance rates • Increases to motor pool and fuel costs • Increase in public liability costs due to rate change • Addition of two system analyst positions • Increase in funding for possible settlement of Central Arizona Project (CAP) damage lawsuits • Water test services decrease because of regulatory sampling changes • Reduction in scope of new billing system assessment • Decrease in outside legal costs due to resolution of various legal actions • Decrease in advertising and public relations costs due to phasing out of CAP/Avra Valley blended water promotion • Transfer of waterline relocations funding to the capital improvement program • Reduction due to Multiple Benefit consultant costs transferred to other departments • Other miscellaneous changes Operating Total $ 1,502,000 1,198,370 1,063,000 526,690 526,000 509,340 341,000 327,120 287,410 255,100 197,080 112,000 100,000 (117,150) (190,000) (243,480) (280,250) (550,500) (960,000) 85,830 $ 4,689,560 Capital The adopted budget for Fiscal Year 2002 of $56,028,800 is a decrease of $3,759,900 due to the following changes: • Transfer of waterline relocations funding from the operating budget • Net change due to completion of projects during Fiscal Year 2001, new projects, and changes to the funding of existing projects $ 550,500 (4,310,400) Capital Total $ (3,759,900) Department Total $ 239 929,660 TUCSON WATER DIRECTOR’S OFFICE MISSION STATEMENT: The Director’s Office provides vision for the future and leadership for Tucson Water; oversees the utility’s programs, activities, and strategic planning process to ensure proactive compliance with Mayor and Council water policies, City Manager direction, regulatory requirements, and community expectations; coordinates and facilitates communication with customers, Mayor and Council, outside agencies, other city departments, and the media; provides personnel, training and safety programs; develops efficiency improvements that will minimize projected water rate increases; and promotes water conservation through educational information, training, speakers’ bureaus, and water use audits. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 1,340 2,200 1,400 2,000 Respond to media requests for public information. • Number of requests 620 400 600 600 Provide Speakers’ Bureau presentations in the community with trained staff. • Number of presentations 151 N/A 180 150 Conduct educational tours of projects and facilities for customers. • Number of customers 725 2,000 1,200 1,200 Provide employee training on customer service, computer software, supervisory skills, and required Occupational Safety and Health Administration (OSHA) safety awareness updates. • Hours of training 4,425 4,520 4,804 4,850 1 4 1 12 1 8 4 8 Key Outputs Reduce in-home water consumption for customers participating in the Zanjero Residential Water Audit Program. • Number of residential water audits conducted Conduct surveys and focus groups to obtain customer input and measure customer perception. • Number of surveys conducted annually • Number of focus groups conducted annually 240 Estimated FY 2001 Adopted FY 2002 TUCSON WATER Director’s Office (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 N/A N/A N/A 6,500 N/A N/A N/A 3,000 N/A N/A N/A 1,500 N/A N/A N/A 20 N/A N/A N/A 400 N/A N/A N/A 60 Key Outcomes Obtain overall service satisfaction ratings of “very good” or “excellent” from surveyed customers. • Percent of desired ratings received N/A 90% 90% 92% Save water by reducing user consumption through individualized residential water audits. • Number of gallons saved (000s) 39,100 16,000 40,000 45,000 Receive employee ratings of “above average” or “excellent” on training programs. • Percent of desired ratings received 87% 88% 89% 89% Provide educational opportunities for local school children and teachers about the various water supply, water quality, and water conservation issues specific to Tucson. • Number of students participating in 'da Drops Program (Grades K-3) • Number of students participating in Our Water, Our Future (Grades 4-6) • Number of students participating in Tucson Toolkit (Grades 6-8) • Number of high school teachers in internship program • Number of students attending water education fair (Grades 9-12) Provide low-income customers an opportunity to lower water bills by replacing older high-flow fixtures, making plumbing repairs, and identifying poor water use practices. • Number of homes provided services through program 241 Estimated FY 2001 Adopted FY 2002 TUCSON WATER Director’s Office (Continued) RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 27.50 27.50 31.50 31.50 $ 4,296,365 $ 4,078,990 $ 4,153,320 $ 4,062,080 -0- 171,400 -0- 201,000 $ 4,296,365 $ 4,250,390 $ 4,153,320 $ 4,263,080 ZANJERO PROGRAM IMPARTS WATER CONSERVATION TIPS DIRECTLY TO CUSTOMERS The Tucson Water Department’s leadership in water conservation is a nationwide model. Not content with one of the lowest western per capita daily usages of 165 gallons per day (compared to Las Vegas’ 325 gallons per day) the department has added innovative customer outreach efforts to its conservation program. The Zanjero Water Audit program has become one of the Tucson Water Department’s most popular initiatives. Extensively trained employees visit the homes and businesses of Tucson Water Department customers who use a large amount of water to check fixtures, irrigation systems, and customer water use habits. Customers receive individualized surveys that will help them use water more efficiently, identify problem areas, and provide guidelines to reduce their water use. Some customers may qualify to have low-flow fixtures and other water-saving devices installed in their homes. 242 TUCSON WATER BUSINESS SERVICES MISSION STATEMENT: The Business Services Division promotes service excellence by providing centralized administrative support to the department, the City Manager, the Mayor and Council, and the Citizens’ Water Advisory Committee (CWAC) that includes financial services involving water rates, revenues, the operating and capital budgets, management analysis, and information technology systems implementation and support. The division also operates the billing system for customers of Tucson Water, the city’s Solid Waste Management Department, and the county’s Wastewater Management Department by conducting meter reading and billing activities, and providing timely and effective responses to customer inquiries regarding water bills, payments, meter reading, and water services. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 8 5 12 14 2,312 2,358 2,370 2,429 Bill utility service accounts (water, solid waste, and Pima County wastewater). • Number of bills issued annually (000s) 2,680 2,639 2,763 2,846 Initiate or discontinue water service at customers’ request. • Number of service turn-ons/turn-offs 38,063 39,500 39,500 41,000 2.7% 0%* 3.3% 4.5% 2.4% 2.7% 2.4% 4.3% Key Outputs Conduct management and financial analysis studies to improve operational efficiency. • Number of studies conducted Read water meters for billing purposes. • Number of water meters read annually (000s) Key Outcomes Develop annual financial plans that are consistent with the annual percentage change in the Western Region Consumer Price Index (CPI). • Projected percent change in CPI • Projected/actual percent of water rate increase *No rate increase during Fiscal Year 2000. 243 Estimated FY 2001 Adopted FY 2002 TUCSON WATER Business Services (Continued) KEY MEASURES OF PERFORMANCE Ensure department computer application systems are available to staff and the Internet Web site available to customers except during scheduled maintenance downtime. • Percent of scheduled time department computer systems and Web site are available Provide timely responses to approximately 250,000 customer telephone calls regarding utility accounts (water, solid waste, and Pima County wastewater). • Average number of seconds customers wait to speak to a service representative Provide customers with accurate monthly water bills by limiting the number of meter reading errors. • Number of errors per 10,000 reads Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 99% 88% 99% 99% 17 15 15 15 2 2 2 2 131.00 131.00 129.00 130.00 $ 8,411,370 $ 9,126,080 $ 9,129,900 $ 8,912,150 RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 244 TUCSON WATER WATER OPERATIONS AND MAINTENANCE MISSION STATEMENT: The Water Operations and Maintenance Division ensures a continuous supply of water that is acceptable to customers in terms of cleanliness, clarity, flow, and pressure through the operation and maintenance of water production, disinfection, and distribution facilities, as well as the installation and maintenance of new water services and meters. The division also provides water system leak detection and mitigation to conserve water resources. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 30,360 31,000 32,000 34,000 196 5,603 194 4,000 204 5,800 211 6,000 561 620 600 600 Conduct pump tests at wells to maximize well field efficiency and capacity to ensure delivery of an adequate water supply. • Number of pump tests conducted • Number of pumps replaced 784 23 750 24 780 25 422 22 Conduct a systematic valve inspection program. • Number of valves inspected and tested 18,002 20,000 20,000 20,000 Respond to customer calls regarding water cleanliness, clarity, flow, or pressure. • Number of calls 2,175 2,600 2,700 3,000 Conduct bluestake investigations for customers planning to dig anywhere on their property. • Number of bluestake investigations 63,183 N/A 66,000 70,000 Key Outputs Conduct regular inspections of potable and reclaimed water production wells, reservoirs, and boosters to meet Arizona Department of Environmental Quality requirements. • Number of inspections conducted Provide water customers with reliable, high quality water. • Number of operational wells • Number of new meter and full-service requests completed annually • Number of emergency water outages repaired 245 Estimated FY 2001 Adopted FY 2002 TUCSON WATER Water Operations and Maintenance (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Provide effective and prompt response to water service or distribution maintenance problems within established timelines. • Percent of site investigations performed within three hours of customer requests • Percent of emergency water outages restored within five hours • Percent of emergency control system malfunctions investigated and repaired within four hours • Percent of new water meter requests completed in ten days or less Evaluate, repair, and restore to service failed water production facilities (160 electric, 40 natural gas engine facilities). • Percent of stations repaired within eight hours • Percent of operational wells in service during summer peak demand period Conserve water through the detection and repair of water system leaks. • Number of gallons of water saved (000s) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 96% 98% 98% 98% 98% 98% 98% 98% 100% 100% 100% 100% 50% 70% 70% 70% 99% 98% 98% 98% 98% 95% 95% 95% 99,260 141,800 130,000 190,000 RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 228.50 228.50 227.50 227.50 $ 22,543,401 $ 22,849,320 $ 22,789,320 $ 21,204,400 246 TUCSON WATER PLANNING AND ENGINEERING MISSION STATEMENT: The Planning and Engineering Division ensures that water production and distribution systems are planned, designed, constructed, and protected in a manner that meets customer needs, and complies with city, state, and federal consumer regulations. The division also provides comprehensive planning to determine future water system needs, to preserve groundwater, and to enhance use of alternative water resources such as reclaimed and Colorado River water. KEY MEASURES OF PERFORMANCE Key Outputs Plan to meet current and future water service needs including peak water demand during the summer. • Number of new wells drilled • Number of water system improvements incorporated into the computer modeling to enhance water system needs analysis Design or review water production facilities, pipelines, and new water services to ensure current and future water service needs are met. of new and modified • Number production/treatment facility projects designed • Miles of transmission and distribution mains designed • Miles of water mains designed and replaced and miles of cast iron mains rehabilitated • Miles of reclaimed water mains designed • Number of requests for new water services (meters, hydrants, etc.) processed Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 6 134 15 180 19 180 15 150 37 45 45 45 5 5 5 5 8 20* 4 5 1 4 2 8 5,365 6,000 6,000 6,000 *Ninety-four percent of all galvanized mains have been replaced and 90% of all cast iron mains have been cleaned or relined. 247 TUCSON WATER Planning and Engineering (Continued) KEY MEASURES OF PERFORMANCE Ensure that all backflow assemblies are constructed, inspected, and tested annually to protect the public water system from cross-contamination. • Number of backflow assembly owners notified that testing is required • Number of backflow code compliance inspections of construction projects • Number inspected for specification compliance Enhance the water delivery system to meet customers’ needs for water pressure and supply. • Number of new wells equipped • Number of booster and pressure relief valve stations installed • Number of reservoirs and storage tanks constructed • Miles of transmission and distribution water mains installed Key Outcomes Ensure system infrastructure records are accurate and accessible to the public, developers, designers, and other agencies. • Number of responses to requests for water system information • Percentage of requests responded to within one day Ensure system modification projects submitted for review are processed within established time lines. • Number of system modification plans reviewed • Percentage of system modification plans reviewed within 14 days Actual FY 2000 Adopted FY 2001 14,300 15,000 15,300 15,500 5,200 5,000 6,200 7,000 188 200 200 200 8 10 14 10 14 10 14 15 2 5 5 5 23 10 20 15 29,066 30,000 30,000 30,000 100% N/A 100% 100% 395 528 530 550 54% 50% 75% 100% 248 Estimated FY 2001 Adopted FY 2002 TUCSON WATER Planning and Engineering (Continued) KEY MEASURES OF PERFORMANCE Ensure the safety of the water system, and complete improvements within established timelines. • Percent of new development plans reviewed within ten days of submittal • Percent of facility projects designed within 15 working days of adopted schedule • Percent of main projects designed within 15 working days of adopted schedule Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 81% 90% 90% 90% 100% 90% 90% 90% 85% 90% 90% 90% 142.00 142.00 142.00 142.00 $ 6,115,798 $ 5,832,510 $ 6,278,960 $ 5,778,810 -0- 400,000 -0- -0- $ 6,115,798 $ 6,232,510 $ 6,278,960 $ 5,778,810 RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund Miscellaneous Non-Federal Grants Financial Resources Total 249 TUCSON WATER WATER QUALITY MANAGEMENT* MISSION STATEMENT: The Water Quality Management Division provides water sampling, analyses, and treatment to ensure that the highest quality water is available to our customers. The division operates the Roger Road Reclaimed Water Plant, Sweetwater Wetlands, Tucson Airport Remediation Project Water Treatment Plant, the Hayden-Udall Water Treatment Plant, and the Clearwater Renewable Resource Facility. In addition, the division maintains regulatory compliance with all state, county, and federal agencies as well as provides analytical support to the City of Tucson through its state-of-the-art laboratory facilities. KEY MEASURES OF PERFORMANCE Key Outputs Conduct water quality monitoring and reporting programs to ensure the highest quality water is being delivered and to ensure compliance with regulatory requirements. • Number of samples analyzed by contract laboratories • Number of samples analyzed in-house • Number of compliance samples collected • Number of discretionary samples collected Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 2,151 816 2,688 2,946 13,021 5,392 7,676 6,630 3,468 N/A 16,276 5,451 13,839 17,035 5,582 13,976 260 139 168 N/A 252 152 250 165 3,298 1 N/A -0- 4,209 -0- 4,200 -0- Respond to customer requests for information. • Number of customer requests • Number of monthly water quality reports published in the newspaper and on the Web page Respond to regulatory requirements by gathering information and preparing and submitting reports within established deadlines. • Number of regulatory reports required • Number of public notices issued resulting from regulatory violations *The Water Quality Management Division was created by consolidating the Water Quality Division and the Water Treatment Division. 250 TUCSON WATER Water Quality Management (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 100% 100% 100% 100% 97% 84% 98% 99% 99.5% 100% 100% 100% 2% 2% 2% 2% 87% N/A 87% 90% 88% N/A 88% 89% Maintain the Tucson Airport Remediation Project (TARP) in service. • Percent of time in service 90% 90% 90% 90% Maintain the Roger Road Reclaimed Water Plant in service. • Percent of time in service 100% 90% 100% 100% Maintain the Hayden-Udall Water Treatment Plant in stand-by or operating service. • Percent of time in service 100% 80% 100% 100% Conduct pilot test programs relating to water treatment processes. • Percent of milestones met on schedule 75% 100% 100% 100% Key Outcomes Ensure public confidence in water quality by meeting or exceeding federal, state, and local water regulatory standards. • Percent of water samples collected which meet regulatory requirements • Percent of customer requests for water data completed within two weeks of receipt • Percent of regulatory reports generated by reporting deadlines • Percent of regulatory reports requiring resubmittal to Arizona Department of Environmental Quality • Percent of contract lab samples turned around in less than six weeks • Percent of in-house lab samples turned around in less than six weeks 251 Estimated FY 2001 Adopted FY 2002 TUCSON WATER Water Quality Management (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 N/A N/A 4,000 20,000 Expand the use of reclaimed water to ensure it continues to provide at least 7.5% of total water use. N/A 7.5% 7.5% 7.5% Operate the TARP facility to produce 6.5% of the potable water supply for Tucson Water customers. 6.5% 6.5% 6.5% 6.5% -0- -0- -0- 59.00 $ -0- $ -0- $ -0- $ 12,995,520 -0- -0- -0- 250,000 $ -0- $ -0- $ -0- $ 13,245,520 Operate Clearwater Renewable Resource Facility. • Recharge and recover a blend of Colorado River water and Avra Valley groundwater (acre-feet) Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund Miscellaneous Federal Grants Financial Resources Total USE OF RECLAIMED WATER SAVES DRINKING WATER Tucson Water is one of the nation’s pioneers in the study and use of reclaimed water. Its reclaimed water facilities near Prince Road and Interstate 10 have been producing reclaimed water by filtering and disinfecting treated wastewater for more than sixteen years. Reclaimed water is distributed through an 85-mile network of transmission mains to a variety of customers who use the water to irrigate turf and other landscaping, thus eliminating their use of groundwater for irrigation. Today, more than 260 sites are using reclaimed water, including 4 City of Tucson golf courses, 9 private golf courses, 25 city parks, 31 schools, and nearly 100 single-family homes. 252 TUCSON WATER WATER QUALITY* RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 28.00 28.00 28.00 -0- $ 2,520,305 $ 2,956,790 $ 2,928,590 $ -0- WATER TREATMENT* RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund 31.00 31.00 31.00 -0- $ 12,179,244 $ 12,835,490 $ 13,049,670 $ -0- *The Water Quality and Water Treatment Divisions were consolidated to form the Water Quality Management Division for Fiscal Year 2002. The historical and adopted key measures of performance for this division appear within Water Quality Management. 253 TUCSON WATER OTHER BUDGETARY REQUIREMENTS Other Budgetary Requirements is an organization that provides budget capacity for various expenses not associated with specific programs within Tucson Water, including General Expense, Administrative Service Charges, Private Water Company Contract Payments, Debt Service: Water Revenue Bonds, and Multiple Benefit Water Projects. DESCRIPTION Other Budgetary Requirements includes the following expenses: General Expense Various expenses that benefit the entire department and that are not directly associated with any one operating program or with the direct cost of supplying water to customers. Expenses in this area include: • Sales taxes on water, paid by customers in their water bill, which the Tucson Water passes on to the taxing authority (city or state) • Funding for potential Central Arizona Project water damage claims • Building management services for the Water Administration Building • Utilities for the Water Administration Building • Other miscellaneous expenses Administrative Service Charges The amount transferred to the General Fund from Tucson Water for support services (direct and indirect) received from other city departments (Information Technology, Finance, Budget and Research, etc.). Private Water Company Contract Payments Debt service on private water company acquisitions. Debt Service: Water Revenue Bonds The principal, interest, and fiscal agent fees on the utility’s bonded debt. Multiple Benefit Water Projects Projects incorporating recharge, habitat restoration, and recreation that highlight the unique cultural and historic heritage of our community. RESOURCE SUMMARY Position Resources Financial Resources Water Revenue and Operations Fund Actual FY 2000 Adopted FY 2001 -0- -0- -0- -0- $ 21,932,613 $ 36,207,610 $ 34,304,610 $ 45,743,790 254 Estimated FY 2001 Adopted FY 2002 TUCSON WATER WATER DEPARTMENT FLOW OF FUNDS PER ORDINANCE NO. 6347 REVENUES FOR OPERATIONS AND DEBT SERVICE Sale of Potable Water Sale of Reclaimed Water Connection Fees Sales Tax Operating Fund Interest Earnings Miscellaneous Revenue Pima County Sewer/Solid Waste Billing Services Tucson Airport Remediation Project Reimbursement Area Development Fees AMOUNT $90,567,030 5,251,970 2,898,000 6,922,000 1,158,000 2,298,000 1,484,000 788,000 540,000 $ 111,907,000 Total Revenues for Operations and Debt Service OTHER SOURCES Use of Metropolitan Water Company Reserve Account Miscellaneous Operating Grants Miscellaneous Capital Grants CAP Reserve Fund Revenues and Interest Miscellaneous Non-revenue Sources 236,000 400,000 51,000 962,000 191,000 1,840,000 Total Other Sources Total Revenues and Other Sources $ 113,747,000 Less Transfers to Working Capital (230,250) 113,516,750 Total Budgeted Revenues and Other Sources OPERATIONS AND MAINTENANCE EXPENSE Director’s Office (excluding grants) Business Services (excluding billing system assessment) Water Operations (excluding power ) Water Quality Management (excluding CAP water purchases/power and grants) Planning and Engineering CAP Water (capital and commodity charges) Power General Expense (excluding liability claims, power, and CAP capital/commodity charges) Capitalized Operations and Maintenance Expense Liability Claims $ 4,113,080 8,902,150 13,843,960 8,212,190 5,778,810 7,753,580 11,028,770 9,682,450 (4,722,500) 800,000 $ 65,392,490 Total Operations and Maintenance Expense 255 TUCSON WATER WATER DEPARTMENT FLOW OF FUNDS PER ORDINANCE NO. 6347 AMOUNT DEBT SERVICE ON WATER REVENUE BONDS Interest Principal Fiscal Fees $ 18,644,000 6,800,000 60,000 $ 25,504,000 Total Debt Service on Water Revenue Bonds OTHER USES Capital Outlay Improvements from Revenues and Other Sources Capitalized Operations and Maintenance Expense Improvements from Central Arizona Project Reserve Fund Total Capital Outlay 8,684,500 4,722,500 962,000 14,369,000 Private Water Company Contract Payments Billing System Miscellaneous Grants Administrative Service Charge 316,190 10,000 400,000 7,525,070 Total Other Uses 22,620,260 Total Expenses, Debt Service, and Other Uses $ 113,516,750 Debt Service Coverage Total Revenues for Operations and Debt Service Less Total Operating and Maintenance Expense $ 111,907,000 (65,392,490) $ 46,514,510 $ 25,444,000 Net Revenues after Operations Total Debt Service on Water Revenue Bonds (excluding fiscal fees) 183% Debt Service Coverage Ordinance No. 6347 requires the utility to maintain rates at a level resulting in annual net revenues available after operations of at least 120% of the annual total bond debt service (excluding fiscal fees). An additional ordinance covenant requires the utility to make deposits to a reserve fund should such coverage fall below 175%. In response to the ordinance requirements and to achieve lower interest rates on bonds, Mayor and Council have established an annual debt service coverage policy of 175%. 256 ENVIRONMENTAL MANAGEMENT* OPERATING: CAPITAL: TOTAL: POSITION TOTAL: PROGRAM ALLOCATION FINANCING PLAN General Obligation Bonds** 26% $ 2,323,780 8,306,400 $ 10,630,180 15.00 General Fund 20% General Fund Restricted 2% Environmental Management 100% Environmental and Solid Waste Mandate Reserves 13% Water Quality Assurance Revolving Fund 29% Other*** 10% **Includes 1994 General Obligation Bonds (13%), and 2000 General Obligation Bonds (13%) ***Includes Capital Agreements (9%), and Miscellaneous Federal Grants (<1%) TEN YEAR STAFFING TRENDS Adopted Positions 20.00 15.85 13.60 15.00 4.00 9.00 1997 8.00 10.00 10.75 9.00 1996 10.00 11.75 4.00 5.00 *Included as a division of the City Manager in prior fiscal years. 257 2001 2000 1999 1998 1995 1994 1993 1992 0.00 258 ENVIRONMENTAL MANAGEMENT MISSION STATEMENT: Environmental Management (EM) promotes a healthy and safe environment by offering city departments technical assistance with regulatory compliance, and by providing the community with innovative environmental solutions. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Infill and Reinvestment, Not Urban Sprawl Environmental Management’s Brownfields Pilot Project encourages the redevelopment of unused or underutilized sites within the existing city limits. Potential environmental concerns are assessed and businessowners and landowners are assisted in obtaining federal funds for clean up of these sites. Goal: Excellent Public Education EM provides environmental education to school age youth and provides environmental programs they can participate in with their families and neighborhoods. Activities include Kids News, Re-Used Materials Becoming Art (RUMBA), community participation events, presentations at schools, and Parks and Recreation Department after-school programs. Goal: Clean Air and Quality Water EM monitors water quality at city landfills and appropriate city facilities to ensure compliance with local, state, and federal regulations. EM manages investigation and remediation projects at city sites where contamination may exist; partners with other governmental agencies to promote environmental initiatives such as federal and state superfund programs, wastewater programs, and air quality programs; and performs environmental site assessments for designated Brownfields sites. Goal: Successful Downtown Environmental Management is working to restore land formerly used as landfills in the downtown area to allow for development of the Rio Nuevo Project. This investment in downtown restoration will provide the groundwork for future downtown projects. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 PERMANENT Environmental Management 13.00 15.00 15.00 15.00 Permanent Total 13.00 15.00 15.00 15.00 POSITION RESOURCES 259 ENVIRONMENTAL MANAGEMENT Position Resources (Continued) Actual FY 2000 Adopted FY 2001 0.85 0.85 0.85 -0- 0.85 0.85 0.85 -0- 13.85 15.85 15.85 15.00 $ 1,437,483 $ 1,869,220 $ 1,572,540 $ 2,323,780 1,437,483 2,564,209 1,869,220 6,854,200 1,572,540 4,909,120 2,323,780 8,306,400 $ 4,001,692 $ 8,723,420 $ 6,481,660 $ 10,630,180 $ $ $ NON-PERMANENT Environmental Management Non-Permanent Total Total Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Environmental Management Operating Total Capital Improvements Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Total 637,974 735,175 39,237 22,473 2,624 -0-0- 859,790 985,750 60,910 28,930 -0-0(66,160) 863,810 $ 896,300 743,160 1,447,780 61,570 30,790 30,050 -0-0-0-0(19,000) (126,050) (32,090) 1,437,483 2,564,209 1,869,220 6,854,200 1,572,540 4,909,120 2,323,780 8,306,400 $ 4,001,692 $ 8,723,420 $ 6,481,660 $ 10,630,180 $ 1,411,215 -0-0- $ 1,397,930 -0615,000 $ 1,061,930 -0406,300 $ 2,114,610 170,830 1,404,800 207,307 -0- 450,000 -0- 392,690 -0- 1,000,000 3,100,000 200,062 2,183,108 -0- 166,990 3,423,500 2,670,000 206,310 3,564,430 850,000 38,340 1,431,600 1,370,000 $ 4,001,692 $ 8,723,420 $ 6,481,660 $ 10,630,180 SOURCE OF FUNDS General Fund General Fund - Restricted Environmental and Solid Waste Mandate Reserves Capital Agreements Fund Water Quality Assurance Revolving Fund Miscellaneous Federal Grants 1994 General Obligation Bonds 2000 General Obligation Bonds Total 260 ENVIRONMENTAL MANAGEMENT SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $2,323,780 is an increase of $454,560 due to the following changes: • Increase in operating and maintenance funding for capital projects • Capacity for Arizona Department of Environmental Quality reimbursement for Broadway Landfill operating and maintenance • Addition of funding for office space rent previously budgeted in NonDepartmental • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of a 2% pay increase effective July 1, 2001 • Impact of a 1% reduction to balance the budget • Charge-out of a portion of staff salaries to the Rio Nuevo Project • Decrease due to one-time equipment funding in Fiscal Year 2001 • Decrease in grant capacity due to expenditures on multi-year projects • Other miscellaneous changes Operating Total $ 99,030 21,060 17,000 (19,000) (23,130) (23,500) (128,650) (9,080) $ Capital The adopted budget for Fiscal Year 2002 of $8,306,400 is an increase of $1,452,200 due to the following changes: • Capacity for Water Quality Assurance Revolving Fund payments from the Arizona Department of Environmental Quality for a groundwater containment system at the Broadway-Pantano remediation site • Increase in environmental and solid waste mandate reserves funding • Increase in capacity for reimbursements from the Arizona Department of Environmental Quality for the Price Service Center remediation • Reduction in general obligation bond fund allocation needed for Fiscal Year 2002; to be budgeted in future years as specific project funding is required 350,000 170,830 454,560 $ 3,100,000 1,094,100 550,000 (3,291,900) Capital Total $ 1,452,200 Total $ 1,906,760 261 ENVIRONMENTAL MANAGEMENT KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Key Outputs Evaluate city facilities to establish improved environmental compliance and pollution prevention measures. • Number of facilities inspected 20 10 50 50 Monitor groundwater quality at city landfills to ensure compliance with regulatory standards. • Number of monitoring events per year 500 540 600 660 Complete environmental site assessments as requested by city departments. • Number of research assessments • Number of sampling assessments • Number of cleanup assessments 23 31 3 45 10 7 30 20 5 30 20 5 Provide environmental education public outreach to the community. • Number of presentations • Number of public meetings 44 6 20 4 45 6 50 6 Investigate and remediate city-owned properties requiring soil/ground water restoration. • Number of remediation systems in place 6 6 6 7 Key Outcomes Ensure compliance with federal and state environmental regulations. • Percent of programs in compliance • Number of violations received 100% 1 100% -0- 100% -0- 100% -0- 100% 100% 100% 100% and Raise the community’s awareness of environmental issues. • Percent of schools rating education program effective 262 HISTORIC PRESERVATION OFFICE* OPERATING: POSITION TOTAL: $ 437,950 2.00 FINANCING PLAN PROGRAM ALLOCATION Miscellaneous Federal Grants 2% Miscellaneous Non-Federal Grants 62% Historic Preservation Office 100% General Fund 36% TEN YEAR STAFFING TRENDS Adopted Positions 3.00 The Historic Preservation Office was established in Fiscal Year 1999. 1.00 1.00 2000 2.00 1999 2.00 1.00 *Included as a division of the City Manager in prior fiscal years. 263 2001 1998 1997 1996 1995 1994 1993 1992 0.00 264 HISTORIC PRESERVATION OFFICE MISSION STATEMENT: The Historic Preservation Office provides information and technical assistance to city staff, elected officials, preservation organizations, property owners, and the general public about the protection and enhancement of Tucson’s varied and significant cultural resources. Other activities include grant writing and administration; program and policy development; and collaboration with community organizations, educational institutions, and other city departments to increase awareness about and protection of cultural resources. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Infill and Reinvestment, Not Urban Sprawl The Historic Preservation Office writes and administers grants for exterior repairs to historic homes, provides information on appropriate materials and repair techniques for property owners, assists neighborhoods in achieving a listing on the National Register of Historic Places, disseminates information regarding tax incentives for owning or rehabilitating historic properties, and develops and implements policies that protect cultural resources located in the urban area. Goal: People-Oriented Neighborhoods The Historic Preservation Office works with historic neighborhoods to preserve pedestrian-oriented elements that contribute to the historic character of these areas. Programs include writing and administering grants for exterior repairs to historic homes and reviewing federally-funded projects for their impact on historic neighborhoods. Goal: Respected Historic and Cultural Resources The Historic Preservation Office serves as the point-of-contact for the public regarding historic preservation issues and information and provides policy direction for city activities taking place in historic neighborhoods or areas of archaeological sensitivity. Activities include informing and educating a variety of audiences about historic preservation in Tucson, reviewing city projects for compliance with federal and state regulations, developing and administering cultural resource protection policies and programs, obtaining funding for preservation projects, facilitating the listing of historic resources on the National Register of Historic Places, and working with non-profit groups and developers to interpret Tucson’s history through new museums or attractions, programs, or activities. Goal: Successful Downtown The Historic Preservation Office assists property owners in obtaining funding and completing appropriate improvements to downtown historic buildings; works with nonprofit groups and developers wishing to interpret Tucson’s history; collaborates with city departments whose projects affect downtown historic resources; works on increasing the supply of downtown housing; and provides staff support to the Rio Nuevo Project. 265 HISTORIC PRESERVATION OFFICE DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 1.00 2.00 2.00 2.00 1.00 2.00 2.00 2.00 $ 120,178 $ 358,430 $ 293,970 $ 437,950 $ 120,178 $ 358,430 $ 293,970 $ 437,950 $ 83,293 34,999 1,886 -0-0- $ 99,740 101,130 7,560 -0150,000 $ 99,740 185,450 8,780 -0-0- $ 122,310 163,490 4,150 (2,000) 150,000 $ 120,178 $ 358,430 $ 293,970 $ 437,950 $ 95,005 25,173 -0- $ 148,430 210,000 -0- $ 147,470 146,500 -0- $ 156,350 271,600 10,000 $ 120,178 $ 358,430 $ 293,970 $ 437,950 POSITION RESOURCES PERMANENT Historic Preservation Office Total FINANCIAL RESOURCES Historic Preservation Office Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Other Inter-Activity Transfers Total SOURCE OF FUNDS General Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $437,950 is an increase of $79,520 due to the following changes: • Increase in grant capacity • Increase due to the full-year funding of an administrative assistant • Impact of a 2% pay increase effective July 1, 2001 • Reduction in professional services funding for projects now funded by the Rio Nuevo Project • Other miscellaneous changes Total $ 71,600 20,000 3,000 (9,600) (5,480) $ 79,520 266 HISTORIC PRESERVATION OFFICE KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 8 12 12 12 Conduct historic resource surveys in neighborhoods that appear to be eligible for listing on the National Register of Historic Places. 2 3 2 2 Review city projects for compliance with state and federal historic preservation regulations and requirements. 100 120 160 160 Manage the city’s on-call contract for archaeology/historic preservation services that assess the impact of city construction projects on cultural resources. • Number of major projects reviewed N/A 10 5 10 Provide technical assistance to developers, property owners, and non-profit organizations with the rehabilitation and reuse of historic properties. • Number of groups assisted 5 10 5 10 -01 2 1 2 1 2 2 N/A 75% 75% 75% Key Outputs Inform and educate residents of historic neighborhoods, the general public, business and civic groups, elected officials, and city departments about historic preservation in Tucson. • Number of presentations, articles, videos, and brochures Key Outcomes Preserve significant cultural resources by listing historic districts on the National Register of Historic Places and through developing other means of protecting cultural resources. • Number of new historic districts • Cultural resource protection policy or program developed and implemented Maintain the percentage of those participating in training programs who report that their knowledge of historic preservation principles and regulations is “good” or “excellent” following training. 267 Estimated FY 2001 Adopted FY 2002 268 ZONING EXAMINER* OPERATING: $ 149,940 POSITION TOTAL: 2.00 FINANCING PLAN PROGRAM ALLOCATION Zoning Examiner 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1994 1995 1996 1997 1998 1999 2000 2001 2.00 1993 3.00 2.00 1.00 1992 0.00 *Included as a division of the City Manager in prior fiscal years. 269 270 ZONING EXAMINER MISSION STATEMENT: The Zoning Examiner provides independent and professional review and analysis of zoning and land use changes, and stolen property dispositions. The Zoning Examiner, a quasijudicial officer, holds code-mandated public hearings on behalf of the Mayor and Council to obtain citizen input, conducts analysis of zoning and land use issues, renders decisions, and makes recommendations to the Mayor and Council. The purpose of these efforts is to provide for orderly, efficient, and quality land development. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Zoning Examiner provides a forum (public hearings) that fosters citizen expression and involvement in development and land uses issues. Citizen input is considered in decisions and recommendations to the Mayor and Council. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 PERMANENT Zoning Examiner 2.00 2.00 2.00 2.00 Total 2.00 2.00 2.00 2.00 Zoning Examiner $ 139,359 $ 144,950 $ 146,490 $ 149,940 Total $ 139,359 $ 144,950 $ 146,490 $ 149,940 Personal Services Services Commodities Other $ 134,546 2,804 2,009 -0- $ 139,190 4,670 1,090 -0- $ 139,190 5,000 2,300 -0- $ 143,640 4,950 2,350 (1,000) Total $ 139,359 $ 144,950 $ 146,490 $ 149,940 $ 139,359 $ 144,950 $ 146,490 $ 149,940 $ 139,359 $ 144,950 $ 146,490 $ 149,940 POSITION RESOURCES FINANCIAL RESOURCES CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total 271 ZONING EXAMINER SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $149,940 is an increase of $4,990 due to the following changes: • Impact of a 2% pay increase effective July 1, 2001 • Other miscellaneous changes $ 4,000 990 Total $ 4,990 KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 32 16 34 12 44 10 34 14 Key Outputs Hold public hearings, render decisions, and make recommendations to the Mayor and Council related to zoning and land use, and property disposition. • Number of rezoning cases • Number of special exception land use cases • Number of stolen property disposition cases • Number of zoning appeal cases 17 15 34 22 N/A N/A 2 2 Key Outcomes Hold timely, orderly, fair, and impartial hearings, obtain citizen input for inclusion in the decision making process, and issue recommendations and decisions that are professional, independent, and based on findings of fact. • Number of hearings 73 76 90 72 272 TUCSON CONVENTION CENTER OPERATING: POSITION TOTAL: $ 6,964,530 63.00 ADMINISTRATION FACILITIES AND OPERATIONS SALES AND MARKETING FINANCING PLAN PROGRAM ALLOCATION Administration 19% Tucson Convention Center Fund Revenues 55% Sales and Marketing 7% General Fund Contribution 45% Facilities and Operations 74% TEN YEAR STAFFING TRENDS Adopted Positions 61.00 61.00 1999 2000 58.00 63.50 62.00 1998 58.00 1997 53.00 55.00 1996 53.00 55.00 1995 60.00 1994 70.00 50.00 273 2001 1993 1992 40.00 274 TUCSON CONVENTION CENTER MISSION STATEMENT: To make the Tucson Convention Center a top ten facility in the country among comparable convention centers by providing outstanding convention and community facilities and services; positively impacting the downtown and metropolitan economies, and the quality of life; and by providing clean, attractive, accessible, and well-managed venues to the citizens of Tucson and our out-oftown guests. OVERVIEW The Tucson Convention Center (TCC) is a multi-purpose complex on a 27-acre campus in downtown Tucson that hosts the largest conventions and trade shows, and finest entertainment in the city. The Convention Center offers a total of 205,000 square feet of meeting space including eight meeting rooms with capacities of 50 to 1,000 people per room. The 22,500 square foot Grand Ballroom can be divided into three soundproof rooms and accommodates up to 2,000 guests. The Arena, adjacent to the exhibition space, offers seating for up to 9,700. A courtyard provides space for outdoor activity and leads to the adjacent Music Hall and Leo Rich Theatre, home for many local arts groups. As a prime component of the Rio Nuevo Project, Tucson Convention Center facilities play a vital role in the redevelopment of the downtown area. TCC staff provides professional support for many public and private assemblies, which favorably impact the local economy, and appeal to diverse segments of the community. These events include conventions, the performing arts, sporting events, trade shows, banquets, meetings, public exhibits, concerts, and special events. The Tucson Convention Center is organized into three divisions: Administration, Sales and Marketing, and Facilities and Operations. DEPARTMENT HIGHLIGHTS The Tucson Convention Center hosts conventions that are major economic generators for our city. The Waste Management Symposium, National Association for Interpretation, and the Lions Club Leadership Conference (largest in TCC history) are examples of the many successful conferences. Local public events range from concerts by Elton John and ZZ Top, to the return of major family shows such as Walt Disney on Ice and the Ringling Brothers Barnum and Bailey Circus. TCC facilities are home to the Tucson Symphony Orchestra, Arizona Opera, Gem and Mineral Show, and Southern Arizona Home Builders Association Home Shows, and is a gathering and meeting place for many of our local residents. Recent Tucson Convention Center construction projects and equipment replacements have significantly improved patron comfort and accessibility for the disabled, while desert landscaping installations and reclaimed water conversions will save over one million gallons of precious drinking water per year. Additional service improvements include the selection of a new facility caterer, implementation of a new computerized booking and facility management system, and the selection of a modern and more cost effective ticketing provider. These, along with the higher expectations and service standards of TCC staff, will continue to move the TCC to a higher level of providing quality service to all user groups. 275 TUCSON CONVENTION CENTER Department Highlights (Continued) The development of a closer relationship with the Metropolitan Tucson Convention and Visitors Bureau will feature a joint program for marketing to, and soliciting, regional and national convention business. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Respected Historic and Cultural Resources The Tucson Convention Center is at the heart of the downtown Rio Nuevo Project, and therefore must increase its input into the program. The TCC Commission’s Vision 2020 Committee has implemented a community-based multi-cultural project to highlight Tucson’s richly diverse culture in the “Tapestry of Tucson Program”. It has developed interpretive exhibit elements that celebrate the heritage, history, and the culture of our local community groups. This program continues to progress, and exhibits will be installed at various locations at the Convention Center as part of the Rio Nuevo process. Goal: Strong Local Businesses The Tucson Convention Center seeks out and encourages events that promote job growth and new retail business development. Each year promotional activities are implemented to consistently increase the number of events that impact the local economy, such as the Mariachi Festival, Waste Management Symposium, Gem and Mineral Show, and home shows. TCC staff continues to increase its networking with local and national businesses. Goal: Successful Downtown The Tucson Convention Center is a major contributor to the economic health of the downtown area, and is a vital component to the success of the Rio Nuevo Project. Over 500 events are held at its various facilities each year attracting over one million people to the downtown area. These events range from small community meetings to large national and international conventions, concerts, and trade shows. These events create a positive impact on the downtown hotel, restaurant, and retail industries, as well as on city and state sales tax receipts. 276 TUCSON CONVENTION CENTER TUCSON CONVENTION CENTER EXPENDITURES Fiscal Year 1998 through Fiscal Year 2002 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 1998 Actual Operating Capital Debt Service Total 1999 Actual FY 1998 Actual $ 5,433,103 889,706 2,657,434 $ 8,980,243 2000 Actual FY 1999 Actual $ 5,437,877 519,612 2,658,436 $ 8,615,925 2001 Estimated FY 2000 Actual $ 5,097,096 5,034 2,658,436 $ 7,760,566 FY 2001 Estimated $ 6,190,600 2,659,544 $ 8,850,144 2002 Adopted FY 2002 Adopted $ 6,964,530 -02,659,228 $ 9,623,758 Notes: 1) Debt service expenditures are not included within the Tucson Convention Center's budget, but are located in the citywide debt service budget. 2) Fiscal Year 2000 expenditures included $50,000 in carryforward funds from Fiscal Year 1999. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 13.00 6.00 21.00 13.50 6.00 23.00 13.50 6.00 30.50 13.50 6.00 30.50 40.00 42.50 50.00 50.00 POSITION RESOURCES PERMANENT Administration Sales and Marketing Facilities and Operations Permanent Total 277 TUCSON CONVENTION CENTER Department Resources (Continued) Actual FY 2000 Adopted FY 2001 8.00 13.00 8.00 13.00 8.00 5.00 8.00 5.00 Non-Permanent Total 21.00 21.00 13.00 13.00 Department Total 61.00 63.50 63.00 63.00 $ 990,708 410,208 3,696,180 $ 1,321,550 488,650 5,181,530 $ 1,145,740 488,650 4,556,210 $ 1,343,550 499,040 5,121,940 5,097,096 5,034 6,991,730 -0- 6,190,600 -0- 6,964,530 -0- $ 5,102,130 $ 6,991,730 $ 6,190,600 $ 6,964,530 $ 2,212,374 2,505,334 167,755 210,006 1,627 -0- $ 2,689,960 3,119,060 286,710 896,000 -0-0- $ 2,682,570 3,014,900 224,450 268,680 -0-0- $ 2,800,070 2,909,660 306,800 1,007,000 -0(59,000) 5,097,096 5,034 6,991,730 -0- 6,190,600 -0- 6,964,530 -0- $ 5,102,130 $ 6,991,730 $ 6,190,600 $ 6,964,530 $ 2,388,984 2,713,146 $ 3,561,730 3,430,000 $ 2,829,500 3,361,100 $ 3,151,530 3,813,000 $ 5,102,130 $ 6,991,730 $ 6,190,600 $ 6,964,530 NON-PERMANENT Administration Facilities and Operations Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Administration Sales and Marketing Facilities and Operations Operating Total Capital Improvements Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Operating Total Capital Improvements Department Total SOURCE OF FUNDS General Fund Contribution Tucson Convention Center Fund Revenues Department Total 278 TUCSON CONVENTION CENTER SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $6,964,530 is a decrease of $27,200 due to the following changes: • Carryforward of maintenance and equipment purchases • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Increase in furniture replacement funding • Reduction in outside services for overnight cleaning • Impact of a 1% reduction to balance the budget • Completion of planned building maintenance in Fiscal Year 2001 carried forward from Fiscal Year 2000 • Other miscellaneous changes $ 157,820 51,000 46,930 25,000 (29,410) (59,000) (187,940) (31,600) Department Total $ (27,200) ADMINISTRATION MISSION STATEMENT: The Administration Division plans and coordinates all operational functions; provides analytical and fiscal support; maintains accurate accounting systems; and administers event support services for box office and parking operations. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 1,458 22% 3,500 53% 2,800 38% 3,500 53% 199,265 380,000 280,000 280,000 Provide Tucson Convention Center staff with customer service training sessions/ classes. 7 8 8 10 Provide support for Tucson Convention Center Commission public meetings. 12 12 12 12 Key Outputs Provide the community with entertainment, leisure activities, and cultural and social benefits. • Number of event days booked • Percent of available days Tucson Convention Center is utilized Sell event tickets. • Number of event tickets sold 279 Estimated FY 2001 Adopted FY 2002 TUCSON CONVENTION CENTER Administration (Continued) Actual FY 2000 Adopted FY 2001 Key Outcomes Provide efficient administrative support services to maximize revenues from events. • Revenue generated from box office $ 160,234 services 99% • Percent of customers satisfied with parking and box office services Provide parking for patrons attending events on a pay per-space basis. • Number of daytime parking spaces sold • Number of evening parking spaces sold 52,133 130,900 Estimated FY 2001 Adopted FY 2002 $ 190,000 $ 167,000 $ 200,000 99% 96% 96% 126,000 77,400 52,233 131,150 53,666 134,750 21.50 21.50 RESOURCE SUMMARY 21.00 Position Resources Financial Resources General Fund Contribution Tucson Convention Center Fund Revenues Financial Resources Total 21.50 $ 210,474 780,234 $ 364,580 956,970 $ 990,708 $ 1,321,550 $ 392,440 753,300 $ 1,145,740 $ 447,960 895,590 $ 1,343,550 SALES AND MARKETING MISSION STATEMENT: The Sales and Marketing Division develops and manages a comprehensive sales and marketing program to attract a wide variety of local and national revenue-generating events. KEY MEASURES OF PERFORMANCE Key Outputs Provide facilities for public meetings. • Mayor and Council meetings • Other public meetings N/A N/A 280 N/A N/A 15 52 15 75 TUCSON CONVENTION CENTER Sales and Marketing (Continued) Actual FY 2000 Adopted FY 2001 Attend speaker bureau engagements to promote community awareness and conventions at the Tucson Convention Center. 12 12 12 12 Distribute monthly event calendars to city departments, the public, and news media. 1,500 1,000 3,000 3,500 350 515 448 455 6.00 6.00 6.00 6.00 $ 230,208 180,000 $ 272,560 216,090 $ 318,550 170,100 $ 296,810 202,230 $ 410,208 $ 488,650 $ 488,650 $ 499,040 Key Outcomes Book events at the Tucson Convention Center. • Number of events booked Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund Contribution Tucson Convention Center Fund Revenues Financial Resources Total FACILITIES AND OPERATIONS MISSION STATEMENT: The Facilities and Operations Division provides effective logistical support, sound and lighting, and appropriate facility set-up and maintenance for all scheduled events. KEY MEASURES OF PERFORMANCE Key Outputs Provide the community with attractive rental facilities and technical services to accommodate various events. • Number of events 386 515 470 500 Continue to make improvements to the facility as part of Tucson Convention Center Commission Plan projects. $ 265,000 • Amount invested in improvements $ 500,000 $ 400,000 $ 400,000 281 TUCSON CONVENTION CENTER Facilities and Operations (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Increase customer satisfaction as measured by exit surveys of lessees and patrons. • Percent of customers satisfied with facilities and technical services Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 99% 99% 96% 96% 34.00 36.00 35.50 35.50 $ 1,943,268 1,752,912 $ 2,924,590 2,256,940 $ 2,118,510 2,437,700 $ 2,406,760 2,715,180 $ 3,696,180 $ 5,181,530 $ 4,556,210 $ 5,121,940 RESOURCE SUMMARY Position Resources Financial Resources General Fund Contribution Tucson Convention Center Fund Revenues Financial Resources Total 282 OFFICE OF ECONOMIC DEVELOPMENT* OPERATING: POSITION TOTAL: $ 1,815,750 15.50 PROGRAM ALLOCATION FINANCING PLAN General Fund 92% Community Development Block Grant 8% Economic Development 100% TEN YEAR STAFFING TRENDS Adopted Positions 30.00 20.00 22.10 16.00 13.50 9.33 18.00 23.75 18.10 14.00 12.00 15.50 10.00 *Included as a division of the City Manager in prior fiscal years. 283 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 0.00 284 OFFICE OF ECONOMIC DEVELOPMENT MISSION STATEMENT: The Office of Economic Development (OED) provides programs which create and retain quality jobs, trains citizens for those jobs, and facilitates revitalization of distressed areas of the community. OED also assists manufacturing firms in becoming globally competitive through technical and trade assistance, promoting a vibrant economic climate for Tucson. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government OED staff participates in over 100 neighborhood association meetings and/or public forums. These activities facilitate the delivery of city programs and services to people and businesses at the neighborhood level. Various neighborhood associations use OED equipment for copying, faxing, and other support services. Staff is also available to assist the community in organizing events. Goal: Infill and Reinvestment, Not Urban Sprawl OED markets and manages the Parque de Santa Cruz, a 73-acre industrial park at Drexel and Interstate 10, and the Downtown Commerce Park, a 48-acre master planned, corporate business park just west of downtown. OED works closely with the Menlo Park neighborhood to encourage and recruit appropriate development. The Office of Economic Development is also actively involved with the federally-funded Housing Opportunities for People Everywhere (HOPE) VI projects, assisting with economic development programs for these important redevelopment efforts. The State of Arizona’s Enterprise Zone program, administered locally by the OED, encourages infill development by providing state income tax credits for job creation and property tax adjustments for capital investment. OED is also actively involved in encouraging arterial commercial revitalization within the inner city. Goal: Better Paying Jobs OED delivers programs which directly assist companies in the creation of high wage employment opportunities. Goal: Quality Job Training OED pursues state workforce development grants for local businesses to provide specialized worker training. The office also assists local business organizations with the development of training courses for their employees. OED assisted in creation of the Southern Arizona Institute for Advanced Technology and continues to support the efforts of the institute to provide high quality technical and vocational training to local workers. Goal: Reduced Poverty and Greater Equality of Opportunity The Hi-Tech Hi-Wage Program, which provides technical training to local citizens so that they can earn more than a livable wage, receives funding and program assistance from OED. 285 OFFICE OF ECONOMIC DEVELOPMENT Support for Livable Tucson Goals (Continued) Goal: Strong Local Business OED provides direct assistance to businesses including facility locations; access to available government business incentives; assistance with other city, county, and state agencies; and promotion of Tucson to the film industry. Additional assistance is targeted specifically towards cluster industry companies and include assessments that identify potential business improvement projects, and coordination and management of project resource implementation. OED works to encourage strong local business by providing administrative support to the Mayor and Council-appointed Small Business Commission and through the Business Hotline, a 24-hour telephone inquiry service for the community. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 11.50 2.50 12.50 3.00 12.50 3.00 12.50 3.00 14.00 15.50 15.50 15.50 $ 1,346,517 $ 1,472,910 $ 1,354,680 $ 1,815,750 $ 1,346,517 $ 1,472,910 $ 1,354,680 $ 1,815,750 $ 643,666 665,532 37,319 -0-0- $ 826,140 459,490 37,280 -0150,000 $ 803,600 432,360 44,140 -074,580 $ 871,340 771,250 39,160 (16,000) 150,000 $ 1,346,517 $ 1,472,910 $ 1,354,680 $ 1,815,750 $ 1,261,602 84,915 $ 1,322,910 100,000 $ 1,280,100 74,580 $ 1,665,750 150,000 -0- 50,000 -0- -0- $ 1,346,517 $ 1,472,910 $ 1,354,680 $ 1,815,750 POSITION RESOURCES PERMANENT Business Assistance Tucson Film Office Total FINANCIAL RESOURCES Economic Development Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Other Inter-Activity Transfers Total SOURCE OF FUNDS General Fund Community Development Block Grant Miscellaneous Federal Grants Total 286 OFFICE OF ECONOMIC DEVELOPMENT SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2001 of $1,815,750 is an increase of $342,840 due to the following changes: • Funding for Southern Arizona Institute of Advanced Technology for workforce development • Funding for loan management fees which are offset by revenues • Carryforward for the Commercial Revitalization program • Funding for a consultant on Davis-Monthan Air Force Base issues • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of a 2% pay increase effective July 1, 2001 • Impact of a 1% reduction to balance the budget • Other miscellaneous changes $ 130,500 89,000 60,000 30,000 22,800 17,000 (16,000) 9,540 Total $ 342,840 KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outputs Assist businesses from targeted industries with retention, expansion, and location within the City of Tucson. • Number of businesses assisted 173 100 180 180 Respond to general business inquiries from the Business Hotline, e-mails, walk-ins, etc. • Number of responses 3,000 3,000 3,000 3,000 Document outreach contacts with emphasis on targeted cluster industries. • Number of contacts N/A 285 230 300 Respond to film, television, and advertising production inquiries about locations, technical crews, permits, and facilities in Tucson. • Number of inquiries 649 2,000 2,000 2,500 Key Outcomes Assist businesses in creating and retaining quality jobs for city residents. • Number of jobs created/retained 1,384 500 600 600 Assist companies in identifying and implementing opportunities to reduce the cost of doing business. • Dollar amount of cost savings ($000s) N/A N/A $ 3,500 $ 3,500 287 Estimated FY 2001 Adopted FY 2002 OFFICE OF ECONOMIC DEVELOPMENT KEY MEASURES OF PERFORMANCE Market Tucson as a film location to benefit the local economy. • Local direct expenditures ($000s) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $1,250 $ 7,000 $ 5,000 $ 7,500 288 INTERGOVERMENTAL RELATIONS* OPERATING: POSITION TOTAL: $ 539,340 2.00 FINANCING PLAN PROGRAM ALLOCATION Intergovernmental Relations 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 2.00 2.00 2.00 2.00 2001 2.25 2000 2.25 1999 2.00 2.75 1998 2.75 3.00 2.00 Intergovernmental Affairs was established in Fiscal Year 1993. 1.00 1997 1996 1995 1994 1993 1992 0.00 *Included as part of the Intergovernmental Affairs Division of the City Manager in prior fiscal years. 289 290 INTERGOVERNMENTAL RELATIONS MISSION STATEMENT: Intergovernmental Relations develops, represents, and advocates the interests of the City of Tucson by fostering and maintaining the city’s relationship with other governmental entities on the local, state, and federal levels. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Better Alternatives to Automobile Transportation Intergovernmental Relations collaborates with Pima Association of Governments, Maricopa Association of Governments, the City of Tucson’s Department of Transportation, the Tucson Chamber of Commerce, the Tucson Regional Transportation Coalition, Regional Public Transportation Authority, the Arizona League of Cities and Towns, and the City of Phoenix to ensure that the City of Tucson receives its fair share of transportation funding at the state level and that transportation state-shared revenue funding is not eliminated or reduced. Intergovernmental Relations works to ensure that the City of Tucson and region receives its fair share of federal funding from the Transportation Equity Act for the Twenty-first Century (TEA-21). Infrastructure projects needed for downtown and international trade development are being pursued, and statewide efforts regarding transportation funding opportunities known as Vision-21 are being followed. Intergovernmental Relations also works with federal consultants to ensure that important transportation projects such as the Downtown Intermodal Center receive adequate funding. Goal: Engaged Community and Responsive Government Intergovernmental Relations advocates for issues that are in direct response to community needs. The advocacy process engages the community in the form of coalitions and collaborations around the points of the legislative program adopted annually by the Mayor and Council. Each City of Tucson department is a collaborator in the development and advocacy of the legislative program. In addition, Intergovernmental Relations works with governmental entities and other agencies to secure policies, initiatives, laws, and funding beneficial to the community. Goal: Caring, Healthy Families and Youth Intergovernmental Relations collaborates with Pima County, the Cities of Phoenix and Mesa, and national municipal organizations to secure the continuation of state and federal dollars to fund City of Tucson and Pima County summer youth employment programs. Intergovernmental Relations also works with federal consultants to ensure that federal programs relating to youth and families are adequately funded. 291 INTERGOVERNMENTAL RELATIONS Support for Livable Tucson Goals (Continued) Goal: Better Paying Jobs Intergovernmental Relations urged the governor and state legislature to provide additional funding for job training through the implementation of the Arizona Job Training Tax. This new tax will raise about $18 million in the first year, up from $7 million a year from a previous job training fund. Intergovernmental Relations is also providing assistance to the Puerto Nuevo Project, an effort to develop an international distribution center surrounding the Tucson International Airport. Goal: People-Oriented Neighborhoods Intergovernmental Relations is collaborating with cities, neighborhood organizations, and the business community to secure state investment in a Neighborhood Preservation Investment and Initiative proposal. Goal: Successful Downtown Intergovernmental Relations works with other jurisdictions and organizations to develop state and federal funding mechanisms for downtown redevelopment. This collaboration resulted in a mechanism for the projected $120 million dollars in funding and in-kind services for the Rio Nuevo Project. Efforts will continue on seeking funding for the Tucson Convention Center expansion that will enhance the downtown area. DEPARTMENTAL RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 $ 578,897 $ 503,460 $ 513,530 $ 539,340 $ 578,897 $ 503,460 $ 513,530 $ 539,340 Personal Services Services Commodities Other $ 131,191 446,906 800 -0- $ 134,170 367,250 2,040 -0- $ 134,170 376,590 2,770 -0- $ 144,110 397,900 2,330 (5,000) Total $ 578,897 $ 503,460 $ 513,530 $ 539,340 POSITION RESOURCES PERMANENT Intergovernmental Relations Total FINANCIAL RESOURCES Intergovernmental Relations Total CHARACTER OF EXPENDITURES 292 INTERGOVERNMENTAL RELATIONS Departmental Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 SOURCE OF FUNDS General Fund Total $ 578,897 $ 503,460 $ 513,530 $ 539,340 $ 578,897 $ 503,460 $ 513,530 $ 539,340 SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $539,340 is an increase of $35,880 due to the following changes: • Increase in funding for federal and state legislative consultants • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Other miscellaneous changes $ 28,590 4,000 2,060 1,230 Total $ 35,880 KEY MEASURES OF PERFORMANCE Key Outputs Send proposed state legislation and amendments to Mayor and Council and city departments for review on a timely basis. • Number of legislative proposals and amendments sent Provide state legislative status reports to the Mayor and Council about each legislative session. • Number of study session presentations • Number of written reports Prepare a legislative agenda for Mayor and Council adoption. • Number of Mayor and Council and departments surveyed with regard to legislative programs and agenda items prior to legislative session Actual FY 2000 Adopted FY 2001 1,280 900 1,300 1,500 16 16 16 16 16 16 16 16 27 27 27 27 293 Estimated FY 2001 Adopted FY 2002 INTERGOVERNMENTAL RELATIONS KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Key Outcomes Help defeat legislation that Mayor and Council believe is harmful to the City of Tucson and its citizens. • Percent defeated 93% 90% 90% 90% Help ensure passage of legislation beneficial to the City of Tucson and its citizens. • Percent passed 90% 83% 85% 85% 294 Estimated FY 2001 Adopted FY 2002 TUCSON-MÉXICO PROJECT* OPERATING: POSITION TOTAL: FINANCING PLAN $ 449,410 5.00 PROGRAM ALLOCATION Tucson-México Project 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 6.00 5.00 5.00 2001 The Tucson-México Project was established in Fiscal Year 2000 with a transfer of staffing from the Office of Economic Development. 2000 9.00 3.00 *Included as a unit of the City Manager in prior fiscal years. 295 1999 1998 1997 1996 1995 1994 1993 1992 0.00 296 TUCSON-MÉXICO PROJECT MISSION STATEMENT: The Tucson-México Project assists local businesses and organizations in improving their connections with Mexico by strengthening economic, social, and cultural ties. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Tucson-México Project, through its tourism promotion programs, has developed relationships with over 200 community members who contribute to the agenda and goals of the Project. Goal: Better Paying Jobs The Tucson-México Project promotes higher paying jobs by assisting local businesses to increase exports to Mexico. The Puerto Nuevo Project, under the oversight of the Tucson-México Project, will create better paying jobs through the development of an international distribution center surrounding the Tucson International Airport. Goal: Respected Historic and Cultural Resources The Tucson-México Project assists social, educational, and cultural local organizations on collaborative efforts with their counterparts in Mexico and collaborates with Sister Cities on cultural events related to Mexico. Through its relationship with the TucsonMéxico Project, the Mexican city of Guadalajara has contributed a replica of a Guadalajara historic monument to be displayed in the Rio Nuevo Project downtown area. Goal: Strong Local Business The Tucson-México Project strives to create a business climate in Tucson that is friendly to Mexican visitors and business people, and collaborates with existing organizations to formulate business development strategies related to Mexico. Additionally, trade shows and trade missions are coordinated for local businesses. The Maquila Supplier Program actively matches local suppliers with viable companies in Mexico. Goal: Successful Downtown Tucson-México Project staff promote the Rio Nuevo Project by giving presentations at international venues and by bringing international trade events to the downtown area. 297 TUCSON-MÉXICO PROJECT DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 PERMANENT Tucson-México Project 5.00 5.00 5.00 5.00 Department Total 5.00 5.00 5.00 5.00 $ 317,265 $ 422,020 $ 450,580 $ 449,410 $ 317,265 $ 422,020 $ 450,580 $ 449,410 Personal Services Services Commodities Other $ 243,433 51,276 22,556 -0- $ 300,020 117,490 4,510 -0- $ 310,020 135,930 4,630 -0- $ 317,380 130,730 5,300 (4,000) Total $ 317,265 $ 422,020 $ 450,580 $ 449,410 $ 317,265 $ 422,020 $ 450,580 $ 449,410 $ 317,265 $ 422,020 $ 450,580 $ 449,410 POSITION RESOURCES FINANCIAL RESOURCES Tucson-México Project Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $449,410 is an increase of $27,390 due to the following changes: • Addition of funding for office space rent • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Reduction in travel funding • Reduction in funding for an economic impact study performed in Fiscal Year 2001 • Other miscellaneous changes Total $ 34,690 7,000 5,100 (5,590) (10,000) (3,810) $ 27,390 298 TUCSON-MÉXICO PROJECT KEY MEASURES OF PERFORMANCE Key Outputs Develop business opportunities between Tucson and Mexico. • International trade and tourism events • Number of companies and organizations participating in trade/tourism events • Community representative meetings • Business development trips • Community outreach meetings Assist Tucson businesses through the Maquila Supplier Program. • Tucson business contacted • Maquilas contacted • Mini missions to Mexico with Tucson companies • Tucson businesses participating in mini missions Key Outcomes Increase the economic, social, and cultural exchange between Tucson and Mexico. • Occurrences of media marketing efforts by Tucson’s tourist, retail, and wholesale industries in media targeting the Mexican market • Dollar amount of contracts secured with assistance from the Maquila Supplier Program ($000s) Actual FY 2000 Adopted FY 2001 10 138 6 60 8 100 10 100 19 22 N/A 18 6 N/A 15 20 N/A 15 20 6 63 92 30 80 55 24 75 80 30 80 80 30 20 30 30 30 6 3 6 10 $ 600 $ 660 $ 700 $ 700 299 Estimated FY 2001 Adopted FY 2002 300 BUDGET AND RESEARCH OPERATING: $ 2,318,740 POSITION TOTAL: 24.00 ADMINISTRATION BUDGET MANAGEMENT PERFORMANCE SYSTEMS FINANCING PLAN PROGRAM ALLOCATION Administration 22% Budget Management 74% Performance Systems 4% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 28.00 28.00 28.00 27.00 26.00 26.00 26.00 2000 28.00 1999 30.00 28.00 1998 35.00 26.00 25.00 301 2001 1997 1996 1995 1994 1993 1992 20.00 302 BUDGET AND RESEARCH MISSION STATEMENT: To develop, implement, and manage the city’s budget, project management, and program evaluation by working with the Mayor and Council, Office of the City Manager, and city departments and offices so that the highest levels of quality services are delivered to the residents of the City of Tucson in a fiscally responsible manner. OVERVIEW The Budget and Research Department develops and manages the annual operating budget and the five-year capital improvement program, facilitates performance improvement and good project management, and provides evaluation and policy analysis of municipal programs. This work is accomplished within the requirements of federal, state, and municipal law. These and other related services are accomplished through the following: Administration, Budget Management, and Performance Systems. DEPARTMENT HIGHLIGHTS The department will implement new budget system enhancements which will simplify the budget preparation, management and monitoring processes, and improve the availability and timeliness of budget information for the city. This system will allow budget analysts to expand the time devoted to various types of program analysis, including program evaluation, benchmarking, performance measurement, research, cost/benefit analysis, and other internal consulting services. The City of Tucson is one of only two jurisdictions in the state of Arizona who have received the Distinguished Budget Presentation Award for 16 years. According to the Government Finance Officer’s Association, no jurisdiction in Arizona received the award more than 16 years. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Budget and Research Department staffs the Budget Advisory Committee and the Citizens’ Bond Oversight Committee, which provide an avenue for citizen input and for the city to be responsive to its constituents. Budget and Research staff provides ongoing staff support to the Back to Basics Neighborhoods and NETeams Programs. The department gathers public input through hearings that are conducted as part of the budget adoption process. The department will continue its relationship with the University of Arizona’s Eller College of Business and Public Administration’s Economic and Business Research Program which provides local and regional economic forecasting information that is used in budget planning and forecasting. 303 BUDGET AND RESEARCH Support for Livable Tucson Goals (Continued) Goal: Organizational Support Through the budget preparation process, the Budget and Research Department works with departments to link department efforts to Livable Tucson Goals and helps departments develop measures that track performance toward these goals. The department contacts other jurisdictions where local sustainability efforts are occurring to see how they tie these efforts to their programs, projects, and policies. The Budget and Research Department provides support to all city departments and offices through its work in the areas of budget management, performance measurement, and program evaluation. The new budget system enhancements will improve the process and will allow for multi-year budgeting. Budget and Research staff work in conjunction with the Finance Department to provide operational support to the Rio Nuevo Project. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 7.00 16.00 1.00 2.00 7.00 16.00 1.00 2.00 7.00 16.00 1.00 2.00 7.00 16.00 1.00 -0- 26.00 26.00 26.00 24.00 POSITION RESOURCES PERMANENT Administration Budget Management Performance Systems Program Evaluation* Department Total FINANCIAL RESOURCES Administration Budget Management Performance Systems Program Evaluation* Department Total $ 448,341 1,089,883 95,389 148,180 $ 473,630 1,699,770 97,200 157,830 $ 1,781,793 $ 2,428,430 $ $ 2,428,430 *Program Evaluation was transferred to Strategic Planning in the City Manager. 304 473,630 1,699,770 97,200 157,830 $ 497,030 1,724,240 97,470 -0- $ 2,318,740 BUDGET AND RESEARCH Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 1,590,334 46,489 144,537 433 -0- $ 1,726,120 411,000 107,370 183,940 -0- $ 1,726,120 411,000 107,370 183,940 -0- $ 1,636,000 414,740 128,000 158,000 (18,000) $ 1,781,793 $ 2,428,430 $ 2,428,430 $ 2,318,740 $ 1,781,793 $ 2,428,430 $ 2,428,430 $ 2,318,740 $ 1,781,793 $ 2,428,430 $ 2,428,430 $ 2,318,740 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Department Total SOURCE OF FUNDS General Fund Department Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $2,318,740 is a decrease of $109,690 due to the following changes: • Impact of a 2% pay increase effective July 1, 2001 • Increase in funding for printing of budget documents • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of rate increase on group insurance costs • Impact of rate increase on public liability insurance costs • Impact of a 1% reduction to balance the budget • A net decrease in funding for replacement of personal computers, printers, and equipment • Program Evaluation was transferred to Strategic Planning in the City Manager • Other miscellaneous changes Department Total $ 32,000 14,740 13,040 7,830 2,140 (18,000) (20,040) (158,300) 16,900 $ (109,690) 305 BUDGET AND RESEARCH ADMINISTRATION MISSION STATEMENT: Administration provides administrative and clerical support to Budget Management, and Performance Systems so that staff can develop and execute the city’s budget in a manner which promotes efficient and effective city operations. KEY MEASURES OF PERFORMANCE Key Outputs Provide support and assistance to a Mayor and Council subcommittee and those citizen committees advising the governing body. • Budget Advisory Committee meetings • Citizens’ Bond Project Oversight Committee meetings • Mayor and Council Civic Events Subcommittee ◊ Number of subcommittee meetings ◊ Number of civic events applications ◊ Number of youth education/cultural travel assistance applications Key Outcomes Produce and distribute the City of Tucson’s six major budget documents: Recommended and Adopted Operating Budgets, Executive Summary of the Adopted Budget, Proposed and Approved Five-Year Capital Improvement Programs, and the Outside Agencies Adopted Budget. As reported in an annual survey, the percent of departments reporting “value” from information and support provided by Budget and Research. Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 20 7 24 8 22 8 24 8 10 59 5 20 62 10 20 60 5 20 65 10 6 6 6 6 N/A N/A 75% 75% 7.00 7.00 7.00 7.00 $ 448,341 $ 473,630 $ 473,630 $ 497,030 RESOURCE SUMMARY Position Resources Financial Resources General Fund 306 BUDGET AND RESEARCH BUDGET MANAGEMENT MISSION STATEMENT: Budget Management manages the development and implementation of the city’s annual operating and capital budgets in a manner that controls expenditures within authorized appropriations and available revenues to ensure the highest level of municipal service to city residents. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 35 3 35 3 35 3 39 3 35 43 35 39 12 -0- 12 13 29 30 31 40 Prepare monthly reports on overtime usage, position vacancies, and projected year-end balances for management and to provide control of the budget. • Number of reports prepared annually 35 35 35 35 Conduct program evaluation and other management studies, surveys, and cost studies. • Number of program evaluations • Number of other studies -010 -020 -020 4 16 6 6 6 6 Key Outputs Annually prepare five-year forecasts of the cost of delivering current levels of city services for each department and office. • Number of departments and offices • Citywide summary Evaluate operating and capital budget requests and prepare recommendations to the City Manager. • Number of departments’ and offices’ operating budgets evaluated • Number of departments’ and offices’ capital budgets evaluated • Number of outside agencies’ operating budgets evaluated Key Outcomes Develop Recommended and Adopted Operating Budgets, Proposed and Approved Five-Year Capital Improvement Programs, and the Outside Agencies Adopted Budget for Mayor and Council review and approval. • Number of budget documents developed for Mayor and Council 307 Estimated FY 2001 Adopted FY 2002 BUDGET AND RESEARCH Budget Management (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 100% 100% 100% 100% N/A N/A N/A N/A N/A N/A 75% 75% 75% 75% 75% 75% 16.00 16.00 16.00 16.00 $ 1,089,883 $ 1,699,770 $ 1,699,770 $ 1,724,240 Ensure that expenditures do not exceed available revenues and authorized amounts. As reported in an annual survey, the percent of departments reporting “value” from the following: • Training in budget processes • Support on budget issues • Responsiveness to information requests Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund PERFORMANCE SYSTEMS MISSION STATEMENT: Performance Systems promotes accountability in project management, service delivery, and city programs by providing training, internal reviews, consulting, and status reporting of city capital projects and program output/outcome measures. KEY MEASURES OF PERFORMANCE Key Outputs Promote accountability in project management. • Coordinate the City Manager quarterly reviews of capital projects Review budget submittals and provide direction on performance measurement (mission statements, impact statements and measures, Livable Tucson Goals, performance measurements, etc.). • Number of reviews 4 4 4 4 35 35 35 39 308 BUDGET AND RESEARCH Performance Systems (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Provide semi-annual reports to the City Manager on achievements of department performance goals. • Number of reports N/A 70 70 70 Key Outcomes As reported in an annual survey, the percent of departments reporting “value” for information provided, training, and level of support in the following: • Performance measurement • Project management N/A N/A N/A N/A 75% 75% 75% 75% 1.00 1.00 1.00 1.00 $ 95,389 $ 97,200 $ 97,200 $ 97,470 RESOURCE SUMMARY Position Resources Financial Resources General Fund PROGRAM EVALUATION * RESOURCE SUMMARY Position Resources Financial Resources General Fund 2.00 2.00 2.00 -0- $ 148,180 $ 157,830 $ 157,830 $-0- *Program Evaluation was transferred to Strategic Planning in the City Manager. 309 310 FINANCE OPERATING: POSITION TOTAL: $ 6,937,270 151.25 DIRECTOR’S OFFICE AUDIT TREASURY/PENSION ACCOUNTING REVENUE RISK MANAGEMENT PROGRAM ALLOCATION FINANCING PLAN Risk Management* 0% Director's Office 6% Audit 22% Revenue 33% General Fund 100% Accounting 25% Treasury/ Pension 14% *See Appendix B for Risk Management details. TEN YEAR STAFFING TRENDS Adopted Positions 160.00 150.25 146.00 150.00 134.00 134.00 1998 140.00 134.00 138.00 1997 143.00 139.00 133.00 130.00 130.00 311 2001 2000 1999 1996 1995 1994 1993 1992 120.00 312 FINANCE MISSION STATEMENT: To support the operations of the City of Tucson by providing financial accounting services for city departments and ensuring proper control of city funds so that the tax dollars of Tucson residents are safeguarded and prudently collected, invested, and disbursed. To administer business licensing and the city's debt program. To increase employee compensation satisfaction and post-employment financial security by actively managing the city's retirement systems. To increase productivity of the city workforce, protect the health of employees, and reduce workplace hazards and financial liability for city government due to accidents. OVERVIEW The Finance Department administers the financial activities of the city and provides financial support to all city departments by coordinating the sale of municipal debt; maximizing interest earnings on city investments; conducting an audit program for the examination and analysis of accounting, financial, and operational controls of city offices; providing for timely and accurate accounting, reporting, and internal control for receipt and disbursement of city funds; ensuring timely collection and accurate recording of cash receipts and billing and auditing tax collection; and managing the risk management and the retirement programs. The divisions of the Finance Department are the Director’s Office, Audit, Accounting, Treasury/Pension, Revenue, and Risk Management. The Tucson Supplemental Retirement System (TSRS) Fund and Deferred Compensation Fund are part of the Treasury/Pension Division. The Risk Management/Self Insurance Fund is used by the Risk Management Division to cover claims and loss prevention expenses. DEPARTMENT HIGHLIGHTS The department arranged the sale of General Obligation, Street and Highway, and Water Revenue bonds totaling $79,980,000, providing required funding for the capital improvement program. For the 18th consecutive year, the department received the Certificate of Achievement for Excellence in Financial Reporting presented by the Government Finance Officers Association. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Organizational Support The Finance Department supports all city departments and offices by providing complete and accurate financial records which may be relied upon by departments in formulating decisions affecting their contributions toward the Livable Tucson Goals. Such information is utilized by many departments, but especially by the City Manager in deciding how best to direct city resources in support of Livable Tucson Goals. 