City of Tucson Adopted Biennial Budget Detail Fiscal Years 2007 and 2008 Volume II CITY OF TUCSON Adopted Biennial Budget Detail Fiscal Years 2007 and 2008 Presented July 1, 2006 CITY COUNCIL HONORABLE ROBERT E. WALKUP MAYOR JOSÉ J. IBARRA WARD 1 SHIRLEY C. SCOTT WARD 4 CAROL W. WEST WARD 2 KARIN UHLICH WARD 3 NINA J. TRASOFF WARD 6 STEVE LEAL WARD 5 CITY ADMINISTRATION MIKE HEIN City Manager MICHAEL D. LETCHER Deputy City Manager LIZ RODRIGUEZ MILLER KAREN MASBRUCH Assistant City Manager Assistant City Manager TABLE OF CONTENTS VOLUME II OPERATING BUDGET DETAIL Mayor and Council.................................................................................................................................................. Budget and Research .............................................................................................................................................. City Attorney ........................................................................................................................................................... City Clerk.................................................................................................................................................................. City Court................................................................................................................................................................. City Manager............................................................................................................................................................ Community Services............................................................................................................................................... Convention Center.................................................................................................................................................. Development Services............................................................................................................................................ Environmental Services ......................................................................................................................................... Equal Opportunity Programs and Independent Police Review ...................................................................... Finance...................................................................................................................................................................... Fire ............................................................................................................................................................................ General Services ...................................................................................................................................................... Golf ........................................................................................................................................................................... Human Resources................................................................................................................................................... Information Technology........................................................................................................................................ Neighborhood Resources ...................................................................................................................................... Parks and Recreation .............................................................................................................................................. Police......................................................................................................................................................................... Procurement ............................................................................................................................................................ Public Defender ...................................................................................................................................................... Transportation......................................................................................................................................................... Urban Planning and Design .................................................................................................................................. Water ........................................................................................................................................................................ Non-Departmental ................................................................................................................................................. 1 7 13 23 31 39 49 61 69 81 93 99 113 127 139 147 155 167 175 195 209 221 225 241 253 271 MAYOR AND COUNCIL OPERATING: POSITION TOTAL: $ 3,272,010 51.50 MAYOR COUNCIL PROGRAM ALLOCATION FINANCING PLAN Council-Ward 6 12% Council-Ward 5 12% Administrative Expenses 10% Council-Ward 4 12% General Fund 100% Mayor 18% Council-Ward 3 12% Council-Ward 2 12% Council-Ward 1 12% TEN YEAR STAFFING TRENDS Adopted Positions 2000 53.00 2005 1999 53.00 2004 44.50 53.00 2003 43.50 53.00 2002 43.50 1998 50.00 53.00 2001 60.00 51.50 40.00 40.00 1 2006 1997 30.00 CITY OF TUCSON WARD MAP 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. The population of each ward is approximately 88,300. The city conducts partisan elections. In the Primary Elections, electors may vote for their party’s candidate for Mayor, and may also vote for their party’s candidate for Council Member in their council ward. In the General Election, all qualified electors of the City of Tucson (regardless of city ward) may vote for all offices. The Mayor’s Office is located in City Hall. Each Council Member has an office in the ward they represent. MAYOR AND COUNCIL PHONE NUMBERS AND LOCATIONS Office Mayor Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Representative Robert E. Walkup José J. Ibarra Carol W. West Karin Uhlich Shirley C. Scott Steve Leal Nina J. Trasoff Address 255 West Alameda 940 West Alameda 7575 East Speedway 1510 East Grant Road 8123 East Poinciana 4300 South Park Avenue 3202 East First Street Phone Number 791-4201 791-4040 791-4687 791-4711 791-3199 791-4231 791-4601 On December 20, 2005, the Mayor and Council approved the formation of six City of Tucson Strategic Subcommittees. Each council member serves on three subcommittees. The subcommittees are: • Children, Families, and Seniors • Environment, Planning, and Resource Management • Neighborhoods, Public Safety, and Emergency Preparedness • Transportation • Economic and Workforce Development • Rio Nuevo/Downtown, Arts, Culture, and History 3 MAYOR AND COUNCIL DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 9.50 7.00 7.00 7.00 7.00 7.00 7.00 9.50 7.00 7.00 7.00 7.00 7.00 7.00 9.50 7.00 7.00 7.00 7.00 7.00 7.00 9.50 7.00 7.00 7.00 7.00 7.00 7.00 9.50 7.00 7.00 7.00 7.00 7.00 7.00 51.50 51.50 51.50 51.50 51.50 Position Summary Mayor Council - Ward 1 Council - Ward 2 Council - Ward 3 Council - Ward 4 Council - Ward 5 Council - Ward 6 Department Total Financial Summary Mayor Council - Ward 1 Council - Ward 2 Council - Ward 3 Council - Ward 4 Council - Ward 5 Council - Ward 6 Administrative Expenses $ 525,509 341,908 363,290 334,341 350,150 357,532 369,253 265,889 $ 581,000 397,980 397,980 397,980 397,980 397,980 397,980 295,190 $ 565,320 378,100 388,610 388,520 358,220 364,520 391,590 293,660 $ 590,080 405,230 405,230 405,230 405,230 405,230 405,230 250,550 $ 590,080 405,230 405,230 405,230 405,230 405,230 405,230 250,550 Department Total $ 2,907,872 $ 3,264,070 $ 3,128,540 $ 3,272,010 $ 3,272,010 $ 2,482,979 360,605 64,288 -0- $ 2,831,880 373,710 58,480 -0- $ 2,672,310 377,000 79,110 120 $ 2,888,970 324,560 58,480 -0- $ 2,888,970 324,560 58,480 -0- $ 2,907,872 $ 3,264,070 $ 3,128,540 $ 3,272,010 $ 3,272,010 $ 2,907,872 $ 3,264,070 $ 3,128,540 $ 3,272,010 $ 3,272,010 $ 2,907,872 $ 3,264,070 $ 3,128,540 $ 3,272,010 $ 3,272,010 Character of Expenditures Personal Services Services Commodities Equipment Department Total Source of Funds General Fund Department Total 4 MAYOR AND COUNCIL Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $3,272,010 reflects an increase of $7,940 from the Fiscal Year 2006 Adopted Budget. Changes include funding for a market-based compensation adjustment and a change in how City Hall maintenance budgets will be handled. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $ 3,272,010 is the same as Fiscal Year 2007. 5 6 BUDGET AND RESEARCH OPERATING: POSITION TOTAL: $ 2,455,910 24.55 ADMINISTRATION RESEARCH AND ORGANIZATIONAL EFFECTIVENESS BUDGET MANAGEMENT PROGRAM ALLOCATION FINANCING PLAN Administration 25% Budget Management 45% General Fund 100% Research and Organizational Effectiveness 30% TEN YEAR STAFFING TRENDS Adopted Positions 35.00 27.00 26.00 26.00 24.00 25.00 24.00 22.55 22.55 22.55 2006 26.00 2005 26.00 2004 30.00 7 2003 2002 2001 2000 1999 1998 1997 20.00 8 BUDGET AND RESEARCH MISSION STATEMENT To ensure effective and efficient allocation of resources by working with the Mayor and Council, City Manager, and city departments and offices to provide the highest levels of services to the residents of Tucson. OVERVIEW The Budget and Research Department develops and manages the operating budget and the five-year capital improvement program, provides evaluation and policy analysis of municipal programs, and facilitates performance improvement. In performing these functions, a primary focus is adding value to the organization. These and other related services are provided through the Administration, Budget Management, and Research and Organizational Effectiveness Divisions. DEPARTMENT HIGHLIGHTS Research and Organizational Effectiveness: Based on new priorities as identified by Mayor and Council, the Research and Organizational Effectiveness Division (ROED) has been created to assist in coordinating the City Strategic Plan and managing the plan development process, the new work plan tracking system, and the citywide reporting of results. The division will also coordinate the citywide residents survey, which is designed to gather citizen input used to shape city services and identify areas for improvements in customer service and organizational efficiency. The creation of ROED includes the consolidation of the Organizational Development Division of the City Manager’s Office into Budget and Research. In support of this new focus four positions were transferred from the Budget Management Division. Division staff has begun facilitating improvement, including work with General Services’ Architecture and Engineering Division. Streamlining Process: In response to a citywide internal survey, the department reduced approvals necessary to hire, purchase, travel, and process other expenses. This was a first step in an ongoing effort to eliminate processes that do not add value. Financial Sustainability: In Fiscal Year 2006, the city began the process to develop a long-range Financial Sustainability Plan that will identify future service levels consistent with the City Strategic Plan and the resources required to provide those services. The Financial Sustainability Plan provides a framework for the current and future biennial budgets. Home Rule Approved: The City of Tucson sought and received voter approval of the “Home Rule” option under the state expenditure limitation statutes. In 1980, Arizona voters established a constitutional expenditure limitation for cities. Since that time the City of Tucson operated under a limit based upon population and inflation. Under Home Rule, the city’s annual balanced budget is the ceiling for expenditures. Home Rule sunsets after four years. At that time the voters can assess the city’s performance and determine whether to continue the Home Rule. Distinguished Budget Presentation Award: The City of Tucson is one of only two jurisdictions in the State of Arizona who have received the Distinguished Budget Presentation Award for 21 years. According to the Government Finance Officer’s Association, no jurisdiction in Arizona has received the award for more than 21 years. 9 BUDGET AND RESEARCH DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Administration Budget Management Research and Organizational Effectiveness 7.55 15.00 -0- 7.55 15.00 -0- Department Total 22.55 22.55 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 7.55 15.00 -0- 7.55 11.00 6.00 7.00 11.00 6.00 22.55 24.55 24.00 Position Summary Financial Summary Administration Budget Management Research and Organizational Effectiveness $ 681,105 1,243,538 -0- $ 701,450 1,482,130 -0- $ 783,590 1,180,580 -0- $ 609,720 1,105,850 740,340 $ 603,400 1,029,310 727,340 Department Total $ 1,924,643 $ 2,183,580 $ 1,964,170 $ 2,455,910 $ 2,360,050 $ 1,768,079 97,189 51,699 7,676 $ 1,918,520 192,100 72,960 -0- $ 1,679,000 213,570 71,600 -0- $ 2,190,740 113,360 151,810 -0- $ 2,184,420 101,360 74,270 -0- $ 1,924,643 $ 2,183,580 $ 1,964,170 $ 2,455,910 $ 2,360,050 $ 1,924,643 $ 2,183,580 $ 1,964,170 $ 2,455,910 $ 2,360,050 $ 1,924,643 $ 2,183,580 $ 1,964,170 $ 2,455,910 $ 2,360,050 Character of Expenditures Personal Services Services Commodities Equipment Department Total Source of Funds General Fund Department Total Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $2,455,910 reflects an increase of $272,330 from the Fiscal Year 2006 Adopted Budget, primarily due to the transfer of Organizational Development from the City Manager’s Office. Funding has been included for a market-based compensation adjustment and benefit changes. Other significant changes are as follows: ♦ Carryforward of $70,000 is included for technology acquisition. ♦ A change in the formula for allocating maintenance and related facility costs will result in a $59,070 transfer to the General Services Department. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $2,360,050 includes a decrease of $95,860 from Fiscal Year 2007, due to the reduction of a part-time position and miscellaneous services and acquisitions. 10 BUDGET AND RESEARCH ADMINISTRATION MISSION STATEMENT: The Administration Division provides administrative support to the department so staff can develop and execute the city’s budget, which promotes efficient and effective city operations. RESOURCE SUMMARY Position Resources Financial Resources General Fund $ Actual FY 2005 Adopted FY 2006 7.55 7.55 681,104 $ 701,450 Estimated FY 2006 7.55 $ 783,590 $ Adopted FY 2007 Approved FY 2008 7.55 7.00 607,080 $ 600,760 KEY MEASURES OF PERFORMANCE Manage the variance of general purpose funds actual revenues from estimated revenues (percent). 2.3% N/A 3.6% 0.0% 0.0% Improve the city’s financial position by increasing the General Fund balance ($ millions). $ 28.3 $ 35.2 $ 44.2 $ 44.2 $ 44.2 BUDGET MANAGEMENT MISSION STATEMENT: The Budget Management Division develops, implements, and monitors the city’s annual operating and capital budgets, and maintains them within authorized appropriations and available revenues to ensure the highest level of municipal service to city residents. RESOURCE SUMMARY Position Resources Financial Resources General Fund 15.00 15.00 15.00 11.00 11.00 $ 1,243,538 $ 1,482,130 $ 1,180,580 $ 1,105,850 $ 1,029,310 0.0% 0.0% KEY MEASURES OF PERFORMANCE Manage the variance of general purpose funds actual expenditures to estimated expenditures (percent). (3.2%) N/A 11 (1.6%) BUDGET AND RESEARCH RESEARCH AND ORGANIZATIONAL EFFECTIVENESS* MISSION STATEMENT: The Research and Organizational Effectiveness Division strengthens and enhances the city’s overall performance and effectiveness by providing a variety of management services and support to city departments, the executive team, and the Mayor and Council to improve service to the community. RESOURCE SUMMARY Position Resources Financial Resources General Fund $ Actual FY 2005 Adopted FY 2006 -0- -0- -0- $ -0- Estimated FY 2006 -0$ -0- $ Adopted FY 2007 Approved FY 2008 6.00 6.00 740,340 $ 727,340 KEY MEASURES OF PERFORMANCE Support departments to improve service and reduce and streamline internal processes. • Number of evaluations • Efficiency savings ($000s) N/A N/A N/A N/A 2 N/A 6 $ 300 8 $ 350 *Research and Organizational Effectiveness is a new division in Fiscal Year 2007. It includes the transfer of Organizational Development from the City Manager’s Office. 12 CITY ATTORNEY OPERATING: POSITION TOTAL: $ 8,766,640 108.50 ADMINISTRATION CIVIL CRIMINAL FINANCING PLAN General Fund: Forfeiture Funds 2% General Fund: Restricted 1% Miscellaneous Federal Grants 4% Miscellaneous Non-Federal Grants 2% General Fund 91% Criminal 69% Administration 4% Civil 27% TEN YEAR STAFFING TRENDS Adopted Positions 120.00 112.00 112.00 108.00 105.00 106.00 106.00 2006 108.00 114.00 2005 108.00 113.00 2004 110.00 PROGRAM ALLOCATION 100.00 13 2003 2002 2001 2000 1999 1998 1997 90.00 14 CITY ATTORNEY MISSION STATEMENT To ensure the legality of the official business of the City of Tucson by providing sound legal advice; represent the city in all legal proceedings and administrative matters involving issues of law; and ensure the safety of Tucson’s citizens by enforcing criminal state statutes and local ordinances. OVERVIEW The City Attorney's Office consists of the Administration, Civil, and Criminal Divisions. The Administration Division provides legal advice to the Mayor and Council as well as professional leadership, guidance, and support to the City Attorney’s Office. The Civil Division provides legal advice and representation to the Mayor and Council, the City Manager, and all city departments. This division helps to ensure the lawfulness of the official business of the city and, when possible, avoid litigation. The Civil Division also 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. This division enforces state and local laws regulating nuisance properties such as those that are the site of recurring criminal activity, and prosecutes civil infraction cases to abate nuisance conditions, such as weedy lots, junked cars, and vacant and neglected structures. The Criminal Division also provides notice to both state-mandated and non-mandated crime victims. 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 development of the Rio Nuevo downtown district and the licensing and franchising of utility, cable television, and telecommunications to protect the interests of the city and the citizens due to changes resulting from the new competitive environment. The office is continually involved in issues faced by all city departments, including Parks and Recreation, Tucson Water, Fire, and Police. DEPARTMENT HIGHLIGHTS Qwest Telecommunication Tax: The city has successfully defended its telecommunications tax against a federal court challenge by Qwest that the tax constituted an improper charge for use of the rights-of-way. The United States Court of Appeals for the Ninth Circuit ruled in January 2006 that the tax is lawful under the Federal Telecommunications Act. Billboard Litigation: The Arizona Supreme Court ruled in the city’s favor holding that a new outdoor advertising industry sponsored statue of limitations does not bar enforcement of a large number of billboard related sign and zoning code violations. The Arizona Court of Appeals also ruled in the city’s favor finding that the same statute does not apply to enforcement of the city’s Outdoor Lighting Code violations on billboards. Land Use Code: Through development and enforcement of planning and zoning ordinances, the City Attorney’s Office continues to assist in the protection of neighborhoods from incompatible land uses. The City Attorney's Office has worked with the Department of Urban Planning and Design to draft a series of Land Use Code amendments that provide improved design and development flexibility, while ensuring neighborhood preservation, and provide new regulations for master planned communities. The office successfully defended the Tucson Board of Adjustment in three appeals this past year, thereby upholding the board’s decision and the Zoning Administrator’s interpretation of the Land Use Code. The office participated in the drafting of state regulations for the distribution of funds for the mitigation of impacts from military installations and worked with the City Manager’s Office on development agreements for major new development projects. 15 CITY ATTORNEY Department Highlights (Continued) Respond to Community Issues: The City Attorney’s Office worked closely with the governing body, Tucson Police, and other affected departments to develop ordinances that address important community issues. For example, the ordinance regulating the sales of psuedoephedrine products, which was developed by the City Attorney’s Office, is part of a larger anti-meth program. In addition, Neighborhood Prosecution Team (NPT) continues to address quality of life issues within Tucson neighborhoods such as the successful prosecution of owners of a nuisance property located in the Fort Lowell Historic District. First Time Offender Diversion Program: The Criminal Division has added two innovative diversion programs to its list of opportunities for first time misdemeanor defendants. The Animal Diversion Program gives defendants charged with minor animal offenses the opportunity to learn about the legal responsibilities of pet owners in exchange for a dismissal of their charges. The Monitored Diversion Program (MDP) addresses domestic violence and other first offenses where long-term education and counseling is the goal. MDP requires successful completion of a specific number of approved classes as well as a monitoring component. The monitoring component provides for victim input, assurance of compliance, and immediate feedback to the Criminal Division when the defendant is not compliant. The MDP has already demonstrated a high rate of success and is an excellent alternative to dismissing a case for a lack of a victim’s appearance at trial. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 3.00 26.00 77.00 3.00 26.00 77.00 3.00 26.00 77.00 3.00 26.00 79.50 3.00 26.00 81.50 106.00 106.00 106.00 108.50 110.50 Position Summary T Administration Civil Criminal Department Total Financial Summary T Administration Civil Criminal Department Total $ 374,075 1,815,454 5,160,258 $ 7,349,787 $ 370,470 1,923,160 5,791,830 $ 8,085,460 16 $ 407,580 1,892,130 5,548,150 $ 7,847,860 $ 341,270 2,401,790 6,023,580 $ 8,766,640 $ 341,270 2,401,790 6,126,570 $ 8,869,630 CITY ATTORNEY Department Resources (Continued) T Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 7,140,616 443,831 177,657 -0(412,317) $ 7,658,010 579,130 200,070 25,000 (376,750) $ 7,596,050 450,520 153,040 25,000 (376,750) $ 8,408,470 488,170 207,130 -0(337,130) $ 8,514,430 488,850 203,480 -0(337,130) $ 7,349,787 $ 8,085,460 $ 7,847,860 $ 8,766,640 $ 8,869,630 $ 7,026,663 10,336 -0243,288 69,500 $ 7,301,880 210,010 -0424,700 148,870 $ 7,330,040 210,010 -0204,720 103,090 $ 8,009,930 210,010 60,000 338,440 148,260 $ 8,112,920 210,010 60,000 338,440 148,260 $ 7,349,787 $ 8,085,460 $ 7,847,860 $ 8,766,640 $ 8,869,630 Character of Expenditures Personal Services Services Commodities Equipment Other Department Total Source of Funds General Fund General Fund: Forfeiture Funds General Fund: Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Department Total Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $8,766,640 reflects an increase of $681,180 from the Fiscal Year 2006 Adopted Budget. Funding has been included for a market based compensation adjustment and benefit changes. In addition, $152,000 and 2.5 positions have been included based on the adopted Financial Sustainability Plan. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $8,869,630 includes an increase of $102,990 from Fiscal Year 2007, reflecting additional capacity based on the adopted Financial Sustainability Plan. 17 CITY ATTORNEY 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 3.00 3.00 3.00 3.00 3.00 $ 374,075 $ 370,470 $ 407,580 $ 341,270 $ 341,270 KEY MEASURES OF PERFORMANCE 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 133 10,719 140 13,128 137 11,041 141 11,372 145 11,713 37 37 37 37 37 6 6 2 2 2 Encourage attorney staff to serve as arbitrators in litigation to offload the court system. • Number of arbitrations 13 N/A 10 12 12 Monitor prosecution of misdemeanor cases to ensure fair treatment of defendants, compliance with victims’ rights, staff professionalism, and efficiency of procedures. • Number of cases prosecuted 57,691 60,365 58,450 59,300 60,125 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 94% 95% 95% 95% 95% Advise the Mayor and Council during Mayor and Council meetings. • Number of regularly scheduled meetings • Number of special meetings 18 CITY ATTORNEY Administration (Continued) KEY MEASURES OF PERFORMANCE Obtain satisfaction with legal advice from the Mayor and Council, the City Manager, and department heads. • Percent expressing satisfaction during periodic surveys and/or meetings Obtain satisfaction with the Criminal Division’s services by victims, judges, and police enforcement agents. • Percent expressing satisfaction during periodic survey meetings/audits Actual FY 2005 Adopted FY 2006 90% 95% 85% 85% Estimated FY 2006 Adopted FY 2007 Approved FY 2008 95% 95% 95% 86% 87% 88% 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) 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 26.00 26.00 26.00 26.00 26.00 $ 1,815,454 -0- $ 1,923,160 -0- $ 1,892,130 -0- $ 2,341,790 60,000 $ 2,341,790 60,000 $ 1,815,454 $ 1,923,160 $ 1,892,130 $ 2,401,790 $ 2,401,790 KEY MEASURES OF PERFORMANCE Control litigation of all active civil cases involving the city. 106 144 109 112 117 Actively defend in-house wrongful act litigation cases against the city. 48 45 49 51 53 Monitor bankruptcy and garnishment cases to protect public resources. 441 429 454 468 482 19 CITY ATTORNEY Civil (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Provide legal review of all city contracts and foreclosure actions to protect the public resources. 745 995 Represent and respond to all requests from city departments on personnel matters to ensure the integrity and accountability of city employees and to control potential liability resulting from employee lawsuits. 3,447 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 Serve as arbitrators in litigation to offload the court system. • Number of arbitrations 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 cases with favorable outcomes • Number of city departments’ disciplinary action cases before the Civil Service Commission • Percent of cases sustained • Number of cases before Administrative Proceeding Offices (disciplinary actions, tax hearings, Board of Inquiries, and Liquor Board hearings) • Percent of cases sustained Provide Mayor and Council, the City Manager, and city departments timely legal advice. • Percent completed in a timely manner Adopted FY 2007 Approved FY 2008 767 790 814 1,606 3,550 3,656 3,765 133 10,719 140 13,128 137 11,041 141 11,372 145 11,713 13 N/A 10 12 12 $ 2,915 $ 6,275 $ 3,276 $ 3,374 $ 3,475 31 39 33 35 35 94% 95% 95% 95% 95% 7 7 11 10 10 85% 115 95% 28 90% 118 95% 122 95% 125 90% 95% 95% 95% 95% 94% 95% 95% 95% 95% 20 Estimated FY 2006 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Forfeiture Funds Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 77.00 77.00 77.00 79.50 81.50 $ 4,837,134 10,336 243,288 69,500 $ 5,008,250 210,010 424,700 148,870 $ 5,030,330 210,010 204,720 103,090 $ 5,326,870 210,010 338,440 148,260 $ 5,429,860 210,010 338,440 148,260 $ 5,160,258 $ 5,791,830 $ 5,548,150 $ 6,023,580 $ 6,126,570 KEY MEASURES OF PERFORMANCE 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, and 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, non-violent defendants by offering counseling/education opportunities 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 • Number of victims assisted in obtaining restitution • Amount obtained in restitution awards for crime victims and City Court ($000s) 4,123 4,440 4,150 4,200 4,200 239 292 245 248 250 83% 85% 95% 100% 100% 3,287 6,530 3,500 3,700 3,800 39,486 2,769 39,389 3,612 39,600 2,769 39,700 2,794 39,700 2,824 $ 228 $ 142 $ 240 $ 250 $ 250 21 CITY ATTORNEY Criminal (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 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 90% 95% 95% Obtain favorable ratings of staff professionalism. • Percent of public survey responses indicating professional treatment from the prosecutor Reduce the City Court caseload by offering counseling/education opportunity to firsttime offenders. • Percent of defendants successfully completing diversion • Percent of defendants scheduled for general criminal arraignment offered diversion Obtain favorable responses to victim services upon conclusion of cases. • Percent of victim surveys returned with “above average” rating Adopted FY 2007 Approved FY 2008 95% 95% 95% 85% 95% 95% 95% 90% 85% 95% 95% 95% 95% 95% 95% 95% 95% 10% 10% 10% 10% 10% 80% 95% 90% 95% 95% 22 Estimated FY 2006 CITY CLERK OPERATING: POSITION TOTAL: $ 3,699,070 37.50 ADMINISTRATION LEGISLATIVE MANAGEMENT RECORDS AND ELECTIONS MANAGEMENT FINANCING PLAN CAMPAIGN FINANCE AND FINANCIAL MANAGEMENT PROGRAM ALLOCATION Campaign Finance and Financial Management 14% Records and Elections Management 39% General Fund 100% Administration 10% Legislative Management 37% TEN YEAR STAFFING TRENDS Adopted Positions 125.00 Mayor and Council elections are held every other year resulting in an increase in staff in those years. For election years prior to 1998, election-related positions were not included in the total number of positions. 100.00 73.00 69.50 75.00 40.50 44.50 50.00 63.50 43.00 58.50 41.00 58.00 37.00 23 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 25.00 24 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 body. 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 municipal elections, and administers the Campaign Finance Program as prescribed by the City Charter. The City Clerk is appointed by the Mayor and Council. The divisions of the City Clerk are Administration, Legislative Management, Records and Elections Management, and Campaign Finance and Financial Management. Mayor and Council elections are held every other year, which results in a fluctuation in staffing and budget levels. Fiscal Year 2006 was an election year for Council Members for Wards 3, 5, and 6. In Fiscal Year 2008, elections will be held for Mayor and Council Members in Wards 1, 2, and 4. DEPARTMENT HIGHLIGHTS Web Site Improved: The City Clerk’s Web site was significantly expanded and now includes minutes of Mayor and Council meetings, information regarding boards, commissions and committees, and election activities. City Records Management Program Expanded: The City Clerk now offers an Electronic Records Transmittal Form and on-site records destruction by authorized staff. Records Management provides individual department records managers training in updating departmental records retention schedules, storing records, and the appropriate destruction of records. Founding of the City of Tucson’s 230th Anniversary Celebrated: The City Clerk’s office coordinated the anniversary celebration held on August 20, 2005 by the Tucson-Pima Historical Commission. Youth Voter Outreach Program Designed and Implemented: In conjunction with the City Clerk’s office and students from the University of Arizona, the Youth Voter Outreach Program was created to encourage greater participation in elections. From May 2005 through October 2005, the students conducted 70 classroom presentations at 20 different public and private high schools. 25 CITY CLERK DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 2.00 23.00 29.00 4.00 2.00 23.00 29.00 4.00 2.00 23.00 29.00 4.00 2.00 23.00 8.50 4.00 2.00 23.00 29.00 4.00 58.00 58.00 58.00 37.50 58.00 Position Summary Administration Legislative Management Records and Elections Management Campaign Finance and Financial Management Department Total Financial Summary Administration Legislative Management Records and Elections Management Campaign Finance and Financial Management Department Total $ 431,260 997,741 781,026 484,836 $ 453,030 1,191,400 2,493,360 784,040 $ 427,210 1,009,620 2,163,520 525,260 $ 394,860 1,363,390 1,437,420 503,400 $ 405,140 1,318,390 2,567,070 608,530 $ 2,694,863 $ 4,921,830 $ 4,125,610 $ 3,699,070 $ 4,899,130 $ 2,123,711 394,362 176,790 -0- $ 2,770,260 1,596,530 550,040 5,000 $ 2,838,330 879,400 402,380 5,500 $ 2,763,770 792,880 142,420 -0- $ 3,225,740 1,063,990 604,200 5,200 $ 2,694,863 $ 4,921,830 $ 4,125,610 $ 3,699,070 $ 4,899,130 $ 2,694,863 $ 4,921,830 $ 4,125,610 $ 3,699,070 $ 4,899,130 $ 2,694,863 $ 4,921,830 $ 4,125,610 $ 3,699,070 $ 4,899,130 Character of Expenditures Personal Services Services Commodities Equipment Department Total Source of Funds General Fund Department Total 26 CITY CLERK Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $3,699,070 reflects a decrease of $1,222,760 from the Fiscal Year 2006 Adopted Budget, primarily because Fiscal Year 2007 is not an election year. Other significant changes are as follows: ♦ A change in the formula for allocating maintenance and related facility costs results in a $91,820 transfer to the General Services Department. ♦ Three commissions were moved from Outside Agencies to City Clerk where the responsibility exists. The commissions are Human Relations, Pima-Tucson Historical, and Commission on Disabled for a total amount of $15,920. ♦ Funding has been included for a market-based compensation adjustment and benefit changes. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $4,899,130 includes an increase of $1,200,060 from Fiscal Year 2007 for the election costs of the November 2007 election. 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 2.00 2.00 2.00 2.00 2.00 $ 431,260 $ 453,030 $ 427,210 $ 394,860 $ 405,140 LEGISLATIVE MANAGEMENT MISSION STATEMENT: The Legislative Management Division provides administrative assistance to the department, accurately records, transcribes, and distributes the minutes and attendant documents for Mayor and Council and other public meetings. The division also provides staff support for all meetings of the Mayor and Council’s boards, commissions, and committees as legally required. RESOURCE SUMMARY Position Resources Financial Resources General Fund 23.00 23.00 23.00 23.00 23.00 $ 997,741 $ 1,191,400 $ 1,009,620 $ 1,363,390 $ 1,318,390 27 CITY CLERK Legislative Management (Continued) KEY MEASURES OF PERFORMANCE Respond to 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, commissions, and committees. • 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 regularly scheduled meetings • Number of special meetings Publish all legal advertisements for Mayor and Council public hearings, ordinances, and resolutions as required. • Number of legal advertisements published Complete minutes and special verbatim transcripts of Mayor and Council meetings and for boards, commissions, and committees meetings. • Number of Mayor and Council meetings transcribed • Number of boards, commissions, and committees meetings transcribed Complete activities in accordance with established guidelines. • Percent of requests from Mayor and Council or City Manager completed in a timely manner • Percent of mandated meeting requirements met Actual FY 2005 Adopted FY 2006 50 45 1,640 Adopted FY 2007 Approved FY 2008 34 40 40 1,620 1,595 1,570 1,570 37 6 37 6 37 2 37 2 37 2 180 165 168 170 170 65 65 45 54 54 98 98 102 106 106 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 28 Estimated FY 2006 CITY CLERK RECORDS AND ELECTIONS MANAGEMENT MISSION STATEMENT: The Records and Elections Management 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. The division also ensures that elections are conducted in accordance with legal requirements and established policies and procedures, encouraging maximum voter participation. RESOURCE SUMMARY Position Resources Financial Resources General Fund $ Actual FY 2005 Adopted FY 2006 29.00 29.00 781,026 $ 2,493,360 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 29.00 8.50 29.00 $ 2,163,520 $ 1,437,420 $ 2,567,070 KEY MEASURES OF PERFORMANCE Process and file official city documents received as public record in accordance with city and state law within 30 days of receipt. • Number of documents processed and filed 18,000 17,500 16,975 16,385 16,385 Process citizen and staff requests for information. • Number of requests processed 18,000 18,000 17,460 16,930 16,930 Process and store records received at the Records Center within one week of receipt from city departments. • Volume of records (cubic feet) 1,800 1,400 1,127 1,160 1,160 Update voter registration statistics and boundary line changes on posted ward maps within 30 days of effective date. • Number of updates completed 8 8 8 8 8 Maintain the percentage of utilized storage space for inactive records at the Records Center. 100% 100% 100% 100% 100% Archive and maintain public documents to ensure accessibility to the public and staff. 100% 100% 100% 100% 100% Ensure that all registered voters receive information and instructions regarding the election process. 100% 100% 100% 100% 100% 29 CITY CLERK CAMPAIGN FINANCE AND FINANCIAL MANAGEMENT MISSION STATEMENT: The Campaign Finance and Financial Management Division provides financial direction to the department and the Mayor and Council offices, monitors budget expenditures, and administers the Election Campaign Account to ensure that public funds are distributed in accordance with the provisions of the Tucson City Charter. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 4.00 4.00 4.00 4.00 4.00 $ 484,836 $ 784,040 $ 525,260 $ 503,400 $ 608,530 KEY MEASURES OF PERFORMANCE Complete tasks associated with the Campaign Finance Program within established guidelines. • Number of mayoral and council candidate campaign finance reports reviewed and processed* • Number of audits completed • Number of seminars conducted • Number of requests for public matching funds processed 8 48 36 10 70 2 2 3 14 1 21 6 1 4 2 1 4 18 1 10 2 2 2 2 2 1 2 2 -0- 2 Ensure that all registered voters receive information and instructions regarding the election process. 100% 100% 100% 100% 100% Ensure that all candidates are notified of changes to laws, procedures, and filing deadlines within established timelines. 