313 FINANCE Support for Livable Tucson Goals (Continued) Organizational Support (Continued) Through efficient management of the city’s debt program, the department is able to arrange financing for projects managed by various departments which contribute to a wide variety of Livable Tucson Goals including abundant urban green space and recreation areas, excellent public education, better alternatives to automobile transportation, and clean air and quality water. The Finance Department works with social service agencies to ensure, or assist in establishing, that the agencies have adequate financial systems that enable them to effectively manage their organizations and to qualify for federal grants. The agencies provide needed services to the community in support of various Livable Tucson Goals. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 4.00 26.00 35.00 28.00 41.00 10.00 4.00 26.00 37.00 29.00 42.00 10.00 4.00 26.00 37.00 29.00 42.00 10.00 4.00 26.00 37.00 29.00 42.00 11.00 144.00 148.00 148.00 149.00 3.25 1.00 1.25 1.00 2.25 1.00 1.25 1.00 4.25 2.25 3.25 2.25 148.25 150.25 151.25 151.25 POSITION RESOURCES PERMANENT Director's Office Audit Accounting Treasury/Pension Revenue Risk Management* Permanent Total NON-PERMANENT Revenue Risk Management Non-Permanent Total Department Total 314 FINANCE Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Director's Office Audit Accounting Treasury/Pension Revenue Risk Management* Department Total $ 413,419 1,464,986 1,431,829 1,133,478 2,171,238 -0- $ 399,070 1,504,650 1,602,090 1,066,130 2,333,020 -0- $ 399,480 1,479,960 1,545,620 1,027,060 2,315,340 -0- $ 392,040 1,562,640 1,723,830 974,810 2,283,950 -0- $ 6,614,950 $ 6,904,960 $ 6,767,460 $ 6,937,270 $ 6,688,098 13,254,570 905,607 52,915 -0(14,286,240) $ 7,075,100 11,100,210 610,980 193,840 -0(12,075,170) $ 6,963,040 11,101,000 587,040 194,210 -0(12,077,830) $ 7,400,590 11,186,890 508,310 133,000 (69,000) (12,222,520) $ 6,614,950 $ 6,904,960 $ 6,767,460 $ 6,937,270 $ 6,614,950 $ 6,904,960 $ 6,767,460 $ 6,937,270 $ 6,614,950 $ 6,904,960 $ 6,767,460 $ 6,937,270 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total *The net budget for Risk Management is zero. The city is self-insured for workers’ compensation and public liability insurance. Costs are recovered by charging other departments through interactivity transfers using rates based on loss experience. See Appendix B for budget details. 315 FINANCE SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $6,937,270 is an increase of $32,310 due to the following changes: • Impact of a 2% pay increase effective July 1, 2001 • Increase in group insurance costs for Fiscal Year 2002 • Carryforward of funding for software upgrade not received by June 30, 2001 • Increase in postage for license information mailings • Impact on salaries due to Fiscal Year 2002 merit increases • Increase in costs for armored car service • Impact of a 1% reduction to balance the budget • Decrease in equipment purchases due to the completion of one-time acquisition purchases • Other miscellaneous changes Department Total $ 121,000 69,350 25,000 20,920 20,680 7,400 (69,000) (202,610) 39,570 $ 32,310 LOCATION OF CASHIER STATIONS FOR COLLECTION OF CITY PAYMENTS Site/Location Address City Hall La Entrada Water Building Development Services Center Eastside City Hall 255 West Alameda 310 West Alameda 201 North Stone 7575 East Speedway Price Service Center Ward 4 Council Office 4004 South Park, Building #1 8123 E. Poinciana 316 Hours of Operation M-F 8:00 a.m. to 5:00 p.m. M-F 8:00 a.m. to 5:00 p.m. M-F 8:00 a.m. to 5:00 p.m. M-F 8:00 a.m. to 12:00 p.m. 1:00 p.m. to 5:00 p.m. M-F 1:00 p.m. to 5:00 p.m. M-F 1:00 p.m. to 5:00 p.m. FINANCE DIRECTOR’S OFFICE MISSION STATEMENT: The Director’s Office provides administrative direction to the department’s divisions, manages the city’s debt issuance program, oversees the department’s programs in a prudent manner, and advises city management officials and the governing body regarding financial matters. KEY MEASURES OF PERFORMANCE Key Outputs Plan, organize, and direct city debt offerings. • Number of debt offerings • Number of improvement district bonds Key Outcomes Issue debt to meet the city’s financial needs ($000s). Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 4 -0- 5 4 5 4 4 4 $ 74,230 $ 76,000 $ 79,980 $ 78,000 RESOURCE SUMMARY Position Resources Financial Resources General Fund 4.00 4.00 4.00 4.00 $ 413,419 $ 399,070 $ 399,480 $ 392,040 AUDIT MISSION STATEMENT: The Audit Division enforces the Business Privilege Tax Code by performing audits of businesses subject to the tax law; improves taxpayer knowledge of the tax law through the auditing program and by conducting taxpayer education seminars, providing informational brochures, and responding to written and telephone requests for information; implements an audit program for the independent examination and analysis of accounting, financial, and operational control of city offices and agencies receiving funds from the city; and performs reviews, investigations, and cost analyses as requested by management. KEY MEASURES OF PERFORMANCE Key Outputs Conduct business privilege tax audits for compliance with the tax code. Conduct or make presentations at taxpayer education seminars or meetings. Respond to business tax inquiries. 565 500 450 480 14 13 14 14 328 330 340 340 317 FINANCE Audit (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Perform planned internal audits of city functions and audits requested by management. 33 28 28 35 Monitor agency contracts receiving federal pass-through social service funding. 57 60 60 60 Assist city departments in determining the cost of their services. 10 6 12 6 99% 100% 100% 100% $ 1,574 $ 800 $ 750 $ 890 N/A 100% 100% 100% Key Outcomes Ensure the positive response of audited business privilege taxpayers on surveys regarding courteousness of auditor and thoroughness of tax law explanations. • Percent of positive responses Recover unpaid taxes identified in audits to help cover the cost of city services delivered ($000s). Achieve implementation of internal audit recommendations by city departments. • Percent of recommendations implemented RESOURCE SUMMARY Position Resources Financial Resources General Fund 26.00 26.00 26.00 26.00 $ 1,464,986 $ 1,504,650 $ 1,479,960 $ 1,562,640 318 FINANCE ACCOUNTING MISSION STATEMENT: The Accounting Division maintains accurate and complete financial records; supplies meaningful and timely financial data that will inform and assist the public, city management, and investors; prepares financial reports related to all debt, grant, and contractual agreements to avoid penalties and assessments and to preserve funding sources; pays employees on time and in compliance with all federal, state, and city regulations; and pays vendors accurately and on time to encourage favorable future contract terms and to take advantage of early payment discounts. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Key Outputs Pay vendor invoices. • Number of invoices paid 186,180 180,000 190,000 190,000 Issue employee paychecks and prepare related reports and remittances. • Number of paychecks issued • Number of reports/remittances prepared 186,411 11,553 185,000 12,000 190,000 12,000 190,000 12,000 Issue financial and personnel-related reports. • Comprehensive Annual Financial Report • Grant/compliance/regulatory reports • Scheduled management reports • Special requests 1 385 337 183 1 360 350 60 1 380 350 180 1 380 350 180 99% 99% 99% 99% Pay all employees and related payroll taxes on time. 100% 100% 100% 100% Issue reports within required or committed time frame. 99% 99% 99% 99% 35.00 37.00 37.00 37.00 $ 1,431,829 $ 1,602,090 $ 1,545,620 $ 1,723,830 Key Outcomes Pay vendor invoices within seven calendar days of receipt. RESOURCE SUMMARY Position Resources Financial Resources General Fund 319 FINANCE TREASURY/PENSION MISSION STATEMENT: The Treasury/Pension Division processes all payments and deposits all revenues received from the public and from other city departments in an accurate and timely manner; staffs remote cashier stations for public convenience when making payments; manages the investments of the city, the retirement system, and the deferred compensation plan in an effective manner; maintains accurate and complete records pertaining to the accrual and payment of retirement and deferred compensation benefits; and improves participant knowledge of retirement benefits by providing summary plan descriptions, retirement planning seminars, and responses to employee and retiree inquiries. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 183,371 185,000 185,000 185,000 185 200 200 200 48 40 40 40 Maintain accurate records on accrual and payment of retirement and deferred compensation benefits. • Number of employee records maintained 8,525 8,600 8,750 9,000 Key Outcomes Actively manage the city's cash flow and investments to earn a rate of return on the investment of city funds (net of all bank charges) at least 0.25% higher than the return on the three month treasury bill. • Three month Treasury Bill • Fixed income return 5.26% 5.06% N/A* N/A* N/A* N/A* N/A* N/A* Key Outputs Staff remote cashier stations for the convenience of the public when making payments. • Number of payments taken at remote cashier stations Provide advance retirement planning for employees by conducting individual and group retirement planning sessions. • Individual retirement planning sessions conducted • Group retirement/deferred compensation sessions conducted *Figures are not available because future rates of return are unknown. Actual rates of return for Fiscal Year 2000 are presented. 320 FINANCE Treasury/Pension (Continued) KEY MEASURES OF PERFORMANCE Manage the Tucson Supplemental Retirement System and deferred compensation fixed income investments to earn a rate of return above that of the Lehman Government/Corporate Bond Index. • Lehman Government/Corporate Bond Index • Fixed income return Process and deposit utility payments, tax, license, and other city revenue. • Total number of payments processed (000s) • Percent of utility payments processed same day as received • Percent of tax, license, and other payments processed same day as received Enhance employees’ retirements by increasing participation in the Deferred Compensation Program through education outreach programs. • Percent of eligible employees participating in deferred compensation Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 4.31% N/A* N/A* N/A* 4.41% N/A* N/A* N/A* 2,633 2,650 2,700 2,700 77% 85% 85% 85% 100% 100% 100% 100% 55% 60% 60% 60% *Figures are not available because future rates of return are unknown. Actual rates of return for Fiscal Year 2000 are presented. RESOURCE SUMMARY Position Resources Financial Resources General Fund 28.00 29.00 29.00 29.00 $ 1,133,478 $ 1,066,130 $ 1,027,060 $ 974,810 321 FINANCE FIVE-YEAR CITY INVESTMENT RETURNS Pension and City Funds 24% Pension 20% Rate of Return 16.1% 17.9% 17.6% 16% 11.4% 12% 10.5% City Funds 8% 4% 6.0% 5.9% 5.8% 5.1% 4.5% 0% 1996 1997 1998 1999 2000 Fiscal Year Investment Objectives Pension: diverse mix of assets to provide high, long-term return City Funds: short-term, safe, liquid investments to meet the city's on-going cash needs FIVE-YEAR CITY INVESTMENT RETURNS Deferred Compensation 15% Rate of Return 12% 9.1% 9% 7.5% 7.4% 6.8% 6.6% 6% 3% 0% 1996 1997 1998 1999 2000 Calendar Year Investment Objective Invest in U.S. Government and high-quality corporate bonds that generate a stable income for participants. 322 FINANCE REVENUE MISSION STATEMENT: The Revenue Division administers the city tax code to generate revenue for financing city services in a manner that is accountable and responsive to the public; collects delinquent city receivables in a way that balances both fiscal responsibility and fair collection practices; and develops city revenue projections, which are instrumental to the annual budgetary decision making process. KEY MEASURES OF PERFORMANCE Key Outputs Issue new licenses and bill accounts. • New licenses issued • Accounts billed Resolve delinquent accounts to either recover money owed or determine that accounts are uncollectable. • Number of delinquent accounts in inventory Provide updated revenue projections for the current and next fiscal years. Key Outcomes Collect business taxes (sales taxes and occupational license fees) ($000s). Collect delinquent taxes ($000s). Collect other ($000s). delinquent Resolve delinquent accounts. receivables Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 8,312 457,875 9,500 425,000 9,000 450,000 9,000 450,000 31,909 31,300 32,000 32,000 5 8 4 5 $ 164,012 $ 160,000 $ 164,000 $ 170,000 $ 3,125 $ 3,000 $ 2,800 $ 2,800 $ 892 $ 1,500 $ 1,000 $ 1,000 12,551 14,600 12,700 12,700 RESOURCE SUMMARY Position Resources Financial Resources General Fund 44.25 43.25 44.25 43.25 $ 2,171,238 $ 2,333,020 $ 2,315,340 $ 2,283,950 323 FINANCE RISK MANAGEMENT MISSION STATEMENT: The Risk Management Division administers and funds a risk management program to ensure continuity of city service and programs and to avoid or minimize the cost of risk to the city by the identification of hazards and the application of effective risk control measures to protect property and prevent injuries to employees and the public. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 929 1,067 382 925 950 305 950 975 325 950 975 325 12 12 12 12 Conduct safety training and inspections to meet federal and state Occupational Safety and Health Administration (OSHA) standards and regulations. • Number of employees trained • Number of training sessions conducted • Number of inspections conducted 6,000 378 233 5,000 250 400 6,000 325 550 6,000 325 550 Key Outcomes Reduce or eliminate OSHA citations and fines. • Number of citations received • Cost of fines served -0$ -0- -0$ -0- -0$ -0- -0$ -0- Key Outputs Process claims made against the city. • Liability claims processed • Workers’ compensation claims processed • Third party claims processed Produce management claim reports on a monthly basis. RESOURCE SUMMARY Position Resources 11.00 11.00 11.00 12.00 Financial Resources General Fund* $ -0- $ -0- $ -0- $ -0- *The net budget for Risk Management is zero. The city is self-insured for workers’ compensation and public liability insurance. Costs are recovered by charging other departments through interactivity transfers using rates based on loss experience. See Appendix B for budget details. 324 HUMAN RESOURCES OPERATING: $ 3,070,330 POSITION TOTAL: 31.00 ADMINISTRATION EMPLOYMENT AND COMPENSATION EMPLOYEE BENEFITS AND RECORDS FINANCING PLAN EMPLOYEE DEVELOPMENT PROGRAM ALLOCATION Employee Benefits and Records 14% Employee Development 27% General Fund 100% Employment and Compensation 34% Administration 25% TEN YEAR STAFFING TRENDS Adopted Positions 40.00 32.00 1999 2000 29.00 32.00 1998 24.00 29.00 1996 28.00 30.00 1995 34.00 32.00 28.00 24.00 325 2001 1997 1994 1993 1992 20.00 326 HUMAN RESOURCES MISSION STATEMENT: To ensure that highly qualified individuals are recruited, educated and developed, and retained for all city departments that, in turn, provide service to the community. OVERVIEW The Human Resources Department is the centralized personnel source for the City of Tucson, serving city departments and offices by recruiting, training, and retaining a highly qualified and diverse workforce. The department provides personnel policy development, administration, direction, and guidance to the organization and is responsible for effectively communicating with employees and applicants regarding their rights, responsibilities, opportunities, and benefits. Personnel services are delivered to all levels of the organization through the divisions of Administration, Employment and Compensation, Employee Benefits and Records, and Employee Development. The department provides staff support to the city’s Civil Service Commission for appeal hearings and all employee grievance committee hearings. DEPARTMENT HIGHLIGHTS The Native American Employment Program continues to be successful. Partnerships are being formed with social service agencies and school systems to provide employment experiences to students, and to broaden the pool of Native American applicants for city jobs. A curriculum for Seven Habits of Highly Effective People is included in many training programs. This training is designed to help managers, supervisors, and staff achieve their greatest potential and to see themselves as responsible and accountable, both personally and organizationally. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Organizational Support The Human Resources Department serves and supports all departments in the organization. Providing effective personnel services to city departments allows those departments to provide needed services to the community. Goal: Better Alternatives to Automobile Transportation Telecommuting provides a viable and accessible alternative to automobile transportation, thus reducing air pollution, greenhouse gas production, and overall traffic congestion. The Human Resources Department supports and facilitates training for the employee telecommuting program. In its third year of operation, the program is gaining momentum as an increasing number of employees participate. 327 HUMAN RESOURCES DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 6.00 15.00 5.00 5.00 1.00 6.00 17.00 5.00 5.00 1.00 7.00 16.00 6.00 5.00 1.00 5.00 15.00 6.00 5.00 -0- 32.00 34.00 35.00 31.00 POSITION RESOURCES PERMANENT Administration Employment and Compensation Employee Benefits and Records Employee Development Organizational Development Department Total FINANCIAL RESOURCES Administration Employment and Compensation Employee Benefits and Records Employee Development Organizational Development* $ 533,905 976,554 322,523 858,713 185,613 $ $ 2,877,308 $ 2,965,020 $ 2,877,500 $ 3,070,330 Personal Services Services Commodities Equipment Other Inter-Activity Transfers $ 1,842,044 734,435 294,224 3,974 2,631 -0- $ 1,996,140 715,830 252,480 -07,030 (6,460) $ 1,877,300 679,070 320,560 -07,030 (6,460) $ 1,870,430 970,840 259,670 -0(24,500) (6,110) Department Total $ 2,877,308 $ 2,965,020 $ 2,877,500 $ 3,070,330 $ 2,877,308 $ 2,965,020 $ 2,877,500 $ 3,070,330 $ 2,877,308 $ 2,965,020 $ 2,877,500 $ 3,070,330 Department Total 530,270 1,081,350 325,850 826,530 201,020 $ 561,790 888,250 400,140 826,620 200,700 $ 767,230 1,037,270 430,580 835,250 -0- CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Department Total *The Organizational Development Division was transferred to the City Manager. 328 HUMAN RESOURCES SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $3,070,330 is an increase of $105,310 due to the following changes: • Provision for rental payment at the department's new offices previously budgeted in Non-Departmental • Impact of a 2% pay increase effective July 1, 2001 • Additional funding for employment advertising both on the Internet and in print • Increase in funding for pre-employment medical examinations based on heavy recruitment process for Police and Fire • Increase in funding for testing services associated with open competitive and in-service positions testing • Adjustments for reclassifications of a customer service representative and clerk typist to customer service clerk approved in Fiscal Year 2001 • Impact of a 1% reduction to balance the budget • Transfer of police personnel supervisor and department personnel coordinator to the Tucson Police Department • Transfer of Organizational Development to the City Manager • Other miscellaneous changes $ 284,260 39,000 25,000 23,400 18,540 (10,580) (31,000) (122,510) (194,950) 74,150 Department Total $ 105,310 ADMINISTRATION MISSION STATEMENT: The Administration Division provides policy direction and guidance to all city supervisors, managers, and employees in personnel matters involving employee and labor relations to ensure consistent, fair, and equitable treatment of employees and job applicants. KEY MEASURES OF PERFORMANCE Key Outputs Provide administrative staff support to the Civil Service Commission. • Number of quarterly and special business meetings • Number of disciplinary appeal hearings • Number of staff hours spent in support of Civil Service Commission activities Provide facilitation services for grievance hearings. • Number of grievances facilitated • Number of staff hours spent facilitating Actual FY 2000 Adopted FY 2001 5 6 6 6 3 356 9 486 12 550 10 500 2 40 7 140 2 40 5 100 329 Estimated FY 2001 Adopted FY 2002 HUMAN RESOURCES Administration (Continued) KEY MEASURES OF PERFORMANCE Administer four union agreements for police, fire, labor/trades and administrative, professional, technical and clerical employees. • Number of eligible police union members • Number of eligible fire union members • Number of eligible labor/trade union members • Number of eligible administrative, professional, technical, and clerical union members Review and update civil service rules and administrative policies regarding personnel matters. Key Outcomes Provide policy direction and guidance on employee and labor relations to city management. • Civil service appeal decisions in support of management actions • Grievance committee decisions in support of management actions Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 835 613 883 883 463 963 400 925 500 968 500 968 N/A N/A 500 1,360 8 20 10 10 100% 80% 90% 90% 100% 90% 90% 90% 6.00 6.00 7.00 5.00 $ 533,905 $ 530,270 $ 561,790 $ 767,230 RESOURCE SUMMARY Position Resources Financial Resources General Fund 330 HUMAN RESOURCES EMPLOYMENT AND COMPENSATION MISSION STATEMENT: The Employment and Compensation Division provides qualified candidates for employment to city departments through the recruitment and testing of applicants to improve the city’s ability to provide services to the community. KEY MEASURES OF PERFORMANCE Key Outputs Manage the employee selection processes. • Process all applications for permanent city jobs • Provide departments with qualified candidates • Complete civil service recruitments and testing processes • New employees hired Key Outcomes Provide an effective recruitment process. • Percent of applicants for jobs that are satisfied with the service provided by the department • Percent of hiring supervisors satisfied with the quality of applicants referred for hiring consideration • Percent of employees passing their probationary period Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 8,777 9,000 9,000 9,000 4,567 3,000 3,500 3,500 132 100 120 120 469 325 400 400 92% 90% 90% 90% 92% 90% 90% 90% 77% 95% 85% 90% 15.00 17.00 16.00 15.00 $ 976,554 $ 1,081,350 $ 888,250 $ 1,037,270 RESOURCE SUMMARY Position Resources Financial Resources General Fund 331 HUMAN RESOURCES EMPLOYEE BENEFITS AND RECORDS MISSION STATEMENT: The Employee Benefits and Records Division supports the organization by providing employees, supervisors, and managers with a healthy, secure, and productive life through education and administration of comprehensive employee benefits and compensation programs and maintenance of the personnel records system. KEY MEASURES OF PERFORMANCE Key Outputs Process payments and administer contracts for nine employee benefits programs. • Number of contracts • Number of employees eligible for benefits • Number of retirees Process changes and benefit updates in the payroll system for all annual enrollments in benefit plans. • Number of status changes • Number of open enrollment changes • Number of enrollments for new employees • Number of records converted for retirees • Number of Consolidated Omnibus Budget Reconciliation Act of 1985 (COBRA) insurance applications for employees who are terminating and dependents no longer eligible for benefits Key Outcomes Provide employees with benefit information and related services. • Percent of surveyed employees reporting that they are “satisfied” or better with the service they received Ensure that all personnel actions are processed within ten working days. • Number of transactions • Percent processed on time Actual FY 2000 Adopted FY 2001 14 4,925 13 4,850 9 4,950 10 5,000 1,425 1,510 1,510 1,510 18,875 14,803 371 4,500 2,500 400 4,500 2,500 400 4,750 3,000 425 94 45 120 180 150 70 170 100 N/A 90% 90% 90% 11,392 100% 9,300 100% 10,000 100% 11,000 100% 332 Estimated FY 2001 Adopted FY 2002 HUMAN RESOURCES Employee Benefits and Records (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 5.00 5.00 6.00 6.00 $ 322,523 $ 325,850 $ 400,140 $ 430,580 EMPLOYEE DEVELOPMENT MISSION STATEMENT: The Employee Development Division enhances and improves the skills, effectiveness, and motivation of city employees by providing educational programs that enable employees to develop their capabilities and build productive workplaces. KEY MEASURES OF PERFORMANCE Key Outputs Provide training programs in the areas of customer service, communication, leadership, new employee orientation, and technical skills. • Number of participants • Hours of training provided 1,478 31,745 2,500 25,000 1,500 25,000 1,500 25,000 Provide city departments with supervisory and pre-supervisory training programs. • Number of participants • Hours of training provided 209 10,410 225 10,000 210 10,500 210 10,500 92% 95% 92% 92% 90% 75% 90% 90% Key Outcomes Provide training to improve employee productivity. • Percent of all participants (supervisory and non-supervisory) who indicated improvement in job performance as a result of training received • Percent of supervisors rating improvement in performance of employees who attended city training courses of study lasting several days 333 HUMAN RESOURCES Employee Development (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 5.00 5.00 5.00 5.00 $ 858,713 $ 826,530 $ 826,620 $ 835,250 ORGANIZATIONAL DEVELOPMENT * RESOURCE SUMMARY Position Resources Financial Resources General Fund 1.00 1.00 1.00 -0- $ 185,613 $ 201,020 $ 200,700 $ -0- *The Organizational Development component of the Human Resources Department has been transferred to the City Manager. 334 INFORMATION TECHNOLOGY OPERATING: POSITION TOTAL: $ 10,763,480 74.00 ADMINISTRATION TELECOMMUNICATIONS APPLICATIONS FINANCING PLAN SUPPORT SERVICES PROGRAM ALLOCATION Administration 11% General Fund Restricted 5% Telecommunications 9% General Fund 95% Support Services 63% Applications 17% TEN YEAR STAFFING TRENDS Adopted Positions 90.00 80.00 75.00 77.00 68.00 1998 66.50 68.00 1997 66.00 1996 62.50 1995 70.00 1994 71.00 67.00 62.50 335 2001 2000 1999 1993 1992 60.00 336 INFORMATION TECHNOLOGY MISSION STATEMENT: To partner with other organizations and lead in the delivery of effective government services. OVERVIEW The Information Technology Department is the City of Tucson's central technology provider. The department’s responsibilities are organized around the philosophy that a central technology department should provide those services requiring an enterprise view, and assist departments in providing those services requiring specialty knowledge, such as business system support. To this end, the department has two primary responsibilities. The first is to provide the central information technology services required by city departments and offices, including data center operations, network services, business application development and maintenance, end user support for personal computers (PCs), strategic technology investigation, and contract administration for the city’s telecommunications providers. The second is to provide the vision, leadership, and skills that will enable the City of Tucson to benefit from technological innovation and improve service to the community. The Information Technology Department focuses on creating and managing a citywide integrated information network, shared by all levels of city government and where appropriate, by the public. The department is organized into four divisions: Administration, Telecommunications, Applications, and Support Services. Services provided to all city departments include information strategy consulting, email, and support for core city business applications and high-speed data communications. This support provides city employees greater access to information, more efficient ways to transact city business, and easier communication avenues both with city departments and with community members. The department also promotes the development and expansion of Tucson’s telecommunications infrastructure, and serves as liaison to the Mayor and Council’s Telecommunications Policy and Advisory Committee (TelePAC) and the Access Tucson board of directors. DEPARTMENT HIGHLIGHTS The department has become an active and visible participant in the community program to recruit technology companies to Tucson, and an important voice in the city regarding electronic government strategies. The department will continue to partner with other city departments to pursue a bold electronic government strategy for the citizens of Tucson, and to contribute to technology-related economic development efforts throughout the community. To this end, the department will: • Pursue the city’s electronic government strategy by implementing pilot systems that provide a foundation for electronic service delivery. This includes an electronic payment system that allows the city to accept payments over the Internet and an electronic permitting capability that allows the city to issue building permits over the Internet. • Continue to work with the Information Technology Association of Southern Arizona (ITASA), the Tucson Chamber of Commerce, the Greater Tucson Economic Council, and other community partners to assist local businesses in both understanding and using technology, and expanding their markets. 