100% 100% 100% 100% 100% Update Campaign Finance Software created by the City Clerk to assist candidates and treasurers with report filing pursuant to state law and the City Charter. • Number of updates completed Provide mandated voter information/ publicity pamphlets to registered households within time frame set by state law. • Number of voter pamphlets distributed to 180,000 registered households *This measure is linked to the number of candidates and election year, which varies. For example, Fiscal Year 2008 is a mayoral and three council seat election year. 30 CITY COURT OPERATING: POSITION TOTAL: $ 10,960,720 150.30 JUDICIAL ADMINISTRATION PROGRAM ALLOCATION FINANCING PLAN Administration 77% General Fund: Restricted 2% General Fund 93% Parkwise: Fees and Charges 1% Miscellaneous Non-Federal Grants 4% Judicial 23% TEN YEAR STAFFING TRENDS Adopted Positions 143.80 143.80 140.00 138.30 138.30 141.30 141.30 2006 141.80 2004 138.80 2003 145.30 141.30 2005 160.00 2002 2001 2000 1999 1998 1997 120.00 31 32 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 caseloads per judicial officer and administrative staff employee are both the second highest in the state. City Court is organized into two divisions: 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. The Administration Division provides, and is responsible for, personnel management, facilities management, budget management, records management, computerized case tracking, calendar management, public services, and enforcement of the court’s orders, processing nearly 250,000 charges per year. DEPARTMENT HIGHLIGHTS E-ticket Project: The E-ticket project is a joint effort with the Tucson Police Department to produce electronic citations that are transmitted and entered into the court’s automated case management system. The project began in August 2005 and is meeting expectations. Expansion of the project to all agencies that cite into City Court is planned contingent upon funding for equipment in future years. This project has received The Arizona Judicial Branch Achievement Award for providing Access to Swift, Fair Justice. Digital Imaging Project: This project digitally images all documents submitted to the court with the ultimate goal of being a paperless court. All documents produced in courtrooms will be converted to a digital image that is stored and made available for viewing via computer. This project will eliminate the creation, transfer, and storage of hard copy case files. Currently, the court is creating digital images of the E-tickets and paper citations, and will be digitally imaging proof of compliance documents in the near future. New City Court Complex: Planning continues on the design and functional structure of the new Pima County Justice Court and City Court Complex, which was approved by the voters in 2004 for funding with Pima County bonds. Telephone Service Improvements: The current telephone system and staff authorizations do not adequately provide resources to handle the volume of incoming calls. To improve service, City Court is scheduled for upgrading to a Voice Over Internet Protocol telephone system and will be reallocating staff for this function in Fiscal Year 2007. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 17.80 123.50 17.80 123.50 17.80 127.50 18.80 131.50 18.80 138.50 141.30 141.30 145.30 150.30 157.30 Position Summary Judicial Administration Department Total 33 CITY COURT Department Resources (Continued) Actual FY 2005 Adopted FY 2006 $ 2,195,149 7,337,904 $ 2,462,280 8,029,780 Operating Total $ 9,533,053 Capital Improvements Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 2,397,080 7,911,080 $ 2,565,850 8,394,870 $ 2,566,380 8,672,480 $ 10,492,060 $ 10,308,160 $ 10,960,720 $ 11,238,860 $ 1,218,410 $ $ $ $ $ 10,751,463 $ 10,492,060 $ 10,308,160 $ 10,960,720 $ 11,238,860 $ 7,658,627 $ 8,219,620 $ 8,243,230 $ 8,705,370 $ 8,969,060 1,363,453 1,497,610 1,457,740 1,519,170 1,525,020 503,405 352,620 372,910 392,970 401,670 7,568 106,840 118,910 106,840 106,840 -0- 315,370 115,370 236,370 236,270 Operating Total $ 9,533,053 $ 10,492,060 $ 10,308,160 $ 10,960,720 $ 11,238,860 Capital Improvements $ 1,218,410 $ $ $ $ $ 10,751,463 $ 10,492,060 $ 10,308,160 $ 10,960,720 $ 11,238,860 General Fund General Fund: Restricted Parkwise: Fees and Charges Miscellaneous Non-Federal Grants $ 9,260,058 224,036 -048,959 $ 9,714,690 260,000 118,230 399,140 $ 9,669,540 260,000 118,230 260,390 $ 10,221,820 261,200 115,510 362,190 $ 10,496,950 262,420 115,520 363,970 Operating Funds Total $ 9,533,053 $ 10,492,060 $ 10,308,160 $ 10,960,720 $ 11,238,860 $ 1,218,410 $ -0- $ -0- $ -0- $ -0- Capital Funds Total $ 1,218,410 $ -0- $ -0- $ -0- $ -0- Department Total $ 10,751,463 $ 10,492,060 Financial Summary Judicial Administration Department Total -0- -0- -0- -0- Character of Expenditures Personal Services Services Commodities Equipment Other Department Total -0- -0- -0- -0- Source of Funds Operating Funds Capital Funds General Fund: Restricted 34 $ 10,308,160 $ 10,960,720 $ 11,238,860 CITY COURT Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $10,960,720 reflects an increase of $468,660 from the Fiscal Year 2006 Adopted Budget, primarily as a result of the approved Financial Sustainability Plan. The Financial Sustainability Plan included eight positions with an additional position added for Probation. In addition, funding has been included for a market-based compensation adjustment and benefit changes. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $11,238,860 includes an increase of $278,140 from Fiscal Year 2007, reflecting additional capacity based on the approved Financial Sustainability Plan. JUDICIAL MISSION STATEMENT: The Judicial Division builds public trust and confidence in City Court by providing prompt and impartial adjudication of cases and equal access for all citizens. RESOURCE SUMMARY Position Resources Financial Resources General Fund Parkwise: Fees and Charges Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 17.80 17.80 17.80 18.80 18.80 $ 2,163,008 -032,141 $ 2,280,750 70,210 111,320 $ 2,215,550 70,210 111,320 $ 2,424,430 68,810 72,610 $ 2,424,960 68,820 72,600 $ 2,195,149 $ 2,462,280 $ 2,397,080 $ 2,565,850 $ 2,566,380 37,200 340 170 2,500 36,000 340 190 2,700 KEY MEASURES OF PERFORMANCE Adjudicate all cases brought before the court. • Number of criminal arraignments • Number of bench trials • Number of jury trials • Number of civil traffic hearings 40,000 525 100 2,300 40,000 525 100 3,000 35 38,600 340 150 2,400 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Parkwise: Fees and Charges Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 123.50 123.50 127.50 131.50 138.50 $ 7,097,050 224,036 -016,818 $ 7,433,940 260,000 48,020 287,820 $ 7,453,990 260,000 48,020 149,070 $ 7,797,390 261,200 46,700 289,580 $ 8,071,990 262,420 46,700 291,370 $ 7,337,904 $ 8,029,780 $ 7,911,080 $ 8,394,870 $ 8,672,480 KEY MEASURES OF PERFORMANCE Maintain file library and track file flow for all court events, which include the following: file destruction, file storage, calendared events, motions, set asides, probation revocations, prior arrests, record requests, and on-demand requests. • New files opened • Number of files archived and destroyed • Number of pending files Initiate court cases by entering citation information in the computer system, and manage case flow by entering results of court hearings in an accurate and timely manner. • Number of cases updated that required action by a judicial officer Implement contracts for payment when it is determined that defendants, due to financial hardship, are unable to pay at the time of sentencing. • Number of contracts for payment established 139,700 203,930 187,700 200,000 134,100 91,000 129,000 120,000 124,000 120,000 370,500 400,000 368,000 365,000 361,000 218,000 218,000 209,000 219,000 231,000 3,900 6,800 3,500 3,100 3,000 36 CITY COURT Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Serve the public by providing citizen information and cashier services, rescheduling court hearings, and accepting proofs of compliance with court orders. • Number of individuals served • Number of customer transactions 125,600 N/A 130,000 N/A Provide access to judicial services for victims of domestic violence or harassment from 8:00 a.m. to 4:00 p.m. on weekdays. • Number of requests for petitions 4,370 Ensure accurate and timely preparation of court orders and related documents for all court trials and hearings. • Number of court files handled Assist individuals within 30 minutes of their arrival. • Public Services • Sentence Enforcement* Reduce arraignment to disposition time, which is the number of days from arraignment to a disposition (judgement). • Average number of days from arraignment to disposition** Estimated FY 2006 Adopted FY 2007 Approved FY 2008 109,000 416,000 112,000 440,000 115,000 470,000 4,500 4,900 5,900 6,900 317,200 218,100 321,000 325,000 330,000 92% 84% 90% 90% 93% 84% 90% 90% 90% 90% 117.5 120.0 134.0 125.0 125.0 *Sentence Enforcement unit customer transactions are more complex and require a longer interaction with the customer. **Arraignment to disposition time is increasing due to older cases being disposed, which requires more time. 37 38 CITY MANAGER OPERATING: POSITION TOTAL: $ 2,825,200 26.00 CITY MANAGER AGENDA OFFICE OF CONSERVATION AND SUSTAINABLE DEVELOPMENT INTERGOVERNMENTAL RELATIONS ZONING EXAMINER FINANCING PLAN PROGRAM ALLOCATION Zoning Examiner 7% Office of Conservation and Sustainable Development 11% General Fund 100% City Manager 52% Intergovernmental Relations 22% Agenda 8% TEN YEAR STAFFING TRENDS Adopted Positions 35.00 25.00 26.00 28.25 27.75 26.25 25.00 23.25 23.00 2005 26.00 2004 27.75 24.00 39 2006 2003 2002 2001 2000 1999 1998 1997 15.00 40 CITY MANAGER MISSION STATEMENT To provide leadership in effectively implementing the legislative policy of the Mayor and Council; oversee the development and administration of strategic plans, organizational work plans, and special programs that are 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 The City Manager includes five units: City Manager, Agenda, Intergovernmental Relations, Office of Conservation and Sustainable Development, and Zoning Examiner. In addition, the City Manager retains hiring authority for and the reporting responsibility over other budgetarily distinct units that, prior to Fiscal Year 2002, were included in the City Manager budget: Office of Equal Opportunity Programs and Independent Police Review. Oversight of the Rio Nuevo Project is also provided by the City Manager’s Office. The city manager is aided in carrying out the responsibilities of the office by the deputy city manager and two assistant city managers. DEPARTMENT HIGHLIGHTS Financial Sustainability: The city manager has placed a high priority on financial sustainability and the development of a plan that will provide for long-term planning. The plan will address future service levels in transportation, public safety, and parks and recreation. Once the service needs for these organizations are identified, they will be translated into a ten-year funding plan based on the projected revenues that the city anticipates collecting. This ten-year projection will serve as a compass to guide the Mayor and Council and staff in meeting the service needs of our citizens. Strategic Plan: The City of Tucson has progressively moved forward in its efforts to become a more strategic, results-oriented organization with a sustainable future. The goal of this strategic approach is to become more efficient and effective in delivering quality services to residents. The City of Tucson’s Strategic Plan was created to designate long-term goals for the organization. The plan identifies six focus areas and the projects that are important in making progress towards those goals. These projects are inventoried in the city’s annual Strategic Work Plan and database. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 City Manager Agenda Intergovernmental Relations Office of Conservation and Sustainable Development Organizational Development Zoning Examiner 13.00 3.00 3.00 -0- 13.00 3.00 3.00 -0- 3.00 2.00 Department Total 24.00 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 13.00 3.00 3.00 -0- 13.00 3.00 4.00 4.00 13.00 3.00 4.00 4.00 3.00 2.00 3.00 2.00 -02.00 -02.00 24.00 24.00 26.00 26.00 Position Summary 41 CITY MANAGER Department Resources (Continued) Actual FY 2005 Adopted FY 2006 City Manager Agenda Intergovernmental Relations Office of Conservation and Sustainable Development Organizational Development* Zoning Examiner $ 1,317,403 245,748 594,673 -0- $ 1,632,970 266,870 565,860 -0- 417,500 177,202 Department Total $ 2,752,526 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 1,601,090 228,180 655,840 -0- $ 1,478,580 233,690 605,580 313,610 $ 1,478,580 233,690 603,560 311,410 381,470 192,820 382,470 190,080 -0193,740 -0193,740 $ 3,039,990 $ 3,057,660 $ 2,825,200 $ 2,820,980 Financial Summary Character of Expenditures Personal Services Services Commodities Equipment Other Department Total $ 2,076,019 572,670 129,837 4,000 (30,000) $ 2,436,570 587,410 64,700 -0(48,690) $ 2,420,420 639,080 46,850 -0(48,690) $ 2,375,170 397,200 52,390 1,400 (960) $ 2,375,170 395,130 50,240 1,400 (960) $ 2,752,526 $ 3,039,990 $ 3,057,660 $ 2,825,200 $ 2,820,980 $ 2,748,616 3,910 $ 3,039,990 -0- $ 3,057,660 -0- $ 2,825,200 -0- $ 2,820,980 -0- $ 2,752,526 $ 3,039,990 $ 3,057,660 $ 2,825,200 $ 2,820,980 Source of Funds General Fund General Fund: Restricted Department Total *Organizational Development was transferred to Budget and Research. 42 CITY MANAGER Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $2,825,200 reflects a decrease of $214,790 from the Fiscal Year 2006 Adopted Budget. Other significant changes are as follows: ♦ Organizational Development was transferred to the Budget and Research Department $381,470. ♦ Personnel costs were reduced by $155,790. ♦ The Office of Conservation and Sustainability Development was created with transfers from Urban Planning and Design $234,680, and Non-Departmental $78,930, including 4 positions. ♦ A change in the formula for allocating maintenance and related facilities costs resulted in a transfer of $45,380 to the General Services Department. ♦ A Regional Intergovernmental Relations Liaison was added at a cost of $37,660. ♦ Funding has been included for a market-based compensation adjustment and benefit changes. Fiscal Year 2008 The adopted operating budget for Fiscal Year 2008 of $2,820,980 reflects a decrease of $4,220 from the Fiscal Year 2007 Adopted Budget. 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 13.00 13.00 $ 1,317,403 $ 1,632,970 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 13.00 13.00 13.00 $ 1,601,090 $ 1,478,580 $ 1,478,580 72 72 KEY MEASURES OF PERFORMANCE Prepare for and participate in Mayor and Council subcommittee meetings, ensuring accurate communication and effective support for deliberations and setting policy. • Number of Mayor and Council subcommittee meetings the assistant city managers and deputy city manager attended as liaisons 40 N/A 43 68 CITY MANAGER City Manager (Continued) KEY MEASURES OF PERFORMANCE Provide infrastructure and services for the current and future needs of the citizens of Tucson so as to maintain a better overall quality of life in Tucson. • Percent of Tucson residents who rate the overall quality of life in Tucson as “good” to “excellent” Increase communication among city employees to better coordinate resources and meet the needs of the workforce and the community. • The number of city employees who attended the city manager luncheons hosted throughout the year to foster better communication among all employees while providing direct access to the city manager • Number of City Teams meeting on a monthly basis Increase citizen satisfaction with city services by providing efficient, effective, and timely service delivery to all residents. • Percent of Tucson residents who rate the quality of services provided by the City of Tucson as “good” to “excellent” Actual FY 2005 Adopted FY 2006 65%* N/A N/A Estimated FY 2006 Adopted FY 2007 Approved FY 2008 N/A 68% N/A N/A 187 200 200 10 N/A 10 10 10 52%* N/A N/A 54% N/A *This information is collected on a biennial basis through the city’s Citizen Survey. The most recent survey was conducted in 2004. 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund 3.00 3.00 3.00 3.00 3.00 $ 245,748 $ 266,870 $ 228,180 $ 233,690 $ 233,690 44 CITY MANAGER Agenda (Continued) KEY MEASURES OF PERFORMANCE 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. 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 2005 Adopted FY 2006 37 6 37 6 650 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 37 2 37 2 37 2 650 175 125 125 650 650 650 650 650 400 400 200 200 200 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund 3.00 3.00 3.00 4.00 4.00 $ 594,673 $ 565,860 $ 655,840 $ 605,580 $ 603,560 45 CITY MANAGER Intergovernmental Relations (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Adopted FY 2007 Approved FY 2008 1,750 1,800 1,800 1,800 1,800 16 16 16 16 8 8 16 16 16 16 32 32 32 32 32 Ensure passage of legislation beneficial to the City of Tucson and its citizens. • Percent passed 70% 70% 70% 70% 70% Defeat legislation that Mayor and Council believe is harmful to the City of Tucson and its citizens. • Percent defeated 80% 80% 80% 80% 80% 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 offices and departments surveyed with regard to legislative programs and agenda items prior to legislative session Estimated FY 2006 OFFICE OF CONSERVATION AND SUSTAINABLE DEVELOPMENT MISSION STATEMENT: The Office of Conservation and Sustainable Development promotes an environmental vision and leadership that emphasizes strong natural resources protection and sustainable community growth. Position Resources Financial Resources General Fund -0$ -0- -0- $ 46 -0- $ -0- 4.00 4.00 -0- $ 313,610 $ 311,410 CITY MANAGER Office of Conservation and Sustainable Development (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2007 Approved FY 2008 N/A 6 6 N/A N/A 18 18 N/A N/A N/A 4 4 Make presentations to the community on conservation and sustainable development issues. • Number of presentations N/A N/A N/A 12 12 Develop reports, relating to conservation and sustainable development issues, for the City Manager’s Office and the Mayor and Council. • Number of reports N/A N/A N/A 6 6 N/A N/A N/A 25 25 N/A N/A N/A 200 200 Provide staff support and assistance to various committees, boards, and commissions related to conservation and sustainable development issues. • Number of Resource Planning Advisory Committee meetings • Number of Habitat Conservation Plan Technical Advisory Committee meetings • Number of Urban Sustainability Advisory Committee meetings Prepare information material related to conservation and sustainable development issues. • Number of maps, charts, brochures, fact sheets, and graphic displays Review rezoning, subdivision plats, and development plans for conservation and sustainable development concerns. • Number of reviews Actual FY 2005 Adopted FY 2006 N/A N/A N/A Estimated FY 2006 ORGANIZATIONAL DEVELOPMENT* RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 3.00 3.00 3.00 -0- -0- $ 413,590 3,910 $ 381,470 -0- $ 382,470 -0- $ -0-0- $ -0-0- $ 417,500 $ 381,470 $ 382,470 $ -0- $ -0- *Organizational Development was transferred to Budget and Research 47 CITY MANAGER ZONING EXAMINER MISSION STATEMENT: The Zoning Examiner provides independent and professional review and analysis of zoning and land use changes, stolen property dispositions, and liquor license extension of premises cases. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 2.00 2.00 2.00 2.00 2.00 $ 177,202 $ 192,820 $ 190,080 $ 193,740 $ 193,740 KEY MEASURES OF PERFORMANCE Hold public hearings, render decisions, and make recommendations to the Mayor and Council related to zoning and land use, and stolen property disposition. • Number of rezoning cases • Number of zoning appeal cases • Number of special exception land use cases • Number of stolen property disposition cases • Number of liquor license extension of premise cases Total number of hearings 35 2 18 40 2 20 44 2 10 40 2 20 45 2 20 26 26 12 24 24 20 20 18 20 20 101 108 86 106 111 48 COMMUNITY SERVICES OPERATING: CAPITAL: TOTAL: $ 75,322,850 2,112,800 $ 77,435,650 POSITION TOTAL: 152.50 DEPARTMENT ADMINISTRATION HOUSING MANAGEMENT HOUSING ASSISTANCE COMMUNITY DEVELOPMENT PROGRAM ALLOCATION FINANCING PLAN General Fund 5% Other 6% Other Federal Funds 19% Community Development 30% Community Development Block Grant 10% Housing Management 25% H.O.M.E. Program 12% Public Housing Section 8 Fund 36% Department Administration 3% HOPE VI 12% Capital Improvements 3% Housing Assistance 39% TEN YEAR STAFFING TRENDS Adopted Positions 180.00 169.00 167.00 160.00 157.00 159.25 153.00 153.00 2005 155.00 2004 157.00 160.00 152.50 49 2006 2003 2002 2001 2000 1999 1998 1997 140.00 50 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 incomes. OVERVIEW The Community Services Department accomplishes its mission through the work of all staff members organized into four divisions: Department Administration, Housing Management, Community Development, and Housing Assistance. The department administers housing, social service, and community development programs, as well as a wide range of other public projects, utilizing federal, state, and local funds for locally determined needs and priorities. The department brings diverse groups together in productive working relationships. These partnerships can then work together 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 combine planning with flexibility so that the response to opportunity can be maximized. When people and resources are brought together, opportunity is transformed into better living conditions and quality of life for citizens. DEPARTMENT HIGHLIGHTS Expanding Housing Opportunities: While federal funds have been generally declining, the department received an additional $1.4 million to assist disabled citizens under the Shelter Plus Care Program. The revitalization of Martin Luther King apartments will upgrade senior and disabled housing and will bring additional affordable housing to the community at two locations. A new senior housing complex is also being developed in the South Park neighborhood. The creation of a Housing Trust Fund will expand homebuyer, home rehabilitation, and rental production opportunities. Downtown Housing: This initiative is to increase housing production downtown and preserve downtown neighborhoods. Major projects have included the Depot Plaza, Presidio Terrace, property tax abatement, and homeowner renovations. The department will continue its emphasis on supporting downtown residential development over the next two years. Investing in People: In Fiscal Year 2006, $3.7 million was awarded to 99 human service agencies and city programs that support youth, family workforce development, and other social needs of the community. This is accomplished through the implementation of the Human Services Action Plan, a strategic planning process that awards funding through a single performance-based Request for Proposal (RFP) process. 51 COMMUNITY SERVICES DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Department Administration Housing Management Community Development Housing Assistance 11.50 70.75 35.50 34.75 11.50 70.75 35.50 34.75 11.50 70.75 35.50 34.75 14.00 70.00 34.50 34.00 14.00 70.00 34.50 34.00 Department Total 152.50 152.50 152.50 152.50 152.50 Department Administration Housing Management Community Development Housing Assistance $ 1,624,355 9,674,210 14,974,395 29,253,784 $ 1,190,480 12,374,410 23,219,340 29,131,610 $ 1,190,480 12,057,400 23,219,340 29,131,610 $ 2,459,480 19,278,990 23,231,790 30,352,590 $ 2,487,410 15,490,970 21,879,150 30,306,430 Operating Total $ 55,526,744 $ 65,915,840 $ 65,598,830 $ 75,322,850 $ 70,163,960 Capital Improvements 1,658,693 -0- -0- 2,112,800 807,200 $ 57,185,437 $ 65,915,840 $ 65,598,830 $ 77,435,650 $ 70,971,160 $ 9,264,429 39,105,641 1,040,243 283,305 5,833,126 $ 9,364,280 30,502,560 640,570 -025,408,430 $ 9,047,270 30,502,560 640,570 -025,408,430 $ 9,494,050 30,472,650 980,570 -034,375,580 $ 9,434,650 29,313,950 984,680 -030,430,680 Operating Total $ 55,526,744 $ 65,915,840 $ 65,598,830 $ 75,322,850 $ 70,163,960 Capital Improvements $ 1,658,693 $ $ -0- $ 2,112,800 $ $ 57,185,437 $ 65,915,840 $ 65,598,830 $ 77,435,650 $ 70,971,160 Position Summary Financial Summary Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Department Total -0- 807,200 *Revenues and expenditures of El Portal rentals were transferred from the Community Development Division to Administration. 52 COMMUNITY SERVICES Department Resources (Continued) DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 3,963,610 3,098,190 -09,398,030 $ 3,965,430 1,999,330 1,000,000 7,425,170 $ 3,965,430 1,551,570 1,000,000 6,985,260 Source of Funds Operating Funds General Fund General Fund: Earned Revenue General Fund: Restricted Community Development Block Grant Fund Comprehensive Housing Fund H.O.M.E. Grants HOPE VI - Martin Luther King Revitalization HOPE VI Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Miscellaneous Non-Federal Grants $ 5,431,789 392,324 -06,016,953 Operating Funds Total $ 3,963,610 3,098,190 -09,478,030 $ 1,517,399 3,772,828 -0- 2,789,730 8,119,310 -0- 2,789,730 8,119,310 -0- 3,388,130 9,142,280 7,941,790 3,203,200 8,277,500 5,255,610 761,982 5,757,067 317,000 5,930,390 79,990 5,930,390 810,890 6,064,730 504,970 6,114,730 28,582,356 2,829,231 27,494,400 3,539,340 27,494,400 3,539,340 27,597,290 4,889,270 27,498,470 4,789,350 417,415 47,400 535,840 650,000 535,840 650,000 398,540 700,000 317,870 700,000 $ 55,526,744 $ 65,915,840 $ 65,598,830 $ 75,322,850 $ 70,163,960 $ 1,219,022 6,941 -0- $ $ $ $ Capital Funds General Fund General Fund: Earned Revenue Capital Agreement Fund: Pima County Bonds Community Development Block Grant Fund H.O.M.E. Grants HOPE VI - Martin Luther King Revitalization HOPE VI Grants -0-0-0- -0-0-0- -0491,100 1,272,700 -0660,500 -0- 1,133 -0- -0- -0- -0- 377,330 -0- -0-0- -0-0- -0349,000 -0146,700 54,267 -0- -0- -0- -0- -0- $ 2,112,800 $ $ 65,598,830 $ 77,435,650 $ 70,971,160 Capital Funds Total $ 1,658,693 $ Department Total $ 57,185,437 $ 65,915,840 53 -0- $ 807,200 COMMUNITY SERVICES Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $75,322,850 reflects an increase of $9,407,010 from the Fiscal Year 2006 Adopted Budget. Capacity of $1,000,000 has been included for the Housing Trust Fund. Other significant changes are as follows: ♦ New HOPE VI funding of $8,784,680 was awarded primarily for the Martin Luther King Revitalization project. ♦ Community Development Block Grant (CDBG) funding is anticipated to decrease $2,052,860. ♦ There were various increases and decreases in other federal funds, resulting in a net increase of $11,453,450. ♦ Funding has been included for a market-based compensation adjustment and benefit changes. The Fiscal Year 2007 Capital Budget of $2,112,800 funds public and common resident amenities and a public plaza, which are being constructed as part of the Martin Luther King Revitalization projects. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $70,163,960 includes a decrease of $5,158,890 from Fiscal Year 2007 based on anticipated federal funding cuts. The Fiscal Year 2008 Capital Budget of $807,200 is needed to complete projects from Fiscal Year 2007. DEPARTMENT ADMINISTRATION MISSION STATEMENT: The Department Administration Division assists in the efficient and effective delivery of affordable housing and community services for the citizens of Tucson by providing overall administration for the department, including program, financial, personnel, and computer management. RESOURCE SUMMARY Actual FY 2005 Position Resources Financial Resources General Fund General Fund: Earned Revenue Community Development Block Grant Fund Comprehensive Housing Fund H.O.M.E. Grants HOPE VI - Martin Luther King Revitalization HOPE VI Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund Miscellaneous Federal Housing Grants Financial Resources Total Adopted FY 2006 11.50 $ 789,874 820 477,498 Estimated FY 2006 11.50 $ 209,510 27,970 561,970 Adopted FY 2007 11.50 $ 209,510 27,970 561,970 Approved FY 2008 14.00 $ 198,430 870,400 699,370 14.00 $ 198,430 930,400 699,370 22,639 20,275 -0- 61,340 32,860 -0- 61,340 32,860 -0- 59,290 26,390 120,100 57,240 26,390 90,080 42,105 105,903 -0146,550 -0146,550 -0257,000 -0257,000 161,241 4,000 146,280 4,000 146,280 4,000 224,500 4,000 224,500 4,000 $ 1,624,355 $ 1,190,480 $ 1,190,480 $ 2,459,480 $ 2,487,410 54 COMMUNITY SERVICES Department Administration (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 9 10 Spend Community Development Block Grant (CDBG) and H.O.M.E. grant funds on locally determined projects within program guidelines as soon as possible, with expenditures equal to or exceeding the annual entitlement amounts. • Community Development Block Grant • H.O.M.E. grant 113.6% 89.7% 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 two or fewer audit findings. • Number of audit findings Manage processes that coordinate, measure progress, and ensure performance in achieving departmental goals. • Conduct project management, financial, and performance measure reviews Secure program funding from the private and public sectors to increase community resources for affordable housing and other Community Services Department programs. • Number of commitments secured • Amount of commitments secured ($000s) Manage department programs to the satisfaction of agencies, clients, and employees. • Goal is to achieve 80% or higher in surveys with ratings of “satisfactory” or better Adopted FY 2007 Approved FY 2008 8 10 10 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% -0- 2 2 2 2 9 $ 15,745 12 $ 3,000 9 $ 3,000 9 $ 3,000 9 $ 3,000 87% 80% 80% 80% 80% 55 Estimated FY 2006 COMMUNITY SERVICES HOUSING MANAGEMENT MISSION STATEMENT: The Housing Management Division manages city-owned rental housing for lowincome households by ensuring that properties are maintained at a high quality standard, by being responsive to neighborhood concerns, and by promoting tenant self-sufficiency. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Earned Revenue Community Development Block Grant Fund Comprehensive Housing Fund H.O.M.E. Grants HOPE VI - Martin Luther King Revitalization HOPE VI Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Actual FY 2005 Adopted FY 2006 70.75 70.75 $ 849,568 330,753 34,662 Financial Resources Total $ 266,810 2,269,830 517,500 Estimated FY 2006 Adopted FY 2007 70.75 $ 266,810 2,269,830 437,500 Approved FY 2008 70.00 $ 277,890 882,420 119,590 70.00 $ 277,890 401,020 27,860 1,436,820 118,299 -0- 2,665,770 -0-0- 2,665,770 -0-0- 3,225,140 -07,568,520 3,083,340 -04,987,310 719,877 5,575,667 300,000 5,718,440 62,990 5,718,440 810,890 5,742,330 504,970 5,792,330 118,034 250,389 112,460 149,300 112,460 149,300 82,900 332,310 30,240 229,680 240,141 374,300 374,300 237,000 156,330 $ 9,674,210 $ 12,374,410 $ 12,057,400 $ 19,278,990 $ 15,490,970 KEY MEASURES OF PERFORMANCE Maintain a high occupancy rate for available public housing units. • Occupancy rate 98% 97% 97% 97% 97% Maintain a constant level of participation in the Family Self-Sufficiency (FSS) Program. • Number of participants 176 200 200 200 200 Provide effective case management to ensure that FSS participants become eligible to receive any funds accrued in their FSS escrow saving accounts. • Number of successful graduates 10 13 13 25 25 56 COMMUNITY SERVICES Housing Management (Continued) KEY MEASURES OF PERFORMANCE Collect tenant rental payments. • Percent collected Obligate 100% of capital grant funding received. Actual FY 2005 Adopted FY 2006 99% 97% 97% 100% Estimated FY 2006 Adopted FY 2007 Approved FY 2008 97% 97% 97% 100% 100% 100% COMMUNITY DEVELOPMENT DIVISION MISSION STATEMENT: The Community Development Division facilitates programs and projects to preserve, upgrade, and expand affordable housing, community facilities, and human service programs, primarily serving low to moderate income households. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Earned Revenue General Fund: Restricted Community Development Block Grant Fund Comprehensive Housing Fund H.O.M.E. Grants HOPE VI - Martin Luther King Revitalization HOPE VI Grants Miscellaneous Federal Housing Grants Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 35.50 35.50 35.50 34.50 34.50 3,487,290 800,390 -08,398,560 $ 3,487,290 800,390 -08,398,560 $ 3,489,110 246,510 1,000,000 6,606,210 $ 3,489,110 220,150 1,000,000 6,258,030 57,940 3,634,440 -0- 62,620 8,086,450 -0- 62,620 8,086,450 -0- 103,700 9,115,890 253,170 62,620 8,251,110 178,220 -01,711,749 17,000 1,555,490 17,000 1,555,490 -01,555,660 -01,558,370 177,274 47,400 161,540 650,000 161,540 650,000 161,540 700,000 161,540 700,000 $ 14,974,395 $ 23,219,340 $ 23,219,340 $ 23,231,790 $ 21,879,150 $ 3,780,048 60,751 -05,504,793 $ 57 COMMUNITY SERVICES Community Development Division (Continued) KEY MEASURES OF PERFORMANCE Provide financial and/or technical assistance to: • Single Family Units ◊ Number of units ◊ Dollar value ($000s) • Multi-Dwelling Complex ◊ Number of units ◊ Dollar value ($000s) • Public Facilities** ◊ Number of units ◊ Dollar value ($000s) • Rehabilitation (Includes Agency Units)*** ◊ Number of units ◊ Dollar value ($000s) • Demolition ◊ Number of units ◊ Dollar value ($000s) Ensure effective distribution of resources by contracting with and monitoring social service agencies. • Number of contracts • Amount of contracted funds ($000s) Actual FY 2005 Adopted FY 2006 107 $ 1,408 145 $ 3,632 61 $ 273 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 200 $ 4,720 100* $ 3,192 95 $ 3,100 100 $ 1,100 28 $ 980 28 $ 1,818 11 $ 1,700 3 $ 770 27 $ 1,204 52 $ 1,556 30 $ 2,454 30 $ 2,400 723 $ 3,011 798 $ 2,972 661 $ 4,009 580 $ 1,335 560 $ 1,350 5 $ 82 38 $ 184 53 $ 210 28 $ 320 22 $ 275 105 $ 4,174 130 $ 5,234 102 $ 4,060 94* $ 4,376 89 $ 4,300 *Reflects a reduction in the receipt of federal funds utilized for this purpose and the increased costs associated with construction and minimum award amounts. **Public Facilities includes Back to Basics funding from Community Development Block Grant (CDBG) funds that are budgeted in the Department of Neighborhood Resources. ***Includes Housing Rehabilitation Collaborative (HRC) Agencies, less maintenance related repairs. 58 COMMUNITY SERVICES 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund H.O.M.E. Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund Miscellaneous Federal Housing Grants $ Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 34.75 34.75 34.75 34.00 34.00 12,299 (186) 75,497 $ -0-065,400 $ -0-065,400 $ -0-065,400 $ -0-065,400 28,303,081 863,093 27,235,660 1,830,550 27,235,660 1,830,550 27,289,890 2,997,300 27,243,730 2,997,300 $ 29,253,784 $ 29,131,610 $ 29,131,610 $ 30,352,590 $ 30,306,430 KEY MEASURES OF PERFORMANCE Accept housing applications to maintain the required level of occupancy for the Public Housing Program. • Number of public housing applications accepted Comply with the following program indicators as specified under the Department of Housing and Urban Development, Section 8 Management Assessment Program: 1) Reasonable rent determinations 2) Adjusted income determinations 3) Housing quality inspections • Annual performance scores ◊ Tucson ◊ Pima County 2,511 2,130 5,130* 2,130 2,130 100% 98% 98% 98% 98% 98% 98% 98% 98% 98% *Section 8 only accepts applications when the current list they are working from has been exhausted. 59 COMMUNITY SERVICES Housing Assistance (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Annually inspect all occupied units to ensure that families are housed in decent, safe, and sanitary conditions. • Number of units inspected 4,239 4,715 Fully utilize available federal resources for eligible clients by maintaining a 100% occupancy level. • Tucson • Pima County 100% 100% Provide biannual 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 Meet the housing assistance needs of eligible families in partnership with private rental businesses. • Number of families assisted ◊ Tucson ◊ Pima County • Amount of rent subsidies provided ($000s) ◊ Tucson ◊ Pima County • Number of landlords in program Obtain a rating on housing services of “satisfactory” or better from participating families. • Percent of families awarding desired rating Adopted FY 2007 Approved FY 2008 4,715 4,715 4,715 100% 100% 100% 100% 100% 100% 100% 100% 6 2 2 2 2 3,646 736 4,715 750 3,777 752 3,777 752 3,777 752 $ 19,000 $ 3,777 1,510 $ 26,000 $ 3,900 1,430 $ 21,000 $ 3,900 1,500 $ 21,000 $ 3,900 1,500 $ 21,000 $ 3,900 1,500 80% 80% 80% 80% 80% 60 Estimated FY 2006 TUCSON CONVENTION CENTER OPERATING: $ 10,860,320 POSITION TOTAL: 63.75 ADMINISTRATION EVENT DEVELOPMENT EVENT SERVICES PROGRAM ALLOCATION FINANCING PLAN Convention Center Fund 94% Administration 8% Event Development 2% Event Services 90% Convention Center Fund: Restricted Fees 6% TEN YEAR STAFFING TRENDS Adopted Positions 70.00 62.00 60.00 63.50 61.00 63.75 63.00 61.00 61.75 60.00 58.00 56.25 61 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 50.00 62 TUCSON CONVENTION CENTER MISSION STATEMENT To create an economic catalyst for downtown and the community through the attraction of convention visitors and community members to downtown; to provide quality event space and services for community organizations; to provide entertainment, performing arts, and exhibitions for community members to attend; and to provide quality management to the City of Tucson’s public assembly facilities. In doing so we provide a place for Tucson to celebrate its identity, culture, and heritage. OVERVIEW The Tucson Convention Center is a multi-purpose complex on a 27-acre campus in downtown Tucson that hosts conventions, trade shows, and entertainment. The Tucson Convention Center offers a total of 205,000 square feet of meeting space in eight 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 downtown. DEPARTMENT HIGHLIGHTS Economic Impact: The Tucson Convention Center hosts conventions and meetings that provide major economic impacts to the city. The Waste Management Symposium, El Tour de Tucson, American Gem Trade Association, Mariachi Festival, and the Tucson Gem and Mineral Society are examples of successful conferences. Major Public Events: Public events for the community include major touring concerts and family shows such as Walt Disney on Ice and the Ringling Brothers Barnum and Bailey Circus. Performing Arts: The Tucson Music Hall and Leo Rich Theater are home to Arizona's oldest and finest performing arts organizations. These include the Tucson Symphony Orchestra, Arizona Opera, Broadway In Tucson, Friends of Chamber Music, Borderlands Theater and others, making the City of Tucson a major sponsor of the performing arts. Home Shows: Hundreds of small locally-owned businesses enjoy greater financial success as a result of participation in our annual home shows. Hurricane Katrina: In September 2005, the Tucson Convention Center was transformed into an 800-bed shelter for Hurricane Katrina evacuees. With the help of city, county, and non-profit organizations, approximately 80 evacuees were placed into temporary housing within six days of their arrival. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 8.50 1.00 54.25 8.50 1.00 54.25 63.75 63.75 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 8.50 1.00 54.25 10.50 1.00 52.25 10.50 1.00 52.25 63.75 63.75 63.75 Position Summary Administration Event Development Event Services Department Total 63 TUCSON CONVENTION CENTER Department Resource (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 4,401,093 374,456 5,753,683 $ 4,369,920 188,460 6,231,360 $ 4,493,650 217,470 5,970,920 $ $ 10,529,232 $ 10,789,740 $ 10,682,040 $ 10,860,320 $ 10,860,320 $ $ $ $ $ Financial Summary Administration Event Development Event Services Operating Total Capital Improvements Department Total 120,992 928,000 907,008 864,260 192,790 9,803,270 -0- $ 864,260 192,790 9,803,270 -0- $ 10,650,224 $ 11,717,740 $ 11,589,048 $ 10,860,320 $ 10,860,320 $ 3,034,900 7,054,105 434,007 6,220 $ 3,200,630 6,451,530 237,580 900,000 $ 3,150,260 6,928,610 266,170 337,000 $ 3,345,720 6,725,720 247,880 541,000 $ 3,345,720 6,725,720 247,880 541,000 $ 10,529,232 $ 10,789,740 $ 10,682,040 $ 10,860,320 $ 10,860,320 $ $ $ $ $ Character of Expenditures Personal Services Services Commodities Equipment Operating Total Capital Improvements Department Total 120,992 928,000 907,008 -0- -0- $ 10,650,224 $ 11,717,740 $ 11,589,048 $ 10,860,320 $ 10,860,320 $ 10,200,424 328,808 $ 9,789,740 1,000,000 $ 10,130,180 551,860 $ 10,219,320 641,000 $ 10,219,320 641,000 $ 10,529,232 $ 10,789,740 $ 10,682,040 $ 10,860,320 $ 10,860,320 2000 General Obligation Bond Funds - Interest $ 120,992 $ 928,000 $ 907,008 $ -0- $ -0- Capital Funds Total $ 120,992 $ 928,000 $ 907,008 $ -0- $ -0- Department Total $ 10,650,224 Source of Funds Operating Funds Convention Center Fund Convention Center Fund: Restricted Fees Operating Funds Total Capital Funds $ 11,717,740 64 $ 11,589,048 $ 10,860,320 $ 10,860,320 TUCSON CONVENTION CENTER Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $10,860,320 reflects an increase of $70,580 from the Fiscal Year 2006 Adopted Budget. Maintenance and support for public events will be improved with the addition of $359,000 in general purpose funds offset by anticipated revenue growth and a reduction in one-time facility improvement capacity. Liability and workers compensation rates are increased $20,000 based on rising insurance costs and potential settlements. Funding has been included for a market-based compensation adjustment and benefit changes. Fiscal Year 2008 There is no change in Fiscal Year 2008 Operating Budget of $10,860,320 from Fiscal Year 2007. ADMINISTRATION RESOURCE SUMMARY Actual FY 2005 Adopted FY 2006 8.50 8.50 8.50 $ 4,401,093 $ 4,369,920 $ 4,493,650 Position Resources Financial Resources Convention Center Fund Estimated FY 2006 $ Adopted FY 2007 Approved FY 2008 10.50 10.50 864,260 $ 864,260 EVENT DEVELOPMENT RESOURCE SUMMARY Position Resources Financial Resources Convention Center Fund 1.00 $ 1.00 374,456 $ 188,460 1.00 $ 217,470 1.00 $ 192,790 1.00 $ 192,790 EVENT SERVICES RESOURCE SUMMARY Position Resources Financial Resources Convention Center Fund Convention Center Fund: Restricted Fees Financial Resources Total 54.25 54.25 54.25 52.25 52.25 $ 5,424,875 328,808 $ 5,231,360 1,000,000 $ 5,419,060 551,860 $ 9,162,270 641,000 $ 9,162,270 641,000 $ 5,753,683 $ 6,231,360 $ 5,970,920 $ 9,803,270 $ 9,803,270 65 TUCSON CONVENTION CENTER KEY MEASURES OF PERFORMANCE Community Event Space The Tucson Convention Center provides quality space and event services and maintains strong community use of the Music Hall, Leo Rich Theatre, meeting space, arena, and exhibition space. • Days used by non-profit organizations in the Music Hall • Days used by non-profit organizations in the Leo Rich Theatre • Square footage used by non-profit organizations in the meeting rooms (000s) • Square footage used by non-profit organizations in the ballrooms (000s) • Square footage used by non-profit organizations in the exhibition space (000s) • Days used by non-profit organizations in the arena Entertaining our Community Members Provide entertainment, performing arts, and exhibitions for the community. • Number of attendees at events • Days used in the Music Hall • Days used in the Leo Rich Theatre • Square footage used in the meeting rooms (000s) • Square footage used in the ballrooms (000s) • Square footage used in the exhibition spaces (000s) • Days used in the arena Economic Catalyst Create an economic catalyst for downtown and the community through the attraction of convention visitors and community members to downtown. • Number of hotel room nights sold • Amount of Transient Occupancy Tax generated – Downtown • Sales and rental tax collected at the Tucson Convention Center • Economic impact generated by Tucson Convention Center events ($000s) Actual FY 2005 Adopted FY 2006 170 250 173 173 175 127 260 127 130 140 954 464 963 1,060 1,060 1,775 1,000 1,975 2,113 2,117 9,136 3,558 9,227 9,503 9,788 107 38 147 153 159 685,190 227 161 1,137 877,500 N/A N/A N/A 698,820 230 165 1,282 702,860 277 170 1,346 730,680 250 175 1,413 2,400 N/A 2,520 2,646 2,646 14,887 N/A 15,334 16,100 16,905 148 N/A 153 175 170 63,106 $ 824,160 49,000 $ 178,360 50,000 $ 865,368 55,000 $ 848,061 60,500 $ 907,425 $ 470,781 $ 350,000 $ 470,781 $ 545,159 $ 548,877 $ 37,100 $ 70,000 $ 38,955 $ 38,176 $ 40,848 66 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 TUCSON CONVENTION CENTER KEY MEASURES OF PERFORMANCE Actual FY 2005 Quality Management Provide quality management for the City of Tucson’s public assembly facilities by minimizing expenses and maximizing revenues. • Percent of operational expenses covered by revenues 48% 67 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 55% 55% 58% 61% 68 DEVELOPMENT SERVICES OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 11,122,740 305,000 $ 11,427,740 123.00 ADMINISTRATION MANAGEMENT AND SUPPORT SERVICES PLANNING REVIEW ENGINEERING ZONING ADMINISTRATION BUILDING CODES FINANCING PLAN PROGRAM ALLOCATION Administration Capital 5% Improvements 3% Zoning Administration 8% General Fund: Restricted 3% General Fund: Fees and Charges 97% Management and Support Services 25% Engineering 16% Building Codes 29% Planning Review 14% TEN YEAR STAFFING TRENDS Adopted Positions 133.00 140.00 112.00 120.00 100.00 127.00 113.00 101.00 64.00 66.00 66.00 1999 80.00 1998 100.00 During Fiscal Year 2000, various zoning and floodplain functions and positions from other city departments were consolidated into the Plans Review Division. For Fiscal Year 2001, additional positions were added to improve customer service. 72.00 69 2006 2005 2004 2003 2002 2001 2000 1997 60.00 70 DEVELOPMENT SERVICES MISSION STATEMENT To facilitate a safe, attractive, and sustainable community; work in partnership with the community to build a safe and beautiful city while preserving Tucson’s unique heritage; share knowledge through education and technology to encourage innovative development and design solutions; and provide and maintain a safe, fulfilling, and enriching environment for our staff that encourages open communication and participation. OVERVIEW The Development Services Department (DSD) manages comprehensive zoning administration, rezoning, building plan review engineering, and field inspection services for residential and business development and construction activities. Experienced and qualified personnel provide technical assistance on building and development-related codes, plan reviews, permits, and inspections to ensure compliance to adopted city codes. The department is organized into six divisions: Administration, Management and Support Services, Building Codes, Planning, Engineering, and Zoning Administration. These divisions address the regulatory functions governing development and construction in the city. The department has a computerized plan review and permitting system. This system assures the customer that all code-related items have been reviewed and all necessary inspections are conducted; multiple city departments use this system. The system also allows the tracking, monitoring, and resolution of complaints. In addition, the department maintains plan review files, inspection records, and approved plans in a centralized location accessible to the public. DEPARTMENT HIGHLIGHTS Customer Service: The Development Services Department is committed to providing excellent customer service. The department is engaged to provide training, which enhances and upgrades the existing skills of all of its employees. Plan Reviews: The Development Services Department provides standardized four-week time frames for all submitted plan reviews. The department also provides 24-hour response to inspection requests. E-Services: The department provides a Web site (www.cityoftucson.org/dsd) to facilitate information sharing with our internal and external customers. The “E-Services” portion of the Web site provides customers the ability to monitor permitted development within the City of Tucson. Through “E-Services” users can access the status and staff comments of plan reviews, inspection results, contractor permit activity, pre-payment account balances, schedule and cancel field inspections, and obtain and pay for routine permits 24 hours per day. Additionally, relevant codes, fee schedules, and the Development Services Procedural Manual are also available. Property Research Online (PRO): Development Services will implement the first phase of the PRO project during Fiscal Year 2007. PRO will grow in content offerings during Fiscal Year 2008. PRO will provide an Internet Web site enabling online research on any property within the City of Tucson. Through an existing partnership with Pima County, eventually all properties within Pima County will be included. The Web site will enable the constituent to select a property (via address, parcel, or map selection) and display all available information about the property. Phase one will provide zoning, ward, impact fee benefit area, and many other “overlays” that affect the property. This includes context links to the Land Use Code and Assessor Web sites. The content will be complete in phase two with the addition of related building plans, annexation documents, and rezoning documents. Eventually, the microfilm records library at DSD will be converted to digital images. 71 DEVELOPMENT SERVICES DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 5.00 21.00 43.00 22.00 21.00 15.00 5.00 21.00 43.00 22.00 21.00 15.00 6.00 21.00 45.00 23.00 21.00 15.00 6.00 22.00 43.00 22.00 20.00 10.00 6.00 22.00 43.00 22.00 20.00 10.00 127.00 127.00 131.00 123.00 123.00 Position Summary Administration Management and Support Services Building Codes Planning Review Engineering Zoning Administration Department Total Financial Summary Administration Management and Support Services Building Codes Planning Review Engineering Zoning Administration Operating Total Capital Improvements Department Total $ 958,081 1,400,334 2,987,578 1,402,022 1,170,023 1,008,424 $ $ 8,926,462 $ 10,513,910 $ 10,003,910 $ 11,122,740 $ 10,922,740 $ $ $ $ $ -0- 521,100 2,402,090 3,085,500 1,572,260 1,858,800 1,074,160 500,000 $ 525,420 1,934,150 3,273,360 1,572,260 1,599,900 1,098,820 200,000 $ 595,480 2,888,910 3,296,440 1,620,220 1,845,650 876,040 305,000 $ 595,480 2,693,190 3,292,250 1,619,590 1,845,980 876,250 315,000 $ 8,926,462 $ 11,013,910 $ 10,203,910 $ 11,427,740 $ 11,237,740 $ 7,677,645 918,523 302,502 14,221 13,571 $ 8,794,170 1,345,040 343,900 30,800 -0- $ 8,394,170 995,040 283,900 30,800 300,000 $ 8,536,790 1,479,320 299,330 24,160 783,140 $ 8,536,730 1,286,560 290,660 25,650 783,140 $ 8,926,462 $ 10,513,910 $ 10,003,910 $ 11,122,740 $ 10,922,740 $ $ $ $ Character of Expenditures Personal Services Services Commodities Equipment Other Operating Total Capital Improvements Department Total $ -0- $ 8,926,462 500,000 $ 11,013,910 72 200,000 $ 10,203,910 305,000 $ 11,427,740 315,000 $ 11,237,740 DEVELOPMENT SERVICES Department Resources (Continued) Actual FY 2005 Adopted FY 2006 $ 8,926,462 $ 10,513,910 $ 8,926,462 $ Capital Funds Total $ Department Total $ 8,926,462 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 10,003,910 $ 11,122,740 $ 10,922,740 $ 10,513,910 $ 10,003,910 $ 11,122,740 $ 10,922,740 -0- $ 500,000 $ 200,000 $ 305,000 $ 315,000 -0- $ 500,000 $ 200,000 $ 305,000 $ 315,000 Source of Funds Operating Funds General Fund: Fees and Charges Operating Funds Total Capital Funds General Fund: Restricted $ 11,013,910 $ 10,203,910 $ 11,427,740 $ 11,237,740 Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $11,122,740 reflects an increase of $608,830 from the Fiscal Year 2006 Adopted Budget primarily for planned revenue services provided by Tucson Fire Department, Parks and Recreation, and Tucson Police Department. Funding has been included for a market-based compensation adjustment and benefit changes. Other significant changes are as follows: ♦ To administer the impact fee program and meet State reporting requirements, a Development Services Administrator position was added for $106,000. ♦ To improve inspection oversight, two Construction Inspection Supervisor and one Sign Inspector positions are funded at $130,000. ♦ As part of a reorganization to enhance code enforcements, 8 inspectors funded at $1,046,690 were transferred to Department of Neighborhood Resources. The Fiscal Year 2007 Capital Budget of $305,000 funds software, hardware, and services to replace and upgrade the department's permitting computer system. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $10,922,740 reflects a decrease of $200,000 due to reduction in carryforward expenses. The Fiscal Year 2008 Capital Budget of $315,000 continues funding for the permitting computer system. 73 DEVELOPMENT SERVICES ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction, sets policy, and provides support to ensure effective, efficient, and responsive services. RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 5.00 5.00 6.00 6.00 6.00 $ 958,081 $ 521,100 $ 525,420 $ 595,480 $ 595,480 KEY MEASURES OF PERFORMANCE Process appeals to the city’s building official. • Number of appeals processed Provide community training, education, and information associated with the department’s permitting and code administration processes. • External customer meetings attended and/or conducted Provide comprehensive inspection services for the development community and citizens. • Number of inspections Provide “satisfactory” or better service to customers. • Percentage of “satisfactory” or above responses indicated on customer surveys Provide timely and impartial plans reviews while protecting the public health and welfare. • Percent of commercial plan reviews completed within four weeks • Percent of residential plan reviews completed within four weeks 190 190 350* 100* 100* 120 120 76 100 100 172,016 N/A 177,766 167,000** 167,000** 89% 98% 81% 98% 98% 84% 95% 95% 95% 95% 81% 95% 95% 95% 95% *Changes in the State Plumbing Code are responsible for the variances. **A portion of inspections for the development community and citizens were transferred to the Department of Neighborhood Resources in Fiscal Year 2006. 74 DEVELOPMENT SERVICES MANAGEMENT AND SUPPORT SERVICES MISSION STATEMENT: The Management and Support Services Division provides support throughout the department to ensure efficient and effective customer service delivery. RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 21.00 21.00 21.00 22.00 22.00 $ 1,400,334 $ 2,402,090 $ 1,934,150 $ 2,888,910 $ 2,693,190 31,804 31,804 KEY MEASURES OF PERFORMANCE Prepare and issue various permits. • Number of permits issued 36,246 37,500 32,788 PERMITS ISSUED (All Categories) 45,000 37,384 40,000 35,000 30,576 30,000 32,558 28,870 29,679 1997 1998 39,000 37,131 36,221 36,984 36,246 25,000 20,000 15,000 10,000 5,000 0 1996 1999 2000 75 2001 2002 2003 2004 2005 DEVELOPMENT SERVICES BUILDING CODES MISSION STATEMENT: The Building Codes Division strives to protect the public’s health and welfare through the review of all construction documents and inspection of all construction activities for compliance with approved plans as regulated by the city’s building and technical codes. RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 43.00 43.00 45.00 43.00 43.00 $ 2,987,578 $ 3,085,500 $ 3,273,360 $ 3,296,440 $ 3,292,250 KEY MEASURES OF PERFORMANCE Perform review for all commercial building permit applications. • Number of applications reviewed 3,150 4,020 3,000 3,000 3,000 Perform review of all new residential, residential remodel, and model home building permit applications. • Number of applications reviewed 10,302 10,400 10,500 10,000 10,000 Perform inspections of new construction, remodels, and additions. • Number of commercial inspections • Number of residential inspections 63,671 91,082 60,000 100,000 63,500 96,000 60,000 96,000 60,000 96,000 88% 95% 95% 95% 95% 90% 95% 95% 95% 95% Provide timely and impartial inspections. • Percent of commercial inspections competed within 24 hours of customer’s request • Percent of residential inspections completed within 24 hours of customer’s request 76 DEVELOPMENT SERVICES PLANNING REVIEW MISSION STATEMENT: The Planning Review Division administers the regulatory aspects of land use planning to facilitate a safe, attractive, and sustainable community. Its mission is to review and process all projects and programs within specified code required time frames and provide the necessary assistance to customers to ensure the success of those projects and programs. RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 22.00 22.00 23.00 22.00 22.00 $ 1,402,022 $ 1,572,260 $ 1,572,260 $ 1,620,220 $ 1,619,590 KEY MEASURES OF PERFORMANCE Coordinate and review all submitted subdivision plats and development plans. • Number of plats and plans reviewed 111 85 95 115 125 Review and report on rezoning to the Zoning Examiner and Mayor and Council. • Number of reviews and reports 85 85 95 100 105 Review and report on special exception land use cases to the Zoning Examiner and the Mayor and Council. • Number of reviews and reports 40 50 50 52 55 Review and report on original zoning for annexation to the Mayor and Council. • Number of reviews and reports 6 5 10 11 12 Review all sign permit applications. • Number of applications reviewed 1,880 N/A 2,000 2,100 2,200 Perform inspections for all sign permit applications. • Number of sign inspections 4,250 N/A 4,300 4,500 4,750 Perform landscape/Natural Plant Preservation Ordinance (NPPO) inspections of new construction, remodels, and additions. • Number of inspections 776 N/A 800 825 850 77 DEVELOPMENT SERVICES Planning Review (Continued) KEY MEASURES OF PERFORMANCE Provide the development community with timely and consistent review of subdivision/development plans including timely and impartial inspections. • Percent of initial comments completed within four weeks of original submittal • Percent of sign inspections performed within 24 hours of customer's request • Percent of landscape/NPPO inspections within 24 hours of customer's request Actual FY 2005 Adopted FY 2006 95% 95% 95% N/A 95% N/A Estimated FY 2006 Adopted FY 2007 Approved FY 2008 95% 95% 95% 95% 95% 95% 95% 95% 95% ENGINEERING MISSION STATEMENT: The Engineering Division provides all our customers, internal and external, with quality professional plan review and inspection services for civil engineering projects in conjunction with building plans submitted for compliance with the Development Standards and Floodplain Ordinance. RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges 21.00 21.00 21.00 20.00 20.00 $ 1,170,023 $ 1,858,800 $ 1,599,900 $ 1,845,650 $ 1,845,980 KEY MEASURES OF PERFORMANCE Inspect subdivisions for the release of assurances. • Number of inspections ◊ Grading ◊ Arizona Pollution Discharge Elimination Systems (AZPDES) Release of subdivision lots from assurance agreements including timely and impartial subdivision inspections. • Number of lots released • Percent of subdivisions inspected and processed for assurance release within ten business days of request Perform inspections for Certificates of Occupancy, Basin Management, and complaints. • Number of inspections 472 1,411 150 150 540 1,625 625 1,860 625 1,860 1,000 95% 760 95% 975 95% 920 95% 920 95% 4,325 N/A 4,000 4,250 4,250 78 DEVELOPMENT SERVICES ZONING ADMINISTRATION MISSION STATEMENT: The Zoning Administration Division facilitates development through the administration of ordinances and regulations relating to the development and use of land in accordance with state statutes and the Tucson Land Use Code. RESOURCE SUMMARY Position Resources Financial Resources General Fund: Fees and Charges Actual FY 2005 Adopted FY 2006 15.00 15.00 $ 1,008,424 $ 1,074,160 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 15.00 10.00 10.00 $ 1,098,820 $ 876,040 $ 876,250 KEY MEASURES OF PERFORMANCE Respond to written requests from property owners for zoning compliance letters within five days. • Number of requests received 184 180 196 216 238 Process specialized use and compliance review applications. • Number of applications processed ◊ Board of Adjustment ◊ Development Review Board ◊ Historic Preservation Zone ◊ Rio Nuevo and Downtown ◊ Temporary Use Permit 69 34 74 28 25 80 56 111 40 46 62 38 58 18 50 68 42 64 20 50 75 46 70 22 60 Process liquor license applications for zoning compliance within five days. • Number of applications 294 400 300 300 400 167 317* 172** 189 208 Process Design Development Option/ Lot Development Option, and Project Development Option/Project Development Option application. *Reflects the proposed combining of the Design Development Option, Lot Development Option, and Project Development Option processes. **Reflects a change in Design Development Option process including elimination of special development application processes. 79 80 ENVIRONMENTAL SERVICES OPERATING: CAPITAL: TOTAL: $ 37,964,240 4,400,000 $ 42,364,240 POSITION TOTAL: 251.00 ADMINISTRATION CUSTOMER SERVICE AND ENVIRONMENTAL PLANNING ENVIRONMENTAL COMPLIANCE AND LANDFILL OPERATIONS COLLECTION SERVICES FINANCING PLAN PROGRAM ALLOCATION Environmental Services Fund: Certificates of Participation 4% Environmental Services Fund 87% Other Budgetary Requirements 13% Environmental Compliance and Landfill Operations 22% Capital Improvements 10% Environmental Services Bonds 7% Administration 3% Customer Service and Environmental Planning 8% Collection Services 44% Other 2% TEN YEAR STAFFING TRENDS Adopted Positions 237.00 262.00 2006 2002 236.00 263.00 2005 244.00 2004 243.00 2003 240.00 2001 225.00 225.00 235.00 2000 250.00 1999 300.00 1998 1997 200.00 81 82 ENVIRONMENTAL SERVICES MISSION STATEMENT To ensure a healthy Tucson community by providing innovative and cost-effective waste management and environmental protection services. OVERVIEW The Environmental Services Department enhances the quality of life for Tucsonans by providing refuse collection, landfill management, and environmental protection services. Environmental Services works to ensure that environmental impacts at inactive landfills and sites that may have or may be perceived to have contamination, making them undevelopable (brownfields), are identified, assessed, and remediated so that these impacts do not pose a risk to the health of our residents, the safety of our groundwater, and the quality of life in our neighborhoods. Environmental Services uses innovative waste management strategies emphasizing waste reduction, recycling, and environmentally-sound landfill management to meet the city's long-term disposal needs, ensuring compliance with federal, state, and local environmental regulations in an efficient and financially responsible manner. In June 2004, the Mayor and Council designated Environmental Services as a city enterprise fund. Fiscal Year 2007 will mark the third year that Environmental Services has been operated in a self-supporting capacity. The department is organized into the following operating divisions: Administration, Customer Service and Environmental Planning, Collection Services, and Environmental Compliance and Landfill Operations. The department serves approximately 130,000 residential and 3,750 commercial customers. DEPARTMENT HIGHLIGHTS Refuse and Curbside Recycling: The department plans and coordinates the collection of refuse and curbside recycling. Each week, service is provided to more than 130,000 homes throughout the City of Tucson. As a result of the Tucson Recycles Program, the diversion rate for residential recycling is 22% with 85% participation. Additional waste reduction activities have enabled the city to divert approximately 15 tons of waste from old computers or other electronic devices (e-waste) at the Los Reales Landfill. Los Reales Landfill: The landfill is permitted for 60 years of additional life providing the community with sound, economical disposal capacity well into the future. The landfill is designed with advanced environmental controls to meet strict regulations and to be compatible with surrounding commercial and residential neighborhoods. In the future, this comprehensive waste management facility will offer expanded recycling, residential drop-off, and waste processing operations. Environmental Protection: The department provides timely responses and innovative solutions to contain and remediate groundwater and soil contamination within the city. A comprehensive team provides closure design and construction management for landfill closures and long-term monitoring and maintenance of these sites as required by law. The Brownfields Program: The program assists city departments and the development community in the expansion, redevelopment, or reuse of properties that may be complicated by the presence or potential presence of a hazardous substance, pollutant, or contaminant. Cleaning up and reinvesting in these properties takes development pressures off of undeveloped land, and improves and protects the environment. This program has successfully secured over $2 million in Environmental Protection Agency grants. 83 ENVIRONMENTAL SERVICES DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 12.00 33.00 12.00 33.00 12.00 33.00 12.00 19.00 12.00 19.00 159.00 58.00 159.00 58.00 159.00 58.00 159.00 61.00 159.00 61.00 262.00 262.00 262.00 251.00 251.00 $ 2,563,032 2,643,759 $ 1,203,790 3,226,290 $ 1,188,580 3,206,250 $ 1,451,160 3,156,600 $ 1,460,630 3,173,290 16,931,901 7,526,619 18,858,910 7,670,570 18,726,470 7,668,290 18,722,930 9,191,740 18,983,980 9,090,740 4,610,515 6,150,530 6,150,530 5,441,810 6,608,270 Operating Total $ 34,275,826 $ 37,110,090 $ 36,940,120 $ 37,964,240 $ 39,316,910 Capital Improvements $ 5,346,426 $ 8,744,000 $ 8,968,710 $ 4,400,000 $ 9,645,000 $ 39,622,252 $ 45,854,090 $ 45,908,830 $ 42,364,240 $ 48,961,910 $ 15,588,017 13,561,502 3,312,131 46,548 1,767,628 $ 15,775,510 13,643,420 3,944,700 204,000 3,542,460 $ 15,645,540 13,343,420 4,204,700 204,000 3,542,460 $ 14,603,180 15,422,200 3,725,120 1,815,890 2,397,850 $ 15,144,100 15,954,380 3,754,140 2,010,890 2,453,400 Operating Total $ 34,275,826 $ 37,110,090 $ 36,940,120 $ 37,964,240 $ 39,316,910 Capital Improvements $ 5,346,426 $ 8,744,000 $ 8,968,710 $ 4,400,000 $ 9,645,000 $ 39,622,252 $ 45,854,090 $ 45,908,830 $ 42,364,240 $ 48,961,910 Position Summary Administration Customer Service and Environmental Planning Collection Services Environmental Compliance and Landfill Operations Department Total Financial Summary Administration Customer Service and Environmental Planning Collection Services Environmental Compliance and Landfill Operations Other Budgetary Requirements Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Department Total 84 ENVIRONMENTAL SERVICES Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 32,741,187 1,348,798 $ 35,443,350 -0- $ 35,273,380 -0- $ 37,053,740 -0- $ 38,725,410 -0- -0- 917,250 917,250 -0- -0- -0- -0- -0- 500,500 181,500 51,992 410,000 410,000 410,000 410,000 133,849 339,490 339,490 -0- -0- $ 34,275,826 $ 37,110,090 $ 36,940,120 $ 37,964,240 $ 39,316,910 $ $ $ $ $ Source of Funds Operating Funds Environmental Services Fund Environmental Services Fund: Fees and Charges Environmental Services Fund: Certificates of Participation Environmental Services Fund: Federal Grants Environmental Services Fund: Non-Federal Grants Environmental Services Fund: Reimbursement Operating Funds Total Capital Funds Environmental Services Fund Environmental Services Fund: Certificates of Participation Environmental Services Fund: Reimbursement 1994 Environmental Service Bonds 2000 Environmental Service Bonds 441,708 -0- -0-0- -0-0- -01,501,000 -08,144,000 -0- 750,000 75,000 -0- -0- 1,117,895 3,786,823 -07,994,000 -08,893,710 -02,899,000 -01,501,000 Capital Funds Total $ 5,346,426 $ 8,744,000 $ 8,968,710 $ 4,400,000 $ 9,645,000 Department Total $ 39,622,252 $ 45,854,090 $ 45,908,830 $ 42,364,240 $ 48,961,910 Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $37,964,240 reflects an increase of $854,150 from the Fiscal Year 2006 Adopted Budget. Funding has been included for a market-based compensation adjustment and benefit changes. Other significant changes are as follows: ♦ To improve finance and human resource support in Environmental Services, three positions were transferred from the Water Department resulting in an increase of $196,000. ♦ Federal grant capacity is increased by $500,500 for anticipated Environmental Protection Agency assessment grants. ♦ Charges for household hazardous waste reimbursed by Pima County result in an increase of $315,000. The Fiscal Year 2007 Capital Budget of $4,400,000 funds improvements to safeguard the community from environmental impacts, create future landfill capacity, and comply with environmental protection regulations. 85 ENVIRONMENTAL SERVICES Significant Changes (Continued) Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $39,316,910 reflects an increase of $1,352,670 over Fiscal Year 2007 primarily due to increased debt service for capital projects funded with certificates of participation, bad debt expense, and other administrative service charges. The Fiscal Year 2008 Capital Budget of $9,645,000 continues funding for the improvements in both landfill capacity and protection from environmental impacts. ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction for the delivery of solid waste services, 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. RESOURCE SUMMARY Position Resources Financial Resources Environmental Services Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 12.00 12.00 12.00 12.00 12.00 $ 2,563,032 $ 1,203,790 $ 1,188,580 $ 1,451,160 $ 1,460,630 KEY MEASURES OF PERFORMANCE Maintain department personnel over-time at no more than 5% of salaries. Promote a safe and clean environment by resolving all reported code violations. • Percent resolved within sixty days 5% 5% 5% 5% 4% 90% 90% 75% 98% 98% 86 ENVIRONMENTAL SERVICES 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, and educates the community about departmental programs. RESOURCE SUMMARY Position Resources Financial Resources Environmental Services Fund Environmental Services Fund: Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 33.00 33.00 33.00 19.00 19.00 $ 2,643,759 -0- $ 2,816,290 410,000 $ 2,796,250 410,000 $ 2,746,600 410,000 $ 2,763,290 410,000 $ 2,643,759 $ 3,226,290 $ 3,206,250 $ 3,156,600 $ 3,173,290 KEY MEASURES OF PERFORMANCE Provide recycling and waste reduction education and outreach information to citizens. • Information brochures distributed • K through 12 student participants • Event and program contacts (including TreeCycle and Beat the Heap)* 8,500 9,300 25,000 8,750 9,600 25,000 10,000 9,600 25,000 15,000 9,700 25,000 15,000 9,700 25,000 132,000 128,000 100,000 103,500 107,000 Enhance customer accessibility to the department by monitoring the telephone hang-up rate and adjusting the phone system to ensure quality customer service. • Percent of customers hanging up 7.0% 6.0% 4.0% 4.0% 4.0% Conserve natural resources and protect the environment by diverting waste from Los Reales Landfill. • Tons recycled 47,000 48,500 48,500 49,500 50,500 Respond to customer telephone calls. • Number of calls received *Report amount does not include program contacts resulting from television and radio advertising. 87 ENVIRONMENTAL SERVICES COLLECTION SERVICES MISSION STATEMENT: The Collection Services Division provides effective residential and commercial collection of solid waste and recyclables at a minimum per unit cost while preserving community health and welfare. RESOURCE SUMMARY Position Resources Financial Resources Environmental Services Fund Environmental Services Fund: Certificates of Participation Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 159.00 159.00 159.00 159.00 159.00 $ 16,931,901 -0- $ 17,941,660 917,250 $ 17,809,220 917,250 $ 18,722,930 -0- $ 18,983,980 -0- $ 16,931,901 $ 18,858,910 $ 18,726,470 $ 18,722,930 $ 18,983,980 KEY MEASURES OF PERFORMANCE Collect solid waste material and recyclables. • Number of commercial tons collected • Number of residential tons collected* 105,000 182,000 107,000 186,000 127,500 167,000 107,000 169,000 107,000 172,000 Collect heavy brush and bulky items through the Brush and Bulky Program. • Number of stops per week • Total tons collected 2,150 14,100 2,300 14,700 3,200 16,500 3,300 16,800 3,350 17,100 Hold occurrence of missed stops to less than 20 of the 41,500 residential stops completed each day (approximately 250,000 stops per week). • Total number of missed stops per day 20 20 30 20 20 *Reported amount no longer includes commercial customers that receive plastic container service. 88 ENVIRONMENTAL SERVICES ENVIRONMENTAL COMPLIANCE AND LANDFILL OPERATIONS MISSION STATEMENT: The Environmental Compliance and Landfill Operations Division achieves environmental excellence by identifying and correcting impacts to the city’s natural resources and preventing future problems through compliance, assessment, remediation, landfill closure, and innovative designs. The division provides comprehensive and cost-effective solid waste management of landfill construction and operations to ensure customer satisfaction and community health safeguards. RESOURCE SUMMARY Position Resources Financial Resources Environmental Services Fund Environmental Services Fund: Federal Grants Environmental Services Fund: Non-Federal Grants Environmental Services Fund: Reimbursement Financial Resources Total Actual FY 2005 Adopted FY 2006 58.00 58.00 $ 7,340,778 -0- Estimated FY 2006 Adopted FY 2007 Approved FY 2008 58.00 61.00 61.00 $ 7,331,080 -0- $ 7,328,800 -0- $ 8,691,240 500,500 $ 8,909,240 181,500 51,992 -0- -0- -0- -0- 133,849 339,490 339,490 -0- -0- $ 7,526,619 $ 7,670,570 $ 7,668,290 $ 9,191,740 $ 9,090,740 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 8,000 8,800 8,800 5,800 5,800 Monitor groundwater and soil vapor wells at city sites to ensure compliance with regulatory standards. • Monitoring events per year 690 680 738 758 778 100% 100% 100% 100% 100% 30 35 15 30 10 5 50 10 1 60 20 3 70 15 3 220 250 280 305 325 1,200 1,300 1,450 1,500 1,500 Complete brownfields environmental site assessments. • Research assessments • Sampling assessments • Clean-up actions Provide environmental education and public outreach to the community. • Number of community and public meetings • Project newsletters distributed to residents 89 ENVIRONMENTAL SERVICES Environmental Compliance and Landfill Operations (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Promote a safe and clean environment by removing contaminants from the groundwater. • Gallons of water remediated (000s) 7,800 8,000 Ensure compliance with all environmental regulatory guidelines. • Percent of programs in compliance 100% Raise the community’s environmental awareness and provide for better paying jobs. • Percent of students placed in jobs upon completion of Brownfields Program job training • Number of students receiving environmental college training through the Brownfields Program grant 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 Protect our environment by providing citizens a hazardous waste drop-off at Los Reales Landfill. • Number of citizens using drop-off facility Provide safe and environmentally secure disposal of refuse. • Refuse collected by city and private haulers • Number of loads Promote a clean environment by ensuring compliance with all regulatory guidelines. • Number of regulatory inspections • Percent of inspections passed with no violations Adopted FY 2007 Approved FY 2008 8,000 10,000 12,000 100% 100% 100% 100% N/A N/A 80% 80% 80% N/A 17 17 20 20 5,050 5% 5,100 5% 5,050 4% 5,050 4% 5,050 4% 7,000 7,200 7,800 8,200 8,600 495,000 500,000 568,000 650,000 660,000 136,000 137,000 110,000 111,000 112,000 3 100% 3 100% 3 100% 3 100% 3 100% 90 Estimated FY 2006 ENVIRONMENTAL SERVICES OTHER BUDGETARY REQUIREMENTS Other Budgetary Requirements is an organization that provides budget capacity for various expenses not associated with specific programs within Environmental Services. DESCRIPTION Other Budgetary Requirements includes the following expenses: Administrative Service Charges Administrative support charges from other city departments (Procurement, Information Technology, Budget and Research, etc.). Debt Service: Bonds The principal, interest, and fiscal agent fees on bonded debt. Certificates of Participation (COPs) The principal, interest, and fiscal agent fees on certificates of participation funds. RESOURCE SUMMARY Financial Resources Environmental Services Fund Environmental Services Fund: Fees and Charges Financial Resources Total Actual FY 2005 Adopted FY 2006 $ 3,261,717 1,348,798 $ 6,150,530 -0- $ 6,150,530 -0- $ 5,441,810 -0- $ 6,608,270 -0- $ 4,610,515 $ 6,150,530 $ 6,150,530 $ 5,441,810 $ 6,608,270 91 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 92 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW OPERATING: POSITION TOTAL: $ 757,470 11.00 FINANCING PLAN PROGRAM ALLOCATION Office of Equal Opportunity Programs and Independent Police Review 100% General Fund 100% TEN YEAR STAFFING TRENDS Adopted Positions 10.00 10.00 10.00 2005 2006 11.00 2004 10.50 2003 2000 10.00 2002 9.00 2001 9.00 1999 10.00 9.00 1998 15.00 5.00 1997 0.00 93 94 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW MISSION STATEMENT To ensure that individuals are afforded equal opportunity in the provision of public accommodation, housing, and employment without regard to race, color, national origin, sex, disability, age, religion, familial status, marital status, sexual orientation, gender identity, ancestry, or political opinions, beliefs, or affiliations. To ensure equal procurement opportunity to all businesses with which the city solicits and/or conducts contracted services. To provide an external review process of citizen inquiries and complaints of police misconduct that is thorough, objective, and fair. To ensure that the delivery of services, programs, and activities in City of Tucson facilities are accessible and in compliance with federal and state Americans with Disabilities Act (ADA) standards. OVERVIEW In accordance with the Tucson City Charter, the City Manager retains hiring authority for and reporting responsibility over the Office of Equal Opportunity Programs and Independent Police Review. OFFICE RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 10.00 10.00 11.00 11.00 11.00 10.00 10.00 11.00 11.00 11.00 $ 701,199 $ 740,020 $ 731,870 $ 757,470 $ 757,470 $ 701,199 $ 740,020 $ 731,870 $ 757,470 $ 757,470 $ 595,788 94,560 10,851 $ 619,480 108,350 12,190 $ 620,380 99,130 12,360 $ 610,990 133,760 12,720 $ 610,990 132,110 14,370 $ 701,199 $ 740,020 $ 731,870 $ 757,470 $ 757,470 General Fund $ 701,199 $ 740,020 $ 731,870 $ 757,470 $ 757,470 Total $ 701,199 $ 740,020 $ 731,870 $ 757,470 $ 757,470 Position Summary Office of Equal Opportunity Programs and Independent Police Review Total Financial Summary Office of Equal Opportunity Programs and Independent Police Review Total Character of Expenditures Personal Services Services Commodities Total Source of Funds 95 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $757,470 reflects an increase of $17,450 from the Fiscal Year 2006 Adopted Budget, primarily to support the Citizens Police Advisory Review Board. Funding has been included for a market-based compensation adjustment and benefit changes. Fiscal Year 2008 There is no change in the Fiscal Year 2008 Operating Budget of $757,470 from Fiscal Year 2007. KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Process, investigate, and mediate complaints of discrimination filed by citizens and city employees. 100 100 Distribute information about the city’s nondiscrimination mandates and programs via posters, brochures, and media presentations. 2,600 Review equal opportunity employment documents from businesses that do business with the City of Tucson. Adopted FY 2007 Approved FY 2008 85 100 100 2,600 1,800 2,000 2,000 1,300 1,300 1,200 1,300 1,300 Conduct equity awareness and Minority and Women Owned Business Enterprise program information sessions. 20 25 22 25 25 Provide Minority and Women Owned Business/Disadvantaged Business Enterprise certification and re-certification. 425 425 390 425 425 1,500 1,500 1,200 1,500 1,500 2 2 2 2 2 Assist and provide citizens with information about the Minority and Women Owned Business Enterprise, civil rights complaints, equal employment opportunities, city commissions available for combating discrimination, etc. • Number of citizens Provide departments with timely processing of Certificates of Equal Employment Opportunity (CEEO) forms. • Average number of days to process CEEO forms 96 Estimated FY 2006 OFFICE OF EQUAL OPPORTUNITY PROGRAMS AND INDEPENDENT POLICE REVIEW KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Perform monthly audits of Office of Internal Affair’s investigations performed by the Tucson Police Department. 12 12 Inform and educate citizens and employees about the police misconduct complaint process by conducting community outreach through public presentations, brochures, fliers, and video. 25 800 425 75 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/contacts • Number of complaints reviewed • Number of complaints referred to the Tucson Police Department’s Office of Internal Affairs for investigation 97 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 12 12 12 25 27 30 30 800 425 75 740 400 60 800 400 75 800 400 75 98 FINANCE OPERATING: POSITION TOTAL: $ 11,053,660 164.00 DIRECTOR’S OFFICE ACCOUNTING REVENUE TREASURY REAL ESTATE RISK MANAGEMENT PROGRAM ALLOCATION FINANCING PLAN Director's Office 12% General Fund 84% Accounting 20% Risk Management 3% Real Estate 2% General Fund: Restricted 16% Treasury 24% Revenue 39% 145.00 146.00 149.00 150.00 2006 151.25 2005 150.25 2004 138.00 146.00 2003 150.00 139.00 143.00 2002 175.00 2001 TEN YEAR STAFFING TRENDS Adopted Positions 125.00 2000 1999 1998 1997 100.00 99 100 FINANCE MISSION STATEMENT To support the operations of the City of Tucson by maintaining a fiscally sound organization that conforms to legal requirements and generally accepted financial management principles, and provide quality service in the areas of investments, debt management, revenue administration and projections, real estate, risk management, accounting, audit, pension, and employee benefits. 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, Accounting, Treasury, Revenue, Risk Management, and Real Estate. The Tucson Supplemental Retirement System (TSRS) Fund and Deferred Compensation Fund are supported by the Risk Management, Treasury, and Accounting Divisions. The Risk Management Self Insurance Fund is used by the Risk Management Division to cover claims and loss prevention expenses. DEPARTMENT HIGHLIGHTS Funding City Projects: The department arranged the sale of $5,800,000 in Rio Nuevo Tax Revenue Bonds, $27,000,000 in Water System Revenue Bonds, and $11,640,000 in Certificates of Participation during Fiscal Year 2006, providing funding for city projects. Successful Self-Directed Health Plan: In July 2004 the Finance Department introduced the Self-Directed Health plan (SDHP) as a health plan option. This type of health plan is the newest strategy in the health care market place to address the rising cost of medical premiums. To date the strategy is proving successful. Premium rate increases over the last two years for this plan has been less than half of the increase for the Health Maintenance Organization (HMO) and traditional Preferred Provider Organization (PPO) plans. Certificate of Achievement for Excellence in Financial Reporting: For the 23rd consecutive year, the department received the Certificate of Achievement for Excellence in Financial Reporting presented by the Government Finance Officers Association. 101 FINANCE DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 15.00 36.00 44.00 38.00 -017.00 15.00 36.00 44.00 38.00 -017.00 16.00 36.00 44.00 36.00 14.00 18.00 16.00 36.00 44.00 37.00 13.00 18.00 16.00 36.00 44.00 37.00 13.00 18.00 150.00 150.00 164.00 164.00 164.00 $ 1,804,267 1,989,081 2,176,283 2,521,570 -0407,452 $ 1,614,590 2,006,650 2,483,690 4,437,670 -0301,710 $ 1,684,890 2,095,360 2,595,210 2,600,660 594,420 316,330 $ 1,362,430 2,189,910 2,648,120 4,355,010 154,410 343,780 $ 1,323,860 2,231,360 2,648,120 2,605,000 158,610 343,780 $ 8,898,653 $ 10,844,310 $ 9,886,870 $ 11,053,660 $ 9,310,730 $ 7,519,862 1,628,849 375,869 -0(625,927) $ 8,159,550 10,858,350 469,300 1,908,000 (10,550,890) $ 9,599,880 10,958,870 491,220 158,000 (11,321,100) $ 9,631,240 11,138,700 546,440 1,903,000 (12,165,720) $ 9,630,310 11,377,600 547,930 156,060 (12,401,170) $ 8,898,653 $ 10,844,310 $ 9,886,870 $ 11,053,660 $ 9,310,730 General Fund General Fund: Certificates of Participation General Fund: Restricted $ 8,603,812 294,841 $ 9,044,310 50,000 $ 9,836,870 50,000 $ 9,303,660 -0- $ 9,310,730 -0- -0- 1,750,000 -0- 1,750,000 -0- Department Total $ 8,898,653 $ 10,844,310 $ 9,886,870 $ 11,053,660 $ 9,310,730 Position Summary Director's Office Accounting Treasury Revenue Real Estate Risk Management Department Total Financial Summary Director's Office Accounting Treasury Revenue Real Estate Risk Management Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Department Total Source of Funds 102 FINANCE Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $11,053,660 reflects an increase of $209,350 from the Fiscal Year 2006 Adopted Budget, primarily due to revised cost allocations to internal service funds. This increase was partially due to the following: ♦ Transfer of the Real Estate Division from General Services added $39,350 including 13 positions. ♦ Transfer of an administrative assistant from Police for pension board support. ♦ Completion of upgrades to customer service areas result in a decrease of $50,000. ♦ Funding has been included for a market-based compensation adjustment and benefit changes. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $9,310,730 includes a decrease of $1,742,930 from Fiscal Year 2007 due to completion on the upgrade of the business license software system. 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 Midtown/Hardesty Center 1100 South Alvernon Way Price Service Center Ward 4 Council Office 4004 South Park, Building #1 8123 East Poinciana 103 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. M-F 1:00 p.m. to 5:00 p.m. M-F 8:00 a.m. to 12:00 p.m. M-F 1:00 p.m. to 5:00 p.m. M-F 1:00 p.m. to 5:00 p.m. 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, develops city revenue projections, and advises city management officials and the governing body regarding financial matters. The Internal Audit Section 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation Financial Resources Total Actual FY 2005 Adopted FY 2006 15.00 15.00 $ 1,509,426 294,841 $ 1,804,267 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 16.00 16.00 16.00 $ 1,564,590 50,000 $ 1,634,890 50,000 $ 1,362,430 -0- $ 1,323,860 -0- $ 1,614,590 $ 1,684,890 $ 1,362,430 $ 1,323,860 KEY MEASURES OF PERFORMANCE Plan, organize, and direct city debt offerings. • Number of debt offerings • Number of improvement district bonds 5 -0- 4 4 4 4 4 4 4 4 Provide updated revenue projections for the current and next fiscal years. 4 4 4 4 4 Perform planned internal audits of city functions and audits requested by management. 20 20 35 40 40 Monitor agency contracts receiving federal pass-through social service funding. 50 50 50 55 55 Assist city departments in determining the cost of their services. 2 4 4 4 4 Issue debt to meet the city’s financial needs ($000s). $ 115,180 $ 75,000 $ 75,000 $ 85,000 $ 85,000 104 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 36.00 36.00 36.00 36.00 36.00 $ 1,989,081 $ 2,006,650 $ 2,095,360 $ 2,189,910 $ 2,231,360 KEY MEASURES OF PERFORMANCE Pay vendor invoices. • Payment vouchers created 68,981 N/A 70,000 70,000 70,000 286,283 210,000 280,000 280,000 280,000 1 4 1 1 1 1 N/A N/A N/A N/A 1 5 1 1 1 1 5 1 1 1 1 5 1 1 1 1 1 N/A N/A 1 1 1 1 1 1 Pay vendor invoices within payment terms. 97% 99% 97% 97% 97% Pay all employees and related payroll taxes on time. 100% 100% 100% 100% 100% Ensure compliance regulatory agencies. 100% 100% 100% 100% 100% Issue employee paychecks on time. • Paychecks issued Issue financial and personnel-related reports. • Comprehensive Annual Financial Report • Independent Auditor Report • Expenditure Limitation Report • Landfill Financial Assurance Report • Circular A-133 Single Audit Act Report • Arizona Bond Indebtedness Report • National Transit Database Report with state and 105 FINANCE TREASURY MISSION STATEMENT: The Treasury Division is comprised of the Collections, Investments, and License Section. The Collection Section processes all payments and deposits all revenues received from the public and from other city departments in an accurate and timely manner and operates cashier stations throughout the community. The Investment Section manages the City of Tucson’s investments, the retirement system, and the deferred compensation plan in an effective manner. The License Section administers the business license provisions of the tax code to generate revenue for financing city services in a manner that is accountable and responsive to the public. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 44.00 44.00 $ 2,176,283 $ 2,483,690 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 44.00 44.00 44.00 $ 2,595,210 $ 2,648,120 $ 2,648,120 KEY MEASURES OF PERFORMANCE Operate remote cashier stations for the convenience of the public when making payments. • Number of payments taken at remote cashier stations Issue new licenses and bill accounts. • New licenses issued • Accounts billed Process and deposit utility, tax, and license payments and other city revenue. • Total number of payments processed (000s) • Percent of utility payments processed the same day as received • Percent of tax, license, and other payments processed the same day as received • Collect business sales taxes and occupational license fees ($000s) 216,381 195,000 215,006 217,000 219,100 8,600 507,000 8,400 470,000 8,700 512,000 8,800 517,000 8,900 522,000 2,790 3,000 2,900 2,940 2,990 79% 82% 75% 75% 75% 100% 100% 100% 100% 100% $ 203,000 $ 190,000 $ 213,000 $ 224,000 $ 235,000 106 FINANCE Treasury (Continued) FIVE-YEAR CITY INVESTMENT RETURNS Pension and City Funds 30% 17.8% Rate of Return 20% 9.3% 10% City Funds Pension 3.3% 7.1% 0% -8.1% -10% 2001 4.0% 2.6% 2.0% 0.9% -8.1% 2002 2003 Fiscal Year 2004 2005 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% 6.1% 5.6% 6% 5.1% 3.6% 2.9% 3% 0% 2001 2002 2003 2004 Calendar Year Investment Objective Invest in U.S. Government and high-quality corporate bonds that generate a stable income for participants. 107 2005 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 and collects delinquent city receivables in a way that balances both fiscal responsibility and fair collection practices. The Sales Tax Audit Section enforces the Business Privilege Tax Code by performing audits of businesses subject to the tax law and improves taxpayer knowledge of the tax law through the auditing program and by conducting taxpayer education seminars, providing informational brochures, and responding to requests for information. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 38.00 38.00 36.00 37.00 37.00 $ 2,521,570 -0- $ 2,687,670 1,750,000 $ 2,600,660 -0- $ 2,605,010 1,750,000 $ 2,605,000 -0- $ 2,521,570 $ 4,437,670 $ 2,600,660 $ 4,355,010 $ 2,605,000 KEY MEASURES OF PERFORMANCE Resolve delinquent accounts to either recover money owed or determine that accounts are uncollectable. • Number of delinquent accounts in inventory 24,639 35,000 25,000 22,000 22,000 Conduct business privilege tax audits for compliance with the tax code. 155 320 200 240 240 Conduct or make presentations at taxpayer education seminars or meetings. 9 9 9 12 12 Collect delinquent taxes ($000s). $ 4,548 $ 7,000 $ 5,000 $ 5,000 $ 5,000 Collect other delinquent receivables ($000s). $ 3,500 $ 3,500 $ 3,500 $ 3,300 $ 3,300 Resolve delinquent accounts. 22,125 17,000 23,000 15,000 15,000 108 FINANCE Revenue (Continued) KEY MEASURES OF PERFORMANCE 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 ($000s). Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 96% 100% 90% 95% 95% $ 1,675 $ 800 $ 1,000 $ 1,000 $ 1,000 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund -0- -0- 14.00 13.00 13.00 $ -0- $ -0- $ 594,420 $ 154,410 $ 158,610 KEY MEASURES OF PERFORMANCE Provide needed property for new public facilities. • Number of properties acquired -0- -0- 85 90 90 Sell surplus parcels of property. -0- -0- 40 85 85 Respond to service requests for property vacation, abandonment, easement, rezoning reviews, right-of-entry, lease, or special use. -0- -0- 200 200 200 -0- -0- 200 200 200 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 *The Real Estate Division was transferred from the General Services Department to the Finance Department in Fiscal Year 2006. 109 FINANCE Real Estate (Continued) KEY MEASURES OF PERFORMANCE Increase the city’s tax base by returning unneeded parcels of property to the tax rolls. • Value of parcels sold ($000s) Actual FY 2005 Adopted FY 2006 $ -0- $ -0- Estimated FY 2006 $ 2,500 Adopted FY 2007 Approved FY 2008 $ 2,000 $ 2,000 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. The Retirement Section 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. The Employee Benefits Section provides employees and retirees, through administration, education and communication, quality health and welfare benefits. RESOURCE SUMMARY Position Resources Financial Resources General Fund 17.00 17.00 18.00 18.00 18.00 $ 407,452 $ 301,710 $ 316,330 $ 343,780 $ 343,780 KEY MEASURES OF PERFORMANCE 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. Conduct safety training and inspections to meet federal and state Occupational Safety and Health Administration (OSHA) standards and regulations. • Employees trained • Training sessions conducted • Inspections conducted 1,000 1,000 400 1,000 1,000 400 1,000 1,000 400 1,000 1,000 400 1,000 1,000 400 12 12 12 12 12 7,000 400 500 7,000 400 500 7,000 400 500 7,000 400 500 7,000 400 500 110 FINANCE Risk Management (Continued) KEY MEASURES OF PERFORMANCE Provide advance retirement planning for employees by conducting individual and group retirement planning sessions. • Individual retirement planning sessions conducted • Group retirement and deferred compensation sessions conducted Maintain accurate records on accrual and payment of retirement and deferred compensation benefits. • Number of employee records maintained 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 who are no longer eligible for benefits Process payments and administer contracts for employee benefits programs. • Number of dental and medical contracts • Number of employees eligible for benefits • Number of retirees 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 2005 Adopted FY 2006 350 350 54 Adopted FY 2007 Approved FY 2008 350 350 350 75 75 75 75 10,750 11,000 11,000 11,000 11,000 4,500 5,300 450 4,500 5,300 450 4,500 5,300 450 4,500 5,300 450 4,500 5,300 450 150 150 150 150 150 200 200 200 200 200 11 11 11 11 11 5,200 5,200 5,200 5,200 5,200 2,300 2,350 2,350 2,350 2,350 62% 64% 64% 64% 64% 111 Estimated FY 2006 FINANCE Risk Management (Continued) KEY MEASURES OF PERFORMANCE Provide employees with benefit information and related services. • Percent of surveyed employees reporting that they are “satisfied” or better with the service they received Receive no OSHA citations and fines. • Citations received • Cost of fines served Actual FY 2005 Adopted FY 2006 90% 90% -0$ -0- -0$ -0- 112 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 90% 90% 90% -0$ -0- -0$ -0- -0$ -0- FIRE $ 73,668,260 10,239,300 $ 83,907,560 694.00 OPERATING: CAPITAL: TOTAL: POSITION TOTAL: ADMINISTRATION OPERATIONS SUPPORT SERVICES FIRE PREVENTION AND COMMUNITY SAFETY EDUCATION AND TECHNICAL SERVICES PROGRAM ALLOCATION FINANCING PLAN Administration 3% Capital Improvements 12% General Fund: Certificates of Participation 8% General Obligation Bonds 3% General Fund 80% Operations 67% Education and Technical Services 5% Public Safety Academy Funds 3% Other 6% Support Services 8% Fire Prevention and Community Safety 5% TEN YEAR STAFFING TRENDS Adopted Positions 700.00 528.00 571.00 572.00 2003 570.00 569.00 600.00 2002 646.00 593.00 612.00 539.00 519.50 500.00 113 2006 2005 2004 2001 2000 1999 1998 1997 400.00 114 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. To carry out its mission effectively, the Tucson Fire Department (TFD) is organized into five divisions: Administration, Operations, Fire Prevention and Community Safety, Support Services, and Education and Technical Services. Administration provides direction and policy to the entire department. The Operations Division protects lives and property by responding to fire and medical emergencies, performing inspections, and presenting public education programs to increase fire and life safety awareness. Public education efforts also include injury prevention, child safety, at-risk behaviors, and safety equipment information. The Fire Prevention and Community Safety Division promotes public safety by administering fire codes and standards, conducting commercial building inspections, enforcing compliance of code requirements, and investigating suspicious fires. The Support Services Division supports the department by procuring and distributing supplies and equipment, and keeping all vehicles and equipment in a fully functional condition. The Education and Technical Services Division provides training for new and existing Fire Department personnel to ensure well-trained public servants. The division has developed a regional training program to provide standardized and specialized training to regional fire districts and agencies. DEPARTMENT HIGHLIGHTS New Fire Stations Opened: The Tucson Fire Department opened two new multi-company fire stations in April 2005. Fire Station 20, located at First Avenue and River Road, was staffed with an engine and a paramedic company and serves the northwest and north central portions of the city. A ladder company was added in October 2005. Fire Station 21 serves the northeast part of the city and was initially staffed with a paramedic/engine company. A paramedic company was added in October 2005. Future plans include the addition of a ladder company at Station 21. Rapid Response Teams: The Tucson Fire Department was chosen to participate in a statewide Rapid Response Team (RRT) effort that responds to natural and manmade disasters by providing first responder aid and management to victims and communities. The engine and paramedic companies at Stations 19 and 20 comprise the two six-person Rapid Response Teams. Funding from a Department of Homeland Security grant enabled TFD to purchase two vehicles and associated equipment, and provide training for the RRTs. Metropolitan Medical Response System: The Emergency Management Section continues to oversee the Metropolitan Medical Response System, coordinating training for first responders and the community, and providing liaison duties to a host of federal, state, and local entities for preparation and management of a weapons of mass destruction or mass casualty event. Most of the funding for these activities comes from Department of Homeland Security grants. Supporting New Fire Services: Completion of a new fire supply and maintenance facility in May 2006 will provide much needed space and functionality for the Support Services Division. This facility is important in keeping fire apparatus and other equipment in top condition and keeping fire personnel supplied with necessary equipment and supplies. 115 FIRE DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 14.00 542.00 55.00 14.00 542.00 55.00 14.00 542.00 55.00 16.00 584.00 53.00 16.00 626.00 56.00 19.00 16.00 19.00 16.00 19.00 17.00 23.00 18.00 24.00 19.00 646.00 646.00 647.00 694.00 741.00 1.00 5.00 1.00 5.00 1.00 5.00 1.00 5.00 1.00 5.00 7.00 12.00 5.00 21.00 7.00 12.00 5.00 21.00 7.00 12.00 5.00 21.00 7.00 12.00 5.00 27.00 7.00 12.00 5.00 27.00 7.00 93.00 16.00 7.00 93.00 16.00 7.00 93.00 16.00 8.00 91.00 27.00 9.00 98.00 27.00 24.00 24.00 24.00 30.00 30.00 5.00 28.00 5.00 28.00 5.00 28.00 -031.00 -033.00 87.00 117.00 42.00 87.00 117.00 42.00 87.00 117.00 42.00 84.00 113.00 54.00 91.00 120.00 54.00 121.00 121.00 121.00 137.00 158.00 591.00 591.00 591.00 632.00 677.00 Position Summary Administration Operations Fire Prevention and Community Safety Support Services Education and Technical Services Department Total Commissioned Officers by Classification Fire Chief Fire Battalion Chief: Assistant Fire Chief Fire Battalion Chief: Staff Fire Battalion Chief Fire Captain: Training Officer Fire Captain: HazMat/Technical Rescue Team Fire Captain: Eight Hour Fire Captain Paramedic: HazMat/Technical Rescue Team Fire Engineer: HazMat/Technical Rescue Team Fire Prevention Inspector: HazMat Fire Prevention Inspector: Hourly Rate Fire Engineer: Suppression Rate Paramedic Fire Fighter: HazMat/Technical Rescue Team Fire Fighter Commissioned Personnel Total 116 FIRE Department Resources (Continued) Actual FY 2005 Adopted FY 2006 $ 1,882,935 45,691,115 3,350,574 $ 1,729,890 47,781,740 4,298,290 3,581,094 3,289,586 Operating Total Capital Improvements Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 1,784,600 51,257,210 3,599,110 $ 2,134,510 56,342,010 4,192,580 $ 2,188,180 59,647,500 4,619,650 6,355,790 3,429,140 5,482,910 3,464,620 7,041,090 3,958,070 6,726,190 4,106,470 $ 57,795,304 $ 63,594,850 $ 65,588,450 $ 73,668,260 $ 77,287,990 $ 7,757,720 $ 3,601,400 $ 3,499,630 $ 10,239,300 $ 20,606,000 $ 65,553,024 $ 67,196,250 $ 69,088,080 $ 83,907,560 $ 97,893,990 $ 50,700,684 3,496,875 3,077,488 921,003 (400,746) $ 53,840,390 $ 55,461,660 4,825,190 4,082,130 2,752,590 3,269,700 2,353,000 3,451,280 (176,320) (676,320) $ 62,492,880 4,808,460 3,854,610 2,893,540 (381,230) $ 66,120,760 4,736,320 4,480,250 2,341,950 (391,290) Operating Total $ 57,795,304 $ 63,594,850 $ 65,588,450 $ 73,668,260 $ 77,287,990 Capital Improvements $ 7,757,720 $ 3,601,400 $ 3,499,630 $ 10,239,300 $ 20,606,000 $ 65,553,024 $ 67,196,250 $ 69,088,080 $ 83,907,560 $ 97,893,990 Financial Summary Administration Operations Fire Prevention and Community Safety Support Services Education and Technical Services Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Department Total 117 FIRE Department Resources (Continued) Actual FY 2005 Adopted FY 2006 $ 53,445,228 377,880 $ 57,975,610 464,000 -02,856,306 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 58,359,720 405,000 $ 67,002,530 387,200 $ 71,517,850 397,540 -02,791,860 -02,971,300 20,000 2,661,160 20,000 2,680,760 26,885 160,000 40,000 160,000 160,000 1,089,008 -0- 98,380 350,000 2,040,390 17,040 911,880 350,000 556,840 350,000 -0- 1,755,000 1,755,000 2,175,490 1,605,000 -0- -0- -0- -0- $ 57,795,304 $ 63,594,850 $ 65,588,450 $ 73,668,260 $ 77,287,990 $ $ $ $ $ Source of Funds Operating Funds General Fund General Fund: Certificates of Participation General Fund: Restricted Public Safety Academy Fund: General Fund Transfer Public Safety Academy Fund: Other Agency Fees Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Fleet Services Internal Service Fund: Certificate of Participation Risk Management Internal Service Fund Operating Funds Total (3) Capital Funds General Fund General Fund: Certificates of Participation General Fund: Restricted 1984 General Obligation Bond Funds 1994 General Obligation Bond Funds 1994 General Obligation Bond Funds - Interest 2000 General Obligation Bond Funds 2000 General Obligation Bond Funds - Interest 492,325 743,639 -0920,000 -026,140 -06,100,000 -020,606,000 -032,035 -0-0- -0-0- 1,500,000 -0- -0-0- 555,653 530,600 3,110 -0- -0- 535,782 -0- -0- -0- -0- 5,270,449 2,150,800 3,470,380 2,639,300 -0- 127,837 -0- -0- -0- -0- Capital Funds Total $ 7,757,720 $ 3,601,400 $ 3,499,630 $ 10,239,300 $ 20,606,000 Department Total $ 65,553,024 $ 67,196,250 $ 69,088,080 $ 83,907,560 $ 97,893,990 118 FIRE Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $73,668,260 reflects an increase of $10,073,410 from the Fiscal Year 2006 Adopted Budget. Funding of $3,845,000 and 36 positions has been included based on the approved Financial Sustainability Plan. Other significant changes are as follows: ♦ The full-year cost of the commissioned officer’s Fiscal Year 2006 mid-year pay adjustment results in an increase of $352,000. ♦ Funding has been included for a market-based compensation adjustment and benefit changes. ♦ Liability and workers compensation rates are increased $221,500 based on rising insurance costs and potential settlements. ♦ The public safety retirement system requires an increase to the commissioned officers pension of $590,000. ♦ Capacity totaling $813,500 was added for federal grants. ♦ The addition of a ladder company with 14 officers increased costs by $1,117,230. ♦ Two positions were transferred to the Department of Neighborhood Resources as part of the consolidation of code enforcement. The Fiscal Year 2007 Capital Budget of $10,239,300 funds the new Fire Department headquarters and a new fire station. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $77,287,990 includes an increase of $3,619,730 from Fiscal Year 2007, primarily the result of increased funding of the approved Financial Sustainability Plan. The Fiscal Year 2008 Capital Budget of $20,606,000 completes the development of the new headquarters facility. ADMINISTRATION MISSION STATEMENT: The Administration 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; it responsibly administers all fiscal operations and personnel policies, procedures, and actions. The Advanced Life Support Transport Cost Recovery section recovers partial costs of advanced life support ambulance services to the community, and ensures paperwork is complete for billing purposes. RESOURCE SUMMARY Actual FY 2005 Position Resources Financial Resources General Fund Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 14.00 14.00 14.00 16.00 16.00 $ 1,882,935 $ 1,729,890 $ 1,784,600 $ 2,134,510 $ 2,188,180 119 FIRE Administration (Continued) KEY MEASURES OF PERFORMANCE 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 assessment units • Number of paramedic companies • Number of ladder companies • Number of commissioned department personnel Actual FY 2005 Adopted FY 2006 20 19 2 14 7 591 20 20 1 15 7 591 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 20 21 10 16 7 591 21 22 11 17 8 603 21 22 12 17 8 603 Submit invoices for advanced life support ambulance transports. 15,708 15,534 17,440 17,876 18,322 Provide additional companies to serve the community. 3 2 2 3 4 70% $ 6,645 70% $ 6,109 70% $ 6,710 70% $ 6,878 70% $ 7,050 Recover costs for advanced life support/ ambulance service. • Collection rate • Dollars collected ($000s) 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 and equipment, and consistently using up-to-date tactics and strategies needed to mitigate those emergencies; 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; and manages resources to effectively meet the evolving emergency medical needs of the community. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation Public Safety Academy Fund: General Fund Transfer Miscellaneous Federal Grants Financial Resources Total 542.00 542.00 542.00 584.00 626.00 $ 44,236,414 377,880 $ 47,323,360 360,000 $ 48,828,420 405,000 $ 55,041,350 387,200 $ 58,691,540 397,540 -0- -0- -0- 1,580 1,580 1,076,821 98,380 2,023,790 911,880 556,840 $ 45,691,115 $ 47,781,740 $ 51,257,210 $ 56,342,010 $ 59,647,500 120 FIRE Operations (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 69,667 2,623 75,500 N/A 72,000 2,700 74,000 2,800 77,000 2,930 20,949 31,800 21,700 22,200 23,000 877 775 900 950 1,000 Coordinate medical and physical evaluations for all commissioned staff. • Number of evaluations completed 600 582 685 730 730 Respond to emergency calls by arriving at scene within five minutes of dispatch (average response time is 5.2 minutes). • Percent of timely response 89% 95% 90% 90% 90% 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 87% 90% 90% 90% 90% 15% N/A 15% 20% 20% Respond to fire and medical emergency calls. • Number of emergency calls • Number of unit responses to structure fires (house, apartment, building) • Number of requests for paramedic services • Number of calls concerning people experiencing cardiac arrests Provide cardiopulmonary resuscitation for citizens suffering cardiac arrest. • Percentage of patients in non-injury cardiac arrest that arrive at hospital with pulse after full resuscitation Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Treat Advanced Life Support (ALS) patients on scene in a timely manner. <25 min 86% • Percent of ALS medical transports <20 min 72% • Percent of ALS trauma transports N/A <25 min 90% <20 min 90% <20 min 90% N/A <20 min 90% <15 min 90% <15 min 90% Minimize post transport time out of service. <30 min 38% • Percent of transports N/A <30 min 37% <25 min 60% <25 min 60% 121 FIRE FIRE PREVENTION AND COMMUNITY SAFETY MISSION STATEMENT: The Fire Prevention and Community Safety 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Risk Management Internal Service Fund Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 55.00 55.00 55.00 53.00 56.00 $ 3,338,390 -0- $ 3,844,290 104,000 $ 3,565,470 -0- $ 3,842,580 -0- $ 4,269,650 -0- 12,187 -0(3) -0350,000 -0- 16,600 17,040 -0- -0350,000 -0- -0350,000 -0- $ 3,350,574 $ 4,298,290 $ 3,599,110 $ 4,192,580 $ 4,619,650 KEY MEASURES OF PERFORMANCE Conduct fire code inspections. • Number of commercial buildings inspected • Number of schools inspected Provide safety and educational classes to the community. Respond to all fire code complaints from citizens. • Number of complaints Investigate fires to determine cause and origin. • Number of fires investigated • Number of arson fires reported to Tucson Police Department 3,200 3,200 2,800 3,000 3,200 335 N/A 400 425 450 550 550 400 400 500 600 600 600 650 650 460 245 470 250 450 260 480 265 490 265 122 FIRE Fire Prevention and Community Safety (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2007 Approved FY 2008 12% 12% 14% 100% 100% 100% 100% 69,765 95,000 80,000 80,000 85,000 Oversee household hazardous waste collection. • Number of sites • Number of events held 5 401 N/A N/A 6 400 6 400 7 450 Ensure public safety through collection of household hazardous waste. • Number of pounds (millions) • Number of participants • Number of pounds recycled (millions) 16.1 29,374 1.3 N/A N/A N/A 15.0 25,000 1.3 15.0 27,000 1.5 15.0 28,000 1.7 Promote public safety through fire code enforcement. • Percent of 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 Actual FY 2005 Adopted FY 2006 14% 14% 100% Estimated FY 2006 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; and maintains all vehicles and equipment in a fully functional condition to ensure safe, consistent, and prompt responses of emergency field operations. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Public Safety Academy Fund: General Fund Transfer Fleet Services Internal Service Fund: Certificates of Participation Financial Resources Total 19.00 19.00 19.00 23.00 24.00 $ 3,581,094 -0-0- $ 4,600,790 -0-0- $ 3,726,890 -01,020 $ 4,845,600 20,000 -0- $ 5,101,190 20,000 -0- -0- 1,755,000 1,755,000 2,175,490 1,605,000 $ 3,581,094 $ 6,355,790 $ 5,482,910 $ 7,041,090 $ 6,726,190 123 FIRE Support Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 885 890 880 890 895 Perform unscheduled and emergency repairs on all front-line apparatus. • Number of repairs 1,715 1,554 1,750 1,700 1,700 Ensure that front-line apparatus and equipment is available at all times. • Percent of apparatus available • Percent of equipment available 92% 92% 91% 91% 89% 90% 91% 91% 92% 92% Perform preventive maintenance checks on all fire apparatus and support equipment. • Number of preventive maintenance checks done Estimated FY 2006 Adopted FY 2007 Approved FY 2008 EDUCATION AND TECHNICAL SERVICES MISSION STATEMENT: The Education and Technical Services 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund Public Safety Academy Fund: General Fund Transfer Public Safety Academy Fund: Other Agency Fees Financial Resources Total 16.00 $ 406,395 2,856,306 16.00 $ 477,280 2,791,860 $ 17.00 18.00 19.00 454,340 2,970,280 $ 1,138,490 2,659,580 $ 1,267,290 2,679,180 26,885 160,000 40,000 160,000 160,000 $ 3,289,586 $ 3,429,140 $ 3,464,620 $ 3,958,070 $ 4,106,470 124 FIRE Education and Technical Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Train new recruits to be qualified fire fighters. • Number of recruits • Hours of training per recruit 78 848 70 848 90 848 100 848 75 848 Provide continuing education classes for uniformed members. • Hours of training • Number of personnel 48 570 48 575 48 590 48 603 48 603 Provide advanced driver training and refresher courses to department members. • Hours of training (4- or 8-hour course) • Number of employees • Hours of training (24-hour course) • Number of employees 4 570 24 131 8 610 28 120 8 590 24 140 4 603 24 150 8 603 24 125 Provide services for management information (includes drafting, records, and computer hardware and software). • Number of requests 9,312 8,500 10,000 11,000 12,000 Enhance staff capability through training and education. • Percent of qualified recruits graduating • Total hours of continuing education • Total hours of driver training 79% 27,360 5,424 80% 27,600 7,600 80% 28,320 8,080 80% 29,664 6,072 80% 31,344 8,224 125 126 GENERAL SERVICES OPERATING: POSITION TOTAL: $ 13,407,350 345.00 DIRECTOR’S OFFICE FACILITIES MANAGEMENT FLEET SERVICES ARCHITECTURE AND ENGINEERING COMMUNICATIONS PROGRAM ALLOCATION FINANCING PLAN Architecture and Engineering 7% General Fund: Restricted <1% General Fund 89% Miscellaneous Federal Grants 4% Fleet Services* 0% Facilities Management 26% Miscellaneous Non-Federal Grants 4% General Fund: Certificates of Participation 3% Communications 54% Director's Office 13% *See Appendix B for Fleet Services detail. TEN YEAR STAFFING TRENDS Adopted Positions 400.00 365.00 350.00 337.00 341.00 370.00 350.00 350.00 357.00 357.00 2006 377.00 2005 377.00 127 2004 2003 2002 2001 2000 1999 1998 1997 300.00 128 GENERAL SERVICES MISSION STATEMENT To ensure effective, uninterrupted facilities, fleet, communications, facilities design, and construction services to other city departments. OVERVIEW The General Services Department consists of five divisions: Director’s Office, Facilities Management, Architecture and Engineering, Fleet Services, and Communications. The General Services Department provides city departments with the following services: building maintenance and repair; energy management programs; facility design and construction; fleet maintenance, repairs, fueling, and vehicle/equipment acquisition; public safety/general communications dispatching operations; and communication systems maintenance. DEPARTMENT HIGHLIGHTS Upgrading Communications Infrastructure: The city’s antiquated microwave system is being replaced with a more reliable network by the Communications Division. It also is being consolidated with the existing fiber system, which will provide a seamless, redundant communication system. Locating 9-1-1 Cell Phone Caller Now Possible: The Communications Division managed a project to provide location information of cellular callers in the eleven 9-1-1 centers in Pima County. This is the first such system in the State of Arizona. Award-Winning Buildings and Systems: General Services has received several awards for new buildings. Energy conservation awards were received for the Adaptive Recreation Center, the Hardesty Multi-Service Center, and LED (Light Emitting Diode) Traffic Signal Project. The Quincie Douglas Library received the American Institute of Architects’ Design Merit Award. The Clements Recreation Center received the Outstanding Facility Award from the Arizona Parks and Recreation Association, Leisure Benefits Branch. The Adaptive Aquatics Facility received the Sonoran Institute Best of Tucson 2006 Award for Best Green Building. Environmental Friendly Fleet: The Fleet Services Division was a 2005 participant in the Arizona Department of Environmental Quality’s (ADEQ) new “Green Automotive Business Pilot Program.” Subsequently, Fleet Services received ADEQ’s commendation in the areas of resource conservation and pollution prevention. Improving Fleet Maintenance: Fleet Services was also awarded a dealer certification as a new vehicle warranty service provider for Heil and McNeilus (refuse truck manufacturers) for faster and cost-favorable repair actions inhouse. The division is also participating in the Synergen fleet vehicle asset/maintenance management system implementation, which is the first major fleet application nationwide for the vendor. 129 GENERAL SERVICES DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Director's Office Facilities Management Architecture and Engineering Fleet Services Communications Real Estate 6.00 109.00 14.00 108.00 106.00 14.00 6.00 109.00 14.00 108.00 106.00 14.00 7.00 108.00 14.00 108.00 107.00 -0- 7.00 107.00 14.00 108.00 109.00 -0- 7.00 107.00 14.00 108.00 109.00 -0- Department Total 357.00 357.00 344.00 345.00 345.00 729,211 1,918,347 443,456 170 6,488,785 653,688 $ 3,814,220 2,519,960 501,400 9,811,400 6,778,940 154,780 $ 836,350 2,480,860 1,098,820 -06,699,330 -0- $ 1,782,380 3,521,130 915,900 -07,187,940 -0- $ 1,782,380 3,331,130 496,900 -07,171,940 -0- $ 10,233,657 $ 23,580,700 $ 11,115,360 $ 13,407,350 $ 12,782,350 $ $ $ $ $ Position Summary Financial Summary Director's Office Facilities Management* Architecture and Engineering Fleet Services* Communications Real Estate** Operating Total Capital Improvements Department Total $ 172,002 $ 10,405,659 -0- $ 23,580,700 -0- $ 11,115,360 -0- $ 13,407,350 -0- $ 12,782,350 Character of Expenditures Personal Services Services Commodities Equipment Other Operating Total Capital Improvements Department Total $ 19,657,133 $ 22,311,330 $ 20,615,720 $ 21,761,210 $ 21,753,600 14,003,193 15,135,340 15,593,670 16,844,770 16,285,940 11,807,015 11,376,700 11,370,120 12,778,580 12,858,640 7,162,191 9,880,570 69,170 70,270 71,380 (42,395,875) (35,123,240) (36,533,320) (38,047,480) (38,187,210) $ 10,233,657 $ 23,580,700 $ 11,115,360 $ 13,407,350 $ $ $ 172,002 $ -0- $ 10,405,659 $ 23,580,700 -0- $ 11,115,360 $ 12,782,350 -0- $ $ 13,407,350 -0- $ 12,782,350 *Facilities Management and Fleet Services include Internal Service Funds. Only non-reimbursed costs are reflected in General Services. **The Real Estate Division was transferred to the Finance Department in Fiscal Year 2006. 130 GENERAL SERVICES Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Source of Funds Operating Funds General Fund General Fund: Certificates of Participation General Fund: Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Fleet Services Internal Service Fund: Certificate of Participation $ 9,641,975 450,000 $ 10,747,000 -0- $ 10,493,060 600,000 $ 11,975,350 350,000 $ 11,716,350 -0- 119,670 22,012 -0-0- 22,300 1,500,000 1,500,000 9,811,400 22,300 -0-0-0- 82,000 500,000 500,000 -0- 66,000 500,000 500,000 -0- Operating Funds Total $ 10,233,657 $ 23,580,700 $ 11,115,360 $ 13,407,350 $ 12,782,350 General Fund 1984 General Obligation Bond Funds $ 59,670 112,332 $ -0-0- $ -0-0- $ -0-0- $ -0-0- Capital Funds Total $ 172,002 $ -0- $ -0- $ -0- $ -0- Department Total $ 10,405,659 Capital Funds $ 23,580,700 $ 11,115,360 $ 13,407,350 $ 12,782,350 Internal Service Funds An Internal Service Fund is a governmental accounting fund used to account for the financing of goods or services provided by one city department to another at a cost reimbursement basis. As a result, expenses are budgeted in customer departments. Actual FY 2005 Facilities Maintenance Fleet Services Total $ -025,462,104 $ 25,462,104 Adopted FY 2005 $ -018,249,270 $ 18,249,270 131 Estimated FY 2005 $ Adopted FY 2007 Approved FY 2008 -017,817,270 $ 16,911,080 20,618,130 $ 16,923,360 20,745,560 $ 17,817,270 $ 37,529,210 $ 37,668,920 GENERAL SERVICES Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $13,407,350 reflects a decrease of $10,173,350 from the Fiscal Year 2006 Adopted Budget primarily due to a change in accounting for lease purchases ($9,811,400). Other significant changes are as follows: ♦ Based on prior year trends, federal and state grants were reduced by $2,000,000. ♦ A change in the formula for allocating maintenance and related facilities costs resulted in a transfer of $738,370 to the General Services Department. ♦ Carryforward was included for projects and requisitions that would not be completed by June 2006. ♦ The transfer of the Real Estate Division to Finance resulted in a net reduction of $39,350, including 13 positions. ♦ Funding has been included for market-based compensation adjustment and benefit changes. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $12,782,350 reflects a decrease of $625,000 from Fiscal Year 2007 due to the reduction of carryforward. DIRECTOR’S OFFICE MISSION STATEMENT: The Director’s Office provides overall direction and management for four divisions and supports their efforts in the areas of budgeting, cost accounting, personnel management, environmental compliance, safety, and training. RESOURCE SUMMARY Position Resources Financial Resources General Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 6.00 6.00 7.00 Recommended FY 2007 FY 2008 7.00 782,380 500,000 500,000 7.00 $ 707,199 22,012 -0- $ 814,220 1,500,000 1,500,000 $ 836,350 -0-0- $ $ 782,380 500,000 500,000 $ 729,211 $ 3,814,220 $ 836,350 $ 1,782,380 $ 1,782,380 KEY MEASURES OF PERFORMANCE Ensure departmental accountability by administering major budget, procurement, and personnel systems. • Number of systems 3 3 3 3 3 Reduce occupational safety and health violations by conducting in-house quarterly inspections. • Repeat violations identified/eliminated • Percent of serious violations avoided 4 100% 10 100% 4 100% 4 100% 4 100% Reduce number of industrial accidents. • Number of accidents N/A N/A 20 15 15 132 GENERAL SERVICES FACILITIES MANAGEMENT MISSION STATEMENT: The Facilities Management Division ensures a healthy, functional, aesthetic, and sustainable building environment for all city employees and the public by providing cost-effective and responsive facility, property, and energy management. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 109.00 109.00 108.00 107.00 107.00 $ 1,468,347 450,000 $ 2,519,960 -0- $ 2,480,860 -0- $ 3,521,130 -0- $ 3,331,130 -0- $ 1,918,347 $ 2,519,960 $ 2,480,860 $ 3,521,130 $ 3,331,130 KEY MEASURES OF PERFORMANCE Respond to work requests received for routine building maintenance. • Number of requests received N/A N/A 8,900 8,900 8,900 360 360 300 300 300 24 24 25 25 25 N/A N/A 350 350 350 N/A N/A 90% 90% 90% Manage maintenance projects. • Percent of variance between total actual costs and estimated costs -5% 5%+/- 5%+/- 5%+/- 5%+/- Documented level of customer satisfaction. • Average percentage of customers rating service above satisfactory N/A N/A 83% 90% 90% Manage maintenance projects. • Number of projects managed Review and manage energy projects (e.g., lighting, heating, and cooling) for new or modified city facilities. • Number of projects reviewed and managed Provide customers with work order estimates. • Number of work order estimates Perform work order repair requests for customers. • Percent of work order requests completed within 7 calendar days 133 GENERAL SERVICES Facilities Management (Continued) KEY MEASURES OF PERFORMANCE Reduce utility costs and pollution by more efficient building management. • Utility costs savings Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 750,000 $ 750,000 $ 750,000 $ 750,000 $ 750,000 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 quality, and timely facilities design and construction services. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation Financial Resources Total 14.00 14.00 14.00 14.00 14.00 $ 443,456 -0- $ 501,400 -0- $ 498,820 600,000 $ 565,900 350,000 $ 496,900 -0- $ 443,456 $ 501,400 $ 1,098,820 $ 915,900 $ 496,900 KEY MEASURES OF PERFORMANCE Manage major projects that involve design and construction of new buildings, remodels, and major maintenance projects. • Number of projects managed • Average percentage variation of final project costs versus final cost estimates • Average percentage variation of actual number of days to complete project versus approved schedule Conduct special architectural planning studies on request. • Number of studies 40 N/A 50 N/A 50 5% 50 5% 50 5% N/A N/A 5.5% 5.0% 5.0% 45 50 50 50 50 N/A N/A 100 105 110 and Provide customers with work order estimates. • Number of work order estimates 134 GENERAL SERVICES Architecture and Engineering (Continued) KEY MEASURES OF PERFORMANCE Exceed the expectations of customer departments. • Percentage of customer evaluations rating performance as very good or excellent Actual FY 2005 Adopted FY 2006 N/A N/A Estimated FY 2006 80% Adopted FY 2007 Approved FY 2008 85% 90% 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. RESOURCE SUMMARY Position Resources 108.00 108.00 108.00 108.00 108.00 Financial Resources General Fund Fleet Services Internal Service Fund: Certificates of Participation $ 170 -0- $ -09,811,400 $ -0-0- $ -0-0- $ -0-0- Financial Resources Total $ 170 $ 9,811,400 $ -0- $ -0- $ -0- KEY MEASURES OF PERFORMANCE Perform scheduled preventative maintenance on city vehicles. • Number of maintenance services performed • Percent of maintenance services performed on schedule Acquire new vehicles to replace older vehicles. • Number of replacement vehicles acquired Perform emission inspections (including any associated repairs) on city vehicles to ensure compliance with state emission standards. • Number of emission inspections conducted 5,300 5,300 5,400 5,400 5,500 97% 97% 97% 98% 98% 220 250 239 250 250 1,500 1,500 1,529 1,540 1,560 *Fleet Services includes Internal Service Funds. Only non-reimbursed costs are reflected in General Services. 135 GENERAL SERVICES Fleet Services (Continued) KEY MEASURES OF PERFORMANCE Conduct reviews of city fleet utilization. • Number of reviews conducted Repair vehicles in a timely manner. • Percentage of vehicles returned to customers within 72 hours of drop off • Percentage of customers notified of extensions within one working day Complete fleet repairs within established industry labor time standards. • Percent of repairs within standards Ensure the Tucson Police Department is provided with 100% of its minimum number of required patrol vehicles 365 days per year. • Average ratio of available cars to required cars Ensure the Environmental Services Residential Division is provided with its minimum number of required vehicles 98% of workdays. • Average ratio of available vehicles to required vehicles Actual FY 2005 Adopted FY 2006 2 2 N/A Estimated FY 2006 Adopted FY 2007 Approved FY 2008 2 2 2 N/A 90% 90% 90% 82.5% 85.0% 85.0% 87.0% 90.0% 95% 95% 96% 97% 97% N/A N/A 100% 100% 100% N/A N/A 99% 98% 98% COMMUNICATIONS MISSION STATEMENT: The Communications Division provides continuous 9-1-1 and emergency firemedical dispatching services to City of Tucson residents, visitors, and other regional public safety agencies, and maintains reliable and cost-effective public safety voice and data communication systems. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 106.00 106.00 107.00 109.00 109.00 $ 6,369,115 119,670 $ 6,756,640 22,300 $ 6,677,030 22,300 $ 7,105,940 82,000 $ 7,105,940 66,000 $ 6,488,785 $ 6,778,940 $ 6,699,330 $ 7,187,940 $ 7,171,940 136 GENERAL SERVICES Communications (Continued) KEY MEASURES OF PERFORMANCE 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 Respond to major communication system failures including microwave, fiber network, automatic vehicle location, and fuel system. • Percent responded to within one hour 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 Achieve an average cumulative score of 92% for emergency medical dispatch services by performing quality assurance reviews based on a nationally recognized scoring system. • Average cumulative score Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 604,894 647,950 608,972 613,050 617,128 71,480 95,450 72,646 73,812 74,978 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 95% 91% 95% 95% 95% REAL ESTATE* RESOURCE SUMMARY Position Resources Financial Resources General Fund 14.00 14.00 -0- -0- -0- $ 653,688 $ 154,780 $ -0- $ -0- $ -0- *Real Estate was transferred to the Finance Department in Fiscal Year 2006. 137 138 TUCSON CITY GOLF OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 10,908,050 70,000 $ 10,978,050 154.75 ADMINISTRATION GOLF COURSE MAINTENANCE GOLF COURSE CLUBHOUSES PRO SHOPS PROGRAM ALLOCATION FINANCING PLAN Golf Course Clubhouse 14% Golf Course Fund: Certificates of Participation 1% Golf Course Fund 99% Pro Shops 19% Capital Improvements 1% Golf Course Maintenance 53% Administration 13% TEN YEAR STAFFING TRENDS Adopted Positions 200.00 163.25 169.00 153.75 160.00 120.00 103.00 103.00 103.50 154.75 154.75 154.75 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. 96.50 139 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 80.00 140 TUCSON CITY GOLF MISSION STATEMENT To maintain the city’s golf courses to the highest standard; establish ongoing training programs that ensure the highest level of golf course maintenance and customer service; demonstrate a positive economic investment in retail and concessions operations; and develop and promote new programs to increase the annual user base and improve communications with customers. 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 customers about TCG pricing values year round. TCG has established a strong communication system with 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 divisions of TCG are Administration, Golf Course Maintenance, Golf Course Clubhouses, and Pro Shops. DEPARTMENT HIGHLIGHTS Silverbell Golf Course Rejuvenated: TCG recently remodeled Silverbell Golf Course. The golf course was moved off the former landfill, eliminating the five greens that have been sinking and plagued with problems, and the remaining lakes were sealed. The results were a more satisfying golf experience for users. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 6.00 70.00 25.75 53.00 6.00 70.00 25.75 53.00 6.00 70.00 25.75 53.00 6.00 70.00 25.75 53.00 6.00 70.00 25.75 53.00 154.75 154.75 154.75 154.75 154.75 Position Summary Administration Golf Course Maintenance Golf Course Clubhouses Pro Shops Department Total 141 TUCSON CITY GOLF Department Resource (Continued) Actual FY 2005 Adopted FY 2006 Administration Golf Course Maintenance Golf Course Clubhouse Pro Shops $ 1,197,869 5,418,984 1,292,863 1,698,338 $ 1,738,130 5,512,080 1,457,640 2,155,200 Operating Total $ 9,608,054 Capital Improvements Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 1,409,080 5,510,310 1,307,780 1,633,310 $ 1,456,500 5,869,810 1,500,800 2,080,940 $ 1,456,500 5,869,810 1,500,800 2,080,940 $ 10,863,050 $ 9,860,480 $ 10,908,050 $ 10,908,050 2,174,643 2,225,000 2,155,000 70,000 -0- $ 11,782,697 $ 13,088,050 $ 12,015,480 $ 10,978,050 $ 10,908,050 $ 4,230,432 2,292,220 2,587,503 217,664 280,235 $ 5,252,790 2,430,110 2,158,340 203,000 818,810 $ 4,351,270 2,204,740 2,755,700 -0548,770 $ 5,394,740 2,497,040 2,261,440 207,060 547,770 $ 5,394,740 2,499,130 2,261,440 207,060 545,680 Operating Total $ 9,608,054 $ 10,863,050 $ 9,860,480 $ 10,908,050 $ 10,908,050 Capital Improvements $ 2,174,643 $ 2,225,000 $ 2,155,000 $ $ $ 11,782,697 $ 13,088,050 $ 12,015,480 $ 10,978,050 $ 10,908,050 $ 9,608,054 $ 10,863,050 $ 9,860,480 $ 10,908,050 $ 10,908,050 $ 9,608,054 $ 10,863,050 $ 9,860,480 $ 10,908,050 $ 10,908,050 $ 2,174,643 -0- $ $ 45,000 2,110,000 $ -070,000 $ -0-0- Capital Funds Total $ 2,174,643 $ 2,225,000 $ 2,155,000 $ 70,000 $ -0- Department Total $ 11,782,697 $ 13,088,050 $ 12,015,480 $ 10,978,050 Financial Summary Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Department Total 70,000 -0- Source of Funds Operating Funds Golf Course Fund Operating Funds Total Capital Funds Golf Course Fund Golf Course Fund: Certificates of Participation 142 45,000 2,180,000 $ 10,908,050 TUCSON CITY GOLF Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $10,908,050 reflects an increase of $45,000 from the Fiscal Year 2006 Adopted Budget due to the reallocation of funds from the capital budget. Funding has been included for a market-based compensation adjustment and benefit changes. The Fiscal Year 2007 Capital Budget of $70,000 funds the completion of the Silverbell Golf Course improvements. Fiscal Year 2008 There is no change in the Fiscal Year 2008 Operating Budget of $10,908,050 from Fiscal Year 2007. There is no capital budget in Fiscal Year 2008. 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, and exercising prudent financial management and control of Tucson City Golf. RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund Actual FY 2005 Adopted FY 2006 6.00 6.00 $ 1,197,869 $ 1,738,130 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 6.00 6.00 6.00 $ 1,409,080 $ 1,456,500 $ 1,456,500 KEY MEASURES OF PERFORMANCE Provide opportunities for junior golf play. • Number of junior card holders • Total rounds of junior golf Issue or process renewals for resident and senior golf cards. Provide five municipal golf courses and four driving ranges for the enjoyment and recreation of the public. • Total rounds of golf (18-hole equivalent) 2,350 19,000 2,400 20,000 2,400 20,000 2,700 21,500 2,700 23,000 21,000 22,500 22,500 23,000 23,500 268,000 290,000 290,000 290,000 291,000 143 TUCSON CITY GOLF 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 through a comprehensive maintenance program that conserves natural resources. RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund Actual FY 2005 Adopted FY 2006 70.00 70.00 $ 5,418,984 $ 5,512,080 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 70.00 70.00 70.00 $ 5,510,310 $ 5,869,810 $ 5,869,810 KEY MEASURES OF PERFORMANCE Maintain 600 turfed acres for daily golf play. • Fairways mowed twice weekly • Tees mowed three times weekly • Greens mowed daily • Driving ranges ◊ Number of hitting stations 180 270 90 180 270 90 180 270 90 180 270 90 180 270 90 110 110 110 110 110 Conserve groundwater through the use of reclaimed water for irrigation of five golf courses (millions of gallons). 900 900 900 900 900 Maintain percentage of golf course patrons rating golf course facilities “satisfactory” or better. 85% 85% 85% 85% 85% 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. Both full and limited-service restaurants provide reasonably priced, high quality food and beverage services for golfers and non-golfers, and banquet and catering services for special occasions. RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 25.75 25.75 25.75 25.75 25.75 $ 1,292,863 $ 1,457,640 $ 1,307,780 $ 1,500,800 $ 1,500,800 144 TUCSON CITY GOLF Golf Course Clubhouses (Continued) KEY MEASURES OF PERFORMANCE Provide banquet and catering services at the four golf course clubhouses. • Golf groups • Non-golf groups Provide clubhouse food service that meets health and safety requirements. • Pima County Health Department rating (average score) Actual FY 2005 Adopted FY 2006 125 420 130 425 95% 95% Estimated FY 2006 Adopted FY 2007 Approved FY 2008 130 425 140 450 145 475 95% 95% 95% PRO SHOPS MISSION STATEMENT: The Pro Shops Division manages the golf pro shops 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 ranges. RESOURCE SUMMARY Position Resources Financial Resources Golf Course Fund 53.00 53.00 53.00 53.00 53.00 $ 1,698,338 $ 2,155,200 $ 1,633,310 $ 2,080,940 $ 2,080,940 KEY MEASURES OF PERFORMANCE Provide operations support, customer service, golf lessons, and merchandise sales at the four golf course pro shops. • Hours of golf lessons • Revenue from driving ranges • Revenue from pro shops Provide quality pro shop services. • Average customer satisfaction rating (scale of 1 to 5) 2,900 $ 664,000 $ 598,000 3,000 $ 604,000 $ 655,000 3,000 $ 663,000 $ 686,000 3,200 $ 676,000 $ 738,000 3,300 $ 689,000 $ 793,000 3.75 3.75 3.75 3.75 3.75 145 146 HUMAN RESOURCES OPERATING: POSITION TOTAL: $ 2,701,950 27.00 ADMINISTRATION RECRUITMENT/MARKETING/ GENERAL CONSULTING TRAINING AND DEVELOPMENT FINANCING PLAN PROGRAM ALLOCATION Training and Development 26% General Fund 100% Recruitment/ Marketing/ General Consulting 46% Administration 28% TEN YEAR STAFFING TRENDS Adopted Positions 40.00 34.00 32.00 30.00 32.00 32.00 31.00 28.00 27.00 25.00 26.00 27.00 147 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 20.00 148 HUMAN RESOURCES MISSION STATEMENT The Human Resources mission is to be consistent and knowledgeable partners with our customers, whose work we understand and support. We value seamless customer service, lifelong learning, innovation and flexibility, and wellness and balance. 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 policy development, direction, and guidance to the organization and is responsible for effectively communicating with employees and applicants regarding their rights, responsibilities, opportunities, and benefits. Human Resource services are delivered to all levels of the organization through the divisions of Administration, including employee/labor relations, and divisions of Recruitment/Marketing/General Consulting and Training and Development. The department provides staff support to the city's Civil Service Commission for meetings and employee appeals and to the City Manager's Office for employee relations and grievance matters. DEPARTMENT HIGHLIGHTS Workforce Planning: In Fiscal Year 2007, the Human Resource Department will initiate a workforce planning effort in partnership with other city departments to align organizational and staffing requirements with the City Strategic Plan and Financial Sustainability. Department organizational design, employee strengths and development opportunities, and strategic staffing and succession plans will be developed. Automation and Advancement of Technology: Human Resources will continue to seek out automated solutions to processes that will enhance recruiting, recordkeeping, and reporting. Throughout 2007, staff will focus on the following projects: • On-line applications - all city openings are now directed to the on-line employment application system. • Electronic Personnel Action Request Forms - a project with Information Technology is underway to automate the process of capturing employee related changes and information that will save time, improve accuracy, and eliminate the use of paper documents. • City of Tucson Employee University - the first group of employee are registering for courses in the automated system; enhancements are underway to provide detailed transcripts for each employee participant, automation of the tuition reimbursement process, and a computer based curriculum for city inspectors. Seamless Customer Service: Imbedded in all our presentations and employee programs is the concept of Seamless Customer Service. During orientation, new staff are provided with a broad scope of the departments and services within the City of Tucson and provided the preliminary tools to guide our customers and clients through the system. In 2007, the Training and Development staff will introduce a Seamless Customer Service program, with the initial target audience of front-line staff throughout city. Employee/Labor Relations: To centralize the employee and labor relations functions for unions and city management, administrative staff has been dedicated to this function. Staff is responsible for support to the Civil Service Commission, negotiations, grievance resolution, administration of agreements, and all personnel matters involving represented employees. Employee/Labor Relations will continue to provide outreach and education programs to city departments to provide supervisory training and in the development of conflict resolution skills. 149 HUMAN RESOURCES Department Highlights (Continued) Civil Service Rules Modernization: In partnership with the City Attorney, departments, and the Civil Service Commission, Human Resources will continue to modify and modernize the civil service rules and regulations that govern the city's employment practices. Proper identification of employee groups, updating of recruiting practices, and continued review of the classification and compensation plans will continue into 2007. In February 2006, the City of Tucson Human Resources Department was recognized by the Society for Human Resource Management of Arizona and Greater Tucson as a Workforce Excellence Award Finalist for innovative programs and practices. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 11.00 12.00 11.00 12.00 12.00 10.00 7.00 15.00 7.00 15.00 4.00 4.00 5.00 5.00 5.00 27.00 27.00 27.00 27.00 27.00 $ 1,114,312 871,218 $ 1,134,550 948,220 $ 1,199,940 837,880 833,860 771,890 773,630 704,830 704,830 $ 2,819,390 $ 2,854,660 $ 2,811,450 $ 2,701,950 $ 2,701,950 $ 1,859,507 807,731 149,227 2,000 925 $ 1,958,330 662,020 227,500 -06,810 $ 1,872,170 749,460 183,010 -06,810 $ 2,066,950 399,370 229,750 -05,880 $ 2,066,950 400,150 228,970 -05,880 $ 2,819,390 $ 2,854,660 $ 2,811,450 $ 2,701,950 $ 2,701,950 $ 2,815,856 3,534 $ 2,854,660 -0- $ 2,811,450 -0- $ 2,701,950 -0- $ 2,701,950 -0- $ 2,819,390 $ 2,854,660 $ 2,811,450 $ 2,701,950 $ 2,701,950 Position Summary Administration Recruitment/Marketing/General Consulting Training and Development Department Total Financial Summary Administration Recruitment/Marketing/General Consulting Training and Development Department Total $ 750,630 1,246,490 $ 750,630 1,246,490 Character of Expenditures Personal Services Services Commodities Equipment Other Department Total Source of Funds General Fund Miscellaneous Non-Federal Grants Department Total 150 HUMAN RESOURCES Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $2,701,950 reflects a decrease of $152,710 from the Fiscal Year 2006 Adopted Budget, primarily because of a savings in rent resulting from the department relocating to City Hall. Funding has been included for a market-based compensation adjustment and benefit changes. Fiscal Year 2008 There is no change in the Fiscal Year 2008 Operating Budget of $2,701,950 from Fiscal Year 2007. ADMINISTRATION MISSION STATEMENT: The Administration Division provides policy direction and guidance to all city managers, supervisors, and employees in personnel matters involving employee and labor relations to ensure consistent, fair, and equitable treatment of employees and job applicants. The division also verifies that all employment actions are in compliance with city policy, Civil Service Rules, and laws, and ensures the accuracy of employment records. The Human Resources Director provides staff support to the Civil Service Commission. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 11.00 11.00 $ 1,114,312 $ 1,134,550 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 12.00 7.00 7.00 $ 1,199,940 $ 750,630 $ 750,630 KEY MEASURES OF PERFORMANCE 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 Review and update civil service rules and administrative policies regarding personnel matters. Provide educational dialogue sessions regarding personnel matters facing managers and supervisors. • Number of training sessions 4 4 4 4 4 7 320 7 320 11 400 10 400 10 400 1 1 1 1 1 20 20 25 30 30 151 HUMAN RESOURCES Administration (Continued) RESOURCE SUMMARY Actual FY 2005 Adopted FY 2006 Provide policy direction and guidance on employee and labor relations to city management. • Civil Service appeal decisions in support of management actions • Final grievance decisions in support of management actions 90% 95% 90% Ensure that all personnel actions are processed within ten working days. • Number of transactions • Percent of transactions processed correctly • Percent processed on time Estimated FY 2006 Adopted FY 2007 Approved FY 2008 95% 95% 95% 95% 95% 95% 95% 11,100 98.0% 11,100 98.0% 12,500 99.0% 12,500 99.5% 12,500 99.5% 100% 100% 100% 100% 100% RECRUITMENT/MARKETING/GENERAL CONSULTING MISSION STATEMENT: The Recruitment/Marketing/General Consulting Division attracts highly qualified candidates for employment with the city. This is accomplished in partnership with departments through recruitment marketing, screening, and testing of applicants. The employment of highly qualified candidates bolsters the city’s ability to provide excellent services to the community. RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.00 12.00 10.00 15.00 15.00 $ 871,218 $ 948,220 $ 837,880 $ 1,246,490 $1,246,490 KEY MEASURES OF PERFORMANCE Manage the employee selection processes. • Process all applications for permanent city jobs • Provide departments with qualified candidates • Complete civil service recruitment and testing processes Provide facilitation services for grievance hearings. • Number of grievances facilitated • Number of staff hours spent facilitating 5,500 7,000 15,000 18,000 18,000 2,500 3,000 6,300 4,000 4,000 100 125 300 225 225 5 100 5 100 5 100 7 150 7 150 152 HUMAN RESOURCES Recruitment/Marketing/General Consulting (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Adopted FY 2007 Approved FY 2008 976 566 850 976 566 850 976 566 862 858 484 856 898 529 872 1,550 1,550 1,339 1,461 1,498 Review and update job descriptions. 10 10 500 20 20 Perform reclassification reviews of positions as requested by departments in conjunction with the annual budget process. 40 30 55 80 80 Perform reclassification reviews of positions as requested by departments outside of the annual budget process. 5 5 10 50 50 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% Administer four union agreements for police, fire, labor/trades, and administrative/professional/technical/clerical employees. • Number of eligible police union employees • Number of eligible fire union employees • Number of eligible labor/trade union employees • Number of eligible administrative/ professional/technical/clerical union employees 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 153 Estimated FY 2006 HUMAN RESOURCES TRAINING AND DEVELOPMENT MISSION STATEMENT: The Training and Development Division assists City of Tucson employees to improve their performance by providing opportunities for training and education that support individual, team, and organizational development. RESOURCE SUMMARY Actual FY 2005 Position Resources Financial Resources General Fund Miscellaneous Non-Federal Grants Financial Resources Total Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 4.00 4.00 5.00 5.00 5.00 $ 830,326 3,534 $ 771,890 -0- $ 773,630 -0- $ 704,830 -0- $ 704,830 -0- $ 833,860 $ 771,890 $ 773,630 $ 704,830 $ 704,830 KEY MEASURES OF PERFORMANCE Provide training programs and services (number of hours). • Management and Leadership Skills • Professional Success and Public Services • Communication Skills • Wellness Awareness Improved employee productivity and effectiveness. • Percent of all participants who indicated improvement in job performance as a result of training received 30,580 31,600 16,600 15,200 15,200 13,073 10,360 13,500 10,700 9,400 3,900 8,400 3,000 8,400 3,000 4,750 2,397 4,900 2,500 2,300 1,000 3,400 400 3,400 400 93% 95% 95% 95% 95% 154 INFORMATION TECHNOLOGY OPERATING: CAPITAL: TOTAL: $ 15,987,110 16,860,000 $ 32,847,110 POSITION TOTAL: 100.16 ADMINISTRATION POLICY, PLANNING, AND REGULATION APPLICATIONS CREATIVE SERVICES SUPPORT SERVICES PROGRAM ALLOCATION FINANCING PLAN General Fund: Restricted Trust Reserves 15% General Fund: Certificates of Participation 41% Support Services 31% Applications 7% Other 3% Capital Improvements 51% Creative Services 5% Policy, Planning, and Regulation 1% Administration 5% General Fund 41% TEN YEAR STAFFING TRENDS Adopted Positions 120.00 101.16 100.00 92.12 82.42 94.12 88.12 100.16 91.12 84.66 82.42 81.16 80.00 155 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 60.00 156 INFORMATION TECHNOLOGY MISSION STATEMENT To partner with other organizations and lead in the delivery of effective government services. OVERVIEW The Information Technology (IT) Department is the City of Tucson's central technology department supplying the vision, leadership, and skills that enable the city and the community it serves to benefit from technological innovation. The department directly provides those services requiring an enterprise view, supports most departments in their business systems, and coordinates with departmental IT organizations to effectively deliver specialty systems support. These services include data center operations, network services, business application development and maintenance, end-user support for personal computers (PCs), strategic technology investigation, project oversight, and contract administration for the city’s telecommunications and cable television operators. The Information Technology Department is organized into five divisions: Administration; Policy, Planning, and Regulation; Creative Services; Applications; and Support Services. Day-to-day city business is made more efficient by e-mail and file sharing services, high-speed voice and data communication, database management, and technical support of core business applications. Specialized services, including city Web site management, video, and graphics productions, improve the city’s ability to communicate with the public and provide access to information and services. Information Technology’s support provides city employees greater access to information, more efficient ways to transact city business, and easier communication avenues both with city departments and community members. The department promotes the development and expansion of Tucson’s telecommunications infrastructure and serves as liaison to the Access Tucson board of directors and the TechPAC Advisory Committee. DEPARTMENT HIGHLIGHTS Electronic Payment Systems: Click.Gov, which provides online payment to Tucson Water and Environment Services customers, was implemented in Fiscal Year 2006. Web site Redesign: A recent redesign of the Web site facilitates easy constituent interaction to request services, comment, or register a complaint. Strategic Technology Plan: Development and implementation of a strategic technology plan will maximize the city's information technology investments. Innovation through Cross-Functional and Jurisdictional Collaboration: Working through the Geographic Information System (GIS) Cooperative with Pima Association of Governments, the implementation of a pictometry pilot (allows image to be measured both horizontally and vertically) currently assists in both real estate and transportation projects and will eventually be a very useful tool for public safety first responders. The ongoing implementation of the E-Plans Portal is a partnership with Pima County, the Town of Marana, and Tucson Electric Power. Savings from Voice over Internet Protocol (VoIP) Telephone System: Plans are to implement this technology citywide in Fiscal Year 2007. Within three years, reduced phone charges are expected to cover the cost of project implementation. Enhancing Productivity and Responsiveness of City Employees through Effective Use of Technology: A new inventory management and fleet maintenance system were completed in Fiscal Year 2006. New human resources and payroll systems will be implemented during Fiscal Year 2007. 157 INFORMATION TECHNOLOGY DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 7.50 2.00 15.66 25.00 50.00 7.50 2.00 15.66 25.00 50.00 9.50 2.00 15.66 27.00 46.00 9.50 2.00 15.66 27.00 46.00 9.50 2.00 15.66 27.00 46.00 100.16 100.16 100.16 100.16 100.16 $ 1,080,870 144,218 1,511,396 2,033,083 8,535,339 $ 1,096,170 184,340 1,705,060 2,099,050 9,445,430 $ 1,228,020 156,600 1,431,320 2,373,880 8,212,220 $ 1,472,110 296,380 1,656,240 2,279,160 10,283,220 $ 1,349,260 296,390 1,562,500 2,282,660 8,846,300 $ 13,304,906 $ 14,530,050 $ 13,402,040 $ 15,987,110 $ 14,337,110 $ 137,209 $ 11,172,300 $ 5,172,300 $ 16,860,000 $ 6,596,100 $ 13,442,115 $ 25,702,350 $ 18,574,340 $ 32,847,110 $ 20,933,210 $ 7,413,563 6,137,665 1,753,553 436,933 (2,436,808) $ 8,036,320 7,637,350 2,330,490 469,240 (3,943,350) $ 7,526,310 7,597,350 1,752,490 469,240 (3,943,350) $ 7,932,710 7,879,290 1,748,830 2,019,240 (3,592,960) $ 7,932,740 7,889,150 1,710,300 469,240 (3,664,320) $ 13,304,906 $ 14,530,050 $ 13,402,040 $ 15,987,110 $ 14,337,110 $ 137,209 $ 11,172,300 $ 5,172,300 $ 16,860,000 $ 6,596,100 $ 13,442,115 $ 25,702,350 $ 18,574,340 $ 32,847,110 $ 20,933,210 Position Summary Administration Policy, Planning, and Regulation Creative Services Applications Support Services Department Total Financial Summary Administration Policy, Planning, and Regulation Creative Services Applications Support Services Operating Total Capital Improvements Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Operating Total Capital Improvements Department Total 158 INFORMATION TECHNOLOGY Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Source of Funds Operating Funds General Fund General Fund: Certificates of Participation General Fund: Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants $ 13,156,337 -0- $ 14,026,130 -0- $ 12,869,120 -0- $ 13,583,190 1,500,000 $ 13,533,190 -0- 133,569 -015,000 473,920 -030,000 502,920 -030,000 573,920 300,000 30,000 473,920 300,000 30,000 Operating Funds Total $ 13,304,906 $ 14,530,050 $ 13,402,040 $ 15,987,110 $ 14,337,110 General Fund: Certificates of Participation General Fund: Restricted Trust Reserves $ -0- $ 11,172,300 $ 5,084,370 $ 12,000,000 $ 6,596,100 137,209 -0- 87,930 4,860,000 -0- Capital Funds Total $ 137,209 $ 11,172,300 $ 5,172,300 $ 16,860,000 $ 6,596,100 Department Total $ 13,442,115 $ 25,702,350 $ 18,574,340 $ 32,847,110 $ 20,933,210 Capital Funds Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $15,987,110 reflects an increase of $1,457,060 from the Fiscal Year 2006 Adopted Budget primarily due to the addition of $1,500,000 for installation of a Voice over Internet Protocol (VoIP) system financed with certificates of participation. Funding has been included for a market-based compensation adjustment and benefit changes. Other significant changes are as follows: ♦ Capacity of $300,000 was added for a computer technology grant. ♦ Carryforward of $150,000 was added for a document management system and digital equipment. ♦ A decrease of $640,000 resulted because personal computer replacement and contract services were purchased in Fiscal Year 2006. The Fiscal Year 2007 Capital Budget of $16,860,000 is for improvements and upgrades to the city’s emergency communications systems. 159 INFORMATION TECHNOLOGY Significant Changes (Continued) Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $14,337,110 is decreased $1,650,000 due to completion of VoIP system and the one-time purchase of the document management system and digital equipment in Fiscal Year 2007. The Fiscal Year 2008 Capital Budget of $6,596,100 continues funding for the city’s emergency communications system. ADMINISTRATION MISSION STATEMENT: The Administration Division provides leadership, strategic direction, planning, and support in the development and use of information and related technology. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 7.50 7.50 $ 1,065,870 -0-015,000 $ 1,080,870 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 9.50 9.50 9.50 $ 1,066,170 -0-030,000 $ 1,169,020 29,000 -030,000 $ 1,142,110 -0300,000 30,000 $ 1,019,260 -0300,000 30,000 $ 1,096,170 $ 1,228,020 $ 1,472,110 $ 1,349,260 KEY MEASURES OF PERFORMANCE Review major customer technology Request for Proposals (RFPs). • Initial feedback provided within two weeks of submission Encourage cross-department collaboration. • Meetings facilitated • Number of projects 5 5 5 5 5 N/A N/A N/A N/A 15 2 24 3 24 3 160 INFORMATION TECHNOLOGY POLICY, PLANNING, AND REGULATION MISSION STATEMENT: The Policy, Planning, and Regulation Division monitors contracts, licenses, leases, and franchises with telecommunications providers operating within the City of Tucson. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 2.00 2.00 $ 144,218 $ 184,340 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 2.00 2.00 2.00 $ 156,600 $ 296,380 $ 296,390 KEY MEASURES OF PERFORMANCE Effectively resolve all customer complaints not resolved by cable television operators, ensure compliance with telecommunications agreements, and work with cable television operators to develop excellent customer service. • Percent of complaints responded to within two working days • Percent of complaints resolved within 30 days • Number of quarterly/annual submissions from cable television operators, competitive local exchange carriers, and long distance providers that are reviewed for requirements compliance 95% 95% 95% 95% 95% 99% 99% 99% 99% 99% 44 44 44 44 44 161 INFORMATION TECHNOLOGY CREATIVE SERVICES MISSION STATEMENT: The Creative Services Division assists departments in reaching the public with city information by producing a variety of television programs that highlight the work of city departments and broadcast Mayor and Council meetings and by creating graphic and written materials that explain city services. The division also works with the media, designs and maintains a Web site, and publicizes events and activities that encourage public participation. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total Actual FY 2005 Adopted FY 2006 15.66 15.66 $ 1,377,827 133,569 $ 1,511,396 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 15.66 15.66 15.66 $ 1,380,060 325,000 $ 1,106,320 325,000 $ 1,231,240 425,000 $ 1,237,500 325,000 $ 1,705,060 $ 1,431,320 $ 1,656,240 $ 1,562,500 KEY MEASURES OF PERFORMANCE Assist city departments by producing educational information and providing up-to-the-minute news to citizens. • Produce live coverage for Mayor and Council meetings (hours) • Create video programs: City News, On Scene, In Motion, The Beat, Pet Connection, Conexion 12, Zoo News, public service announcements, and training shows • Create Community Bulletin Board messages on Channel 12 • Design graphics projects • Generate press releases and calls to the media • Create and post Hot Topics on the city’s Web site • Respond to inquiries on the city’s Web site 261 300 250 250 250 102 108 100 110 110 1,027 800 1,000 1,000 1,000 600 260 600 260 600 260 600 260 600 260 280 280 280 280 280 2,000 2,000 2,000 2,000 2,000 162 INFORMATION TECHNOLOGY Creative Services (Continued) KEY MEASURES OF PERFORMANCE Citizens are informed about City of Tucson programs and services, and encouraged to participate in civic activities. • Percent of Cox Cable survey respondents that said as a result of watching Channel 12 programs, they are more likely to consider getting involved with community activities • Percent of Cox Cable survey respondents that said as a result of watching Channel 12 programs, they are more encouraged to vote Actual FY 2005 Adopted FY 2006 57% 57% 38% 40% Estimated FY 2006 Adopted FY 2007 Approved FY 2008 57% 57% 57% 40% 40% 40% APPLICATIONS MISSION STATEMENT: The Applications Division works in partnership with city departments to deliver cost effective and reliable technology to support citywide and departmental missions while serving the needs of community members. To achieve this goal, the division provides technical expertise, process insight, consultation, technology coordination, software development and implementation, and data management services. RESOURCE SUMMARY Position Resources Financial Resources General Fund 25.00 25.00 27.00 27.00 27.00 $ 2,033,083 $ 2,099,050 $ 2,373,880 $ 2,279,160 $ 2,282,660 KEY MEASURES OF PERFORMANCE Ensure that enterprise and other supported applications are available to internal customers during business hours. • Number of supported applications • Percent of availability 120 90% 120 90% 120 90% 110 90% 105 95% Maintain databases with 99.9% security and data integrity while enabling internal customers to read reports, access business applications, and perform ad hoc inquiries. • Number of users • Average weekly queries and reports 600 N/A 650 200 700 340 900 420 1,100 460 163 INFORMATION TECHNOLOGY Applications (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Provide prompt responses to reported problems with applications and information technology special projects. • Average response time (hours) N/A 5 Provide in-depth information and research resources to city employees and citizens via the city and department Web sites. • Annual site visits (millions) • Average pages viewed per visit 1.6 N/A 2.4 5.1 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 5 4 4 3.2 6.9 4.0 7.0 4.8 7.2 SUPPORT SERVICES MISSION STATEMENT: The Support Services Division ensures a stable and secure computing and communications environment for city departments and staff by designing and providing reliable data networks, communications networks, data center operations, help desk services, desktop tool support, customer training, timely, timely printed materials, and reliable and cost-effective telephone systems. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation General Fund: Restricted Financial Resources Total 50.00 50.00 46.00 46.00 46.00 $ 8,535,339 -0- $ 9,296,510 -0- $ 8,063,300 -0- $ 8,634,300 1,500,000 $ 8,697,380 -0- -0- 148,920 148,920 148,920 148,920 $ 8,535,339 $ 9,445,430 $ 8,212,220 $ 10,283,220 $ 8,846,300 KEY MEASURES OF PERFORMANCE Ensure mainframe, network, and all local area networks and servers managed by this division are available 24-hours a day, 7-days a week. • Percent of hours available • Percent prime-use hours N/A N/A N/A N/A 99.9% 99.9% 99.9% 99.9% 99.9% 99.9% Ensure accurate city financial reports and customer billings through accurate keypunching transactions. • Percentage of error free transactions 99% 99% 99% 99% 99% 164 INFORMATION TECHNOLOGY Support Services (Continued) KEY MEASURES OF PERFORMANCE 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 24-hours a day, 7days a week. • Percent of service calls responded to within four hours Ensure 99.99% availability to the Computer Aided Dispatch, Emergency Medical Billing System, and Field Reporting System server and applications. • Percent availability • Number of hours Achieve a level of 95% or greater user satisfaction for help desk services. • Percent of surveyed customers indicating above average or excellent Actual FY 2005 Adopted FY 2006 99% 99% 95% Adopted FY 2007 Approved FY 2008 99% 99% 99% 95% 95% 95% 95% 99.99% 8,759 99.99% 8,759 99.99% 8,759 99.99% 8,759 99.99% 8,759 95% 95% 95% 95% 95% 165 Estimated FY 2006 166 NEIGHBORHOOD RESOURCES OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 3,377,380 8,457,500 $ 11,834,880 53.00 ADMINISTRATION CODE ENFORCEMENT NEIGHBORHOOD SERVICES FINANCING PLAN PROGRAM ALLOCATION Administration 10% Highway User Revenue Fund 35% General Fund 32% Code Enforcement 12% Neighborhood Services 6% Community Development Block Grant Fund 33% Capital Improvements 72% TEN YEAR STAFFING TRENDS Adopted Positions 11.00 11.00 2001 2002 20.00 20.00 2006 11.00 2000 1999 5.00 7.00 1998 10.00 7.00 19.00 2005 21.00 20.00 2004 30.00 167 2003 1997 0.00 168 NEIGHBORHOOD RESOURCES MISSION STATEMENT To improve neighborhoods by bringing city resources to their assistance and partnering to strengthen neighborhood support networks and to maintain the health and safety of residents through code enforcement and remediation. OVERVIEW The Department of Neighborhood Resources (DNR) brings focused attention to priority neighborhood needs through the coordinated delivery of city services, improved communication with neighborhood residents and associations, increased partnerships with citizens and community groups, and the support and continued development of city-initiated problem solving efforts. The department has enhanced the code enforcement functions by consolidating inspection staff from several departments and adding a remediation function to assist with problem issues. The department will administer programs such as Back to Basics, Graffiti Abatement, Pima County Neighborhood Reinvestment grants within the city, and youth programs. The department will accomplish all of this though its three divisions: Administration, Code Enforcement, and Neighborhood Services. DEPARTMENT HIGHLIGHTS Consolidated Code Enforcement and Remediation: The city’s movement towards consolidated code enforcement resulted in the transfer of 24 positions from other departments to perform inspections related to the Neighborhood Preservation Ordinance including property and housing complaints, slum properties, and vacant and neglected structures. Inspection staff will also enforce portions of the Land Use Code pertaining to zoning violations, infractions of the Sign Code, infractions of the Peddler’s Ordinance, and residential work performed without permits. A remediation unit has been added to respond in a timely manner to code violations that require immediate attention. The addition of management and support staff results in a total of 53 positions for the newly reconstituted DNR. City Teams: Employees from various city departments have been charged with working together to take ownership of the area of the city to which they are assigned, providing coordinated efforts in resources, assistance, and services. These groups are the five City Teams. As a result of City Team efforts, the 792-CITY phone number was launched in March 2006 to provide the community and neighborhoods improved access to city services. Back to Basics and Pima County Reinvestment Projects Review: In the fall of 2005, DNR staff initiated a quarterly review of all Back to Basics and Pima County Reinvestment projects with the Mayor and Council offices. The review includes a financial update and progress report and has greatly benefited the management of over 120 projects. Additionally, neighborhoods throughout the community have been recipients of Pima County Neighborhood Reinvestment grants for various projects. Meetings between City of Tucson and Pima County staff have helped in the implementation and management of over 40 projects within the city limits. The ultimate beneficiaries are neighborhoods receiving improvements which are timely and address their needs. 169 NEIGHBORHOOD RESOURCES DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Administration Code Enforcement Neighborhood Services 8.00 12.00 -0- 8.00 12.00 -0- Department Total 20.00 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 7.00 12.00 -0- 6.00 42.00 5.00 6.00 47.00 5.00 20.00 19.00 53.00 58.00 $ 1,009,264 783,704 315,114 $ 1,169,300 988,350 431,920 $ 1,180,100 962,720 431,920 $ 1,200,340 1,473,050 703,990 $ 1,206,340 1,761,990 745,050 Operating Total $ 2,108,082 $ 2,589,570 $ 2,574,740 $ 3,377,380 $ 3,713,380 Capital Improvements $ 2,485,457 $ 8,175,000 $ 2,164,700 $ 8,457,500 $ 2,707,500 $ 4,593,539 $ 10,764,570 $ 4,739,440 $ 11,834,880 $ 6,420,880 $ 1,155,409 465,671 302,063 -0184,939 $ 1,466,160 616,140 267,570 -0239,700 $ 1,454,530 614,240 266,270 -0239,700 $ 3,431,230 755,330 435,650 -0(1,244,830) $ 3,677,100 810,690 439,540 35,000 (1,248,950) Operating Total $ 2,108,082 $ 2,589,570 $ 2,574,740 $ 3,377,380 $ 3,713,380 Capital Improvements $ 2,485,457 $ 8,175,000 $ 2,164,700 $ 8,457,500 $ 2,707,500 $ 4,593,539 $ 10,764,570 $ 4,739,440 $ 11,834,880 $ 6,420,880 Position Summary Financial Summary Administration Code Enforcement Neighborhood Services Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Department Total 170 NEIGHBORHOOD RESOURCES Department Resources (Continued) Actual FY 2005 Adopted FY 2006 $ 2,015,682 92,400 $ 2,487,970 101,600 $ 2,108,082 $ Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 2,473,140 101,600 $ 3,275,780 101,600 $ 3,611,780 101,600 $ 2,589,570 $ 2,574,740 $ 3,377,380 $ 3,713,380 665,734 181,208 1,210,985 427,530 $ 1,000,000 -03,700,000 3,475,000 $ $ $ Capital Funds Total $ 2,485,457 $ 8,175,000 $ 2,164,700 $ 8,457,500 $ 2,707,500 Department Total $ 4,593,539 $ 10,764,570 $ 4,739,440 $ 11,834,880 $ 6,420,880 Source of Funds Operating Funds General Fund Highway User Revenue Fund Operating Funds Total Capital Funds General Fund Capital Agreement Fund Highway User Revenue Fund Community Development Block Grant Fund 290,070 -01,299,620 575,010 550,000 -04,000,000 3,907,500 -0-01,700,000 1,007,500 Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $3,377,380 reflects an increase of $787,810 from the Fiscal Year 2006 Adopted Budget. An organizational and operational review of the Department of Neighborhood Resources was conducted in Fiscal Year 2006 including evaluation of appropriate levels of administrative, technical, and field support to enable effective service delivery to neighborhoods and constituents. Additionally, an organizational structure was developed that would begin movement towards consolidated city code enforcement and remediation. This effort resulted in the transfer of 24 positions from other city departments and the addition of 9 new staff. Funding has been included for a market-based compensation adjustment and benefit changes. The Fiscal Year 2007 Capital Budget of $8,457,500 includes funding of $5,750,000 required for the completion of prior year Back to Basics projects and $2,707,500 from Community Development Block Grant (CDBG) and Highway User Revenue Fund (HURF) for new projects. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $3,713,380 is an increase of $336,000 from Fiscal Year 2007, including the addition of 5 positions to continue service delivery expansion. The Fiscal Year 2008 Capital Budget of $2,707,500 includes CDBG and HURF funding for new Back to Basics projects. 171 NEIGHBORHOOD RESOURCES ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction and oversees department operations, and provides project and financial reporting and legal compliance on the Back to Basic projects and the Pima County Reinvestment Grant projects. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 8.00 8.00 7.00 6.00 6.00 $ 1,009,264 $ 1,169,300 $ 1,180,100 $ 1,200,340 $ 1,206,340 KEY MEASURES OF PERFORMANCE Monitor Back to Basics and Pima County Neighborhood Reinvestment Grant projects for timeliness, budget status, and legal compliance. • Number of active Back to Basics projects • Number of active Neighborhood Reinvestment Grant projects in city limits 120 60 130 130 120 N/A N/A 25 40 40 CODE ENFORCEMENT MISSION STATEMENT: The Code Enforcement Division provides education on city codes, enforces city codes through inspections, and works with neighborhoods to resolve code violations. RESOURCE SUMMARY Position Resources Financial Resources General Fund 12.00 12.00 12.00 42.00 47.00 $ 783,704 $ 988,350 $ 962,720 $ 1,473,050 $ 1,761,990 KEY MEASURES OF PERFORMANCE Provide education and outreach to the public on city codes affecting neighborhood quality of life (Neighborhood Preservation Ordinance, Sign Code, Peddlers Ordinance, and Land Use Code). • Information brochures distributed • Event, program, and neighborhood contacts 4,000 2,500 4,200 2,500 172 4,500 2,500 4,500 2,500 4,500 2,500 NEIGHBORHOOD RESOURCES Code Enforcement (Continued) KEY MEASURES OF PERFORMANCE Conduct property inspections of code violations. • Number of violation inspections Promote safe, clean environment, and healthy neighborhoods by resolving code violations. • Number of Notices of Violation issued • Number of citations issued • Percentage of cases brought into voluntary compliance (without judicial process) Actual FY 2005 Adopted FY 2006 4,100 3,980 N/A N/A N/A N/A N/A N/A Estimated FY 2006 Adopted FY 2007 Approved FY 2008 4,250 62,250 64,000 240 62 N/A 14,000 2,600 52% 14,700 2,750 54% NEIGHBORHOOD SERVICES MISSION STATEMENT: The Neighborhood Services Division administers the Graffiti Abatement Program and provides guidance and support to neighborhood associations. RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Financial Resources Total -0- -0- -0- 5.00 5.00 $ 222,714 92,400 $ 330,320 101,600 $ 330,320 101,600 $ 602,390 101,600 $ 643,450 101,600 $ 315,114 $ 431,920 $ 431,920 $ 703,990 $ 745,050 600 735,000 600 740,000 KEY MEASURES OF PERFORMANCE Distribute neighborhood association mailings. • Number of mailings • Number of citizen contacts 564 723,000 600 N/A 173 600 730,000 174 PARKS AND RECREATION OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 47,221,340 23,870,600 $ 71,091,940 711.00 ADMINISTRATION OFFICES SOUTHWEST DISTRICT EAST DISTRICT ZOO OPERATIONS NORTHWEST DISTRICT REID PARK OPERATIONS PARKS AND RECREATION GRANTS PROGRAM ALLOCATION FINANCING PLAN Capital Improvements 34% Capital Agreement Fund: Pima County Bonds 20% Parks and Recreation Grants 3% Zoo Operations 3% General Obligation Bond Funds 5% General Fund 64% Other 4% Administration Offices 4% General Fund: Certificates of Participation 7% Southwest District 15% Reid Park Operations 6% East District 15% Northwest District 20% TEN YEAR STAFFING TRENDS Adopted Positions 800.00 720.25 685.75 700.00 718.75 677.50 666.50 631.50 669.75 697.00 633.75 596.00 600.00 500.00 175 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 400.00 176 PARKS AND RECREATION MISSION STATEMENT To provide a parks and recreation system offering high quality facilities, programs, and services for Tucsonans of all ages and abilities. OVERVIEW The Parks and Recreation Department provides a variety of parks, recreation facilities, and program experiences equitably throughout the community. Existing facilities are aggressively maintained and additional facilities will be added as growth and demand dictate. Programs are operated at the highest quality level, ensuring a safe environment with exceptional service to develop lifetime customers. Services will demonstrate a positive economic investment through partnerships with other service providers, both public and private, contributing to a high quality of life for Tucsonans. The divisions of the Parks and Recreation Department are Administration Offices, Southwest District, Northwest District, East District, Reid Park Operations, and Zoo Operations. DEPARTMENT HIGHLIGHTS Senior Recreation Enhanced: On January 9, 2006, the El Pueblo Senior Center was opened providing expanded senior programs including field trips, dances, and bingo. Reid Park Zoo: The white rhinoceroses were moved from their old exhibit in the center of the zoo to a new barn and larger habitat. Their old space will be converted into a multi-use area for special events, concerts, educational opportunities, and possibly temporary exhibits. In addition, the zoo set a new attendance record for the annual Zoo Festival of Lights event with over 20,000 guests attending. Adaptive Recreation Center Receives Awards and is Featured in Two Industry Publications: The Edith Ball Adaptive Aquatic Center was awarded the 2005 Outstanding Facility Award by the Arizona Parks and Recreation Association. In addition, this facility received the Green Building Design Award by the Sonoran Institute. The center was also featured in a national publication, Parks and Rec Business, and in the Arizona Parks and Recreation magazine. Free Swim Lessons: For the second year, sponsors were found to fund free swim lessons for over 8,500 of Tucson’s children. Swimming Pool Opened: The Quincie Douglas Swimming Pool opened in May 2006 providing aquatic programs for youth, families, and seniors. Facilities include an eight-lane competitive area, recreational pool areas, large beach entry, colorful water features, splash pad, bathhouse, and a 141-foot water slide. Northwest Center Expansion: Expansion of the Northwest Center was completed in February 2006 providing increased recreational opportunities. Facilities include a new gymnasium, weight room, and two classrooms. 177 PARKS AND RECREATION DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Administration Offices Southwest District Northwest District East District Reid Park Operations Zoo Operations Parks and Recreation Grants Budget Capacity 27.50 158.50 252.25 150.25 38.25 29.00 41.25 -0- 27.50 158.50 252.25 150.25 38.25 29.00 41.25 -0- Department Total 697.00 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 28.50 158.50 252.25 150.25 38.25 29.00 41.25 -0- 32.50 167.50 259.75 154.25 40.25 32.00 14.75 10.00 32.50 170.50 263.75 157.25 40.25 33.00 14.75 25.00 697.00 698.00 711.00 737.00 $ 2,297,631 9,301,170 12,484,826 9,083,535 3,894,265 2,439,625 424,135 -0- $ 2,758,410 10,708,930 13,611,590 11,240,410 3,193,420 2,503,870 2,226,340 -0- $ 2,472,640 9,994,520 13,307,530 10,077,830 3,589,160 2,708,020 520,200 -0- $ 2,950,800 10,462,930 14,311,340 10,807,330 4,368,400 2,395,230 1,725,310 200,000 $ 2,950,800 10,591,130 14,593,470 10,811,520 4,268,400 2,446,710 1,725,310 1,200,000 Operating Total $ 39,925,187 $ 46,242,970 $ 42,669,900 $ 47,221,340 $ 48,587,340 Capital Improvements $ 12,574,157 $ 10,154,400 $ 6,432,260 $ 23,870,600 $ 14,073,000 $ 52,499,344 $ 56,397,370 $ 49,102,160 $ 71,091,940 $ 62,660,340 $ 23,189,640 $ 25,968,040 12,023,605 15,106,610 4,195,343 5,202,130 641,400 370,140 (124,801) (403,950) $ 25,185,170 12,895,220 4,628,990 350,140 (389,620) $ 27,024,560 $ 27,451,860 15,166,900 15,035,250 4,476,200 4,558,460 795,200 783,290 (241,520) 758,480 Operating Total $ 39,925,187 $ 46,242,970 $ 42,669,900 $ 47,221,340 $ 48,587,340 Capital Improvements $ 12,574,157 $ 10,154,400 $ 6,432,260 $ 23,870,600 $ 14,073,000 $ 52,499,344 $ 56,397,370 $ 49,102,160 $ 71,091,940 $ 62,660,340 Position Summary Financial Summary Administration Offices Southwest District Northwest District East District Reid Park Operations Zoo Operations Parks and Recreation Grants Budget Capacity Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Department Total 178 PARKS AND RECREATION Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 General Fund General Fund: Debt Financing General Fund: Parks Foundation General Fund: Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants $ 39,613,157 -030 7,774 254,403 49,823 $ 43,696,630 200,000 194,940 335,880 720,930 1,094,590 $ 41,829,700 200,000 -0335,880 237,220 67,100 $ 45,404,290 -0-0269,070 581,590 966,390 $ 46,845,290 -0-0194,070 581,590 966,390 Operating Funds Total $ 39,925,187 $ 46,242,970 $ 42,669,900 $ 47,221,340 $ 48,587,340 $ $ $ $ $ Source of Funds Operating Funds Capital Funds General Fund General Fund: Certificates of Participation Capital Agreement Fund Capital Agreement Fund: Pima County Bonds Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Impact Fee Fund 1994 General Obligation Bond Funds 1994 General Obligation Bond Funds - Interest 2000 General Obligation Bond Funds 2000 General Obligation Bond Funds - Interest Civic Contributions Fund 662,239 -0- -0-0- -0-0- -05,000,000 -03,750,000 802,612 2,552,418 1,123,000 992,000 1,123,000 2,148,010 -014,566,900 -08,523,000 50,000 206,908 -096,588 -0128,000 -0-0- -0112,100 -0-0- -0-0775,000 -0- -0-0-0-0- 239,063 260,000 204,850 78,000 -0- 7,056,154 4,551,400 2,736,000 3,450,700 1,800,000 627,536 -0- -0- -0- -0- 280,639 3,100,000 108,300 -0- -0- Capital Funds Total $ 12,574,157 $ 10,154,400 $ 6,432,260 $ 23,870,600 $ 14,073,000 Department Total $ 52,499,344 $ 56,397,370 $ 49,102,160 $ 71,091,940 $ 62,660,340 179 PARKS AND RECREATION Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $47,221,340 reflects an increase of $978,370 from the Fiscal Year 2006 Adopted Budget. Funding in the amount of $1,300,000 and 13 positions has been included based on the Financial Sustainability Plan. Funding has been included for a market-based compensation adjustment and benefit changes. Other significant changes are as follows: ♦ An increase of $246,300 resulted from full-year funding of the Quincie Douglas Swimming Pool. ♦ Liability and workers compensation rates are increased $98,000 based on rising insurance costs and potential settlements. ♦ The completion of projects or acquisitions in Fiscal Year 2006 resulted in a decrease of $440,000. ♦ Changes in the accounting process to reflect low-income discounts as reductions in revenue resulted in a decrease of $400,000. ♦ Grant capacity has been reduced by $484,280. The Fiscal Year 2007 Capital Budget of $23,870,600 includes projects funded with city and county bonds and agreements with other agencies. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $48,587,340 includes an increase of $1,366,000 and 26 positions from Fiscal Year 2007 based on the Financial Sustainability Plan. The Fiscal Year 2008 Capital Budget of $14,073,000 includes projects funded with city and county bonds and agreements with other agencies. ADMINISTRATION OFFICES MISSION STATEMENT: Administration Offices Division provides direction and sets policy for the East, Southwest, and Northwest Districts, the Zoo and Reid Park Operations, and the municipal golf courses; develops and manages the operating and capital budgets for the department; provides administrative and clerical support so that district staff can operate in a manner that promotes consistent, efficient, and effective operations; ensures that customers are provided excellent service and facilities throughout the system; and directs planning and development activities for the department. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 27.50 27.50 $ 2,297,631 $ 2,758,410 180 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 28.50 32.50 32.50 $ 2,472,640 $ 2,950,800 $ 2,950,800 PARKS AND RECREATION Administration Offices (Continued) KEY MEASURES OF PERFORMANCE 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 Register participants in leisure classes and programs including gymnastics/motor development, sports fitness, cultural arts, KIDCO, Junior Teen Scene, Gang Resistance Education and Training, regional center camps, senior clubs, and other activities. • Number of participants registered • Number of KIDCO participants registered • Number of registered senior club members • Number of bookings at park and center facilities Assist City Manager with citywide issues by serving on various directors’ committees. 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. Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Gallons of reclaimed water used for irrigation in parks ten acres or more (000s) Obtain overall service satisfaction rating of “satisfactory” or better from patrons. Actual FY 2005 Adopted FY 2006 9 9 12 2 Adopted FY 2007 Approved FY 2008 7 9 9 12 2 12 1 12 2 12 2 25,500 6,000 26,000 6,000 35,153 7,800 35,500 8,000 36,000 8,200 1,400 1,500 1,300 1,400 1,400 52,500 52,500 56,230 56,500 56,500 6 6 6 6 6 6 6 6 6 6 24 24 24 24 24 N/A N/A 403,000 405,000 407,000 95% 95% 90% 90% 90% 181 Estimated FY 2006 PARKS AND RECREATION SOUTHWEST DISTRICT MISSION STATEMENT: The Southwest District serves the leisure and social needs of children, teens, adults, seniors, and people with disabilities by providing customer-oriented programs, facilities, and sites. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Debt Financing Financial Resources Total Actual FY 2005 Adopted FY 2006 158.50 158.50 $ 9,301,170 -0$ 9,301,170 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 158.50 167.50 170.50 $ 10,653,930 55,000 $ 9,939,520 55,000 $ 10,462,930 -0- $ 10,591,130 -0- $ 10,708,930 $ 9,994,520 $ 10,462,930 $ 10,591,130 KEY MEASURES OF PERFORMANCE Provide and operate facilities for various programs. • Recreation centers • Neighborhood centers • Regional centers • Senior centers • Parks • School/community parks 2 2 1 -029 3 2 2 1 -029 3 2 3 1 1 30 3 2 3 1 1 31 3 2 3 1 1 32 3 Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Teen In-Betweener’s site – school year • Teen In-Betweener’s site – summer • Senior clubs • Programs for individuals with disabilities • Summer Spectacular sites 14 14 4 4 4 9 4 14 14 4 4 4 9 4 13 23 4 4 4 9 4 13 23 4 4 4 9 4 13 23 4 4 4 9 4 Provide American Red Cross swim classes during the summer. • Number of classes 265 290 263 265 275 182 PARKS AND RECREATION Southwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 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-use courts (basketball/volleyball) • Soccer fields • Softball fields • Tennis courts • Sand volleyball courts • Ramadas • Playgrounds • Swimming pools 4 4 4 4 4 7 3.6 2 26 20.5 13 10 7 5 62 27 7 7 3.6 2 26 20.5 13 10 7 5 62 27 7 7 3.6 2 26 20.5 13 10 7 3 62 27 8 7 3.6 2 26 20.5 13 10 7 3 62 29 8 8 6.1 3 27 21.5 14 10 7 3 64 31 8 Provide civic event support to nonprofit, educational, and other local organizations by providing bleachers, staging, and booths. • Number of events supported 168 175 150 160 170 100 75 100 75 150 75 150 75 150 75 90% 95% 95% 95% 95% Enhance water safety and swimming skills in children. • Number of participants 1,750 2,000 2,066 2,100 2,200 Refurbish playgrounds with new fallzones, apparatus, and delineations for safety for a safe and user-friendly park environment. • Number of playground refurbishments 2 2 4 3 3 Resurface multi-use/tennis court surfaces. 6 6 5 5 5 Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed Percentage of park patrons rating parks facilities “satisfactory” or better. 183 PARKS AND RECREATION Southwest District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Enhance community awareness and involvement by attending neighborhood and community meetings. 24 24 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. 6 Agency collaborations with facilities and programs. • Various local organizations • KIDCO school sites (Tucson Unified School District, Sunnyside Unified School District, private schools) Provide registered senior club members with socialization, technology, training, fitness, and recreation and leisure opportunities. • Senior club members Programs offered to senior club members and/or non-senior club members (daily or weekly). • Senior participant visits Estimated FY 2006 Adopted FY 2007 Approved FY 2008 24 24 24 6 5 5 5 22 16 22 16 22 16 22 18 22 20 200 200 200 250 300 19 19 19 25 30 62,000 62,000 62,000 65,000 70,000 NORTHWEST DISTRICT MISSION STATEMENT: The Northwest District serves the leisure and social needs of children, teens, adults, seniors, and people with disabilities by providing customer-oriented programs, facilities, and sites. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Debt Financing Financial Resources Total 252.25 252.25 252.25 259.75 263.75 $ 12,484,826 -0- $ 13,556,590 55,000 $ 13,252,530 55,000 $ 14,311,340 -0- $ 14,593,470 -0- $ 12,484,826 $ 13,611,590 $ 13,307,530 $ 14,311,340 $ 14,593,470 184 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2007 Approved FY 2008 2 4 1 52 6 1 1 2 2 4 1 53 6 1 1 2 2 4 1 54 6 1 1 2 8 6 2 76 8 6 1 67 8 6 1 67 8 6 1 67 5 5 5 5 5 5 3 5 3 5 3 5 3 4 3 Provide American Red Cross swim classes during the summer session. • Number of classes 275 300 378 378 378 Provide community volunteers on a yearround basis to assist staff in providing services. • Number of hours provided 8,000 8,000 6,500 6,500 6,500 7 7 7 7 7 7 6.76 4 20 8 7 6.76 4 20 8 7 6.76 4 20 8 7 6.76 4 20 8 7 6.76 4 20 8 Provide and operate facilities for various programs. • Recreation centers • Neighborhood centers • Senior center • Parks and special areas • School community parks • Young Men’s Christian Association • Boys/Girls Club • Therapeutic and adaptive recreation centers Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Middle schools • Programs for individuals with disabilities • Number of neighborhood and recreation centers • Senior clubs • Nutrition programs 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-use courts (basketball/ volleyball) Actual FY 2005 Adopted FY 2006 2 4 1 49 6 1 1 2 2 4 1 52 6 1 1 2 8 6 2 66 185 Estimated FY 2006 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2007 Approved FY 2008 1 15 12 13 6 42 45 10 6 5 1 15 12 13 6 42 45 10 6 5 1 15 12 13 6 42 45 10 6 5 100 50 111 57 111 60 115 65 95% 95% 95% 95% 95% -0- -0- -0- 5 7 -0- -0- -0- 3 3 12 12 12 13 14 90% 90% 90% 90% 90% Provide registered senior club members with socialization, technology training, fitness, and leisure class opportunities. • Number of registered members 650 650 650 650 650 Enhance water safety and swimming skills in children. • Number of participants 30,000 32,000 32,552 32,552 32,552 150 150 132 125 125 • • • • • • • • • • Rugby fields Soccer fields Softball fields Tennis courts Sand volleyball courts Ramadas Playgrounds Pools School/community parks Multi-use fields (Little League, soccer) Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed Percentage of park patrons rating park facilities “satisfactory” or better. Refurbish/replace playgrounds with new fall zones, apparatus, and delineations for safety. • Number of playground refurbishments or replacements • Resurface multi-use/tennis court surfaces • Agency collaborations with facilities and programs Maintain a maintenance rating of “good” or better for the district’s athletic fields as rated through user surveys. Enhance community awareness and involvement by attending neighborhood and community meetings. Actual FY 2005 Adopted FY 2006 1 15 12 13 6 42 45 10 6 5 1 15 12 13 6 42 45 10 6 5 100 50 186 Estimated FY 2006 PARKS AND RECREATION Northwest District (Continued) KEY MEASURES OF PERFORMANCE Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. Actual FY 2005 Adopted FY 2006 75 55 Estimated FY 2006 50 Adopted FY 2007 Approved FY 2008 50 50 EAST DISTRICT MISSION STATEMENT: The East District serves the leisure and social needs of children, teens, adults, seniors, and people with disabilities by providing customer-oriented programs, facilities, and sites. RESOURCE SUMMARY Position Resources 150.25 150.25 150.25 154.25 157.25 Financial Resources General Fund General Fund: Fees and Charges General Fund: Debt Financing General Fund: Restricted $ 9,083,535 -0-0-0- $ 11,065,410 282,400 55,000 120,000 $ 9,902,830 282,400 55,000 120,000 $ 10,732,330 -0-075,000 $ 10,811,520 -0-0-0- Financial Resources Total $ 9,083,535 $ 11,240,410 $ 10,077,830 $ 10,807,330 $ 10,811,520 KEY MEASURES OF PERFORMANCE Provide and operate facilities for various programs. • Regional centers • Neighborhood centers • Parks • School/community parks • Senior centers Provide age-appropriate activities to increase socialization skills, wellness habits, arts education, and environmental education. • KIDCO sites – school year • KIDCO sites – summer • Jr. Teen Scene sites – school year • Jr. Teen Scene sites – summer • Programs for individuals with disabilities • Gang Resistance Education and Training Program (GREAT) sites • Senior club • Regional center camps • Summer Spectacular sites 3 1 31 3 1 3 1 31 3 1 3 1 36 3 1 3 1 36 3 1 3 1 36 4 1 12 13 3 3 13 3 12 13 3 3 13 3 12 12 2 3 16 4 12 12 2 3 16 3 12 12 3 3 16 3 3 4 1 3 4 1 4 3 1 4 3 1 4 3 1 187 PARKS AND RECREATION East District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Provide and operate facilities for various programs. • Adult sports leagues 80 80 Provide American Red Cross swim classes during the summer session. • Number of classes 425 Promote youth, adult, senior, and family development through continuing safety inspections and maintenance of city sports fields, outdoor courts, and fixtures. • Baseball fields • Biking/jogging paths ◊ Number of paths ◊ Total paved miles • Multi-use fields (soccer/Little League/softball/football) • Little League fields • Multi-use courts (basketball/volleyball) • Soccer fields • Softball fields • Tennis courts • Off-leash dog runs • Indoor gymnasiums • Sand volleyball courts • Ramadas • Playgrounds • Pools • Outdoor racquetball/handball courts Ensure turf maintenance, forestry, and preservation efforts are environmentally friendly. • Number of trees planted • Number of aged or damaged trees removed Adopted FY 2007 Approved FY 2008 80 85 90 450 531 531 531 5 5 3 3 3 8 3.6 27 8 3.6 27 10 5.7 27 10 5.7 27 10 5.7 27 32 20 26 13 46 2 3 7 43 39 9 13 32 20 26 13 46 2 3 7 43 39 9 13 38 14 24 15 46 2 3 6 47 39 9 13 38 14 24 15 46 2 3 6 48 39 9 17 38 14 24 15 46 2 3 6 48 40 9 17 110 150 110 160 130 98 143 107 150 112 188 Estimated FY 2006 PARKS AND RECREATION East District (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Adopted FY 2007 Approved FY 2008 7,775 7,775 8,000 8,000 8,000 Percentage of park patrons rating park facilities “satisfactory” or better. 95% 95% 95% 95% 95% Maintain a rating of “good” or better for maintenance of the district’s athletic fields as rated through user surveys. 90% 90% 90% 90% 90% 6,500 7,000 4,335 4,335 4,335 N/A N/A 6 4 6 4 4 6 4 10 8,000 8,000 8,400 8,400 8,400 Enhance community awareness and involvement by attending neighborhood and community meetings. 20 20 24 27 30 Enhance communication with other agencies utilizing Parks and Recreation facilities through joint meetings. 20 20 24 24 24 Agency collaborations with facilities and programs. 10 15 18 20 20 620 3,883 26,336 700 3,883 26,336 700 3,883 26,336 700 3,879 26,862 700 3,917 27,130 Provide adults with sports leagues. • Number of participants Enhance water safety and swimming skills in children. • Number of participants Refurbish playgrounds with new fall zones, apparatus, and delineations for safety for a safe and user-friendly park environment. • Number of playground refurbishments • Resurface multi-use/tennis court surfaces Provide community volunteers to assist staff in providing services. • Number of hours provided Provide registered senior club members with socialization, technology, training, fitness, and recreation and leisure opportunities. • Number registered • Number of activities (annually) • Number of senior participant visits 189 Estimated FY 2006 PARKS AND RECREATION REID PARK OPERATIONS MISSION STATEMENT: Reid Park Operations provides facilities that serve the recreational and social needs of the community, including Reid Park Zoo, Hi Corbett Field, Reid Park, events and theater services, and provides a centralized maintenance service to the districts. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 38.25 38.25 $ 3,894,265 $ 3,193,420 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 38.25 40.25 40.25 $ 3,589,160 $ 4,368,400 $ 4,268,400 KEY MEASURES OF PERFORMANCE 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 • Off-leash dog run • Soccer fields • Ramadas • Playgrounds Sponsor concerts and theater performances at no cost to the public. 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 Achieve a positive rating from Reid Park visitors. • Percentage of park patrons rating Reid Park facilities “satisfactory” or better Maintain athletic field maintenance ratings of “good” or better as rated through user surveys. 1 3 1 1 19 4 1 3 1 1 19 4 1 3 1 1 20 4 1 3 1 1 20 4 2 4 1 -020 4 100 100 100 100 100 4,500 4,500 4,500 4,500 4,500 20 20 20 20 20 20 140 10 -010 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 190 PARKS AND RECREATION Reid Park Operations (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Maintain a rating of “good” or better on providing core district services to other districts and departments. 90% 90% Enhance community awareness and involvement by attending neighborhood and community meetings. 12 12 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 90% 90% 90% 12 12 12 ZOO OPERATIONS MISSION STATEMENT: The Reid Park Zoo serves to encourage human commitment to the conservation of biological diversity, provide a healthy and enriching environment for a collection of animals from around the world, and provide educational and fun experiences for visitors of all ages. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Debt Financing General Fund: Restricted Financial Resources Total 29.00 29.00 29.00 32.00 33.00 $ 2,439,625 -0-0- $ 2,468,870 35,000 -0- $ 2,673,020 35,000 -0- $ 2,378,490 -016,740 $ 2,429,970 -016,740 $ 2,439,625 $ 2,503,870 $ 2,708,020 $ 2,395,230 $ 2,446,710 KEY MEASURES OF PERFORMANCE Attract visitors to Reid Park Zoo. • Total number of visitors • Children admitted (in-school groups) • Special event attendance Provide quality animal care. • Total number of animals • Total number of species 410,000 35,000 35,000 410,000 35,000 35,000 420,000 35,000 35,000 420,000 35,000 35,000 420,000 35,000 35,000 500 165 500 165 361 146 500 160 500 160 191 PARKS AND RECREATION Zoo Operations (Continued) KEY MEASURES OF PERFORMANCE Maintain walkways, public areas, and animal facilities in an aesthetically pleasing and safe condition. • Number of acres 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 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 volunteer programs. • Number of docent hours • Number of teen volunteer hours Actual FY 2005 Adopted FY 2006 17 17 6 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 17 24 24 6 6 6 6 15 15 19 19 19 96% 96% 96% 96% 96% 13,000 1,600 13,000 1,600 13,000 1,600 13,000 1,600 13,000 1,600 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. RESOURCE SUMMARY Position Resources 41.25 41.25 Financial Resources General Fund General Fund: Parks Foundation General Fund: Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants $ 112,105 30 7,774 254,403 49,823 $ Financial Resources Total $ 424,135 $ 2,226,340 192 -0194,940 215,880 720,930 1,094,590 41.25 $ -0-0215,880 237,220 67,100 $ 520,200 14.75 $ -0-0177,330 581,590 966,390 $ 1,725,310 14.75 $ -0-0177,330 581,590 966,390 $ 1,725,310 PARKS AND RECREATION Parks and Recreation Grants (Continued) KEY MEASURES OF PERFORMANCE Secure Parks and Recreation grants through federal, state, and local granting agencies. Actual FY 2005 Adopted FY 2006 8 9 Estimated FY 2006 3 Adopted FY 2007 Approved FY 2008 2 2 BUDGET CAPACITY This is the unallocated capacity for the Financial Sustainability Plan, which funding provides for enhanced maintenance and programming. Specific uses will be defined during the fiscal years. RESOURCE SUMMARY Position Resources Financial Resources General Fund -0- -0- -0- 10.00 25.00 $ -0- $ -0- $ -0- $ 200,000 $ 1,200,000 193 194 POLICE OPERATING: CAPITAL: TOTAL: POSITION TOTAL: $ 149,739,440 18,748,600 $ 168,488,040 1,468.00 CHIEF’S OFFICE ADMINISTRATIVE SERVICES BUREAU OPERATIONS BUREAU 2 OPERATIONS BUREAU 1 INVESTIGATIVE SERVICES BUREAU PROGRAM ALLOCATION FINANCING PLAN Investigative Services Bureau 16% Police Grants 4% Operations Bureau 2 26% General Fund: Certificates of Participation 11% Forfeiture Funds 2% Capital Improvements 11% Miscellaneous Federal Grants 3% General Fund 80% Other 6% Chief's Office 3% Administrative Services Bureau 13% Operations Bureau 1 25% TEN YEAR STAFFING TRENDS Adopted Positions 1,411.50 1,356.00 1,353.50 2004 1,355.00 1,362.00 2003 1,450.00 1,373.50 1,266.50 1,300.00 1,191.50 1,154.00 1,150.00 1,146.00 195 2006 2005 2002 2001 2000 1999 1998 1997 1,000.00 196 POLICE MISSION STATEMENT: To serve the public in partnership with the community to protect life and property, prevent crime, and resolve problems. OVERVIEW The Tucson Police Department reorganized during Fiscal Year 2006 to more effectively use its resources. The reorganization created two Operations Bureaus generally responsible for field services and eliminated the Support Services Bureau. The department maintained the Administrative Services and Investigative Services Bureaus. These bureaus, directed by the Chief of Police, are responsible for delivering quality service to the public. The Chief’s Office remains responsible for providing policy direction, employing departmental resources effectively, and ensuring the integrity of the organization and its personnel. The Administrative Services Bureau ensures that individuals of the highest quality are hired and successfully trained for positions within the department and that operational and support functions have the necessary financial and material resources to properly serve the community. The bureau includes the programming and technical personnel necessary to maintain and enhance the department’s information sharing systems. Finally, this bureau collects, organizes, and distributes essential information to patrol and investigative staff and provides records to the public. Operations Bureau 1 provides patrol coverage and initial response to citizen calls for assistance in the south, west, and downtown regions of the city. This bureau also administers the department’s communication center, which receives citizen calls for assistance and either dispatches patrol officers or initiates an alternative response to the incident. Operations Bureau 2 provides patrol coverage and initial response to citizen calls for assistance in the north, midtown, and east regions of the city. This bureau offers air, canine, Special Weapons and Tactics (SWAT), and traffic control assistance to field officers and administers the School Resource Officer program. It also develops and maintains the department’s emergency response plans and conducts training exercises based on these plans. The Investigative Services Bureau conducts follow-up investigations to develop the information necessary for the successful prosecution of accused criminals. Investigative responsibilities range from crimes against people to crimes against property. This bureau also analyzes and stores evidence gathered to support the prosecution of alleged offenders. Over the last year, this bureau has established two new divisions to better manage its resources. In January 2005, the Central Investigations Division split into the Property Crimes and Crimes against Persons Divisions. The department then established a Special Investigations Division in January 2006 commanded by a captain and lieutenant responsible for managing the Gang, Intelligence, Vice, and Undercover Units. DEPARTMENT HIGHLIGHTS Excellence through Accreditation: The Police Department received reaccreditation from the Commission on Accreditation for Law Enforcement Agencies (CALL) in Fiscal Year 2005. The department will seek reaccreditation in Fiscal Year 2008. In addition, the National Urban League recognized the department for its successful working relationships with minority groups in the city. Technological Enhancements Improve Productivity: The department has implemented several major technology enhancements that had a significant effect on information sharing. These projects included the Automated Field Reporting System (AFRS) and COPLINK. The completion of these two projects provide the ability to prepare and distribute reports electronically, to discover relationships within police reports that might otherwise go unnoticed, and 197 POLICE Department Highlights (Continued) to share information with other agencies in Pima County, Arizona, and Southern California. Installation of additional hardware provided the capacity for officers in the field to acquire and send information electronically without having to return to a police facility to actually pick up paperwork. These innovations allowed the department to save thousands of hours annually in productive time. Finally, the agency, in collaboration with City Court, developed an electronic citation system. The system allows motor officers to prepare a citation electronically, give the citizen a paper copy, and forward the information to City Court. The department plans to expand the system in the future. Web Site Improved: The department also established a Web site that allows citizens to file reports on minor incidents without having to come to a station. Crime density maps were generated, which allows the public to determine criminal activity in neighborhoods throughout the city. New Facilities Provide Critical Space: Over the last two years, the department has augmented its physical resources by purchasing a building and is renovating it to replace the older and smaller Rillito Substation on the city’s westside. In addition, the city purchased a warehouse that currently is being refurbished for evidence storage and relocation of the Identification Section. The purchase was essential, because the current facility has literally no available space despite an ever-growing need to store evidence. Relocating the Identification and Evidence Sections will provide additional area in the Headquarters building for the crime laboratory and investigative staff. New Helicopters to Provide Better Service: The department has replaced two aging helicopters with new ones. The result is an increase in flying time from approximately 1,500 to 3,300 hours and the provision of better service to the community. Auto Theft Program Initiated: The department tested a “Lock It or Lose It” program on the city’s eastside in an effort to reduce auto thefts. The program reduced the number of thefts by 10% during the pilot program. As a result of its success, the program is now being used citywide. New Property Crimes Division Reduces Criminal Activity: The establishment of the Property Crimes Division has significantly reduced criminal activity in this area. The property crime rate per 100,000 residents in calendar year 2005 decreased to 6,765 from 8,930 in the previous year. Burglaries and larcenies were down 18.6% and 42.9% respectively. A correction to the reporting system accounted for the significant decrease in larcenies. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 58.00 113.00 512.00 421.00 280.50 24.00 3.00 -0- 58.00 113.00 512.00 421.00 280.50 24.00 3.00 -0- 48.50 124.00 505.00 431.00 281.50 22.00 4.00 -0- 58.50 133.00 508.00 458.00 289.50 17.00 4.00 -0- 58.50 133.00 508.00 458.00 289.50 17.00 4.00 52.00 1,411.50 1,411.50 1,416.00 1,468.00 1,520.00 Position Summary Chief's Office Administrative Services Bureau Operations Bureau 1 Operations Bureau 2 Investigative Services Bureau Police Grants Forfeiture Funds Financial Sustainability Department Total 198 POLICE Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Commissioned Personnel by Classification Police Chief Police Lieutenant: Deputy Police Chief Police Lieutenant: Assistant Police Chief Police Lieutenant: Police Captain Police Lieutenant Police Sergeant: Assignments Police Sergeant Police Hazardous Devices Technician Detective Police Officer: Assignments Police Officer Commissioned Personnel Total 1.00 -0- 1.00 -0- 1.00 -0- 1.00 1.00 1.00 1.00 5.00 5.00 5.00 4.00 4.00 16.00 30.00 57.00 64.00 8.00 129.00 288.00 430.00 16.00 30.00 57.00 64.00 8.00 129.00 288.00 430.00 17.00 31.00 57.00 64.00 8.00 131.00 288.00 428.00 17.00 32.00 62.00 68.00 8.00 138.00 297.00 443.00 17.00 32.00 62.00 73.00 8.00 143.00 297.00 473.00 1,028.00 1,028.00 1,030.00 1,071.00 1,111.00 Financial Summary Chief's Office Administrative Services Bureau Operations Bureau 1 Operations Bureau 2 Investigative Services Bureau Police Grants Forfeiture Funds Financial Sustainability Operating Total Capital Improvements Department Total $ 4,315,255 23,789,413 30,102,773 35,344,163 22,240,452 8,679,730 1,297,389 -0- $ 5,180,020 24,975,770 38,150,390 39,104,850 23,592,890 7,196,970 1,945,320 -0- $ 4,496,290 26,631,300 36,828,200 38,835,390 23,904,370 4,513,560 1,945,320 -0- $ 5,694,890 22,319,180 41,853,400 44,265,680 26,058,140 6,365,210 2,559,400 623,540 $ 5,696,890 22,456,900 41,732,640 44,107,070 26,070,760 6,148,180 2,574,250 5,523,540 $ 125,769,175 $ 140,146,210 $ 137,154,430 $ 149,739,440 $ 154,310,230 $ $ 389,127 $ 126,158,302 3,655,700 $ 143,801,910 $ 3,655,710 $ 18,748,600 $ 10,650,000 $ 140,810,140 $ 168,488,040 $ 164,960,230 Character of Expenditures Personal Services Services Commodities Equipment Other Operating Total Capital Improvements Department Total $ 102,682,942 $ 112,013,290 $ 111,770,120 $ 123,503,420 $ 123,071,300 11,326,267 10,585,310 11,477,800 14,006,350 14,065,140 5,661,723 4,522,970 4,763,410 5,359,090 5,261,490 1,361,457 1,193,950 1,673,940 1,683,620 1,696,310 4,736,786 11,830,690 7,469,160 5,186,960 10,215,990 $ 125,769,175 $ 140,146,210 $ 137,154,430 $ 149,739,440 $ 154,310,230 $ $ 389,127 $ 126,158,302 3,655,700 $ 143,801,910 199 $ 3,655,710 $ 18,748,600 $ 10,650,000 $ 140,810,140 $ 168,488,040 $ 164,960,230 POLICE Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Source of Funds Operating Funds General Fund General Fund: Certificates of Participation General Fund: Forfeiture Funds General Fund: Restricted Public Safety Academy Fund: General Fund Transfer Public Safety Academy Fund: Other Agency Fees Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Operating Funds Total $ 113,774,738 $ 125,251,009 $ 125,126,890 $ 134,711,320 $ 139,469,210 -0443,000 443,000 -0-01,178,561 2,761,944 2,779,914 1,945,320 3,109,060 2,253,340 1,945,320 2,789,070 2,326,670 1,959,400 3,003,260 2,922,700 1,974,250 3,003,260 2,933,290 166,822 440,270 440,270 444,670 449,160 4,302,224 804,972 5,430,830 1,273,381 2,939,820 1,143,390 5,516,110 1,181,980 5,373,950 1,107,110 $ 125,769,175 $ 140,146,210 $ 137,154,430 $ 149,739,440 $ 154,310,230 Capital Funds General Fund: Certificates of Participation 1994 General Obligation Bond Funds 2000 General Obligation Bond Funds 2000 General Obligation Bond Funds - Interest $ -0- $ Capital Funds Total $ Department Total $ 126,158,302 3,444,000 $ -0- $ 18,748,600 $ 10,650,000 4,765 -0- 2,810 -0- -0- 307,766 211,700 3,492,490 -0- -0- 76,596 -0- 160,410 -0- -0- 389,127 $ 3,655,700 $ 143,801,910 $ 3,655,710 $ 18,748,600 $ 10,650,000 $ 140,810,140 $ 168,488,040 $ 164,960,230 *In Fiscal Year 2006, a departmental reorganization split the Field Services Bureau into two separate bureaus and eliminated the Support Services Bureau. 200 POLICE Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $149,739,440 reflects an increase of $9,593,230 from the Fiscal Year 2006 Adopted Budget. Funding of $5,600,000 and 40 Police Officers and 12 support positions have been included based on the adopted Financial Sustainability Plan. Other significant changes are as follows: ♦ Liability and workers compensation rates are increased $2,205,100 based on rising insurance costs and potential settlements. ♦ The public safety retirement system requires an increase to the commissioned officers pension of $3,165,310. ♦ Full year cost of the commissioned officer’s Fiscal Year 2006 mid-year pay adjustment requires an increase of $1,256,000. ♦ Based on recent trends in overtime related to investigations and other requirements, $1,000,000 is added to the budget. ♦ Pima County jail charges of $5,499,530 were transferred to Non-Departmental. ♦ Funding has been included for a market-based compensation adjustment and benefit changes. The Fiscal Year 2007 Capital Budget of $18,748,600 primarily fund the new Evidence Facility and Headquarters remodel. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $ 154,310,230 includes an increase of $4,570,790 from Fiscal Year 2007. The Fiscal Year 2008 Capital Budget of $10,650,000 continues with the remodeling of Police Headquarters. 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 58.00 58.00 48.50 58.50 58.50 $ 4,315,255 $ 5,180,020 $ 4,496,290 $ 5,694,890 $ 5,696,890 201 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 POLICE Chief’s Office (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 1,069 1,122 Optimize patrol function staffing levels to benefit the community. • Percent of patrol officer time available for community-based policing 20% Complete investigations initiated by internal or external complaints. • Number of investigations initiated • Percent of investigations completed within the goal of 30 working days* 751 67.6% Respond to public inquiries and contacts through the Internal Affairs Unit within the Professional Standards Section. Estimated FY 2006 Adopted FY 2007 Approved FY 2008 1,254 1,386 1,532 22% 22% 22% 22% 788 70.9% 824 62.2% 864 70.9% 906 71.0% ADMINISTRATIVE SERVICES BUREAU MISSION STATEMENT: The Administrative Services Bureau provides the department with highly qualified commissioned and non-commissioned personnel who reflect the diversity of the city’s population through hiring and training. The bureau provides financial, material, and information resources to department personnel so that they can provide the best possible service to the community, coordinates the acquisition and maintenance of facilities and equipment, manages capital projects, furnishes public records to citizens in a timely manner, and provides reports to investigative staff for following up potential leads within specified time limits. RESOURCE SUMMARY Position Resources Financial Resources General Fund Public Safety Academy Fund: General Fund Transfers Public Safety Academy Fund: Other Agency Fees Financial Resources Total 113.00 113.00 124.00 133.00 133.00 $ 20,842,677 2,779,914 $ 22,282,160 2,253,340 $ 23,864,360 2,326,670 $ 18,951,810 2,922,700 $ 19,074,450 2,933,290 166,822 440,270 440,270 444,670 449,160 $ 23,789,413 $ 24,975,770 $ 26,631,300 $ 22,319,180 $ 22,456,900 *Internal Affairs staffing was reduced by a detective in Fiscal Year 2006 resulting in a drop in productivity. The number of investigations completed within standards in Fiscal Years 2007 and 2008 assumes that staffing is restored to previous levels. 202 POLICE Administrative Services Bureau (Continued) KEY MEASURES OF PERFORMANCE Copy and distribute police incident reports. • Percent within 24 hours of receipt Maintain fleet readiness by ensuring that all city maintained vehicles are available for department use at any given time. • Percent available Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 150,218 155,476 159,829 164,304 168,904 100% 100% 100% 100% 100% 94% 94% 90% 90% 90% OPERATIONS BUREAU 1 MISSION STATEMENT: The Operations Bureau 1 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, interacts with the public to resolve problems, plans for special events, helps improve the quality of life, and provides a communications link between the community and the department. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation Financial Resources Total 512.00 512.00 505.00 508.00 508.00 $ 30,102,773 -0- $ 37,707,390 443,000 $ 36,385,200 443,000 $ 41,853,400 -0- $ 41,732,640 -0- $ 30,102,773 $ 38,150,390 $ 36,828,200 $ 41,853,400 $ 41,732,640 203 POLICE Operations Bureau 1 (Continued) KEY MEASURES OF PERFORMANCE Actual* FY 2005 Respond to calls for service. • Number of emergency response calls • Number of critical response calls • Number of urgent response calls • Number of general response calls Adopted* FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 2,716 39,972 84,465 85,994 N/A N/A N/A N/A 2,796 41,156 86,966 88,540 2,796 41,156 86,966 88,540 2,837 41,756 88,236 89,833 Respond to emergency response calls. • Percent within five minutes 76.25% N/A 77.76% 79.32% 80.12% Respond to critical response calls. • Percent within ten minutes 70.58% N/A 71.99% 73.43% 74.16% Respond to urgent response calls. • Percent within 30 minutes 85.39% N/A 87.10% 88.84% 89.73% Respond to general response calls. • Percent within 60 minutes 63.95% N/A 65.23% 66.53% 67.20% Answer emergency 9-1-1 calls routed to the Tucson Police Department. 379,457 390,840 390,840 402,565 414,642 243,490 292,808 249,619 301,592 249,619 301,592 257,108 310,640 264,821 319,959 100,924 103,993 103,993 107,112 110,325 Process other service-related calls. • Inbound service calls • Outbound service calls Answer calls to the Tucson Police Department non-emergency line (791-4444). *In Fiscal Year 2006, a departmental reorganization split the Field Services Bureau into two separate bureaus and eliminated the Support Services Bureau (see Department Overview). Consequently, performance measures in the Fiscal Year 2006 adopted budget do not reflect the new organization and are not included where affected by the realignment. 204 POLICE OPERATIONS BUREAU 2 MISSION STATEMENT: The Operations Bureau 2 protects life and property, prevents crime, preserves the peace, maintains order, and arrests suspected offenders by providing 24 hour-a-day response to call for service, interacts with the public to resolve problems, plans for special events, and helps improve the quality of life. The bureau also provides a law enforcement presence in schools throughout the metropolitan area, provides operational support to patrol divisions, plans for potential disasters, and supplies specialized response to hostage and other emergencies. RESOURCE SUMMARY Actual* FY 2005 Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total Adopted* FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 421.00 421.00 431.00 458.00 458.00 $ 32,582,219 2,761,944 $ 35,995,790 3,109,060 $ 36,226,320 2,609,070 $ 41,262,420 3,003,260 $ 41,103,810 3,003,260 $ 35,344,163 $ 39,104,850 $ 38,835,390 $ 44,265,680 $ 44,107,070 KEY MEASURES OF PERFORMANCE Respond to calls for service. • Number of emergency response calls • Number of critical response calls • Number of urgent response calls • Number of general response calls 3,032 46,119 100,356 93,692 N/A N/A N/A N/A 3,071 46,715 101,654 94,903 3,110 47,312 102,951 96,115 3,150 47,918 104,270 97,346 Respond to emergency response calls. • Percent within five minutes 68.50% N/A 69.87% 71.26% 71.98% Respond to critical response calls. • Percent within ten minutes 63.38% N/A 64.65% 65.94% 66.60% Respond to urgent response calls. • Percent within 30 minutes 85.64% N/A 87.35% 89.10% 89.99% Respond to general response calls. • Percent within 60 minutes 59.78% N/A 60.98% 61.20% 62.82% 4,549 4,549 4,600 4,600 4,600 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 *In Fiscal Year 2006, a departmental reorganization split the Field Services Bureau into two separate bureaus and eliminated the Support Services Bureau (see Department Overview). Consequently, performance measures in the Fiscal Year 2006 adopted budget do not reflect the new organization and are not included where affected by the realignment. 205 POLICE 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 of the law, and combats the illegal drug trade through a regional task force. RESOURCE SUMMARY Position Resources Financial Resources General Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 280.50 280.50 281.50 289.50 289.50 $ 22,240,452 $ 23,592,890 $ 23,904,370 $ 26,058,140 $ 26,070,760 KEY MEASURES OF PERFORMANCE Process requests for evidence comparison and analysis sent to the crime laboratory. 5,855 5,150 5,750 5,800 5,900 Respond to requests for identification services from officers. 3,800 4,000 4,250 4,500 4,750 Process incoming items of evidence and property. 81,000 82,000 85,000 87,000 89,000 Complete requests for comparison and analysis sent to the crime laboratory within the established due dates. • Percent of timely completion 30% 44% 35% 40% 40% Respond to requests for identification services from officers. • Percent of timely completion 83% 84% 83% 83% 85% 60,000 60,000 72,000 75,000 78,000 73% 16% 34% 43% 7% 29% 8% 82% 25% 25% 36% 8% 30% 9% 67% 22% 44% 48% 8% 30% 9% 69% 24% 46% 50% 8% 30% 9% 70% 25% 47% 51% 8% 30% 9% Process items of evidence and property for release and disposal. Optimize clearance rates (for assigned cases) for the following crimes: • Homicide • Sexual Assault • Robbery • Aggravated Assault • Burglary • Larceny • Auto Theft 206 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 24.00 24.00 $ 3,691,362 -04,183,396 804,972 $ 492,759 -05,430,830 1,273,381 $ 8,679,730 $ 7,196,970 Estimated FY 2006 Adopted FY 2007 22.00 $ 250,350 180,000 2,939,820 1,143,390 $ 4,513,560 Approved FY 2008 17.00 $ 267,120 -04,916,110 1,181,980 17.00 $ 267,120 -04,773,950 1,107,110 $ 6,365,210 $ 6,148,180 KEY MEASURES OF PERFORMANCE Enhance police resources by applying for grant funding. • Number of applications 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 33 33 50 50 50 30 90% 30 90% 45 90% 46 90% 46 90% FORFEITURE FUNDS RESOURCE SUMMARY Position Resources Financial Resources General Fund: Forfeiture Funds Miscellaneous Federal Grants Financial Resources Total 3.00 3.00 4.00 4.00 4.00 $ 1,178,561 118,828 $ 1,945,320 -0- $ 1,945,320 -0- $ 1,959,400 600,000 $ 1,974,250 600,000 $ 1,297,389 $ 1,945,320 $ 1,945,320 $ 2,559,400 $ 2,574,250 207 POLICE FINANCIAL SUSTAINABILTY RESOURCE SUMMARY Financial Resources General Fund Actual FY 2005 Adopted FY 2006 $ -0- $ -0- 208 Estimated FY 2006 $ -0- Adopted FY 2007 $ 623,540 Approved FY 2008 $ 5,523,540 PROCUREMENT OPERATING: POSITION TOTAL: $ 3,841,520 64.00 ADMINISTRATION REPROGRAPHICS SERVICES CONTRACTING PURCHASING STORES MAIL SERVICES DESIGN AND CONSTRUCTION CONTRACTING FINANCING PLAN PROGRAM ALLOCATION Purchasing 17% Mail Services 10% General Fund: Restricted 2% Design and Construction Contracting 9% Services Contracting 21% Administration 18% General Fund 98% Reprographics* 0% Stores 25% *Reprographics is fully charged to customer departments. TEN YEAR STAFFING TRENDS Adopted Positions 90.00 75.00 76.00 77.00 77.00 75.00 70.00 65.00 64.00 2006 80.00 75.00 82.00 2005 81.00 209 2004 2003 2002 2001 2000 1999 1998 1997 60.00 210 PROCUREMENT MISSION STATEMENT To support city departments in meeting their purchasing goals and needs by ensuring 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, Services Contracting, Mail Services, Purchasing, and Design and Construction Contracting. 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 Implementation of a Procurement Card (pCard) Program: City departments have been provided with a convenient, safe way to make purchases and monitor expenditures. This program has significantly reduced the amount of manual paper transactions being produced and processed, and created an automated system whereby controls, and monitoring and reporting capabilities have increased. Additionally, there are currently four other Arizona agencies participating under this agreement providing another revenue opportunity for the City of Tucson. Online Surplus Auctions: Through an aggressive marketing effort an online auction program was created, which has increased revenues and decreased costs. In addition, Procurement has effectively marketed this program to other public entities, and as a result there are currently twelve other agencies in Arizona and California participating in this cooperative agreement. Cooperative Procurement Efforts: Procurement has dedicated resources to expanding its cooperative partnerships with other public entities to create opportunities to combine requirements, reduce pricing, generate more favorable contract terms, and produce interagency goodwill. Currently, Procurement has entered into forty-eight cooperative purchasing agreements. Achievement of Excellence in Procurement: City of Tucson Procurement is only one of six organizations to receive this award from the National Purchasing Institute for ten consecutive years. This past year, Procurement’s application received the highest number of points of any city in the country. 211 PROCUREMENT DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 7.00 8.00 16.00 8.00 6.00 11.00 8.00 7.00 8.00 16.00 8.00 6.00 11.00 8.00 7.00 8.00 16.00 8.00 6.00 11.00 8.00 5.00 8.00 16.00 10.00 6.00 11.00 8.00 5.00 8.00 16.00 10.00 6.00 11.00 8.00 64.00 64.00 64.00 64.00 64.00 Position Summary Administration Reprographics Stores Services Contracting Mail Services Purchasing Design and Construction Contracting Department Total Financial Summary Administration Reprographics* Stores Services Contracting Mail Services Purchasing Design and Construction Contracting Department Total $ 676,020 -01,061,641 610,435 300,410 626,307 63,120 $ 835,970 -0972,160 633,180 377,260 628,300 98,220 $ 849,850 -01,006,640 559,910 359,830 659,190 96,940 $ 706,050 -0947,000 790,330 391,800 657,460 348,880 $ 708,040 -0954,890 735,370 381,740 657,510 348,970 $ 3,337,933 $ 3,545,090 $ 3,532,360 $ 3,841,520 $ 3,786,520 $ 3,670,364 893,972 2,370,342 -0(3,596,745) $ 4,144,280 751,930 2,282,360 46,000 (3,679,480) $ 4,090,940 805,540 2,288,530 46,000 (3,698,650) $ 4,275,000 699,750 2,325,550 46,920 (3,505,700) $ 4,275,340 657,520 2,357,020 47,860 (3,551,220) $ 3,337,933 $ 3,545,090 $ 3,532,360 $ 3,841,520 $ 3,786,520 $ 3,337,933 -0- $ 3,545,090 -0- $ 3,532,360 -0- $ 3,751,190 90,330 $ 3,696,190 90,330 $ 3,337,933 $ 3,545,090 $ 3,532,360 $ 3,841,520 $ 3,786,520 Character of Expenditures Personal Services Services Commodities Equipment Other Department Total Source of Funds General Fund General Fund: Restricted Department Total *The net budget for Reprographics is zero, because costs are recovered by charging other departments for printing services through inter-activity transfers. See Appendix B for budget details. 212 PROCUREMENT Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $3,841,520 reflects an increase of $296,430 from the Fiscal Year 2006 Adopted Budget, primarily due to a change in accounting for charges for contract services to other departments. Other significant changes are as follows: ♦ Liability and workers compensation rates are increased $6,850 based on rising insurance costs and potential settlements. ♦ A change in the formula that allocates maintenance and related facility costs resulted in a $83,310 transfer to the General Services Department. ♦ Funding has been included for a market-based compensation adjustment and benefit changes. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $3,786,520 reflects a decrease of $55,000 from Fiscal Year 2007 due to removal of carryforward. 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. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total Actual FY 2005 Adopted FY 2006 7.00 7.00 $ 676,020 -0$ 676,020 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 7.00 5.00 5.00 $ 835,970 -0- $ 849,850 -0- $ 678,760 27,290 $ 680,750 27,290 $ 835,970 $ 849,850 $ 706,050 $ 708,040 KEY MEASURES OF PERFORMANCE* Act as the central contracting authority for the City of Tucson. • Total procurement spending ($000s) Facilitate the creation of annual requirement contracts for the purpose of generating customer savings and convenience. • Percent of procurement spent under annual requirement contracts $ 149,401 N/A $ 200,000 $ 220,000 $ 225,000 N/A N/A 30% 30% 35% *New performance measures were established in Fiscal Year 2006 to more accurately reflect the department’s strategic goals and initiatives. 213 PROCUREMENT Administration (Continued) KEY MEASURES OF PERFORMANCE 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. • Percent of purchasing dollars awarded to local vendors Facilitate cooperative partnerships with other public entities. • Number of executed cooperative agreements Manage and administer the procurement card (pCard) program. • Number of pCard transactions • Total spent under pCard program ($000s) Receive revenues from the sale of surplus city property ($000s). Actual FY 2005 Adopted FY 2006 N/A N/A N/A Estimated FY 2006 Adopted FY 2007 Approved FY 2008 70% 70% 70% N/A 40 40 42 635 $ 188 N/A N/A 3,500 $ 3,000 3,500 $ 3,000 3,750 $ 3,250 $ 1,440 N/A $ 1,275 $ 1,300 $ 1,325 REPROGRAPHICS MISSION STATEMENT: The Reprographics Division provides responsive, quality, in-house reprographic services to all departments by typesetting, printing, and binding documents and reports at or below commercial prices and in a timely manner. RESOURCE SUMMARY Position Resources Financial Resources General Fund Restricted Interactivity Credits Financial Resources Total* 8.00 8.00 8.00 8.00 8.00 $ 706,536 (706,536) $ 906,620 (906,620) $ 906,620 (906,620) $ 932,260 (932,260) $ 941,330 (941,330) $ $ $ $ $ -0- -0- -0- -0- -0- *The net budget for Reprographics is zero, because costs are recovered by charging other departments for printing services through interactivity transfers. 214 PROCUREMENT Reprographics (Continued) KEY MEASURES OF PERFORMANCE Provide printing services to city departments. • Number of offset print jobs completed • Number of quick print jobs completed • Number of offset printing impressions completed (000s) • Number of quick printing impressions completed (000s) 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 • Percent of offset printing impressions completed • Percent of quick printing impressions completed Actual FY 2005 Adopted FY 2006 1,650 2,350 N/A 1,675 2,375 N/A N/A Estimated FY 2006 Adopted FY 2007 Approved FY 2008 1,675 2,375 8,530 1,510 2,375 8,532 1,520 2,400 8,630 N/A 2,630 2,635 2,670 75% 75% 75% 75% 75% 96% 96% 96% 96% 96% 95% N/A 95% 95% 95% 95% N/A 95% 95% 95% STORES MISSION STATEMENT: The Stores Division operates four warehouses and manages an inventory needed for the daily operation of all city departments; 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, online auction, donation, or redistribution to departments. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 16.00 16.00 16.00 16.00 16.00 $ 1,061,641 -0- $ 972,160 -0- $ 1,006,640 -0- $ 937,000 10,000 $ 944,890 10,000 $ 1,061,641 $ 972,160 $ 1,006,640 $ 947,000 $ 954,890 215 PROCUREMENT Stores (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Process and deliver requested materials to user departments and offices. • Number of orders delivered 3,200 3,300 Reconcile on-hand quantities for stock inventory items. • Number of stock items reconciled 13,000 Fulfill customer requirements for inventory items. • Percent processed and delivered within three working days of request Limit the amount of losses through the reconciliation of inventory. • Value of inventory ($000s) • Percent of inventory losses Estimated FY 2006 Adopted FY 2007 Approved FY 2008 3,300 3,300 3,400 13,000 12,000 10,000 11,000 97% 98% 97% 97% 98% $ 1,300 .05% $ 1,400 .05% $ 1,400 .05% $ 1,400 .05% $ 1,400 .05% SERVICES CONTRACTING MISSION STATEMENT: The Services Contracting Division meets the needs of city departments by contracting for professional and non-professional services to ensure that all contracts are developed, solicited, evaluated, negotiated, awarded, and administered in accordance with applicable federal, state, and local laws. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total 8.00 8.00 8.00 10.00 10.00 $ 610,435 -0- $ 633,180 -0- $ 559,910 -0- $ 777,720 12,610 $ 722,760 12,610 $ 610,435 $ 633,180 $ 559,910 $ 790,330 $ 735,370 KEY MEASURES OF PERFORMANCE* Number of contracts awarded. 71 N/A 70 70 75 Number of annual requirement contracts. N/A N/A 280 288 290 Percent of contracts with negotiated value added to benefit the city. N/A N/A 45% 45% 50% *New performance measures were established in Fiscal Year 2006 to more accurately reflect the department’s strategic goals and initiatives. 216 PROCUREMENT Services Contracting (Continued) KEY MEASURES OF PERFORMANCE* Ensure integrity in the expenditure of public monies by acquiring needed materials and services on time and of best value. • Percent of contracts awarded with the department standard of 90 calendar days • Dollar value of revenue generated from contracts awarded ($000s) Actual FY 2005 Adopted FY 2006 N/A N/A N/A N/A Estimated FY 2006 Adopted FY 2007 Approved FY 2008 90% 90% 90% $ 2,500 $ 2,800 $ 3,000 *New performance measures were established in Fiscal Year 2006 to more accurately reflect the department’s strategic goals and initiatives. MAIL SERVICES MISSION STATEMENT: The Mail Services Division provides centralized pickup and delivery service for interdepartmental and postal mail to city departments. The division also provides for the insertion of utility bills, business license statements, and various other bills. RESOURCE SUMMARY Position Resources Financial Resources General Fund 6.00 6.00 6.00 6.00 6.00 $ 300,410 $ 377,260 $ 359,830 $ 391,800 $ 381,740 KEY MEASURES OF PERFORMANCE Provide mail services for city departments. • Number of pieces of outgoing barcoded postal mail (000s) • Number of pieces of outgoing postal mail (000s) • Number of utility bills processed (000s) 1,040 1,050 960 960 960 5,910 5,970 6,260 6,260 6,260 2,900 2,900 2,900 2,900 2,900 217 PROCUREMENT PURCHASING MISSION STATEMENT: The Purchasing Division meets the needs of city departments by contracting for all supplies, materials, equipment, and related services to ensure that all purchases are developed, solicited, evaluated, negotiated, awarded, and administered in accordance with applicable federal, state, and local laws. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 11.00 11.00 11.00 11.00 11.00 $ 626,307 -0- $ 628,300 -0- $ 659,190 -0- $ 617,130 40,330 $ 617,180 40,330 $ 626,307 $ 628,300 $ 659,190 $ 657,460 $ 657,510 KEY MEASURES OF PERFORMANCE* Number of contracts awarded. 117 N/A 115 120 125 Number of annual requirement contracts. N/A N/A 200 220 225 Percentage of contracts with negotiated value added to benefit the city. N/A N/A 45 45 50 87% N/A 90% 90% 90% N/A N/A 90% 90% 90% Meet customer needs for materials and services on time, at the best value, and with integrity. • Percent of purchase orders awarded within department standard of 21 calendar days • Percent of contracts awarded within department standard of 90 calendar days *New performance measures were established in Fiscal Year 2006 to more accurately reflect the department’s strategic goals and initiatives. 218 PROCUREMENT DESIGN AND CONSTRUCTION CONTRACTING MISSION STATEMENT: The Design and Construction Contracting Division manages the procurement of professional consultants and contractors to ensure the provision of competent and qualified design and construction services at a fair price, and protects the public interest by maximizing each dollar spent, while complying with current laws and regulations, and provides timely, ongoing contract administration for our customers. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 8.00 8.00 8.00 8.00 8.00 $ 63,120 -0- $ 98,220 -0- $ 96,940 -0- $ 348,780 100 $ 348,870 100 $ 63,120 $ 98,220 $ 96,940 $ 348,880 $ 348,970 KEY MEASURES OF PERFORMANCE* Award contracts for design, construction, and construction services. • Number of annual requirement contracts • Percentage of contracts with negotiated value added to benefit the city • Number of Alternative Procurement Delivery Method (APDM) contracts awarded Ensure best value in the expenditure of public monies by acquiring qualified services on time and at a fair price. • Percent of contracts awarded within the department standard of 90 calendar days • Total dollar amount of projects awarded under APDMs ($000s) 95 N/A 98 100 105 N/A N/A 45% 45% 50% 15 N/A 12 15 15 N/A N/A 90% 90% 90% $ 11,600 N/A $ 11,000 $ 11,500 $ 11,500 *New performance measures were established in Fiscal Year 2006 to more accurately reflect the department’s strategic goals and initiatives. 219 220 OFFICE OF THE PUBLIC DEFENDER OPERATING: POSITION TOTAL: $ 3,000,810 38.00 OFFICE OF THE PUBLIC DEFENDER PROGRAM ALLOCATION FINANCING PLAN Office of the Public Defender 100% General Fund 100% 36.00 36.00 2006 32.50 33.50 2005 32.50 33.50 2004 31.00 33.50 2003 31.00 1999 31.00 1998 40.00 2002 TEN YEAR STAFFING TRENDS Adopted Positions 30.00 2001 2000 1997 20.00 221 222 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 staffed by 22 attorneys and 16 support positions. OFFICE HIGHLIGHTS The city’s policy of aggressive domestic violence enforcement resulted in the Office of the Public Defender being assigned over 3,000 domestic violence cases during Fiscal Year 2006. 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 2007. These clients will have their charges dismissed if they comply with a mental health treatment plan intended to reduce repeat offenses. OFFICE RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Position Summary Office of the Public Defender Total 36.00 36.00 36.00 38.00 38.00 36.00 36.00 36.00 38.00 38.00 $ 2,750,612 $ 2,813,750 $ 2,755,570 $ 3,000,810 $ 2,995,810 $ 2,750,612 $ 2,813,750 $ 2,755,570 $ 3,000,810 $ 2,995,810 $ 2,396,798 285,051 68,763 $ 2,622,000 140,800 50,950 $ 2,579,420 130,300 45,850 $ 2,784,310 148,250 68,250 $ 2,784,310 148,260 63,240 $ 2,750,612 $ 2,813,750 $ 2,755,570 $ 3,000,810 $ 2,995,810 Financial Summary Office of the Public Defender Total Character of Expenditures Personal Services Services Commodities Total 223 OFFICE OF THE PUBLIC DEFENDER Office Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 2,590,381 160,231 $ 2,813,750 -0- $ 2,755,570 -0- $ 3,000,810 -0- $ 2,995,810 -0- $ 2,750,612 $ 2,813,750 $ 2,755,570 $ 3,000,810 $ 2,995,810 Source of Funds General Fund General Fund: Restricted Total Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $3,000,810 reflects an increase of $187,060 from the Fiscal Year 2006 Adopted Budget. Funding of $118,000 and two positions have been included based on the adopted Financial Sustainability Plan. Funding has been included for market-based compensation adjustments and benefit changes. Other changes were required to cover other personnel and other inflationary costs. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $2,995,810 includes a decrease of $5,000 from Fiscal Year 2007. KEYS MEASURES OF PERFORMANCE 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 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 8,800 9,000 8,800 9,000 9,200 25 30 25 25 25 100% 100% 100% 100% 100% 99% 99% 99% 99% 99% $ 313 $ 313 $ 313 $ 333 $ 326 224 TRANSPORTATION OPERATING: CAPITAL: TOTAL: $ 104,293,970 129,178,300 $ 233,472,270 POSITION TOTAL: 404.50 MANAGEMENT SERVICES TRANSIT SERVICES VAN TRAN STREET AND TRAFFIC MAINTENANCE SUN TRAN ENGINEERING TRAFFIC ENGINEERING PARKWISE PROGRAM ALLOCATION FINANCING PLAN Management Services 3% Mass Transit Local Funds 22% Federal Highway Administration Grants 6% Sun Tran 18% Van Tran 6% Mass Transit Funds 16% General Obligation Bond Funds 5% Impact Fee Funds 3% Highway User Revenue Funds 17% Other* 7% Capital Improvements 55% Streets and Traffic Maintenance 11% Capital Agreement Funds 23% Other 8% *Other includes ParkWise, Engineering, and Traffic Engineering 401.50 400.00 384.00 395.50 399.50 399.50 2003 450.00 2002 TEN YEAR STAFFING TRENDS Adopted Positions 386.50 393.50 398.00 404.00 378.50 225 2006 2005 2004 2001 2000 1999 1998 1997 350.00 226 TRANSPORTATION MISSION STATEMENT To create, maintain, and operate a safe and reliable system for the movement of people throughout our community with the highest quality transportation services, programs, and facilities. OVERVIEW The Department of Transportation (DOT) is responsible for a transportation system covering approximately 226 square miles, including over 2,000 miles of streets, bike routes, sidewalks, and alleyways. DOT is committed to providing accessible public transit via Sun Tran and Van Tran, which offer the community quality transportation alternatives; maintaining a street, alley, and drainageway program, for a clean, safe, and healthful environment; and designing and constructing major system improvements. DOT is committed to improving traffic safety; maintaining high standards of reliability in existing transportation systems; and working with neighborhoods to upgrade streets, sidewalks, medians, and parks to promote safety, improve quality of life, and preserve the unique character of Tucson. The six divisions of the Department of Transportation are Management Services, Transit Services (including Sun Tran and Van Tran), Engineering, ParkWise, Streets and Traffic Maintenance, and Traffic Engineering. DEPARTMENT HIGHLIGHTS Downtown Revitalization: DOT continues to work cooperatively with other city departments and local business to foster the revitalization of the downtown business district. The completion of the Pennington Street Garage is a positive step in that ongoing process. Upgrading Sun Tran Buses: Transit funding obtained from the federal government will enable the department to further upgrade the fleet of Sun Tran, which provides fixed-route service within the community, in an effort to reduce congestion and promote the use of alternate modes of transportation. The replacement of the aging Sun Tran bus fleet remains a priority as buses over twelve years old or with over 500,000 miles are replaced with Federal Transit Administration support. In Fiscal Year 2006, 38 buses were replaced with a value of $13,169,650. The new buses are equipped with wheelchair lifts, improving access to the transit system for people with disabilities, and with bicycle racks to promote multi-modal transportation. Van Tran Service Improvements: Trip denials on Van Tran, which provides paratransit services for people with disabilities, were reduced to zero during Fiscal Year 2006 in compliance with Americans with Disabilities Act requirements. To maintain this successful effort, additional vans will be purchased in Fiscal Years 2007 and 2008. 