337 INFORMATION TECHNOLOGY Department Highlights (Continued) • In partnership with the Operations Department, continue to manage and expand the City of Tucson’s • • • • • • Institutional Network (I-Net). The I-Net is the city’s future voice, data, and video communications infrastructure, connecting 90 city facilities, neighborhood centers, libraries, and schools. Citizens can access this high-speed network from public access computers located in neighborhood centers and libraries. In Fiscal Year 2002, the department plans to activate connections to all libraries, council offices, and neighborhood centers, per the I-Net business plan. Increase the city’s ability to analyze complex, interrelated community information using Geographic Information Systems (GIS). The department will accomplish this by supporting the city’s GIS Cooperative with systems and database expertise, and developing new GIS applications such as CityScan. Integrate the city's stand-alone business systems, dramatically enhancing productivity and government responsiveness. Serve as the coordinator for the Telecommunications Policy and Advisory Committee (TelePAC). This advisory group, commissioned by the Mayor and Council, provides recommendations regarding telecommunications policy. Continue to oversee the construction and design of Cox Communications’ new subscriber system, and work with Tucson’s newest cable TV provider, WideOpenWest (WOW). We expect this competition to result in lower rates, better customer service, and new products and services for Tucson residents. Continue to encourage a robust, competitive telecommunications environment by working with existing telecommunications providers and encouraging new providers to bring services to Tucson. Continue the Technical Intern Program, which provides training and technical employment for students from Pima Community College, the University of Arizona, and Tucson area high schools. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Information Technology Department is dedicated to ensuring citizens have access to electronic government services. Through the TelePAC, the department has actively engaged the community in defining telecommunication goals. The department has also authored a portion of the community strategic economic development plan. Applying cost-effective technologies like GIS, the department promotes resource sharing among city, county, and state organizations, and improves service delivery. The City of Tucson Internet home page provides Tucson citizens information instantly and allows them to submit comments or questions to policymakers. Goal: Excellent Public Education Advances in information technology emphasize the importance of lifelong learning. Educational institutions, including libraries and museums, are rethinking their approach to education and their support of nontraditional students. The Information Technology Department supports these efforts by providing high-speed Internet access to local libraries and neighborhood centers across a single network. The department is also working in a collaborative partnership to connect high schools, Pima Community College, and the University of Arizona through an educational network. 338 INFORMATION TECHNOLOGY Support for Livable Tucson Goals (Continued) Goal: Better Paying Jobs The department is preparing residents for better paying jobs through the Technical Intern program. The program provides students hands-on training in not only technical skills, but also the professional skills, such as project management and leading and participating in project teams that are in such high demand in today’s job market. Interns from Pima Community College, the University of Arizona, and Tucson area high schools earn a salary above the living wage and network with other interns as they prepare for the workplace. Using public systems at libraries, council offices, and neighborhood centers, citizens can access the Internet to identify opportunities and prepare themselves for high-paying jobs in technology-dependent industries. Surplus hardware is donated to local non-profit organizations that work with citizens to further technical skill development. Goal: Strong Local Business The department is a strong partner in the community-wide program to attract technology companies to Tucson. As a leader in the Information Technology Association of Southern Arizona (ITASA), the department is helping local businesses understand and use technology, and expand markets for locally-made products. The department is also an important voice in city policy regarding electronic commerce. Working with TelePAC, the department is also forming telecommunications policies that encourage a robust, community-wide communications infrastructure essential to competing in today’s global markets. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 11.50 2.00 22.00 33.00 11.50 2.00 22.00 33.00 12.50 2.00 23.00 34.00 12.50 2.00 23.00 34.00 68.50 68.50 71.50 71.50 POSITION RESOURCES PERMANENT Administration Telecommunications Applications Support Services Permanent Total 339 INFORMATION TECHNOLOGY Position Resources (Continued) NON-PERMANENT Applications Support Services Non-Permanent Total Department Total Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 2.00 0.50 2.00 0.50 2.00 0.50 2.00 0.50 2.50 2.50 2.50 2.50 71.00 71.00 74.00 74.00 $ 794,929 336,359 2,173,725 6,207,308 $ 1,196,730 1,077,530 1,685,280 6,080,680 $ 1,233,970 611,950 1,727,190 5,607,280 $ 1,232,060 911,130 1,844,290 6,776,000 $ 9,512,321 $ 10,040,220 $ 9,180,390 $ 10,763,480 FINANCIAL RESOURCES Administration Telecommunications Applications Support Services Department Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Department Total $ 4,489,058 $ 4,498,430 3,517,730 4,120,590 1,508,474 1,555,750 435,639 316,490 32,498 -0-0-0(471,078) (451,040) $ 4,761,650 $ 4,886,550 3,670,460 3,757,840 1,223,780 1,747,060 139,610 1,021,850 -0-0-0(97,000) (615,110) (552,820) $ 9,512,321 $ 10,040,220 $ 9,180,390 $ 10,763,480 $ 9,139,187 373,134 $ 9,259,620 780,600 $ 8,801,260 379,130 $ 10,176,610 586,870 $ 9,512,321 $ 10,040,220 $ 9,180,390 $ 10,763,480 SOURCE OF FUNDS General Fund General Fund - Restricted Department Total 340 INFORMATION TECHNOLOGY SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $10,763,480 is an increase of $723,260 due to the following changes: • Funds carried forward to Fiscal Year 2002 due to delayed purchases of equipment and services in Fiscal Year 2001 • Increase in mainframe computer software maintenance costs • Increased funding for electronic payment and constituent services and relationship management • Increase in citywide network backbone wiring projects • Increased funding for the personal computer replacement program • Impact of a 2% pay increase effective July 1, 2001 • Increase in citywide Internet Service Provider funding • Non-merit personal services cost increases • Impact on salaries due to Fiscal Year 2002 merit increases • Decrease in chargebacks to city departments for maintenance and data entry services • Increase in travel and technical training • Increase in group insurance • Impact of a 1% reduction to balance the budget • Decrease in mainframe and miscellaneous computer hardware and software purchases • Completion of one-time projects and acquisitions in Fiscal Year 2001 • Other miscellaneous changes $ 710,710 368,340 275,000 225,000 136,500 90,000 87,100 66,090 60,560 56,290 47,390 29,720 (97,000) (101,320) (1,229,000) (2,120) Department Total $ 723,260 ADMINISTRATION The Administration Division provides leadership, strategic direction, MISSION STATEMENT: planning, and support in the development and use of information technology. KEY MEASURES OF PERFORMANCE Key Outputs Establish a technical foundation for egovernment services and implement timely pilot programs. • Number of projects • Percent of projects completed on time Actual FY 2000 Adopted FY 2001 N/A 100% N/A N/A 341 Estimated FY 2001 7 100% Adopted FY 2002 4 80% INFORMATION TECHNOLOGY Administration (Continued) KEY MEASURES OF PERFORMANCE Ensure information technology programs are effective, on time, and within budget by creating and applying technical and project standards. • Percent of acquisition projects reviewed within five days • Number of pilot projects Ensure technology support roles and responsibilities are defined through service agreements with customer departments. • Percent of customer departments with service agreements Provide trained employees to meet the evolving technology needs of customer departments. • Percent of employees with training plan Key Outcomes Improve government services by providing appropriate technical solutions. • Percent of decrease in telephone inquiries to the Development Services Department about development activity due to on-line availability of data • Percent of customers accessing online inspection information • Number of customers accessing online telephone directory Improve the technical skills of Tucson’s workforce through the Technical Intern Program. • Number of interns participating in the program Actual FY 2000 Adopted FY 2001 N/A N/A 90% 95% N/A N/A N/A 1 N/A N/A 50% 80% N/A N/A 10% 50% N/A N/A 5% 10% N/A N/A 15% 30% N/A N/A 5,000 6,000 N/A N/A 12 10 342 Estimated FY 2001 Adopted FY 2002 INFORMATION TECHNOLOGY Administration (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 11.50 11.50 12.50 12.50 $ 794,929 $ 1,196,730 $ 1,233,970 $ 1,232,060 TELECOMMUNICATIONS The Telecommunications Division monitors contracts, licenses, and MISSION STATEMENT: leases to ensure city-licensed and franchised telecommunications service companies provide quality telecommunications services including voice, video, and data. The division promotes a robust telecommunications infrastructure in the Tucson community. KEY MEASURES OF PERFORMANCE Key Outputs Ensure quality cable telecommunications services are provided to the community by effectively resolving all customer complaints not resolved by Cox Communications, monitoring the subscriber system buildout and design, and working with Cox Communications to develop excellent customer service. • Number of complaints/inquiries • Percent responded to within two working days • Percent resolved within 30 days • Number of joint meetings held with Cox Communications Improve Tucson’s economic development efforts, increase competition, and improve customer service by encouraging new telecommunications companies to submit license applications. • Number of providers inquiring about City of Tucson licensing 189 100% 200 99% 200 99% 200 99% 100% 12 99% N/A 99% 12 99% 12 16 N/A 15 15 343 INFORMATION TECHNOLOGY Telecommunications (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 1 3 N/A N/A 2 3 2 4 10 N/A 13 15 $ 5,351 N/A $ 61,250 $ 61,250 4 N/A 6 6 Increase city telecommunications revenue by expanding current telecommunications services and adding new providers. • Total revenue ($000s) • Percent increase $ 2,900 N/A N/A N/A $ 3,200 10% $ 3,600 13% Award and disburse community telecommunications grants funded through public access fund in consultation with TelePAC. • Number of grants • Dollar value of grants 4 $ 30,000 N/A N/A 5 $ 50,000 5 $ 50,000 2.00 2.00 2.00 Promote, encourage, and process licenses for new cable television providers, competitive local exchange carriers, and long distance carriers. • Number of licensed cable companies • Number of newly licensed competitive local exchange carriers • Number of long distance carriers Key Outcomes Encourage telecommunications infrastructure expansion. • Estimated dollar value of fiber optic network expansion ($000s) • Number of cellular towers approved for installation on city property Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Restricted Financial Resources Total 2.00 $ 237,260 99,099 $ 296,930 780,600 $ 232,820 379,130 $ 324,260 586,870 $ 336,359 $ 1,077,530 $ 611,950 $ 911,130 344 INFORMATION TECHNOLOGY APPLICATIONS The Applications Division ensures proper citywide coordination, MISSION STATEMENT: utilization, and exploitation of existing and emerging technology for city departments and the citizens of Tucson by providing insight, counsel, project management, application development and implementation, database management, and on-going information technology support. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Key Outputs Complete all database projects within one week of scheduled date. • Number of projects • Percent of projects completed on time 120 100% 60 90% 60 90% 60 90% Complete all application projects within one week of scheduled date. • Number of projects • Percent of total projects N/A N/A 60 90% 60 90% 80 90% Key Outcomes Minimize disruption of normal city business and customer service provision by maintaining reliable system availability and timely information delivery to customers within pre-negotiated parameters. • Number of projects maintained • Percent maintained within parameters 200 90% 120 90% 120 90% 120 90% 24.00 24.00 25.00 25.00 $ 2,173,725 $ 1,685,280 $ 1,727,190 $ 1,844,290 RESOURCE SUMMARY Position Resources Financial Resources General Fund 345 INFORMATION TECHNOLOGY SUPPORT SERVICES The Support Services Division ensures a stable and secure computing MISSION STATEMENT: environment for city departments and staff by designing and providing reliable networks, help-desk services, desktop tool support, customer training, and timely printed materials. KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Key Outputs Ensure mainframe, network, and all local area networks and servers managed by this division are available during prime-use hours (Monday through Friday, 7:00 a.m. 6:00 p.m.). • Number of hours available • Total prime-use hours 2,849 2,860 2,831 2,860 2,831 2,860 2,831 2,860 Process routine reports, customer notifications, and customer billings on schedule by maintaining an up-time of 96% during non-prime use hours (Monday through Friday, 6:00 p.m. - 7:00 a.m.). • Number of hours available • Total non-prime use hours 3,272 3,380 3,245 3,380 3,245 3,380 3,245 3,380 Ensure accurate city financial reports and customer billings by attention to keypunching transactions. • Number of error-free transactions (000s) • Total keypunch transactions (000s) 1,373 1,373 878* 896* 1,350 1,400 878* 896* Provide for increased customer productivity by resolving support requests. • Number resolved at time of request • Total number of requests for support 4,800 7,896 8,000 10,000 6,400 8,000 8,000 10,000 Maintain customer productivity by ensuring that desktop hardware service vendors respond to service requests within four hours. • Number responded to within four hours • Total number of service requests 350 388 335 353 350 400 335 353 *Replacement of systems that would have reduced keypunching in Fiscal Year 2001 have been delayed to Fiscal Year 2002. As a result, reductions were not achieved in Fiscal Year 2001 as adopted, but are now anticipated for Fiscal Year 2002. 346 INFORMATION TECHNOLOGY Support Services (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure reliable and timely availability of computer hardware and software, and technical support for customers. • Percent of time local area networks and servers are available during prime-use hours (Monday through Friday, 7:00 a.m. - 6:00 p.m.) • Percent of customer calls for support resolved at time of call • Percent of on-site service calls responded to within four hours Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 99.6% 99.0% 99.0% 99.0% 61% 60% 60% 60% 90% 95% 90% 95% 33.50 33.50 34.50 34.50 $ 5,933,273 274,035 $ 6,080,680 -0- $ 5,607,280 -0- $ 6,776,000 -0- $ 6,207,308 $ 6,080,680 $ 5,607,280 $ 6,776,000 RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund - Restricted Financial Resources Total 347 348 OPERATIONS OPERATING: CAPITAL: TOTAL: $ 18,992,880 7,183,800 $ 26,176,680 POSITION TOTAL: 377.00 OPERATIONS ADMINISTRATION FACILITIES DESIGN AND MANAGEMENT FLEET SERVICES ARCHITECTURE AND ENGINEERING TECHNICAL PLANNING AND RESOURCES COMMUNICATIONS PROGRAM ALLOCATION FINANCING PLAN General Fund Debt Financing 19% Facilities Design and Management 27% Operations Administration 15% Architecture and Engineering 2% Miscellaneous Non-Federal Grants 6% Technical Planning and Resources 6% Fleet Services* 0% Miscellaneous Federal Grants 6% General Fund 68% Capital Improvements 27% 1984 General Obligation Bonds 1% Communications 23% *See Appendix B for the Fleet Services pre-credit budget detail. TEN YEAR STAFFING TRENDS Adopted Positions 900.00 332.00 335.00 337.00 341.00 350.00 365.00 377.00 2001 450.00 2000 600.00 1999 During Fiscal Year 1994, the Streets Division was transferred to the Department of Transportation and the Sanitation Division became the Solid Waste Management Department. 685.00 1998 696.00 685.00 1997 750.00 1996 1995 1994 1993 1992 300.00 349 350 OPERATIONS MISSION STATEMENT: To ensure effective, uninterrupted municipal services to city departments and the community by providing professionally operated and maintained public safety and general services communications systems, well-designed and maintained city facilities, efficiently-managed fleet acquisition and maintenance programs, and technical resources for energy management and telecommunication system development. OVERVIEW The Department of Operations consists of six divisions: Operations Administration, Facilities Design and Management, Architecture and Engineering, Technical Planning and Resources, Fleet Services, and Communications. The Communications Division is a primary service provider to the community and the region for emergency public safety notification services. The department provides city departments with city building maintenance and repair; facility design and construction project coordination; fleet management including maintenance, repairs, fueling, and vehicle/equipment acquisition; public safety/general communications dispatching operations and communication systems maintenance; and technology planning and resources for energy management programs and telecommunication system development. DEPARTMENT HIGHLIGHTS The city’s vehicle replacement program is in its seventh year of maintaining a modern and updated fleet. The citywide Energy Stars Building Program continues with the performance of energy audits, and the design and implementation of energy conservation strategies specific to budgeted buildings. Construction is scheduled to begin January 2002, for the Midtown Multi-Service Center, a facility designed to use one-half or less the energy requirements of a typical facility of its type. The district heating and cooling project for downtown Tucson (a centralized plant that takes advantage of the most recent energy/cost savings technologies) will begin Phase I implementation with the Tucson Convention Center, and Police and Fire Headquarters. The department will continue with the design and installation of the Regional Emergency Communications System to replace the existing radio and support infrastructure, in order to provide increased security and expand voice/data capabilities. A long-range plan to reduce the present $37 million deferred maintenance problem for facilities will be re-introduced. A second compressed natural gas fueling station will be added at the Eastside Service Center. The department reorganized the Facilities Design and Management Division and created a new division, Architecture and Engineering. 351 OPERATIONS SUPPORT FOR LIVABLE TUCSON GOALS Goal: Safe Neighborhoods The Communications Division provides the initial answering of 540,000 9-1-1 calls annually to police, fire, and medical emergencies. In addition, the division administers and operates the city’s emergency medical dispatch function by providing pre-arrival instructions for citizens reporting medical emergencies. The Communications Division also provides fire and medical dispatching services to the Tucson Fire Department, Avra Valley Fire District, Golder Ranch Fire District, and Northwest Fire District. The Multi-Agency Mutual Aid Radio System maintained by the division provides 13 public safety agencies in the Tucson metropolitan area the ability to communicate with each other when providing emergency services. Goal: Engaged Community and Responsive Government To promote state of the art technology, the Department of Operations is managing the design and installation of 125 miles of fiber optic network that will connect 91 public buildings. Working with other city departments as well as with the University of Arizona, Pima Community College, and Tucson Unified School District, the network will provide enhanced voice, data, and video conferencing capabilities for public safety, educational, and neighborhood service uses. The Architecture and Engineering Division ensures that the unique cultural and traditional fabrics of neighborhoods are respected and maintained relative to new public building construction, by conducting public meetings where citizen input concerning design is received. Goal: Clean Air and Quality Water The Fleet Services Division has numerous programs in place to reduce pollutants and waste materials. These programs include comprehensive, scheduled preventive maintenance services; annual emissions testing for all fleet units; alternative fuels for a portion of the vehicle fleet; and waste stream reduction. The Communications Division provides 24-hour leak detection monitoring of 20 fuel storage tanks and associated piping. Goal: Efficient Use of Natural Resources The Department of Operations designs and implements energy management and conservation programs in city facilities for energy reduction and cost savings. Activities include energy saving lighting retrofits, solar applications, energy audits, and the use of energy-efficient construction materials and building equipment. 352 OPERATIONS Support for Livable Tucson Goals (Continued) Efficient Use of Natural Resources (Continued) The Fleet Services Division manages a program promoting the use of alternative fuels. The program replaces gasoline and diesel powered fleet vehicles with vehicles operating on compressed natural gas (CNG), a more abundant, less expensive resource than oil. Fleet Services plans on purchasing 12 CNG units this fiscal year, bringing the city’s complement of alternative fueled vehicles to approximately 170 units. As mandated by the Mayor and Council, the Department of Operations is installing solar devices on city facilities over the next five years. The city’s recognized savings from Tucson Electric Power’s 1% rate cut is being reinvested for the promotion of solar energy. Fleet Services will also reduce fuel consumption related to new vehicle procurements through its rightsizing program, which is designed to match the most fuel-efficient vehicles to work requirements. The Technical Planning and Resources Division furthers energy efficiency by educating both private sector and city staff designers, builders, and contractors, as well as city and county code officials, on the locally adopted Sustainable Energy Standard, which is 50% more rigorous than the Model Energy Code. Goal: Successful Downtown The Department of Operations is implementing a program to provide heating and cooling to downtown governmental and privately-owned facilities using a single physical plant. This will result in reduced energy costs for these buildings and serve as an economic incentive for future investment and new development in the downtown area. Goal: Organizational Support The Department of Operations supports city departments by maximizing the hours of availability of facilities, fleet vehicles and off-road equipment, and communications systems. The Department of Operations enables city departments to achieve their missions by ensuring the highest quality of facility design and construction, and telecommunications/communications systems buildout. Fleet Services minimizes the avoidable costs associated with obsolete and/or aged vehicles by effectively administering a fleet replacement program. 353 OPERATIONS DEPARTMENT RESOURCES Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 10.00 132.00 -010.00 106.00 103.00 10.00 132.00 -010.00 108.00 114.00 11.00 132.00 -011.00 107.00 114.00 11.00 112.00 20.00 11.00 106.00 114.00 361.00 374.00 375.00 374.00 1.00 -01.00 1.00 1.00 -01.00 1.00 1.00 -01.00 1.00 -01.00 1.00 1.00 3.00 3.00 3.00 3.00 364.00 377.00 378.00 377.00 650,846 8,112,951 -01,518,666 -05,066,215 $ 3,716,220 8,258,670 -01,368,860 -05,633,700 $ 3,716,220 7,558,610 -01,326,860 -05,553,170 $ 3,834,720 7,084,690 614,590 1,457,720 -06,001,160 15,348,678 1,627,035 18,977,450 3,868,000 18,154,860 2,149,000 18,992,880 7,183,800 $ 16,975,713 $ 22,845,450 $ 20,303,860 $ 26,176,680 POSITION RESOURCES PERMANENT Operations Administration Facilities Design and Management* Architecture and Engineering* Technical Planning and Resources Fleet Services Communications Permanent Total NON-PERMANENT Facilities Design and Management Architecture and Engineering Technical Planning and Resources Fleet Services Non-Permanent Total Department Total FINANCIAL RESOURCES Operations Administration Facilities Design and Management* Architecture and Engineering* Technical Planning and Resources Fleet Services** Communications Operating Total Capital Improvements Department Total $ *For Fiscal Year 2002, the Operations Department reorganized the Facilities Design and Management Division and created a new division, Architecture and Engineering. **The net budget for Fleet Services is zero. Costs are recovered by charging other departments for vehicle acquisition and maintenance services through interactivity transfers. See Appendix B for budget details. 354 OPERATIONS Department Resources (Continued) Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Operating Total Capital Improvements Department Total $ 16,685,589 $ 18,195,990 $ 18,170,990 $ 19,213,720 17,670,473 20,454,880 18,245,980 20,336,600 8,508,108 8,507,650 9,731,030 10,435,920 6,602,545 8,082,440 8,087,250 8,656,460 -0-0-0(151,000) (34,118,037) (36,263,510) (36,080,390) (39,498,820) 15,348,678 1,627,035 18,977,450 3,868,000 18,154,860 2,149,000 18,992,880 7,183,800 $ 16,975,713 $ 22,845,450 $ 20,303,860 $ 26,176,680 $ 16,817,172 -0775 21,491 136,275 $ 19,197,450 -01,470,000 1,470,000 708,000 $ 16,655,860 -01,470,000 1,470,000 708,000 $ 18,011,880 5,000,000 1,500,000 1,500,000 164,800 $ 16,975,713 $ 22,845,450 $ 20,303,860 $ 26,176,680 SOURCE OF FUNDS General Fund General Fund - Debt Financing Miscellaneous Non-Federal Grants Miscellaneous Federal Grants 1984 General Obligation Bonds Department Total 355 OPERATIONS SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) Operating The adopted budget for Fiscal Year 2002 of $18,992,880 is an increase of $15,430 due to the following changes: • Funds carried forward to Fiscal Year 2002 due to delayed purchases of equipment and services in Fiscal Year 2001 • Impact of a 2% pay increase effective July 1, 2001 • Impact on salaries due to Fiscal Year 2002 merit increases • Added funding for parking lot maintenance • Increase in group insurance • Increased funding for proprietary building maintenance and utilities costs • Increase budget for grant funding including one senior community services project coordinator position • Impact of reorganizing the Facilities Design and Management Division and the Architectural and Engineering (A&E) Division, including reduction of two public building maintenance positions, addition of one secretary position, and upgrade of a chief architect to operations administrator • Impact of a 1% reduction to balance the budget • Reduction of one-time funding for communications site air conditioning upgrades • Reduction of one-time funding for purchases of equipment and services • Reduction of one-time funding for expansion of the 9-1-1 communications center • Reduction of one-time funding for construction and renovation projects • Other miscellaneous changes Operating Total $ 313,000 187,650 100,000 88,580 64,900 60,000 6,980 (151,000) (156,000) (163,740) (250,000) (790,870) (60,560) $ Capital The adopted budget for Fiscal Year 2002 of $7,183,800 is an increase of $3,315,800 due to the following changes: • Addition of funding for emergency communications system and facility • Carryforward to Fiscal Year 2002 for buildings and equipment projects not completed in Fiscal Year 2001 • Carryforward to Fiscal Year 2002 for Americans with Disabilities Act projects not completed in Fiscal Year 2001 • Addition of funding for city hall annex communications system • Completion of Americans with Disabilities Act projects • Completion of buildings and equipment projects 766,490 15,430 $ 5,164,800 1,373,400 345,600 300,000 (548,400) (3,319,600) Capital Total $ 3,315,800 Department Total $ 3,331,230 356 OPERATIONS OPERATIONS ADMINISTRATION MISSION STATEMENT: The Operations Administration Division provides overall direction and management for six divisions and supports their efforts in the areas of budgeting, cost accounting, personnel, environmental compliance, safety, and training. KEY MEASURES OF PERFORMANCE Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Key Outputs Conduct in-house quarterly occupational safety and health inspections departmentwide. • Number of quarterly inspections 4 5 4 4 Ensure departmental accountability by administering major budget, procurement and personnel systems. • Number of systems 3 N/A 3 3 Key Outcomes Continue to refine adopted customer service survey recommendations presented by department directors. • Facilities Design and Management • Architecture and Engineering • Technical Planning and Resources • Fleet Services • Communications 100% N/A 100% 100% 100% 100% N/A 100% 100% 100% 100% N/A 100% 100% 100% 100% 100% 100% 100% 100% Reduce occupational safety and health violations by conducting quarterly inspections. • Repeat violations identified/eliminated • Percent of serious violations avoided 10 100% 25 100% 20 100% 12 100% 11.00 11.00 RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Miscellaneous Federal Grants Financial Resources Total 10.00 10.00 $ 649,889 775 182 $ $ 650,846 $ 3,716,220 357 776,220 1,470,000 1,470,000 $ 776,220 1,470,000 1,470,000 $ 3,716,220 $ 834,720 1,500,000 1,500,000 $ 3,834,720 OPERATIONS FACILITIES DESIGN AND MANAGEMENT MISSION STATEMENT: The Facilities Design and Management Division ensures a healthy, functional, aesthetic, and sustainable building environment for all city employees and the public by providing cost-effective facility maintenance that respond to the long-term requirements of the city and are sensitive to user needs. KEY MEASURES OF PERFORMANCE Actual FY2000 Adopted FY 2001 37,262 39,000 40,000 40,000 Manage remodeling and alteration projects. • Number of projects managed N/A N/A 150 160 Manage maintenance projects. • Number of projects managed 274 N/A 325 340 95% 95% 95% 95% • Percent of projects completed within 100% N/A 98% 98% Meet the requirements of customer departments for facility and alterations maintenance by implementing 100% of all adopted suggestions. • Percent of adopted suggestions implemented 100% 100% 100% 100% 133.00 133.00 133.00 112.00 $ 8,112,951 $ 8,258,670 $ 7,558,610 $ 7,084,690 Key Outputs Respond to work requests received for routine building maintenance within 48 hours. • Number of requests received Key Outcomes Respond to work requests received for routine building maintenance within 48 hours. • Percent responded to within 48 hours Manage maintenance projects. 5% of estimated costs Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources Financial Resources General Fund 358 OPERATIONS ARCHITECTURE AND ENGINEERING* MISSION STATEMENT: The Architecture and Engineering Division ensures a healthy, functional, aesthetic and sustainable building environment for all city employees and the public by providing costeffective facility designs that respond to the long-term requirements of the city and are sensitive to user needs. The division ensures construction that is sound and complies with applicable requirements. KEY MEASURES OF PERFORMANCE Actual FY2000 Adopted FY 2001 Key Outputs Manage major design projects that involve construction of new buildings, remodeling, and major maintenance projects. • Number of project designs managed 17 N/A 35 40 Manage construction projects involving new buildings, remodels, and renovation projects. • Number of projects managed 22 N/A 40 45 Conduct special architectural and planning studies on request. • Number of studies 35 60 40 40 98% N/A 98% 98% 98% N/A 98% 98% 100% 100% 100% 100% Key Outcomes Manage major design projects that involve construction of new buildings, remodeling, and major maintenance projects. • Percent of designs managed within schedule and within budget Manage construction projects involving new buildings, remodels, and renovation projects. • Percent of projects completed within 5% of authorized construction costs Meet the requirements of customer departments for facility design and construction by implementing 100% of all adopted suggestions. • Percent of adopted suggestions implemented Estimated FY 2001 Adopted FY 2002 *In prior fiscal years, the functions and resources of this division were part of the Facilities Design and Management Division. 359 OPERATIONS Architecture and Engineering (Continued) RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 -0- -0- -0- 21.00 $ -0- $ -0- $ -0- $ 614,590 TECHNICAL PLANNING AND RESOURCES MISSION STATEMENT: The Technical Planning and Resources Division provides design and oversight of telecommunications (fiber optics, local area network and wide area network, microwave, and radio) for all city services, including Police, Fire, and emergency medical services. The division designs and implements energy management and conservation programs in city facilities for energy reduction and cost savings. KEY MEASURES OF PERFORMANCE Key Outputs Review and manage energy projects (i.e., lighting, heating, cooling) for new or modified city facilities. • Number of projects reviewed and managed Respond to requests for engineering and technical assistance from city offices. • Number of requests Design and review telecommunication systems (fiber optics, local and wide area networks, microwave, and radio). • Number of systems designed and reviewed Key Outcomes Complete energy management and conservation enhancements throughout city facilities. Achieve an excellent rating for improvements through debriefings with end users on a project-by-project basis. • Percent of projects receiving excellent rating 28 20 24 24 635 635 635 520 15 15 15 12 N/A N/A 95% 95% 360 OPERATIONS Technical Planning and Resources (Continued) KEY MEASURES OF PERFORMANCE Achieve an excellent rating for services delivered by the division in a survey of department representatives. • Percent of services receiving excellent rating Reduce utility costs and pollution by creating energy efficient buildings. • Utility costs savings* • Equivalent number of cars removed from roadway (pollution reduction)* Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 100% 100% 100% 100% $ 473,370 706 $ 500,000 746 $ 500,000 746 $ 550,000 820 *Benchmark adopted by the Environmental Protection Agency RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Federal Grants Financial Resources Total 11.00 11.00 12.00 12.00 $ 1,497,357 21,309 $ 1,368,860 -0- $ 1,326,860 -0- $ 1,457,720 -0- $ 1,518,666 $ 1,368,860 $ 1,326,860 $ 1,457,720 FLEET SERVICES MISSION STATEMENT: The Fleet Services Division meets the transportation and equipment needs of city departments by providing effective maintenance and repair services, managing fuel operations, acquiring new vehicles and equipment, and operating city motor pools. KEY MEASURES OF PERFORMANCE Key Outputs Perform scheduled vehicle maintenance services. • Number of maintenance services performed • Percent of preventive maintenance services performed on city fleet vehicles 5,630 5,800 5,980 6,030 89.5% 89.0% 90.0% 90.0% 361 OPERATIONS Fleet Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY2000 Adopted FY 2001 286 275 300 300 27 10 22 12 2,000 1,925 2,000 2,050 1 2 2 2 Key Outcomes Complete fleet repairs within established industry labor time standards. • Percent of repairs within standards 93% 90% 90% 90% Ensure availability of safe, well-maintained fleet vehicles. • Percent of vehicles available ◊ Public Safety ◊ All Other ◊ Total 86.8% 86.6% 86.8% 92.0% 90.0% N/A 92.0% 90.0% 90.0% 90.0% 90.0% 90.0% 2 15 5 5 19 25 10 10 Acquire new vehicles to replace older vehicles. of replacement vehicles • Number acquired Purchase new vehicles that operate on clean burning, less expensive, compressed natural gas (CNG). • Number of CNG vehicles purchased Perform emission inspections (including any associated repairs) on city vehicles to ensure compliance with state emission standards. • Number of emission inspections conducted Conduct reviews of city fleet utilization. • Number of reviews conducted Reduce the size of the city’s fleet by recommending the reassignment or removal from service of underutilized fleet units. • Number of vehicles reassigned to achieve more efficient use • Number of vehicles removed from service 362 Estimated FY 2001 Adopted FY 2002 OPERATIONS Fleet Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY2000 Adopted FY 2001 151 9.0% 157 9.4% 158 9.4% 170 9.4% Operate fleet vehicles on clean burning, less expensive, compressed natural gas, resulting in cleaner air and the efficient use of natural resources. • Total CNG vehicles • Percent of light duty units operating on CNG Estimated FY 2001 Adopted FY 2002 RESOURCE SUMMARY Position Resources 107.00 109.00 108.00 107.00 Financial Resources General Fund* $ $ -0- $ -0- $ -0- -0- *The net budget for Fleet Services is zero. Costs are covered by charging other departments for vehicle acquisition and maintenance services through interactivity transfers. See Appendix B for budget details. COMMUNICATIONS MISSION STATEMENT: The Communications Division provides continuous 9-1-1 and emergency dispatching services to City of Tucson residents, visitors, and other regional public safety agencies and maintains reliable and cost-effective voice and data communications systems to support city departments in delivering public services. KEY MEASURES OF PERFORMANCE Key Outputs Receive 9-1-1 calls for fire, medical, or police assistance. • Number of calls received Provide computer-aided dispatch services for fire and emergency medical units. • Number of fire and emergency medical calls dispatched 540,000 508,000 578,000 578,000 81,658 85,200 80,000 80,000 363 OPERATIONS Communications (Continued) KEY MEASURES OF PERFORMANCE Actual FY2000 Adopted FY 2001 Design, install, and maintain City of Tucson telephone systems resulting from additions, moves, changes, and repairs. • Number of requests for service 853 N/A 930 930 Provide 9-1-1 public education presentations to schools and community groups. • Number of presentations 61 60 60 60 Key Outcomes Respond to major communication system failures including microwave, fiber network, automatic vehicle location, fuel system. • Percent responded to within one hour 100% 100% 100% 100% 100% N/A 100% 100% 90% N/A 90% 90% 100% 95% 100% 100% Respond to major computer system failures including computer-aided dispatch, automatic vehicle location, leak detection, and fuel system. • Percent of service requests responded to within one hour Achieve a superior rating for emergency medical dispatch services by performing quality assurance reviews in accordance with a nationally recognized scoring system. • Percent of quality assurance reviews receiving superior rating Repair major communications systems including microwave, fiber network, automatic vehicle location, and fuel systems within 12 hours. • Percent of systems returned to service within 12 hours 364 Estimated FY 2001 Adopted FY 2002 OPERATIONS Communications (Continued) KEY MEASURES OF PERFORMANCE Repair major computer systems including computer-aided dispatch, automatic vehicle location, leak detection, and fuel system within 12 hours. • Percent of systems returned to service within 12 hours Achieve highest levels of departmental user satisfaction for telecommunications services. • Percent of surveyed customers indicating above average or excellent Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 100% N/A 100% 100% N/A N/A 80% 90% N/A N/A 100% 100% 103.00 114.00 114.00 114.00 $ 5,066,215 $ 5,633,700 $ 5,553,170 $ 6,001,160 Ensure effectiveness of 9-1-1 presentations. • Percent of surveyed respondents indicat- ing that the information presented was useful and remembered RESOURCE SUMMARY Position Resources Financial Resources General Fund 365 366 PROCUREMENT OPERATING: $ 3,395,960 POSITION TOTAL: 82.00 ADMINISTRATION REPROGRAPHICS MAIL SERVICES STORES PURCHASING CONTRACT ADMINISTRATION ARCHITECTURAL ENGINEERING CONTRACTS PROGRAM ALLOCATION FINANCING PLAN Architectural Engineering Contracts 3% Purchasing 17% Mail Services 8% General Fund 100% Administration 19% Reprographics* 0% Contract Administration 18% Stores 35% *See Appendix B for the Reprographics pre-credit budget detail. TEN YEAR STAFFING TRENDS Adopted Positions 90.00 1995 1996 76.00 2000 72.00 75.00 1999 72.00 75.00 1998 72.00 1994 70.00 73.00 1993 80.00 1997 81.00 77.00 70.00 367 2001 1992 60.00 368 PROCUREMENT MISSION STATEMENT: To support city departments in meeting their goals by ensuring needed materials and services are available on time, of best value, and acquired with integrity. OVERVIEW The Procurement Department strives to improve the efficiency and effectiveness of purchasing practices, maximize the purchasing value of public funds, and support city departments in accomplishing their missions. Policies promote environmentally sensitive purchases, competition among vendors providing materials and services to the city, and local purchases to benefit the local economy. The Procurement Department includes the divisions of Administration, Reprographics, Stores, Contract Administration, Mail Services, Purchasing, and Architectural Engineering Contracts. Services provided by the Procurement Department include contracting for all supplies, materials, equipment, services, and construction, and providing in-house printing, inventories needed for daily operations, and distribution of interdepartmental and postal mail. DEPARTMENT HIGHLIGHTS The Mayor and Council adopted a living wage ordinance in September of 1999 requiring that employees of city contractors who supply specified services to the city be paid a living wage and also be offered health insurance or additional compensation. The Procurement Department is responsible for monitoring compliance, including the investigation of alleged violations. The Procurement Department received the Achievement of Excellence in Procurement award from the National Purchasing Institute, one of 48 purchasing organizations to receive the award. The department has received the award for five consecutive years. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Reduced Poverty and Equality of Opportunity The Procurement Department supports the city’s Minority and Women Owned Business Enterprise Program (MWBE) through goals for construction services and a competitive bid preference to eligible MWBE firms. The department works closely with minorityand women-owned businesses in the community by participating in outreach and training programs to maintain contact with such vendors. The Procurement Department supports the community through coordination of the city’s surplus property donation program. The program allows for donation of surplus property, with Mayor and Council approval, to local non-profit agencies and schools. One of the most requested donations is for computers, which are used for training youth and other groups in developing computer skills. 369 PROCUREMENT Support for Livable Tucson Goals (Continued) Goal: Strong Local Business The Procurement Department, through competitive procurement practices, provides economic stimulation to the local business community. Specifically, the tax-offset program allows purchases to be evaluated by adding sales tax that would be paid to the taxing jurisdiction to the base bid of non-Tucson firms. This program represents up to a 3.2% tax-offset to Tucson vendors. Since its inception in 1990, over one million contract dollars have been awarded to Tucson vendors through the tax-offset program. In addition, since Fiscal Year 1992, the city has awarded an average 76% of annual purchases to vendors within the local metropolitan area. Goal: Efficient Use of Natural Resources Procurement purchases products that reduce the waste-stream, such as remanufactured toner cartridges, reloaded ammunition brass, recycled paper, restroom products, envelopes, polyethylene containers, trash can liners, and forms. The department also reduces the number of products in use through source reduction (e.g., purchase of energy saving lamps, environmentally friendly reprographic products and processes, and alternate fuels). Management staff participates on the Environmental Action Committee. The department publishes an annual report on “Resource Efficient Procurement”. Goal: Better Paying Jobs The Procurement Department supports the goal of better paying jobs through the Living Wage ordinance adopted by Mayor and Council in September of 1999. The Living Wage ordinance requires that employees of city contractors providing specified services to the city be paid a living wage of either $8 or $9 an hour, depending on whether the contractor offers health insurance benefits. The Living Wage ordinance will increase the ability of employees to support themselves and their families, decrease poverty and reduce the need for taxpayer funded social services in Tucson. The Procurement Department is responsible for monitoring compliance of the ordinance, including the investigation of alleged violations. Goal: Organizational Support The Procurement Department supports all city departments in accomplishing their missions by ensuring materials, equipment, services and construction are acquired on time and are of best value. 370 PROCUREMENT DEPARTMENT RESOURCES Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 9.00 11.00 29.00 11.00 7.00 14.00 -0- 9.00 11.00 29.00 11.00 7.00 14.00 -0- 5.00 11.00 29.00 11.00 7.00 14.00 4.00 6.00 11.00 29.00 11.00 7.00 13.00 5.00 81.00 81.00 81.00 82.00 POSITION RESOURCES PERMANENT Administration Reprographics Stores Contract Administration Mail Services Purchasing Architectural Engineering Contracts Department Total FINANCIAL RESOURCES Administration Reprographics* Stores Contract Administration Mail Services Purchasing Architectural Engineering Contracts** Department Total $ 543,296 43,010 1,033,898 426,697 237,736 556,436 -0- $ 615,850 -01,184,770 930,990 286,570 604,990 -0- $ 529,750 -01,177,030 826,420 287,990 605,100 94,780 $ 626,850 -01,195,090 609,670 260,190 592,240 111,920 $ 2,841,073 $ 3,623,170 $ 3,521,070 $ 3,395,960 $ 2,915,938 372,791 2,277,122 63,000 -0-0(2,787,778) $ 3,197,540 357,340 2,191,080 573,990 12,010 -0(2,708,790) $ 3,198,410 368,280 2,168,980 467,760 12,010 -0(2,694,370) $ 3,363,450 438,610 2,284,130 104,980 46,000 (32,000) (2,809,210) $ 2,841,073 $ 3,623,170 $ 3,521,070 $ 3,395,960 $ 2,841,073 $ 3,623,170 $ 3,521,070 $ 3,395,960 $ 2,841,073 $ 3,623,170 $ 3,521,070 $ 3,395,960 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Department Total SOURCE OF FUNDS General Fund Department Total *The net budget for Reprographics is zero. Costs are recovered by charging other departments for printing services through inter-activity transfers. See Appendix B for budget details. **The Architectural Engineering Contracts section was established as a new division during Fiscal Year 2001. 371 PROCUREMENT SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $3,395,960 is a decrease of $227,210 due to the following changes: • Impact of a 2% pay increase effective July 1, 2001 • Non-merit personal services cost increases • Addition of one senior contract officer position (fully offset by interactivity credits) to support the Department of Transportation's architectural and engineering contracts • Impact on salaries due to Fiscal Year 2002 merit increases • Increase in funding for carpet replacement • Increased funding for the purchase of an inventory software system • Increase in vehicle costs due to revised rates • Increase in building maintenance costs • Impact of a 1% reduction to balance the budget • Reduction of one-time funding for the purchase a new mailing machine • Increase in interactivity credits from the Department of Transportation for contracting services • Increase in interactivity credits form the Department of Operations for stores services • Decrease due to completion of the initial phases of the on-line procurement integration system project after carryforward of $104,980 from Fiscal Year 2001 • Other miscellaneous changes Department Total $ 100,000 90,120 57,100 52,910 16,000 15,000 13,100 11,000 (32,000) (40,000) (57,100) (82,500) (395,020) 24,180 $ (227,210) 372 PROCUREMENT ADMINISTRATION MISSION STATEMENT: The Administration Division provides strategic direction and management to the department by planning, coordinating, and implementing procurement operations in accordance with applicable laws, Mayor and Council policy, and the administrative direction of the City Manager. KEY MEASURES OF PERFORMANCE Key Outputs Manage sales of surplus city property. • Number of sales held Support the local business community through the “Tucson First” program by using competitive procurement practices, including the tax-offset program, to award purchasing dollars to local vendors. • Amount of purchasing dollars awarded to local vendors ($000s) Key Outcomes Receive revenues from the sale of surplus city property. Percent of purchasing dollars awarded to local vendors. Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 14 10 12 14 $ 150,449 $ 121,000 $ 151,000 $ 160,000 $ 701,737 $ 900,000 $ 750,000 $ 760,000 72.5% 72.0% 73.0% 73.0% RESOURCE SUMMARY Position Resources Financial Resources General Fund 9.00 9.00 5.00 6.00 $ 543,296 $ 615,850 $ 529,750 $ 626,850 373 PROCUREMENT REPROGRAPHICS MISSION STATEMENT: The Reprographics Division provides responsive, quality in-house reprographic services for all departments by typesetting, printing, and binding documents and reports at or below commercial prices in a timely manner. KEY MEASURES OF PERFORMANCE Key Outputs Provide printing services to city departments. • Number of offset print jobs completed • Number of quick print jobs completed Key Outcomes Fulfill customer requirements for printing services in a cost-efficient and timely manner. • Percent of offset print jobs completed within ten working days of request • Percent of quick print jobs completed within two working days of request 2,527 2,421 2,737 2,400 2,562 2,203 2,650 2,380 72% 75% 74% 75% 98% 96% 97% 96% 11.00 11.00 11.00 11.00 $ 43,010 $ -0- $ -0- $ -0- RESOURCE SUMMARY Position Resources Financial Resources General Fund* *The net budget for Reprographics is zero. Costs are recovered by charging other departments for printing services through inter-activity transfers. See Appendix B for budget details. 374 PROCUREMENT STORES MISSION STATEMENT: The Stores Division operates seven warehouses and manages a $1.8 million supply inventory needed for the daily operation of all city departments; orders special non-stock items for the Fleet Services Division of the Department of Operations and for Tucson Water; provides hazardous material safety information on inventory items to city departments in the form of material safety data sheets; delivers goods on a timely basis; and disposes of city surplus material and equipment by public sale, auction, donation, or redistribution to departments. KEY MEASURES OF PERFORMANCE Key Outputs Process and deliver requested materials to user departments and offices. • Number of orders delivered 5,900 6,200 4,500 5,200 Locate, purchase, and deliver non-stock items for Fleet Services and Tucson Water. • Number of orders completed 8,572 8,200 8,500 8,550 Reconcile on-hand quantities for stock inventory items. • Number of stock items reconciled 12,314 15,400 15,400 15,000 94% 92% 94% 94% 92% 92% 92% 92% $ 1,743 0.05% $ 2,000 0.10% $ 1,800 0.05% $ 1,800 0.05% Key Outcomes Fulfill customer requirements for inventory items. • Percent processed and delivered within three working days of request • Percent of special non-stock items located, purchased, and delivered within two working days of request Limit the amount of losses through the reconciliation of inventory. • Value of inventory ($000s) • Percent of inventory losses RESOURCE SUMMARY Position Resources Financial Resources General Fund 29.00 29.00 29.00 29.00 $ 1,033,898 $ 1,184,770 $ 1,177,030 $ 1,195,090 375 PROCUREMENT CONTRACT ADMINISTRATION MISSION STATEMENT: The Contract Administration Division meets the needs of city departments by contracting for professional services, maintenance, and construction services, and ensuring that all contracts are solicited, evaluated, awarded, and administered in accordance with applicable federal, state, and local laws. The division monitors contract compliance, including wage rates on federally funded construction projects, and wage requirements on city contracts subject to the Living Wage Ordinance. KEY MEASURES OF PERFORMANCE Key Outputs Contract for professional, maintenance, and construction services. 186 170 108 150 Award purchase orders. 631 1,000 720 850 15 15 8 10 86% 90% 80% 85% 90% 90% 85% 90% Ensure that federally funded construction contracts are in compliance with wage rates. • Percent achieving compliance 100% 100% 100% 100% Ensure that applicable contracts are in compliance with Living Wage requirements. • Percent achieving compliance 100% 100% 100% 100% Monitor federally-funded construction projects over $100,000 to ensure wage rate compliance with labor standards. • Number of projects monitored Key Outcomes Assure integrity in the expenditure of public monies by acquiring needed materials and services on time and at best value. • Percent of contracts issued within the department standard of 120 calendar days • Percent of purchase orders issued within the department standard of 28 calendar days RESOURCE SUMMARY Position Resources Financial Resources General Fund 11.00 11.00 11.00 11.00 $ 426,697 $ 930,990 $ 826,420 $ 609,670 376 PROCUREMENT MAIL SERVICES MISSION STATEMENT: The Mail Services Division provides centralized pickup and delivery service for interdepartment and postal mail to city departments. The division also provides for the insertion of water bills, business license statements, and various other bills. KEY MEASURES OF PERFORMANCE Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 38 250 166 300 Key Outputs Provide mail services for city departments. • Number of pieces - outgoing presorted postal mail (000s) • Number of pieces - outgoing postal mail (000s) • Number of water bills processed (000s) 5,386 5,800 5,400 5,600 2,732 2,500 2,600 2,800 Key Outcomes Save two cents per piece by presorting postal mail. • Dollars saved $ 959 $ 6,250 $ 3,320 $ 6,000 RESOURCE SUMMARY Position Resources Financial Resources General Fund 7.00 7.00 7.00 7.00 $ 237,736 $ 286,570 $ 287,990 $ 260,190 PURCHASING MISSION STATEMENT: The Purchasing Division purchases all supplies, materials, equipment, and related services needed by customer departments and offices; and assures that all purchases are solicited, evaluated, awarded, and administered in accordance with applicable federal, state, and local laws. KEY MEASURES OF PERFORMANCE Key Outputs Award purchase orders for supplies and services. Award contracts for supplies and services. 12,777 10,500 10,500 10,500 187 160 160 170 377 PROCUREMENT Purchasing (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Meet customer needs for materials and services on time, at the best value, and with integrity. • Percent of purchase orders awarded within the department standard of 28 calendar days • Percent of contracts awarded within the department standard of 120 calendar days Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 81% 88% 88% 90% 80% 86% 86% 90% 14.00 14.00 14.00 13.00 $ 556,436 $ 604,990 $ 605,100 $ 592,240 RESOURCE SUMMARY Position Resources Financial Resources General Fund ARCHITECTURAL ENGINEERING CONTRACTS MISSION STATEMENT: The Architectural Engineering Contracts Division ensures the acquisition of capable and qualified architectural and engineering services in order to maximize the value of the city’s public works projects. KEY MEASURES OF PERFORMANCE Key Outputs Award contracts for architectural, engineering, environmental and designbuild services. Process contract amendments. 66 80 80 80 40 48 48 48 378 PROCUREMENT Architectural and Engineering Contracts (Continued) KEY MEASURES OF PERFORMANCE Key Outcomes Ensure best value in the expenditure of public monies by acquiring qualified services at a fair price and on time. • Percent of contracts issued within the department standard of 120 calendar days • Percent of amendments processed within the department standard of ten calendar days Actual FY2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 NA* 90% 95% 95% NA* 90% 95% 95% -0- -0- 4.00 5.00 $ -0- $ -0- $ 94,780 $ 111,920 *Tracking system not developed until Fiscal Year 2001. RESOURCE SUMMARY Position Resources Financial Resources General Fund 379 380 COMMUNITY RELATIONS* OPERATING: $ 1,455,720 POSITION TOTAL: 18.12 FINANCING PLAN PROGRAM ALLOCATION Community Relations 100%** General Fund 100% **See appendices for breakdown of Community Relations and Video Productions budgets 18.12 18.12 2001 1995 18.12 2000 12.50 15.42 1998 12.50 15.42 1997 12.50 1994 12.50 15.00 1993 20.00 1999 TEN YEAR STAFFING TRENDS Adopted Positions 13.50 10.00 5.00 1996 1992 0.00 *Included as the Information Outreach Division of the City Manager in prior fiscal years. 381 382 COMMUNITY RELATIONS MISSION STATEMENT: Community Relations is responsible for assisting departments and offices in reaching the public with specific city information and encouraging citizens to get involved in their city government. These tasks are accomplished by producing a variety of television programs which highlight the work of city departments and the weekly deliberations of the Mayor and Council, creating graphic and written materials that explain city services, working with the media to cover city stories, designing and writing an Internet Web site, and publishing a weekly CityPage of events and activities that encourages public participation. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government Community Relations notifies the public and encourages public participation by producing live Mayor and Council meetings on Channel 12; listing community events and public meetings in CityPage in the Sunday newspaper; ensuring direct access to city offices through the InfoGuide, a city service directory; providing 24-hour access to city information plus on-line opportunities for citizen feedback through the city’s Web site; and promoting city events and services available to the public on the Topic of Tucson television program. Goal: Clean Air and Quality Water Community Relations assists these goals with public education by producing public service announcements, brochures, public affairs programming, and media relations for Environmental Management, Tucson Water Department, and the Solid Waste Management Department. Goal: Respected Historic and Cultural Resources Community Relations is videotaping the South Sixth Avenue, Park Avenue, and Stone Avenue transportation projects for its Channel 12 archives. This footage, as well as that of the city’s downtown area, documents the visual look of Tucson prior to restoration or rejuvenation projects. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 PERMANENT Community Relations 15.00 15.00 15.00 15.00 Permanent Total 15.00 15.00 15.00 15.00 POSITION RESOURCES 383 COMMUNITY RELATIONS Position Resources (Continued) Actual FY 2000 Adopted FY 2001 3.12 3.12 3.12 3.12 3.12 3.12 3.12 3.12 18.12 18.12 18.12 18.12 $ 1,138,729 $ 1,238,600 $ 1,238,600 $ 1,455,720 NON-PERMANENT Community Relations Non-Permanent Total Total Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Community Relations Total $ 1,138,729 $ 1,238,600 $ 1,238,600 $ 1,455,720 $ $ $ $ CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Total 781,940 448,077 100,122 104,739 -0(296,149) 833,790 522,580 136,730 98,000 -0(352,500) 833,790 522,580 136,730 98,000 -0(352,500) 893,810 709,720 93,780 84,010 (15,000) (310,600) $ 1,138,729 $ 1,238,600 $ 1,238,600 $ 1,455,720 $ 1,138,729 $ 1,238,600 $ 1,238,600 $ 1,455,720 $ 1,138,729 $ 1,238,600 $ 1,238,600 $ 1,455,720 SOURCE OF FUNDS General Fund Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $1,455,720 is an increase of $217,120 due to the following changes: • Addition of funding for office space rent previously budgeted in NonDepartmental • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of a 2% pay increase effective July 1, 2001 • Reduction in audio/visual equipment funding • Other miscellaneous changes Total $ 201,070 18,150 17,000 (13,990) (5,110) $ 217,120 384 COMMUNITY RELATIONS KEY MEASURES OF PERFORMANCE Key Outputs Assist city departments and offices by producing educational information and providing up-to-the-minute news to citizens and other key audiences. • Produce live coverage for Mayor and Council meetings (hours) • Create video programs: Topic of Tucson, Tucson Journal, CityNews, Pet Connection, public service announcements, and training shows • Create Community Bulletin Board messages on Channel 12 • Design graphics projects • Provide stories to the media • Write brochures, press releases, and informational copy • Produce CityPage columns for the Arizona Daily Star • Create and post new Hot Topics on the city’s Web site • Respond to inquiries on the city’s Web site Key Outcomes Provide citizens and other key audiences with information about City of Tucson programs and services and where to find more detailed city information to meet their needs. • Percent of Cox cable survey respondents familiar with programming on the city channel • Number of Cox Cable survey respondents who are regular/occasional viewers of Mayor and Council meetings • Annual “hits” received on the city’s Web site • Number of city news stories covered by broadcast television and print media Actual FY 2000 Adopted FY 2001 283 280 280 280 113 106 136 136 440 560 460 460 691 457 271 600 460 300 650 460 300 650 460 300 146 140 224 224 N/A N/A 200 250 1,335 1,200 1,400 1,400 97% 98% 98% 98% 55,760 58,000 56,000 56,000 404,780 N/A 500,000 500,000 600 390 600 600 385 Estimated FY 2001 Adopted FY 2002 386 EQUAL OPPORTUNITY OFFICE* OPERATING: POSITION TOTAL: $ 792,930 10.50 FINANCING PLAN PROGRAM ALLOCATION General Fund Restricted 3% General Fund 97% Equal Opportunity Office 100% TEN YEAR STAFFING TRENDS Adopted Positions 9.00 9.00 9.00 1998 1999 2000 1995 9.00 1997 8.00 9.00 1996 8.00 1994 12.00 10.00 8.00 4.00 4.00 4.00 *Included as a division of the City Manager in prior fiscal years. 387 2001 1993 1992 0.00 388 EQUAL OPPORTUNITY OFFICE MISSION STATEMENT: The Equal Opportunity Office (EOO) provides equity awareness training within the city and community in an effort to prevent and/or correct discrimination on the basis of race, color, national origin, gender, disability, age, religion, familial status, marital status, sexual orientation, gender identity, or ancestry. The EOO conducts investigations into charges of discrimination filed by city employees (or city applicants) relative to city employment; persons with disabilities relative to accessibility to city facilities and programs; and citizens regarding the provision of housing, public accommodation, and employment within the community. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Equal Opportunity Office works in coordination with other governmental agencies in an effort to continuously streamline the application and review process for Minority and Women Owned Business Enterprise and Disadvantaged Business Enterprise certifications. The Tucson Airport Authority, the Arizona Department of Transportation’s Civil Rights Division, and the City of Phoenix are key partners in this initiative that was formed in response to applicants’ input. In a collaborative effort with the Women’s Business Center, which is funded by the U.S. Small Business Administration, the EOO provides training on the Minority and Women Owned Business Enterprise certification process as well as reviews all referred applications. The EOO also works with the Small Business Administration’s Business Development Finance Corporation in providing joint presentations that target minorityand women-owned businesses. The EOO partners with an array of agencies and organizations in the facilitation and sponsorship of key community activities such as the Minority Enterprise Week and the OUToberfest. Public comment and involvement in various facets of its work is solicited by EOO, including the yearly Disadvantaged Business Enterprise Program goal for federally-funded transit projects and the Minority and Women Owned Business Enterprise Program. Goal: Reduced Poverty and Greater Equality of Opportunity As a result of conducting investigations into complaints of discrimination, the Equal Opportunity Office supports reduced poverty by rectifying discriminatory action when it is found, primarily through conciliation efforts. These efforts address, by way of remedy, the harm or potential harm that individuals have undergone based on discrimination. Because such harm can impact individuals financially, remedies assist and prevent individuals from experiencing financial crisis. EOO offers training to businesses and citizens within the community which supports the public implementation of equal opportunity in employment, housing, and public accommodation. 389 EQUAL OPPORTUNITY OFFICE Support for Livable Tucson Goals (Continued) Reduced Poverty and Greater Equality of Opportunity (Continued) The Equal Opportunity Office provides support to three city commissions that work to combat discrimination within the community: the Minority and Women Owned Business Commission, the Human Relations Commission, and the Gay, Lesbian, Bisexual, Transgender Commission. This further supports community efforts against discriminatory treatment that many times impact individuals financially. Goal: Strong Local Business The EOO supports equal opportunity for local businesses through the implementation of the city’s Minority and Women Owned Business Enterprise (MWBE) Program. The program ensures that minority- and women-owned business enterprises are afforded procurement opportunities within the city. The Disadvantaged Business Enterprise’s Diversity Program for Contracts also supports equal opportunity for small businesses seeking to procure contracts through the city that are funded by the Federal Transit Administration and the Federal Highway Administration of the U.S. Department of Transportation. The EOO provides training and resources to minority- and women-owned businesses, and disadvantaged businesses to support them in gaining business through partnerships with the Arizona Department of Commerce and Pima Community College’s Small Business Development Office. DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 9.00 10.00 10.00 10.00 9.00 10.00 10.00 10.00 -0- -0- 0.50 0.50 -0- -0- 0.50 0.50 9.00 10.00 10.50 10.50 POSITION RESOURCES PERMANENT Equal Opportunity Office Permanent Total NON-PERMANENT Gay, Lesbian, Bisexual, Transgender Commission Support Non-Permanent Total Total 390 EQUAL OPPORTUNITY OFFICE Department Resources (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 502,582 $ 582,590 $ 533,390 $ 792,930 $ 502,582 $ 582,590 $ 533,390 $ 792,930 $ 461,332 34,667 6,583 -0-0- $ 530,970 37,760 13,860 -0-0- $ 478,300 29,110 13,410 -012,570 $ 611,280 172,060 11,340 (7,000) 5,250 $ 502,582 $ 582,590 $ 533,390 $ 792,930 $ 502,582 -0- $ 582,590 -0- $ 513,390 20,000 $ 772,930 20,000 $ 502,582 $ 582,590 $ 533,390 $ 792,930 FINANCIAL RESOURCES Equal Opportunity Office Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Other Inter-Activity Transfers Total SOURCE OF FUNDS General Fund General Fund - Restricted Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $792,930 is an increase of $210,340 due to the following changes: • Addition of funding for office space rent previously budgeted in NonDepartmental • Carryforward from Fiscal Year 2001 to supplement funding for a disparity study to follow-up on the mid-program evaluation of the Minority and Women Owned Business Enterprise Program • Increase due to the full-year funding of an equal employment opportunity specialist position • Capacity for grant funding in support of the Gay, Lesbian, Bisexual, Transgender (GLBT) Commission • Impact on salaries due to Fiscal Year 2002 merit increases • Impact of a 2% pay increase effective July 1, 2001 • Other miscellaneous changes Total $ 76,470 60,000 35,000 20,000 12,110 12,000 (5,240) $ 210,340 391 EQUAL OPPORTUNITY OFFICE KEY MEASURES OF PERFORMANCE Actual FY 2000 Adopted FY 2001 60 72 72 72 Process, investigate, and mediate complaints of discrimination filed by citizens and city employees. 77 80 80 100 Provide Minority and Women Owned Business Enterprise/Disadvantaged Business Enterprise Directory to community and businesses as requested. 1,440 1,400 1,400 1,400 Distribute information to the community about the city’s non-discrimination mandates and programs via posters, brochures, and media presentations. N/A N/A 5,000 5,000 Review equal opportunity employment documents from businesses that procure business from the City of Tucson. N/A N/A 1,000 1,000 230 250 250 250 1,700 1,700 1,700 2,000 Key Outputs Conduct equity awareness and Minority and Women Owned Business Enterprise program information sessions within the city and community. Key Outcomes Provide Minority and Women Owned Business/Disadvantaged Business Enterprise certification and re-certification to businesses that apply and meet requirements. Assist and provide citizens with information relative to the Minority and Women Owned Business Enterprise, civil rights complaints, equal employment opportunities, city commissions available for combating discrimination, etc. • Number of citizens 392 Estimated FY 2001 Adopted FY 2002 GRANTS OFFICE* OPERATING: POSITION TOTAL: $ 164,130 2.75 FINANCING PLAN PROGRAM ALLOCATION Grants Office 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 2.75 2.00 2.00 2.00 2.00 1999 2000 2.00 1998 The Grants Office was established in Fiscal Year 1997. 1997 3.00 1.00 2001 1996 1995 1994 1993 1992 0.00 *Included as part of the Intergovernmental Affairs Division of the City Manager in prior fiscal years. 393 394 GRANTS OFFICE MISSION STATEMENT: The Grants Office operates as a clearinghouse for grant activity and information regarding funding opportunities, and provides training and technical assistance with grant writing. SUPPORT FOR LIVABLE TUCSON GOALS Goal: Engaged Community and Responsive Government The Grants Office develops state and local grants-related partnerships that directly and indirectly result in additional funding and support for Livable Tucson Goals. The Southern Arizona Grants Network, spearheaded by the Grants Office and 125 governmental, educational, and non-profit agencies seeks partnerships and grant funding information for worthy projects in the City of Tucson, Pima County, and Southern Arizona. Grants Cats, an informal partnership of grants coordinators representing municipalities, state agencies, and organizations around the state, shares grant-related information and works toward streamlining and improving grants processes at the state level. Goal: Caring, Healthy Families and Youth The Grants Office collaborated with the Parks and Recreation Department, nine community agencies, and one school district to prepare a successful Juvenile Accountability Incentive Block Grant application which was awarded for a neighborhood-based program for youth at risk and their families by the Governor’s Community Policy Office Division for Children. Support from the Grants Office resulted in the Communities That Care grant for the Elvira neighborhood from the Governor’s Community Policy Office. Goal: Protected Natural Desert Environment The Grants Office provided notice of funding, technical assistance, and grant writing support that resulted in an honorable mention to the City of Tucson from the U.S. Conference of Mayor’s Livability Awards for the Civano sustainable community. The Grants Office provided technical assistance on a successful grant from the U.S. Environmental Protection Agency for a recycling program called ¡Viva Reciclaje! This is an educational program for the Spanish-speaking population in the community and won a national award for innovation. 395 GRANTS OFFICE DEPARTMENT RESOURCES Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 2.00 2.00 2.00 2.00 Permanent Total 2.00 2.00 2.00 2.00 NON-PERMANENT Grants Office -0- 0.75 0.75 0.75 -0- 0.75 0.75 0.75 2.00 2.75 2.75 2.75 $ 119,054 $ 163,320 $ 134,390 $ 164,130 $ 119,054 $ 163,320 $ 134,390 $ 164,130 Personal Services Services Commodities Other $ 115,120 3,014 920 -0- $ 150,690 7,280 5,350 -0- $ 125,010 4,520 4,860 -0- $ 150,770 12,260 3,100 (2,000) Total $ 119,054 $ 163,320 $ 134,390 $ 164,130 $ 119,054 $ 163,320 $ 134,390 $ 164,130 $ 119,054 $ 163,320 $ 134,390 $ 164,130 POSITION RESOURCES PERMANENT Grants Office Non-Permanent Total Total FINANCIAL SUMMARY Grants Office Total CHARACTER OF EXPENDITURES SOURCE OF FUNDS General Fund Total 396 GRANTS OFFICE SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2001 of $164,130 is an increase of $810 due to the following changes: • Addition of funding for office space rent previously budgeted in NonDepartmental • Reduction in funding for one-time equipment purchases • Impact of a 1% reduction to balance the budget • Reduction in travel funding • Other miscellaneous changes $ 7,270 (1,900) (2,000) (2,820) 260 Total $ 810 KEY MEASURES OF PERFORMANCE Key Outputs Send notice of funding opportunities to Mayor and Council and city departments for review of available grant funding on a timely basis. • Number of notices sent Assist departments in identifying and applying for competitive grants. • Total number of grants applications • Dollar amount of grants applications, including multi-year grants ($000s) Facilitate and conduct training for city departments in researching, applying for, and writing grants. • Number of training sessions held • Number of staff attending training Key Outcomes Improve grantsmanship skills of City of Tucson staff through training. • Percentage of trainees indicating improvement in effectiveness or productivity on workshop evaluation forms Assist departments in identifying and applying for competitive grants. • Dollar amount of grants received with assistance from the Grants Office, including multi-year grants ($000s) Actual FY 2000 Adopted FY 2001 120 N/A 150 175 77 $ 48,000 50 $ 50,000 70 $ 40,000 75 $ 46,000 3 75 4 100 4 75 6 100 90% 90% 90% 90% $ 42,000 $ 25,000 $ 40,000 $ 40,000 397 Estimated FY 2001 Adopted FY 2002 GRANTS OFFICE KEY MEASURES OF PERFORMANCE Increase the success rate of competitive grants awarded to the city. • Total number of competitive grants awarded • Dollar amount of grants awarded ($000s) Actual FY 2000 Adopted FY 2001 55 30 45 50 $ 42,000 $ 30,000 $ 40,000 $ 45,000 398 Estimated FY 2001 Adopted FY 2002 NON-DEPARTMENTAL The Non-Departmental category contains program budgets that cannot be associated with any specific department. These programs are Outside Agencies, General Expense, Debt Service, and the Contingency Fund. Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 3.00 3.00 5.00 5.50 3.00 3.00 5.00 5.50 $ 6,453,222 10,923,219 45,351,763 -0- $ 7,629,100 7,152,150 49,714,820 200,000 $ 7,539,100 6,205,340 48,576,950 117,540 $ 7,114,240 8,206,790 50,261,860 175,000 62,728,204 94,930 64,696,070 5,730,000 62,438,930 899,970 65,757,890 8,620,700 $ 62,823,134 $ 70,426,070 $ 63,338,900 $ 74,378,590 POSITION RESOURCES PERMANENT General Expense* Total FINANCIAL RESOURCES Outside Agencies General Expense Debt Service Contingency Fund Operating Total Capital Improvements Total CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Debt Service Other Inter-Activity Transfers Operating Total Capital Improvements Total $ 1,287,674 $ 1,574,690 $ 1,706,990 $ 3,761,360 5,594,102 9,596,700 8,564,290 8,272,450 188,984 190,850 403,130 477,160 7,867,069 255,910 112,910 1,188,000 46,801,401 51,412,120 49,931,340 52,206,380 5,421,762 6,643,100 6,465,640 6,353,820 (4,432,788) (4,977,300) (4,745,370) (6,501,280) 62,728,204 94,930 64,696,070 5,730,000 62,438,930 899,970 65,757,890 8,620,700 $ 62,823,134 $ 70,426,070 $ 63,338,900 $ 74,378,590 *Inadvertently shown as A-7 Grant Funded Projects in Fiscal Year 2001. 399 NON-DEPARTMENTAL Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 24,836,036 1,285,816 $ 23,579,650 1,776,640 $ 22,221,300 1,563,370 $ 23,724,660 1,609,580 -0348,088 -0- -0385,600 2,975,000 402,240 385,600 -0- 419,960 387,600 5,619,000 2,605 -0- -0- -0- 268,894 1,100,000 259,510 1,500,000 259,510 -0- 252,930 2,196,600 2,104,837 25,542 18,407,984 2,198,720 351,530 20,207,130 2,155,720 201,530 19,385,750 2,370,460 281,200 20,953,750 14,147,462 15,235,260 15,235,260 15,562,900 99,040 77,800 47,640 46,260 -0- 376,000 400,000 -0- -0-0101,900 -0- 16,160 -0227,870 4,200 9,900 29,000 139,540 2,570 9,610 -0136,410 2,570 94,930 1,255,000 899,970 805,100 $ 62,823,134 $ 70,426,070 $ 63,338,900 $ 74,378,590 SOURCE OF FUNDS General Fund General Fund - Solid Waste Management* General Fund - Restricted General Fund - Zoo Revenue General Fund - Restricted Trust Reserves Library Fund - General Fund Contribution Public Safety Academy Fund General Fund - Certificates of Participation Highway User Revenue Fund Miscellaneous Non-Federal Grants General Obligation Debt Service Fund Street and Highway Debt Service Fund Community Development Block Grant Federal Highway Administration Funds HOME Program Miscellaneous Federal Grants Public Housing - Section 8 Fund Public Housing Conventional/ Development Fund 1973 General Obligation Bonds Total *Inadvertently identified as Environmental and Solid Waste Management Reserves in Fiscal Year 2001. 400 NON-DEPARTMENTAL OUTSIDE AGENCIES* The Outside Agencies Program supports organizations that provide for economic development, cultural enrichment, and community health and safety. The Outside Agencies Program has been reorganized to include payments to other governments, Tucson Community Cable Corporation (Access Tucson), Tucson Downtown Alliance, and annual community events (such as the Fort Lowell Soccer Shoot-Out and Tucson Conquistadores, among others). Mayor and Council appointed commissions have also been grouped together. Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 945,876 2,620,000 1,341,390 403,308 33,209 $ 1,238,800 3,205,880 1,436,500 439,430 37,490 $ 1,238,800 3,205,880 1,346,500 439,430 37,490 $ 1,174,000 3,007,000 1,211,850 400,140 33,750 75,000 1,034,439 75,000 1,096,000 75,000 1,096,000 121,100 1,166,400 -0- 100,000 100,000 -0- $ 6,453,222 $ 7,629,100 $ 7,539,100 $ 7,114,240 $ 1,034,439 5,418,783 $ 1,196,000 6,433,100 $ 1,196,000 6,343,100 $ 1,166,400 5,947,840 $ 6,453,222 $ 7,629,100 $ 7,539,100 $ 7,114,240 $ 6,346,222 -0107,000 $ 7,522,100 -0107,000 $ 7,432,100 -0107,000 $ 6,716,240 291,000 107,000 $ 6,453,222 $ 7,629,100 $ 7,539,100 $ 7,114,240 FINANCIAL RESOURCES Payments to Other Governments Economic Development Cultural Enrichment Community Health and Safety Mayor and Council Appointed Commissions Annual Community Events Tucson Community Cable Corporation (Access Tucson) Access Tucson Capacity Program Total CHARACTER OF EXPENDITURES Services Other Program Total SOURCE OF FUNDS General Fund General Fund - Restricted Highway User Revenue Fund Program Total *Budget detail for these agencies is presented in a separate volume, Outside Agencies Fiscal Year 2002 Recommended Budget. 401 NON-DEPARTMENTAL Outside Agencies (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 PROGRAM SUMMARIES* Payments to Other Governments Pima Animal Control Center Pima Association of Governments Victim Witness Program Tucson-Pima County Office of Emergency Services Program Sub-Total Economic Development Greater Tucson Economic Council Industry Cluster's Business Development Support Metropolitan Tucson Convention and Visitors Bureau Tucson Downtown Alliance** Program Sub-Total Cultural Enrichment Tucson-Pima Arts Council Tucson Arts District Partnership Tucson Arts District Partnership Revolving Loan Fund National Endowment for the Arts El Centro Cultural de las Americas Tucson Botanical Gardens Sister Cities Association of Tucson Tucson Museum of Art Tucson Children's Museum Program Sub-Total $ 548,186 320,940 45,000 31,750 $ 843,490 320,310 45,000 30,000 $ 843,490 320,310 45,000 30,000 $ 786,190 320,310 40,500 27,000 $ 945,876 $ 1,238,800 $ 1,238,800 $ 1,174,000 $ $ $ $ 520,000 -0- 600,000 140,000 600,000 140,000 540,000 126,000 2,100,000 2,250,000 2,250,000 2,025,000 -0- 215,880 215,880 316,000 $ 2,620,000 $ 3,205,880 $ 3,205,880 $ 3,007,000 $ $ $ $ 812,500 230,000 13,005 812,500 230,000 90,000 812,500 230,000 -0- 731,250 207,000 -0- 11,885 -075,000 15,000 119,000 65,000 -025,000 75,000 20,000 119,000 65,000 -025,000 75,000 20,000 119,000 65,000 -022,500 67,500 18,000 107,100 58,500 $ 1,341,390 $ 1,436,500 $ 1,346,500 $ 1,211,850 *Funding in the amount of $1,501,000 is budgeted for the United Way in the Community Services Department, Technical Services Division. **Funding for the Tucson Downtown Alliance has been transferred from General Expense to the Outside Agencies Program. 402 NON-DEPARTMENTAL Outside Agencies (Continued) Actual FY 2000 Community Health and Safety Crime Prevention Council Community Mediation Program 88-Crime Community Food Bank Domestic Violence Collaborative Services* Domestic Violence Advocacy Services* Wingspan Domestic Violence Project National Youth Sports Program (Summer Youth Sports) Humane Society of Southern Arizona Metropolitan Education Commission Pima County/Tucson Women's Commission Educational Enrichment Foundation** Program Sub-Total Mayor and Council Appointed Commissions Tucson-Pima Historical Commission Human Relations Commission Tucson Commission on Disability Issues Metropolitan Tucson Commission on Urban Native American Affairs Metropolitan Energy Commission Program Sub-Total $ 20,780 88,428 23,000 -037,500 Adopted FY 2001 $ 20,780 76,050 23,000 38,000 42,410 Estimated FY 2001 $ 20,780 76,050 23,000 38,000 42,410 Adopted FY 2002 $ 18,700 68,450 20,700 34,200 38,170 65,000 21,900 -0- 65,000 21,900 5,500 65,000 21,900 5,500 58,500 19,710 -0- 25,000 50,000 71,700 25,000 50,000 71,790 25,000 50,000 71,790 22,500 45,000 64,610 -0- -0- -0- 9,600 $ 403,308 $ 439,430 $ 439,430 $ 400,140 $ $ 10,000 6,820 5,250 $ 10,000 6,820 5,250 $ 9,000 6,140 4,730 $ 9,996 5,620 4,010 3,583 5,420 5,420 4,880 10,000 10,000 10,000 9,000 33,209 $ 37,490 $ 37,490 $ 33,750 *Funding was previously allocated to the Domestic Violence Commission for collaborative and advocacy services. **Funding for the Educational Enrichment Foundation was previously allocated from the Contingency Fund. 403 NON-DEPARTMENTAL Outside Agencies (Continued) Actual FY 2000 Annual Community Events Tucson Gem and Mineral Society Perimeter Bicycling Association of America (El Tour de Tucson) Southern Arizona Regional Science and Engineering Fair* Tucson Conquistadores* Pima Community College Job Fair** San Ignacio Yaqui Council Softball Tournament** Fort Lowell Soccer Shoot-Out* Program Sub-Total Other Agencies Tucson Community Cable Corporation (Access Tucson)*** Access Tucson Capacity Program Sub-Total Total All Outside Agencies $ $ 45,000 30,000 Adopted FY 2001 $ 45,000 30,000 Estimated FY 2001 $ 45,000 30,000 Adopted FY 2002 $ 40,500 27,000 -0- -0- -0- 10,000 -0-0-0- -0-0-0- -0-0-0- 16,000 12,000 2,600 -0- -0- -0- 13,000 75,000 $ 75,000 $ 75,000 $ 121,100 $ 1,034,439 $ 1,096,000 $ 1,096,000 $ 1,166,400 -0- 100,000 100,000 -0- $ 1,034,439 $ 1,196,000 $ 1,196,000 $ 1,166,400 $ 6,453,222 $ 7,629,100 $ 7,539,100 $ 7,114,240 SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $7,114,240 is a decrease of $514,860 due to the following changes: • Tucson Downtown Alliance has been transferred from the General Expense budget and funding increased • Six new organizations have been added to the Outside Agency budget (see footnotes in the Program Summaries) • National Youth Sports did not apply for funding • Tucson Community Cable Corporation (Access Tucson) has been transferred from the General Expense budget with reduced funding • One-time carryforward of additional dog licensing revenues for Pima Animal Control was included in the Fiscal Year 2001 budget • Funding for the five-year Warehouse District Revolving Loan Program ends • Funding for other outside agencies has been reduced by 10% Program Total $ 100,120 63,200 (5,500) (29,600) (57,300) (90,000) (495,780) $ (514,860) *Funding for the Southern Arizona Regional Science and Engineering Fair, the Fort Lowell Soccer Shootout, and the Tucson Conquistadores was previously allocated from the Contingency Fund. **Funding for the Pima Community College Job Fair and the San Ignacio Yaqui Council Softball Tournament has been transferred from Other General Governmental Expense. ***Funding for the Tucson Community Cable Corporation (Access Tucson) has been transferred from General Expense. 404 NON-DEPARTMENTAL GENERAL EXPENSE The General Expense Program provides centralized budget capacity, and accounting and management control for expenditures that are not directly associated with programs of city departments. The Retiree Medical Insurance budget has been included in this program. Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 3.00 3.00 5.00 5.50 3.00 3.00 5.00 5.50 -0-02,173,392 9,500 25,941 -0265,692 1,100,000 201,610 -0- $ 1,291,800 -01,816,340 20,000 293,620 150,000 207,910 -0-0300,000 811,800 225,440 2,292,220 20,000 293,620 -0207,910 -0-050,000 $ 1,271,800 209,840 1,900,400 20,000 191,910 150,000 239,290 100,000 298,000 1,047,500 188,320 7,064,195 -0-0- -04,000,000 -0-0- 82,460 2,612,410 29,000 308,000 -04,000,000 -0115,000 -0-0-0- 900,000 -0-0- -0-0- -0-0- 139,000 -0- 211,000 700,000 -0-0- -0-0- -0-0- 500,000 1,000,000 POSITION RESOURCES PERMANENT General Expense* Program Total FINANCIAL RESOURCES** Technological Enhancements Geographical Information Systems Other General Government Expense Cultural/Educational Youth Travel A-7 Grant Funded Projects A-7 Grant Capacity A-7 Ranch Operations 800 East 12th Street Acquisition North 6th Avenue Acquisition Tucson Convention Center Switchgear Project Transfers from Contingency Fund Other General Expenditures Rural Domestic Violence Grant Development Services Information Technology Upgrade Annex Replacement Leases Rio Nuevo Project Staff*** Development Services Remodeling Project Human Resources Consulting Neighborhood Protection/Improvement Initiatives Downtown Employee Allowance Equity Compensation Adjustment $ $ 900,000 -061,000 -0-0639,000 *Includes 3.0 positions for the A-7 Ranch Operations and 2.5 positions for the Rio Nuevo Project. **Funding for the Tucson Community Cable Corporation (Access Tucson) and Tucson Downtown Alliance has been transferred from General Expense to Outside Agencies. ***A zero budget is reflected because the Rio Nuevo Project funding is a loan to the Rio Nuevo Multipurposes District and is not part of the citywide budget. 405 NON-DEPARTMENTAL General Expense (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 Financial Resources (Continued) Golf Reimbursement Fund Coverage for 1% Cuts Pay Adjustment for Non-Commissioned Personnel Fleet Replacement Reduction Indirect Cost Administrative Support-Highway User Revenue Fund Raytheon Lease Retiree Medical Insurance Program Total $ -0-0-0- $ -0-0-0- $ -0-0-0- $ 107,000 225,980 563,920 -0(2,983,150) 111,264 -0(3,430,000) 122,010 -0(3,430,000) 122,010 (2,600,000) (4,493,000) 153,670 1,500,000 1,266,455 -01,480,470 -01,480,470 -01,655,480 $ 10,923,219 $ 7,152,150 $ 6,205,340 $ 8,206,790 CHARACTER OF EXPENDITURES Personal Services Services Commodities Equipment Other Inter-Activity Transfers Program Total $ 1,287,674 $ 1,574,690 $ 1,706,990 4,559,663 8,400,700 7,368,290 188,984 190,850 403,130 7,867,069 255,910 112,910 2,979 10,000 5,000 (2,983,150) (3,280,000) (3,390,980) $ 4,261,360 6,606,050 477,160 1,188,000 230,980 (4,556,760) $ 10,923,219 $ 7,152,150 $ 6,205,340 $ 8,206,790 $ 9,686,413 -01,100,000 $ 6,678,610 -0-0- $ 5,450,560 402,240 -0- $ 7,642,960 128,960 -0- 111,264 -025,542 122,010 -0351,530 122,010 29,000 201,530 153,670 -0281,200 $ 10,923,219 $ 7,152,150 $ 6,205,340 $ 8,206,790 SOURCE OF FUNDS General Fund General Fund - Restricted General Fund - Certificates of Participation Highway User Revenue Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Program Total 406 NON-DEPARTMENTAL General Expense (Continued) SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $8,206,790 is an increase of $1,054,640 due to the following changes: • Addition of the funding for an equity compensation adjustment • Addition of second year funding for the Tucson Convention Center Switchgear Project • Addition of funding for Neighborhood Protection/Improvement Initiatives • Funding for the Development Services Department remodeling • Addition of funding for pay adjustments for non-commissioned personnel • Funding for the downtown employee allowance • Addition of funding for renovation or demolition of North 6th Avenue acquisition • Coverage for 1% cuts to departments • Carryforward for the Human Resources consultant • Addition of funding for geographic information systems • Increase in retiree medical insurance premiums • Carryforward for the Development Services Department information technology upgrade • Reimbursement to the golf fund for the Ladies Professional Golf Association tournament • Repairs and modifications to the 800 East 12th Street warehouse • Increase in Other General Government Expenses • Increase in use of Highway User Fund Revenues for administrative support • Decrease in Technological Enhancement Project (I-Net) • Decrease in A-7 Ranch grant funded projects • Transfer of Annex replacement leases to department budgets • Increase in indirect costs charged to Tucson Water Department • Fleet replacement program reduction Program Total $ 1,000,000 747,500 700,000 639,000 563,920 500,000 298,000 225,980 211,000 209,840 175,010 115,000 107,000 100,000 84,060 31,660 (20,000) (70,330) (900,000) (1,063,000) (2,600,000) $ 1,054,640 407 NON-DEPARTMENTAL The Rio Nuevo Multipurpose Facilities District was formed in November 1999 with voter authorization in order to fund the process of recreating Tucson’s birthplace, restoring historic buildings and existing museums, and stimulating new private investment in Tucson’s downtown area. The Rio Nuevo Project will create a solid foundation in which both residents and visitors can experience the cultural riches of our community’s heritage. Its residential and commercial development opportunities will re-create a vibrant core of new life in the heart and future of Tucson. Capital investment financing for the Rio Nuevo Project is made up of the incremental portion of state sales tax revenues to be generated within the District’s geographical boundaries, city funding equaling a match of this state sales tax revenue, and private investment funding. The city match funds can come from any city revenue source and can include the cost of any public improvements funded by the city within the District (e.g. drainage and street improvements). It is currently projected that $60 million of state sales tax will be made available to the Rio Nuevo Project and that the city match portion will provide another $60 million. These funds will be collected over a ten-year period, projected to begin in Fiscal Year 2003. Supplemental private investment dollars over a 20-year timeframe could generate a total Rio Nuevo Project development investment of $750 million. The level of ultimate funding ($750 million) will be dependent upon the amount of private investment leveraged over time by the District’s $120 million of public investment. An intergovernmental agreement between the City of Tucson and the District established that the city manager is the executive director of the District, the finance director is the treasurer, and that the city is to provide administrative and operational advice and assistance. For Fiscal Year 2002, the District’s Board of Directors approved an $8.7 million budget for the Rio Nuevo Project. These funds are currently a loan from the city to the District that will be repaid with interest from the incremental sales tax dollars generated within the District. The actual revenue of these tax dollars will be requested from the Arizona State Department of Revenue at a future date once the project groundwork is completed, and will then extend for ten years from the date of initiation in order to fund this project. The Rio Nuevo Project master plan includes cultural, residential, commercial, and infrastructure projects such as: • Mission San Augustin • Tucson Regional Visitors Center • Arizona State Museum • Tucson Origins Cultural Park • Santa Cruz River Restoration 408 NON-DEPARTMENTAL DEBT SERVICE (Excluding Tucson City Golf and Tucson Water*) The Debt Service Program manages debt issuance and payments to meet the approved capital needs of the city, while maintaining strong bond ratings and a low-to-moderate debt burden for taxpayers. Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Highway Expansion and Extension Loan Program Business Development Finance Corporation Fixed Rate Debt Hi Corbett Field Debt Service Lease Purchases Debt Service Certificates of Participation Debt Service General Obligation Debt Service Street and Highway Debt Service Assessment Districts Program Total $ 25,250 $ 500,000 $ 481,000 $ 267,000 5,567,338 5,575,380 5,575,380 5,567,140 898,280 666,027 5,635,588 911,540 1,296,460 5,983,050 911,540 998,970 5,983,050 906,960 819,360 6,178,750 18,407,984 14,147,462 3,834 20,207,130 15,235,260 6,000 19,385,750 15,235,260 6,000 20,953,750 15,562,900 6,000 $ 45,351,763 $ 49,714,820 $ 48,576,950 $ 50,261,860 CHARACTER OF EXPENDITURES Debt Service Inter-Activity Transfers Program Total $ 46,801,401 $ 51,412,120 $ 49,931,340 (1,449,638) (1,697,300) (1,354,390) $ 52,206,380 (1,944,520) $ 45,351,763 $ 50,261,860 $ 49,714,820 $ 48,576,950 *See Tucson City Golf detail on page 131 and Tucson Water detail on page 237. 409 NON-DEPARTMENTAL Debt Service (Continued) Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 $ 8,803,401 348,088 1,285,816 $ 9,178,940 385,600 1,776,640 $ 9,221,100 385,600 1,563,370 $ 9,190,460 387,600 1,609,580 2,605 -0- -0- -0- 268,894 1,886,573 18,407,984 14,147,462 99,040 -0-0101,900 -0- 259,510 1,969,710 20,207,130 15,235,260 77,800 376,000 16,160 227,870 4,200 259,510 1,950,710 19,385,750 15,235,260 47,640 376,000 9,900 139,540 2,570 252,930 2,109,790 20,953,750 15,562,900 46,260 -09,610 136,410 2,570 $ 45,351,763 $ 49,714,820 $ 48,576,950 $ 50,261,860 SOURCE OF FUNDS General Fund General Fund - Zoo Revenue General Fund - Solid Waste Management* Library Fund - General Fund Contribution Public Safety Academy Fund Highway User Revenue Fund General Obligation Debt Service Fund Street and Highway Debt Service Fund Community Development Block Grant Federal Highway Administration Funds HOME Program Public Housing - Section 8 Fund Public Housing Conventional/ Development Fund Program Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $50,261,860 is an increase of $547,040 due to the following changes: • Increase in debt service for general obligation bonds due to new sale from the 2000 authorization • Increase in debt service for street and highway revenue bonds due to new sale from the 1994 and 2000 bond authorizations • Increase in debt service for certificates of participation (COPs), primarily due to the acquisition of mobile data terminals for fire vehicles • Transfer of the North 6th Avenue property acquisition payments to General Expense • Reduced capacity for the debt service on state loans for street projects • Decrease in debt service for lease/purchase agreements, primarily due to savings from re-negotiation of the IBM mainframe lease • Other miscellaneous changes Program Total $ 746,620 327,640 195,700 (200,000) (233,000) (277,100) (12,820) $ 547,040 *Inadvertently identified as Environmental and Solid Waste Management Reserves in Fiscal Year 2001. 410 NON-DEPARTMENTAL Debt Service (Continued) DEBT FINANCING MECHANISMS Business Development Finance Corporation Fixed Rate Debt The collateral for this debt is the Tucson Convention Center, and its parking lots, the Tucson Police Headquarters, the Information Technology building, and the City Court building. A surety bond is also posted. This debt matures at various times through 2012 with an estimated average rate of 5.75%. Hi Corbett Field Debt Service Debt service for assumption of Pima County’s debt for Hi Corbett Field improvements, additional Hi Corbett improvements made in Fiscal Year 1997, and related costs and reserves financed at a net interest rate of 5.35% with an average life of 15 years. Lease Purchases Debt Service Debt service on lease-purchase financing for police cars, Solid Waste Management vehicles, telephone equipment, computer hardware, and office equipment. Certificates of Participation Debt Service Previously financed projects include acquisition of equipment and construction of facilities. The Fiscal Year 2002 budget includes capacity for new debt financing of mobile data terminals for fire vehicles. General Obligation Debt Service Debt service on general obligation bonds used for capital improvements is financed entirely from the secondary property tax. Street and Highway Debt Service Debt service on street and highway bonds used for street improvements is financed from the state-shared gasoline taxes and highway user fees and charges. Assessment Districts This cost is for fees associated with the assessment districts. 411 NON-DEPARTMENTAL Debt Service (Continued) DEBT SERVICE - EXISTING BONDS (AS OF JULY 1, 2001)* PRINCIPAL AND INTEREST Business Fiscal Development Year Finance Ending Corporation Hi Corbett Field Other Certificates of Certificates of Participation Participation 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 $ 5,545,065 5,548,465 5,553,130 5,552,470 5,547,667 5,551,555 5,551,797 5,547,747 5,549,973 5,550,938 5,548,813 -0-0-0-0-0-0-0-0-0- $ 900,955 904,640 901,505 901,130 903,965 904,409 902,042 902,120 903,020 901,540 -0-0-0-0-0-0-0-0-0-0- Total $ 61,047,620 $ 9,025,326 General Obligation Bonds Street and Highway Bonds $ 5,966,141 $ 20,921,563 4,899,652 20,901,360 2,826,815 20,872,428 2,065,080 20,802,950 2,065,278 20,791,391 1,656,969 20,797,401 1,661,173 21,133,531 1,721,906 21,181,081 531,191 21,205,626 531,231 21,188,781 530,294 21,188,794 533,354 21,137,831 530,054 20,200,869 525,821 20,685,700 530,446 21,613,338 528,490 22,520,663 530,477 23,672,188 531,161 26,274,638 195,545 26,424,138 -012,091,425 $ 15,570,278 16,029,248 15,678,233 15,671,088 16,161,958 16,094,748 16,041,668 16,218,548 16,256,363 15,229,213 15,089,313 13,694,688 14,183,938 15,160,188 17,378,313 14,010,813 14,094,563 -0-0-0- $ 48,904,002 48,283,365 45,832,111 44,992,718 45,470,259 45,005,082 45,290,211 45,571,402 44,446,173 43,401,703 42,357,214 35,365,873 34,914,861 36,371,709 39,522,097 37,059,966 38,297,228 26,805,799 26,619,683 12,091,425 $ 28,361,078 $ 262,563,161 $ 786,602,881 $ 425,605,696 Total *Does not include indebtedness of enterprise funds (Tucson Water and Tucson City Golf). 412 NON-DEPARTMENTAL DEBT MANAGEMENT POLICY The City of Tucson uses a variety of financing mechanisms to meet the long-term capital needs of the community. In determining an appropriate indebtedness program for the city, consideration is given to the following: • Operating and maintenance costs associated with the Capital Improvement Program • Federal and state laws and regulations, Tucson City Charter, and the Tucson Code • Current outstanding debt requirements • Source of debt repayment consistent with the capital project being financed • Life of the capital project is equal to or greater than the term of the financing • Proposed debt will not cause extraordinary tax or fee increases • Proposed debt will not result in limiting the city’s ability for future indebtedness The city’s debt program includes the following financing mechanisms. In all cases, the city aggressively manages the debt program, with the assistance of a financial advisor and bond counsel. Restructuring, refinancing, and advance bond refunding are used to limit the city’s debt service costs and to provide maximum future borrowing flexibility. General Obligation Bonds Bond proceeds are used to finance capital projects for environmental management, police, fire, parks and recreation, library, solid waste management, drainage, and other purposes. State law limits the amount of general obligation bonds that may be outstanding to 20% of assessed valuation for utility and open space purposes and 6% of assessed valuation for all other purposes. General obligation bonds are payable by the secondary property tax. The Tucson City Charter limits the combined primary and secondary property tax rate to $1.75 per $100 of assessed valuation. To provide assurance to the bond rating agencies, the combined tax rate is held to a maximum of $1.50 per $100 of assessed valuation. The city generally issues general obligation bonds with 20-30 year maturities. Street and Highway Revenue Bonds Bond proceeds are used to finance street improvement projects as defined by state law. State law limits the amount of bonds that can be sold; prior fiscal year highway user revenue receipts, which are used to pay the bonds, must be equal to at least twice the highest annual debt service requirements for senior lien bonds and at least one and one-half times for junior lien bonds. Street and highway revenue bonds generally have a 20 year maturity. Water Revenue Bonds Bond proceeds are used to finance capital improvements to the water system. By bond covenant, the city is limited to issuing bonds only if net revenues after operations are equal to at least 120% of the maximum future annual debt service requirement. To maintain a high credit rating and thus decrease borrowing costs, the city maintains a 150% - 200% coverage. Water revenue bonds are generally issued with 20-30 year maturities. Special Assessment Bonds Bond proceeds are used to finance improvement district projects. These bonds are payable by tax assessments against the benefiting property owners over a ten-year period. 413 NON-DEPARTMENTAL Debt Management Policy (Continued) Non-Bond Debt: Lease Purchases, Certificates of Participation, and Installment Contract Debt These financing mechanisms are used when the projects involved are unsuitable for traditional bonding or a determination is made that alternative financing has advantages over bonding. The debt requirements for these financing mechanisms are payable from the city’s recurring revenues and are subject to annual appropriation by Mayor and Council. To minimize borrowing costs, the city generally purchases financing insurance and pledges collateral towards the debt repayment. Maturities for these debts range from 1-20 years, depending upon the nature of the project being financed. Forecast 1994 Bond Authorization Sales: On May 17, 1994 the voters approved $80,900,000 of general obligation bonds and $114,502,000 of water system revenue bonds to be sold over a projected five-year period and $70,000,000 of street and highway revenue bonds to be sold over a ten-year period. As of July 1, 2001, the city had sold all of the authorized general obligation bonds, water system revenue bonds, and street and highway revenue bonds. 2000 Bond Authorization Sales: On May 16, 2000 the voters approved $129,500,000 of general obligation bonds, $123,600,000 of water revenue bonds, and $25,000,000 of street and highway revenue bonds, all to be sold over a five-year period. As of July 1, 2001, the city had sold $45,520,000 of general obligation bonds, $5,500,000 in street and highway revenue bonds, and $31,400,000 in water system revenue bonds. Repayment Impact of New Bond Sales: General obligation bond debt is paid off from the secondary property tax rate, which is determined each year by the levy required to meet the annual debt service divided by the city’s projected secondary assessed valuation. For Fiscal Year 2002, the required levy to cover existing debt and debt from planned sales is estimated at $20,953,750, an increase of $746,620 over the levy for Fiscal Year 2001. The Fiscal Year 2002 secondary property rate is estimated at $0.9797 per $100 of assessed valuation, a decrease of $0.0067 from the Fiscal Year 2001 actual rate of $0.9864. The actual rate for Fiscal Year 2002 may be higher or lower depending on the final secondary assessed valuation set by Pima County later this summer. Street and highway revenue bonds are repaid from state-shared Highway User Revenue Fund receipts. Repayment from this source in Fiscal Year 2002 will be $327,640 more than the adopted budget for Fiscal Year 2001. Water system revenue bonds are repaid from water revenues; that debt service is included in the Tucson Water budget under Other Budgetary Requirements. Debt financing in the Golf Utility is repaid from golf revenues; that debt service is included in the Tucson City Golf budget under Debt Service. 414 NON-DEPARTMENTAL Debt Management Policy (Continued) Summaries of the city’s legal debt margin, direct and overlapping debt, current bond ratings, and debt ratios over a ten-year period are provided in the following tables. LEGAL DEBT MARGIN June 30, 2000 (unaudited) ($000s) General Obligation Bonds Utility Purpose Other Purpose and Open Spaces 6% 20% Assessed Valuation - $1,945,160 Debt Limitation Total Bonded Debt Less Bonds Excluded from Limitation: Street and Highway Water Utility Revenue Bonds Special Assessment Bonds Public Housing Bonds Debt Subject to Limitation $ 116,710 $ 389,032 $ 70,385 $ 140,784 $ 46,325 $ 248,248 $ 617,134 153,235 246,838 4,892 1,000 $ 211,169 Legal Debt Margin The legal debt margin is calculated in conformity with Article 9, Section 8, Constitution of Arizona. The amount of general obligation bonded debt which may be issued and outstanding is limited to a fixed percent of assessed valuation which is set at 20% for utility purpose and open space, and 6% for other purposes. 415 NON-DEPARTMENTAL Debt Management Policy (Continued) DIRECT AND OVERLAPPING DEBT FOR FISCAL YEAR 2000 Amount ($000s) Net Direct Bonded Debt Estimated Overlapping Debt Total Ratio of Debt to Assessed Value Market Value Debt per Capita $ 210,854 10.84% 1.37% $ 433.13 505,610 25.99% 3.28% 1,038.62 $ 716,464 36.83% 4.65% $ 1,471.75 The city's current bond ratings are as follows: Type of Bond General Obligation Bonds Street and Highway Bonds: Senior Lien Junior Lien Water Revenue Bonds 416 Moody's Standard & Poors Aa2 AA Aa3 A1 Aa3 A+ A A+ NON-DEPARTMENTAL RATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE AND NET BONDED DEBT PER CAPITA LAST TEN FISCAL YEARS (as of June 30, 2000) Population Assessed Value ($000s) Gross Bonded Debt ($000s) Less Debt Service Funds ($000s) Net Bonded Debt ($000s) Ratio of Net Bonded Debt to Assessed Value Net Bonded Debt Per Capita ($) FISCAL YEAR FY 1991 FY 1992 FY 1993 FY 1994 FY 1995 FY 1996 FY 1997 FY 1998 FY 1999 FY 2000 416,000 421,000 428,000 438,000 448,000 449,000 459,000 466,538 476,406 486,810 1,555,216 1,512,501 1,498,304 1,486,797 1,546,772 1,568,514 1,598,796 1,818,909 1,875,875 1,945,168 110,910 123,160 131,622 151,724 173,559 194,854 201,534 209,159 217,274 211,169 -0- -0- 863 2,199 4,476 5,056 5,517 4,012 1,586 315 110,910 123,160 130,759 149,525 169,083 189,798 196,017 205,147 215,688 210,854 7.1% 8.1% 8.7% 10.1% 10.9% 12.1% 12.3% 11.3% 11.5% 10.8% 266.61 292.54 305.51 341.38 377.42 422.71 427.05 439.72 452.73 433.13 417 NON-DEPARTMENTAL CONTINGENCY FUND The Contingency Fund supports funding requests made by individuals or organizations that meet specific policy guidelines and have been approved by Mayor and Council. Actual FY 2000 Adopted FY 2001 Estimated FY 2001 Adopted FY 2002 FINANCIAL RESOURCES Contingency Fund Program Total $ -0- $ 200,000 $ 117,540 $ 175,000 $ -0- $ 200,000 $ 117,540 $ 175,000 $ -0- $ 200,000 $ 117,540 $ 175,000 $ -0- $ 200,000 $ 117,540 $ 175,000 $ -0- $ 200,000 $ 117,540 $ 175,000 $ -0- $ 200,000 $ 117,540 $ 175,000 CHARACTER OF EXPENDITURES Other Program Total SOURCE OF FUNDS General Fund Program Total SIGNIFICANT CHANGES: (Fiscal Year 2001 Adopted vs. Fiscal Year 2002 Adopted) The adopted budget for Fiscal Year 2002 of $175,000 is a decrease of $25,000 due to the following change: • Decrease in funding to balance the budget Program Total $ (25,000) $ (25,000) Fiscal Year 2001 Contingency Fund Transfers Approved by Mayor and Council Fiscal Year 2001 Adopted Budget August 7, 2000 September 5, 2000 October 2, 2000 October 23, 2000 November 6, 2000 November 6, 2000 November 6, 2000 January 8, 2001 April 2, 2001 $ 200,000 Ballet Folklorico la Paloma Educational Enrichment Foundation SciEnTeK-12, Inc. Tucson Conquistadores Anytown USA Salud Para Todos, Inc. Tucson Arts Odyssey Miracle on Church Street Tucson Bicycle Classic 418 (7,700) (9,600) (10,000) (15,338) (5,000) (25,000) (7,000) (2,822) (4,000) NON-DEPARTMENTAL Fiscal Year 2001 Contingency Fund Transfers Approved by Mayor and Council (Continued) April 2, 2001 April 9, 2001 April 23, 2001 April 23, 2001 May 7, 2001 May 21, 2001 June 4, 2001 June 18, 2001 June 18, 2001 Danish Club of Tucson Kea Sign Doolen Middle School Literacy Program Hot Topics, Cool Solutions 2001 Metropolitan Housing Commission Local HOME Match Funds Western Little League, Inc. COPE Behavioral Services, Inc. 25th SECME Summer Institute Total Transfers $ (2,000) (11,000) (2,000) (25,000) (2,500) (44,370) (20,000) (3,335) (3,335) (200,000) Contingency Fund Ending Balance $ 419 -0-