227 TRANSPORTATION DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 39.00 11.00 100.50 21.50 205.00 28.00 39.00 11.00 100.50 21.50 205.00 28.00 405.00 405.00 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 40.00 11.00 100.50 21.50 205.00 28.00 43.00 11.00 98.00 19.50 205.00 28.00 43.00 11.00 98.00 19.50 205.00 28.00 406.00 404.50 404.50 Position Summary Management Services Transit Services Engineering ParkWise Streets and Traffic Maintenance Traffic Engineering Department Total Financial Summary Management Services Transit Services Sun Tran Van Tran Engineering ParkWise Streets and Traffic Maintenance Traffic Engineering Financial Sustainability $ 6,629,485 1,705,208 37,860,048 9,714,135 3,357,172 1,924,244 46,856,366 2,235,208 -0- $ 7,129,590 $ 6,976,400 $ 6,336,650 $ 6,264,400 1,848,140 1,632,260 1,963,150 1,960,150 42,613,560 42,013,560 42,768,480 40,947,820 12,699,440 12,742,750 13,477,450 14,283,080 3,771,580 3,798,290 3,393,800 3,172,710 3,320,680 2,826,740 3,215,060 2,717,160 26,349,660 26,282,950 26,480,230 26,961,070 2,947,210 2,771,150 2,659,150 2,533,750 -0-04,000,000 7,000,000 Operating Total $ 110,281,866 $ 100,679,860 $ 99,044,100 $ 104,293,970 $ 105,840,140 Capital Improvements $ 33,178,402 $ 98,460,900 $ 61,168,990 $ 129,178,300 $ 79,893,800 $ 143,460,268 $ 199,140,760 $ 160,213,090 $ 233,472,270 $ 185,733,940 Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Operating Total Capital Improvements Department Total $ 18,613,744 $ 26,051,940 25,346,889 23,041,630 13,756,422 15,505,480 591,993 2,560,780 51,972,818 33,520,030 $ 19,492,310 22,499,680 14,907,080 2,407,530 39,737,500 $ 110,281,866 $ 100,679,860 $ 99,044,100 $ 104,293,970 $ 105,840,140 $ 33,178,402 $ 98,460,900 $ 61,168,990 $ 129,178,300 $ 79,893,800 $ 143,460,268 $ 199,140,760 $ 160,213,090 $ 233,472,270 $ 185,733,940 228 $ 20,609,990 $ 20,616,310 22,471,790 21,893,190 17,866,600 17,613,290 1,958,450 1,470,740 41,387,140 44,246,610 TRANSPORTATION Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Source of Funds Operating Funds General Fund General Fund: Certificates of Participation General Fund: Restricted Parkwise: Fees and Charges Capital Agreement Fund Capital Agreement Fund: Pima Association of Governments Highway User Revenue Fund Highway User Revenue Fund: In-Lieu Fees Mass Transit Fund: General Fund Transfer Mass Transit Fund: Federal Grants Mass Transit Fund: State Grants Federal Highway Administration Grants Miscellaneous Non-Federal Grants Operating Funds Total $ 1,948,221 23,804,082 $ 4,118,300 2,450,900 $ 3,777,010 2,450,900 $ 6,719,920 -0- $ 9,501,970 -0- 409,609 1,882,936 26 40,322 -02,822,380 -0498,300 16,040 2,776,740 -050,000 -02,745,060 -0470,000 -02,717,160 -0-0- 31,624,986 155,680 32,660,020 -0- 32,364,540 -0- 35,187,110 -0- 35,215,020 -0- 42,559,941 47,089,490 46,448,300 48,085,530 47,877,900 3,664,507 2,646,230 1,139,544 6,200,610 3,201,040 618,820 6,069,230 2,592,000 870,300 5,991,510 2,592,000 993,800 5,181,110 2,592,000 1,245,940 405,782 1,020,000 1,629,040 1,509,040 1,509,040 $ 110,281,866 $ 100,679,860 $ 99,044,100 $ 104,293,970 $ 105,840,140 $ $ $ Capital Funds General Fund General Fund: Certificates of Participation General Fund: Pending Partnership Funding General Fund: Restricted Parkwise: Fees and Charges Capital Agreement Fund Capital Agreement Fund: Arizona Department of Transportation Capital Agreement Fund: Pima Association of Governments Capital Agreement Fund: Pima County Bonds Capital Agreement Fund: Pima County Contribution Capital Agreement Fund: Regional Transportation Authority (RTA) Highway User Revenue Fund Highway User Revenue Fund: Contributions 55,141 -0- -0-0- -0-0- $ -04,000,000 $ -0-0- -0- -0- -0- -0- 5,250,000 498,804 399,933 566,090 295 -0229,400 183,000 -0- -0229,400 95,630 -0- -0199,000 -0-0- -0226,900 -0-0- 2,633,555 12,278,200 516,200 22,597,000 5,415,000 340,524 3,000,000 2,609,360 3,200,000 7,000,000 30,764 2,200,000 265,800 2,600,000 2,000,000 -0- -0- -0- 25,000,000 25,000,000 6,411,442 -0- 5,744,800 1,725,000 4,453,500 1,225,000 2,797,400 725,000 1,512,200 600,000 229 TRANSPORTATION Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Source of Funds (Continued) Highway User Revenue Fund: In-Lieu Fees Mass Transit Fund: General Fund Transfer Mass Transit Fund: Federal Grants Federal Highway Administration Grants State Infrastructure Bank Federal Pass-Through Miscellaneous Non-Federal Grants Impact Fee Fund: West Benefit District Impact Fee Fund: East Benefit District Impact Fee Fund: Central Benefit District Impact Fee Fund: Southeast Benefit District Impact Fee Fund: Southlands Benefit District 1994 General Obligation Bond Funds 2000 General Obligation Bond Funds 2000 General Obligation Bond Funds - Interest 1994 Street and Highway Revenue Bond Funds 2000 Street and Highway Revenue Bond Funds Special Assessments Construction Fund $ 188,969 $ 600,000 $ 600,000 $ 800,000 $ 800,000 619,726 3,771,400 1,813,910 3,286,800 1,332,300 5,460,172 5,024,234 24,996,800 19,492,600 12,745,090 21,676,000 28,862,100 12,261,900 20,800,400 9,607,000 -0- 4,600,000 -0- 4,600,000 -0- -0-0- 564,300 -0- 245,900 -0- 104,100 2,262,600 -0-0- -0- -0- -0- 1,605,000 -0- -0- -0- -0- 835,700 -0- 3,329,729 -0- -0- 868,500 -0- -0- -0- -0- 505,700 -0- 578,520 -0- -0- -0- -0- 1,954,471 14,638,200 6,453,820 11,632,200 -0- 38,222 1,300,000 1,462,120 -0- -0- 622,060 -0- -0- -0- -0- 4,666,500 2,727,200 5,434,020 85,300 -0- (240,749) 410,000 1,343,240 350,000 350,000 Capital Funds Total $ 33,178,402 $ 98,460,900 $ 61,168,990 $ 129,178,300 $ 79,893,800 Department Total $ 143,460,268 $ 199,140,760 $ 160,213,090 $ 233,472,270 $ 185,733,940 230 TRANSPORTATION Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $104,293,970 reflects an increase of $3,614,110 from the Fiscal Year 2006 Adopted Budget. Capacity of $4,000,000 has been included based on the approved Financial Sustainability Plan. Other significant changes are as follows: ♦ Remaining Certificates of Participation of $2,450,900 from the $25 million in Fiscal Year 2005 Roadway Maintenance initiative were fully expended in Fiscal Year 2006, resulting in a decrease in Fiscal Year 2007. ♦ A department reorganization resulted in the elimination of .50 position. ♦ Funding has been included for a market-based compensation adjustment and benefit changes. The Fiscal Year 2007 Capital Budget of $129,178,300 includes impact fees and funding from city bonds, federal grants, highway user revenue funds, and intergovernmental agreements. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $105,840,140 includes an increase of $1,546,170 from Fiscal Year 2007. Additional capacity of $3,000,000 has been included based on the approved Financial Sustainability Plan. The Fiscal Year 2008 Capital Budget of $79,893,800 reflects a decrease due to the completion, or near completion, of key projects such as the following: Columbus Wash Phase II, Mountain Avenue: Fort Lowell to Grant, Fourth Avenue Underpass, and Harrison Road: Speedway to Old Spanish Trail. MANAGEMENT SERVICES MISSION STATEMENT: Management Services plans, coordinates, supervise, and performs administrative and computer network functions. The division manages the special projects section which plans, creates, and promotes alternate mode improvements, thereby reducing traffic congestion and promoting a healthier environment. The division also supports the downtown revitalization effort and serves as liaison to community-based committees. The division strives to ensure the efficient and successful operation of the Department of Transportation. RESOURCE SUMMARY Actual FY 2005 Adopted FY 2006 39.00 39.00 40.00 786,486 20,928 5,123,100 698,971 -0- $ 1,306,170 -05,223,420 250,000 350,000 $ 1,222,520 16,040 4,886,510 501,330 350,000 $ $ 6,629,485 $ 7,129,590 $ 6,976,400 $ 6,336,650 Position Resources Financial Resources General Fund General Fund: Restricted Highway User Revenue Fund Federal Highway Administration Grants Miscellaneous Non-Federal Grants Financial Resources Total $ 231 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 43.00 946,300 -04,743,050 647,300 -0- 43.00 $ 946,300 -04,750,800 567,300 -0- $ 6,264,400 TRANSPORTATION Management Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Send news releases in response to transportation-related issues within 24 hours. • Number of releases 143 50 Coordinate and schedule Mayor and Council agenda items. • Study Session agenda items • Regular Session agenda items 3 31 Ensure computer hardware, software, and networks are operational so staff has trouble-free access. • Number of computers maintained Manage downtown revitalization projects such as the Union Pacific Depot restoration and support of Rio Nuevo. • Number of hours/month Support alternate modes programs. • Number of hours monthly Estimated FY 2006 Adopted FY 2007 Approved FY 2008 150 150 150 20 75 7 32 5 35 5 35 390 390 390 390 390 80 120 80 80 80 300 120 300 300 300 TRANSIT SERVICES MISSION STATEMENT: Transit Services 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. The division promotes the use of alternate modes of transportation and obtains and manages grants related to transit activities. RESOURCE SUMMARY Position Resources Financial Resources Mass Transit Fund: General Fund Transfer Mass Transit Fund: Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 11.00 11.00 $ 1,124,324 $ 1,017,140 575,102 5,782 561,000 270,000 $ 1,705,208 $ 1,848,140 232 11.00 11.00 11.00 902,150 $ 899,150 429,620 270,000 561,000 500,000 561,000 500,000 $ 1,632,260 $ 1,963,150 $ 1,960,150 $ 932,640 $ TRANSPORTATION Transit Services (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 2 $ 20,171 1 $ 1,234 2 $ 21,500 -0$ -0- 2 $ 25,750 1 $ 474 2 $ 20,500 -0$ -0- 2 $ 21,500 -0$ -0- Process applications for Americans with Disabilities Act (ADA) eligibility for paratransit service. 3,239 3,500 3,270 3,400 3,400 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. 6 5 6 6 6 Prepare, submit, and execute Federal Transit Administration grants. • Number of federal grants submitted ◊ Total grant dollar value ($000s) • Number of state grants submitted ◊ Total grant dollar value ($000s) SUN TRAN MISSION STATEMENT: Sun Tran provides safe, well-maintained, and cost-effective public transportation with a team of innovative and diverse employees dedicated to our customers, the environment, and the community. RESOURCE SUMMARY Financial Resources Highway User Revenue Fund Mass Transit Fund: General Fund Transfer Mass Transit Fund: Federal Grants Mass Transit Fund: State Grants Miscellaneous Non-Federal Grants Financial Resources Total $ 2,891 32,226,642 $ -035,289,700 $ -034,689,700 $ 31,000 35,078,820 $ 31,000 33,844,560 2,784,285 2,646,230 200,000 4,109,310 3,201,040 13,510 4,109,310 2,592,000 622,550 4,444,110 2,592,000 622,550 3,857,710 2,592,000 622,550 $ 37,860,048 $ 42,613,560 $ 42,013,560 $ 42,768,480 $ 40,947,820 233 TRANSPORTATION Sub Tran (Continued) KEY MEASURES OF PERFORMANCE Provide regional fixed-route bus service. • Number of annual passenger trips (000s) • Annual passenger revenue ($000s) • Total miles (000s) • Cost per mile • Preventive maintenance inspections • Number of buses in active fleet Maintain the number of miles of service between breakdowns. Operate a safe public transit service. • Passenger injury accidents per 100,000 miles • Vehicle collision accidents per 100,000 miles Actual FY 2005 Adopted FY 2006 15,847 15,963 $ 7,655 7,921 $ 4.78 1,261 189 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 16,110 17,425 17,425 $ 7,900 7,982 $ 5.33 1,500 189 $ 9,046 7,977 $ 5.27 1,336 189 $ 9,090 7,982 $ 5.36 1,336 189 $ 9,190 7,982 $ 5.13 1,336 189 6,848 6,600 6,000 6,000 6,000 0.6 0.6 0.6 0.6 0.6 1.8 1.5 1.5 1.5 1.5 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. RESOURCE SUMMARY Financial Resources General Fund Mass Transit Fund: General Fund Transfer Mass Transit Fund: Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total $ 40 9,208,975 $ -010,782,650 $ -010,825,960 $ -012,104,560 $ -013,134,190 305,120 1,530,300 1,530,300 986,400 762,400 200,000 386,490 386,490 386,490 386,490 $ 9,714,135 $ 12,699,440 $ 12,742,750 $ 13,477,450 $ 14,283,080 234 TRANSPORTATION Van Tran (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 554,184 659,789 659,789 607,394 655,987 0.80 0.80 0.80 0.80 0.80 Provide preventive vehicle maintenance checks to reduce breakdowns. • Number of maintenance checks 898 1,011 968 1,041 1,087 Provide paratransit services to persons with disabilities who cannot use Sun Tran. • Miles of service provided (000s) 2,820 3,631 3,395 3,821 4,127 Number of scheduled passenger trips provided. Number of vehicular accidents 100,000 miles of service. • Accidents per 100,000 miles per ENGINEERING MISSION STATEMENT: Engineering provides for the prioritization, design, and construction of cost-effective improvements to the city’s roadways and flood control system, manages the use of and access to public rights-of-way, and provides for the protection of life and property from flood hazards. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Restricted Highway User Revenue Fund Highway User Revenue Fund: In-Lieu Fees Federal Highway Administration Grants Financial Resources Total 100.50 100.50 100.50 98.00 $ 1,063,710 388,681 1,643,389 155,680 $ 1,697,400 -02,074,180 -0- $ 1,595,220 -02,203,070 -0- 105,712 -0- -0- -0- -0- $ 3,357,172 $ 3,771,580 $ 3,798,290 $ 3,393,800 $ 3,172,710 $ 809,510 -02,584,290 -0- 98.00 $ 591,560 -02,581,150 -0- KEY MEASURES OF PERFORMANCE Design and construct capital improvement projects. 50 35 50 50 50 Issue permits to construct roadway and drainage improvements that result in safety and economic benefits to the community. 6,000 6,000 6,000 6,000 6,000 235 TRANSPORTATION Engineering (Continued) KEY MEASURES OF PERFORMANCE Provide service and support to customers who have obtained permits for excavation/ construction in the public right-of-way. Conduct stormwater inspections in response to stormwater quality concerns. • Number of inspections conducted Oversee the resurfacing of major streets (lane miles). Actual FY 2005 Adopted FY 2006 6,000 6,000 50 135 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 6,000 6,000 6,000 50 50 50 50 45 52 45 45 PARKWISE MISSION STATEMENT: ParkWise provides a parking management program that enhances the quality of life, stimulates economic development within the area defined by the City Center Strategic Vision Plan, and efficiently and creatively utilizes parking resources to improve the overall accessibility and environment of the region. RESOURCE SUMMARY Position Resources 21.50 Financial Resources General Fund ParkWise: Fees and Charges Capital Agreement Fund: Pima Association of Governments Highway User Revenue Fund $ Financial Resources Total 94 1,882,936 40,322 21.50 $ -02,822,380 498,300 21.50 $ -02,776,740 50,000 19.50 $ -02,745,060 470,000 19.50 $ -02,717,160 -0- 892 -0- -0- -0- -0- $ 1,924,244 $ 3,320,680 $ 2,826,740 $ 3,215,060 $ 2,717,160 KEY MEASURES OF PERFORMANCE Respond to citizen calls for parking enforcement services within one hour. Issue parking permits. • Number of residential permits • Number of non-residential permits Manage the number of parking programs to protect neighborhood integrity and business viability. 1,960 1,600 1,138 1,600 1,600 1,912 322 3,000 530 2,348 405 3,000 530 3,000 530 35 35 31 35 35 236 TRANSPORTATION STREETS AND TRAFFIC MAINTENANCE MISSION STATEMENT: Streets and Traffic Maintenance 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, traffic signals, and roadway markings to ensure the safe and efficient movement of people, traffic, and goods. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation Capital Agreement Fund Highway User Revenue Fund Federal Highway Administration Grants $ Financial Resources Total Actual FY 2005 Adopted FY 2006 205.00 205.00 (1,371) 23,804,082 $ 704,000 2,450,900 Estimated FY 2006 Adopted FY 2007 205.00 $ 704,000 2,450,900 Approved FY 2008 205.00 $ 704,000 -0- 205.00 $ 704,000 -0- 26 22,740,482 313,147 -022,825,940 368,820 -022,783,080 344,970 -025,429,730 346,500 -025,578,430 678,640 $ 46,856,366 $ 26,349,660 $ 26,282,950 $ 26,480,230 $ 26,961,070 KEY MEASURES OF PERFORMANCE Resurface streets (lane miles). Respond to emergency calls regarding traffic signal malfunctions within four hours. • Number of emergency calls Conduct preventive maintenance on traffic signals: checking timing, controller, and detection devices. • Number of traffic signal maintenance checks Restripe major collectors and arterials (linear miles). Relamp streetlights in a preventive maintenance program and respond to customer trouble calls reported. • Number of lights replaced • Number of streetlight trouble calls 150 150 250 266 284 3,700 3,700 3,612 3,101 3,089 1,015 1,015 912 929 898 3,050 3,050 1,812 2,805 2,730 2,900 2,210 3,000 2,210 2,243 1,932 4,703 1,994 3,500 1,994 237 TRANSPORTATION Streets and Traffic Maintenance (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Adopted FY 2007 Approved FY 2008 165 165 148 158 158 Respond to emergency maintenance requests related to public safety (debris and glass in roadway). • Number of man-hours 2,260 2,260 3,043 2,443 2,545 Install and replace critical regulatory signs. • Number of signs 6,000 6,000 4,920 5,665 5,735 Process citizen requests for maintenance in paved surface, weed control, street cleaning, drainage channel maintenance, street lights, traffic signals, striping, signage, non-paved surface maintenance, storm damage, concrete work, and other safety concerns. • Number of service requests 15,000 15,000 15,786 15,302 15,205 Conduct a comprehensive maintenance program on median island and roadsides for tree/shrub trimming and irrigation repairs/construction. • Hours spent on irrigation repairs • Hours spent on tree/shrub trimming 5,300 1,550 5,300 1,550 10,698 4,758 6,511 1,566 6,909 1,748 348 98% 348 98% 356 97% 361 98% 366 98% 77% 76% 75% 75% 75% Maintain drainage channels to achieve a balance between flood control considerations, wildlife, and vegetation preservation. • Linear miles of drainage channels maintained Ensure that traffic signals operate trouble-free 24 hours per day. • Number of traffic signal intersections • Percent of traffic signals operating trouble free daily Major city streets meeting a good or better condition rating 238 Estimated FY 2006 TRANSPORTATION TRAFFIC ENGINEERING MISSION STATEMENT: Traffic Engineering designs, constructs, and monitors intelligent transportation, traffic and transit systems, and implements neighborhood traffic calming features that promote a safer community. RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Federal Highway Administration Grants $ Financial Resources Total Actual FY 2005 Adopted FY 2006 28.00 28.00 99,262 2,114,232 21,714 $ 2,235,208 $ 410,730 2,536,480 -0- $ 2,947,210 Estimated FY 2006 28.00 $ 255,270 2,491,880 24,000 $ 2,771,150 $ Adopted FY 2007 Approved FY 2008 28.00 28.00 260,110 2,399,040 -0- $ 260,110 2,273,640 -0- $ 2,659,150 $ 2,533,750 KEY MEASURES OF PERFORMANCE Review development and roadway improvement plans. • Development plans reviewed • Roadway improvement plans reviewed 892 564 500 350 800 380 750 380 750 380 4636 3,500 3,800 3,800 3,800 Administer the Temporary Work Zone Traffic Management Program. • Barricade plans reviewed • Active traffic control permits issued • Traffic control inspections 780 2,887 2,736 1,200 N/A N/A 700 2,800 5,500 700 2,800 5,500 700 2,800 5,500 Respond to requests for Neighborhood Traffic Management Program information. • Number of requests 164 230 150 150 150 161 80 150 150 150 Process citizen requests concerning traffic regulation signs, visibility issues, pedestrian crossings, traffic signal modifications and timing adjustments, and other safety improvements. Conduct intersection reviews and adjust green-light signal times for safe and optimal movement of traffic. 239 TRANSPORTATION FINANCIAL SUSTAINABILITY These funds will be used for an expanded road maintenance program, primarily for residential streets. RESOURCE SUMMARY Actual FY 2005 Financial Resources General Fund $ Adopted FY 2006 -0- $ 240 -0- Estimated FY 2006 $ -0- Adopted FY 2007 $ 4,000,000 Approved FY 2008 $ 7,000,000 URBAN PLANNING AND DESIGN OPERATING: $ 4,367,060 POSITION TOTAL: 37.00 ADMINISTRATION REGIONAL PLANNING AND RESEARCH REINVESTMENT AND HISTORIC PRESERVATION AREA PLANNING AND URBAN DESIGN PROGRAM ALLOCATION FINANCING PLAN Reinvestment and Historic Preservation 13% Highway User Revenue Fund 2% Administration 21% Miscellaneous Federal Grants 9% General Fund 84% Miscellaneous Non-Federal Grants 5% Area Planning and Urban Design 40% Regional Planning and Research 26% TEN YEAR STAFFING TRENDS Adopted Positions 60.00 48.50 49.50 45.50 47.50 44.00 40.00 38.50 39.50 2005 46.50 2004 46.50 29.50 241 2006 2003 2002 2001 2000 1999 1998 1997 20.00 242 URBAN PLANNING AND DESIGN MISSION STATEMENT To enhance the quality of life in Tucson through stewardship, community partnerships, education, communication, and innovative planning approaches to guide the city’s redevelopment and future growth. OVERVIEW Urban Planning and Design is committed to a planning and design renaissance that makes Tucson a city recognized as a model for attractive urban development, cultural and historic preservation, and environmental integrity. The department employs innovative technologies and urban planning approaches to create a more sustainable city. Teamwork, open communication, and follow-up to achieve objectives characterize our work. The department consists of four divisions: Administration, Regional Planning and Research, Area Planning and Urban Design, and Reinvestment and Historic Preservation. The department is committed to citizen participation, education, dialogue, and partnerships with all community stakeholders. Urban Planning and Design seeks to build effective relationships with citizens, other governments, and the private sector by identifying solutions to challenges within each of the city’s growth areas. Emphasis is on implementation of the General Plan approved by voters in November 2001. The department is comprised of six workgroups: • Regional and Strategic Planning • Research and Analysis • Area Planning • Urban Design and Code Development • Historic and Cultural Resources • Infill and Reinvestment DEPARTMENT HIGHLIGHTS Neighborhood Reinvestment: Two midtown neighborhoods, Jefferson Park and Miramonte, are participating in the Neighborhood Plan Project, which is sponsored by the Department of Urban Planning and Design in collaboration with the University of Arizona Drachman Institute. The process will provide an opportunity for residents, businesses, and institutions within each neighborhood to identify what makes the neighborhood distinctive and special and how those qualities may be preserved and enhanced while meeting needs of the neighborhood and the city at large. This prototype project will be used to test and refine a process that can be used by other neighborhoods that would like to prepare or update neighborhood plans. Cultural Preservation: Groundbreaking occurred in December 2005 at El Presidio de Tucson (corner of Church and Washington), a cornerstone for Río Nuevo’s Tucson Origins Heritage Park. Construction is anticipated to last 18 months. The interpretation of the Tucson Presidio in downtown and reconstruction of the Mission San Agustín complex west of the Santa Cruz River will eventually incorporate museums, gardens, and archaeological sites. Corridor Planning: This summer, Broadway Boulevard between Euclid and Country Club, will undergo a corridor planning process. Stone Avenue, one of Tucson’s oldest corridors and a gateway to downtown, will be used as the model. The success of this ongoing project is attributed to the public participation process with neighbors and other stakeholders. 243 URBAN PLANNING AND DESIGN Department Highlights (Continued) Planning For Future Growth: Mayor and Council adopted the Houghton Area Master Plan (HAMP) in June 2005. Within this plan, the Desert Village Model identifies specific land use patterns for growth areas. Because of the size and scope of the Desert Village Model, the development of a new zoning tool was required. The recommended zoning is Planned Community Development (PCD) and requires a Land Use Code Amendment. A draft amendment is currently available for public review. Update to the Major Streets and Routes Plan: Changes in land use configuration, capital improvements, future travel modes, and regional transportation issues necessitates that the current Major Streets and Routes Plan (MS&RP) be updated to reflect current thinking about growth within the inner city and along the outer fringes. In many cases, the current MS&RP is a constraint to redevelopment along our older corridors, discourages concentrated land use activities along our major roadways, and threatens neighborhood preservation. This comprehensive update will address key issues such as new roadway classifications, standards for landscaping and alternate mode users, crosssections, access management, and right-of-way requirements. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 8.00 13.00 14.00 9.00 8.00 13.00 14.00 9.00 8.00 13.00 15.00 7.00 7.00 12.00 12.00 6.00 7.00 12.00 12.00 6.00 44.00 44.00 43.00 37.00 37.00 $ 1,013,646 1,031,635 1,216,728 639,410 $ 1,271,530 1,193,080 1,850,130 893,480 $ 1,077,720 1,198,570 2,050,320 794,630 $ $ 3,901,419 $ 5,208,220 $ 5,121,240 $ 4,367,060 $ 4,363,960 $ 3,050,684 680,435 164,987 5,313 -0- $ 3,648,100 1,113,435 99,425 21,500 325,760 $ 3,528,110 1,145,380 100,490 21,500 325,760 $ 3,196,850 656,490 96,730 21,230 395,760 $ 3,197,910 640,340 98,280 21,670 405,760 $ 3,901,419 $ 5,208,220 $ 5,121,240 $ 4,367,060 $ 4,363,960 Position Summary Administration Regional Planning and Research Area Planning and Urban Design Reinvestment and Historic Preservation Department Total Financial Summary Administration Regional Planning and Research Area Planning and Urban Design Reinvestment and Historic Preservation Department Total 892,190 1,146,070 1,742,040 586,760 $ 885,880 1,146,920 1,753,630 577,530 Character of Expenditures Personal Services Services Commodities Equipment Other Department Total 244 URBAN PLANNING AND DESIGN Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 3,677,232 132,440 89,947 1,800 $ 4,459,240 148,980 390,000 210,000 $ 4,372,260 148,980 390,000 210,000 $ 3,678,530 88,530 390,000 210,000 $ 3,675,450 88,510 390,000 210,000 $ 3,901,419 $ 5,208,220 $ 5,121,240 $ 4,367,060 $ 4,363,960 Source of Funds General Fund Highway User Revenue Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Department Total Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $4,367,060 reflects a decrease of $841,160 from the Fiscal Year 2006 Adopted Budget. Funding has been included for a market-based compensation adjustment and benefit changes. Other significant changes are as follows: ♦ The city's purchase of the MacArthur Building results in a decrease in rent expense of $150,000 net of maintenance and utility costs. ♦ Staffing transfers result in a net decrease of $450,000 and seven positions. Fiscal Year 2008 Fiscal Year 2008 operating budget of $4,363,960 reflects a decrease of $3,100. ADMINISTRATION MISSION STATEMENT: The Administration Division provides management direction and support to the six workgroups and oversees department operations, objectives, and community outreach. The division promotes sound land use administration and provides professional planning advice to the Major and Council, City Manager, Planning Commission, and other boards and committees. RESOURCE SUMMARY Position Resources Financial Resources General Fund 8.00 8.00 8.00 7.00 7.00 $ 1,013,646 $ 1,271,530 $ 1,077,720 $ 892,190 $ 885,880 KEY MEASURES OF PERFORMANCE Foster citizen participation in planning processes through public meetings and hearings. • Number of meetings held 24 24 24 24 24 Provide training programs for staff in the areas of professional planning practices. • Number of trainings attended by staff 55 55 55 55 55 245 URBAN PLANNING AND DESIGN Administration (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2007 Approved FY 2008 12 12 12 12 12 12 12 12 12 12 12 12 Make presentations to the community on planning issues. • Number of presentations 75 75 75 75 75 Manage projects in the City Strategic Plan. • Number of projects 18 18 18 18 18 25% 25% 25% 30% 30% Provide staff support for various boards, committees, and commissions related to planning issues. • Number of Planning Commission meetings • Number of Mayor and Council Intelligent Growth Subcommittee meetings • Number of Landscape Advisory Committee meetings Percent of citizens rating the quality of land use, planning, and zoning in Tucson as good or excellent on the International City/County Management Association (ICMA) Resident Survey. Actual FY 2005 Adopted FY 2006 12 12 12 Estimated FY 2006 REGIONAL PLANNING AND RESEARCH MISSION STATEMENT: The Regional Planning and Research Division conducts policy analysis, strategic planning and extra-jurisdictional planning, and coordinates annexation and regional development issues. The division provides technical support for the department and conducts research and graphic support for comprehensive city planning efforts. The division maintains demographic, economic, land use and real estate information concerning urban growth and development of the Tucson region and maintains geographic information system in support of department and citywide programs. RESOURCE SUMMARY Position Resources Financial Resources General Fund 13.00 13.00 13.00 12.00 12.00 $ 1,031,635 $ 1,193,080 $ 1,198,570 $ 1,146,070 $ 1,146,920 246 URBAN PLANNING AND DESIGN Regional Planning and Research (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Develop reports, related to planning and policy issues, for the City Manager’s Office and the Mayor and Council. • Number of reports 15 15 Provide demographic, economic, and land use data in response to information requests. • Number of requests 2,210 Prepare information material related to planning issues. • Issues of Tucson Update • Number of maps, charts, and graphic displays Develop visual computer models (Community Viz) to assist in analyzing proposed projects and land uses. • Number of projects • Number of presentations Annex new areas into the city limits. • Size (square miles) • Population Provide demographic and planning information to increase citizen involvement. • Average number of contacts with Web site Adopted FY 2007 Approved FY 2008 15 15 15 2,210 2,210 2,210 2,210 12 215 12 215 12 215 12 230 12 230 7 12 9 14 10 16 12 18 12 18 227 529,770 228 543,902 228 540,386 230 553,357 231 565,531 48,000 48,000 48,000 50,000 52,000 247 Estimated FY 2006 URBAN PLANNING AND DESIGN AREA PLANNING AND URBAN DESIGN MISSION STATEMENT: The Area Planning and Urban Design Division provides long range planning support for transportation corridors, natural resources, and infrastructure development. The division develops plans for both redevelopment and future growth areas, and for neighborhoods and areas. The division maintains and updates plans and reviews development applications for compliance with plan policy, and updates and administers the Land Use Code and urban design standards and guidelines. RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 14.00 14.00 15.00 12.00 12.00 $ 1,052,595 77,129 87,004 -0- $ 1,273,990 86,140 380,000 110,000 $ 1,474,180 86,140 380,000 110,000 $ 1,164,730 87,310 380,000 110,000 $ 1,166,340 87,290 390,000 110,000 $ 1,216,728 $ 1,850,130 $ 2,050,320 $ 1,742,040 $ 1,753,630 KEY MEASURES OF PERFORMANCE Conduct corridor studies to provide guidance for land use capability and to determine future capital improvement needs. • Number of studies 1 1 1 8 8 1 -0- 2 4 4 1 -0- 2 4 4 Review rezonings, special exceptions, time extensions, change of concept, and change of condition plan(s) to provide conformance to adopted plans. • Number of reviews 200 200 200 200 200 Process amendments to neighborhood and area plans that respond to property owners and their guests. • Number of plan amendments processed 8 7 7 7 7 Coordinate, facilitate, and attend community design academy classes. • Number of classes held 12 12 12 12 12 Update neighborhood and area plans in order to respond to changing policies and developing trends. • Number of plans updated 248 URBAN PLANNING AND DESIGN Area Planning and Urban Design (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Conduct master planning in future growth areas to guide future land use decisions and promote sustainable development patterns. • Number of plans completed -0- 1 1 2 2 Revise the Land Use Code to comply with general plan policy and current community needs. • Number of code amendments 4 4 5 5 5 REINVESTMENT AND HISTORIC PRESERVATION MISSION STATEMENT: The Reinvestment and Historic Preservation Division provides historic preservation and archeological support services for the department and city. The division provides information and technical assistance about significant cultural resources; develops and administers cultural resource policies; and collaborates with community organizations, educational institutions, and other city departments to enhance the quality of life in Tucson. The division promotes development, rehabilitation, and reuse in areas of need through focused incentives, project assistance and innovative planning approaches, and coordinates retail recruitment and special projects. RESOURCE SUMMARY Position Resources Financial Resources General Fund Highway User Revenue Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Financial Resources Total 9.00 9.00 7.00 6.00 6.00 $ 579,356 55,311 2,943 1,800 $ 720,640 62,840 10,000 100,000 $ 621,790 62,840 10,000 100,000 $ 475,540 1,220 10,000 100,000 $ 476,310 1,220 -0100,000 $ 639,410 $ 893,480 $ 794,630 $ 586,760 $ 577,530 249 URBAN PLANNING AND DESIGN Reinvestment and Historic Preservation (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 Adopted FY 2007 Approved FY 2008 12 12 12 12 12 Conduct historic resource surveys in neighborhoods that appear to be eligible for listing on the National Register of Historic Places. • Number of surveys 1 1 1 2 2 Review city projects for compliance with state and federal historic preservation regulations and requirements. • Number of projects 300 300 300 300 300 Provide technical assistance to developers, property owners, and non-profit organizations with the rehabilitation and reuse of historic properties. • Number of groups assisted 5 5 5 5 5 5 2 8 2 8 1 8 2 8 2 Create collaborative relationships with the community and other public/private entities to promote innovative planning approaches for reinvestment in transitioning areas. • Number of projects 5 8 8 8 8 Streamline procedures and remove obstacles to reinvestment in our community. • Number of Land Use Code audits 1 1 1 1 1 Educate residents of historic neighborhoods, the public, business and civic groups, elected officials, and city departments about historic preservation in Tucson. • Number of presentations, articles, videos, and brochures Provide focused incentives and project assistance for infill and redevelopment in target areas and sites. • Number of targeted sites • Number of Reinvestment Strategies documents 250 Estimated FY 2006 URBAN PLANNING AND DESIGN Reinvestment and Historic Preservation (Continued) KEY MEASURES OF PERFORMANCE Preserve significant cultural resources by listing historic districts on the National Register of Historic Places and by developing other means of protecting cultural resources. • Number of new historic districts • Cultural resource protection policies or programs developed and implemented Increase public and private investments in opportunity areas. • Dollars invested ($000s) Actual FY 2005 Adopted FY 2006 2 2 -02 1 2 2 2 2 2 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 251 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 252 TUCSON WATER OPERATING: CAPITAL: TOTAL: $ 113,848,350 60,333,900 $ 174,182,250 POSITION TOTAL: 573.00 DIRECTOR’S OFFICE BUSINESS SERVICES WATER OPERATIONS AND MAINTENANCE CUSTOMER SERVICES PLANNING AND ENGINEERING WATER QUALITY MANAGEMENT FINANCING PLAN PROGRAM ALLOCATION Central Arizona Project Reserve Fund 1% Water Operations and Maintenance 21% Water Infrastructure Reserve Fund 4% Water Revenue and Operations Fund 77% Planning and Engineering 4% Water Quality Management 6% Other Budgetary Requirements 25% Customer Service 4% Business Services 3% Water Revenue Bond Funds 17% Director's Office 3% Other 1% Capital Improvements 34% TEN YEAR STAFFING TREND Adopted Positions 625 600 588.00 589.00 588.00 588.00 590.00 588.00 590.00 589.00 576.00 575 571.00 253 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 550 254 TUCSON WATER MISSION STATEMENT To provide, in partnership with the community, excellence in water services to secure the future and enhance the quality of life. Our commitment is to ensure that 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 needs, minimizes environmental impacts, and meets or exceeds all regulatory requirements. Tucson Water’s staff of 573 serves approximately 690,000 people in the Tucson area each year. The water system is comprised of 218 potable wells, 4,227 miles of delivery pipelines, and 111 boosters to move water around our delivery area, and 51 reservoirs to store water to meet peak demands. The department continues to plan, design, and construct improvements to system infrastructure to meet the demands of current and future customers. Tucson Water obtains municipal potable water (water meeting or exceeding all federal, state, and local drinking standards) from groundwater wellfields and a facility where Colorado River water is recharged. • Groundwater is supplied from four wellfields (Central, Avra Valley, Santa Cruz, and Southside). These wellfields have a maximum capacity of 142 million gallons per day during the year. • The Clearwater Renewable Resource Facility (CRRF) has the capacity to annually recharge 80,000 acre-feet. CRRF wells can currently recover approximately 60,000 acre-feet annually (approximately 54 million gallons per day). Meeting approximately fifty percent of current demand for potable water with Colorado River water enables Tucson Water to reduce groundwater pumpage from the central wellfield, over which the majority of the City of Tucson lies, thereby easing concerns related to land subsidence. Under the policy direction of the Mayor and Council, staff within the Director's Office and five operating divisions (Business Services, Customer Services, Water Operations and Maintenance, Planning and Engineering, and Water Quality Management) conduct the work of the department. Long-Range Water Plan Tucson Water completed its long-range plan 2000-2050 during Fiscal Year 2005. The long-range plan addresses critical questions about the water supply currently available as well as the supplies required to meet the future needs of the growing community. The long-range plan provides a “guidebook” for community discussions on numerous water resource issues and outlines decisions the community will need to make over the next few years. All options in the plan address the following: • Sustainable and flexible water supplies for the future • Water quality that meets customers’ expectations and preferences, as well as all local, state, and federal requirements • Financial planning required to manage costs and minimize water rate impacts • Maximized use of renewable water supplies • Environmentally sound levels of groundwater pumping 255 TUCSON WATER DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 30.50 26.00 108.00 196.00 146.00 64.50 30.50 26.00 108.00 196.00 146.00 64.50 30.50 26.00 108.00 196.00 146.00 64.50 32.50 27.00 108.00 198.00 143.00 64.50 32.50 27.00 108.00 198.00 143.00 64.50 571.00 571.00 571.00 573.00 573.00 Position Summary Director's Office Business Services Customer Services Water Operations and Maintenance Planning and Engineering Water Quality Management Department Total Financial Summary Director's Office Business Services Customer Services Water Operations and Maintenance Planning and Engineering Water Quality Management Other Budgetary Requirements Operating Total Capital Improvements Department Total $ 5,051,199 $ 5,195,910 $ 5,102,680 $ 4,646,700 $ 4,678,490 3,463,189 4,797,620 3,978,060 4,908,660 5,077,390 6,138,972 6,331,660 6,388,130 6,518,880 6,564,890 34,747,254 33,684,750 34,739,790 36,609,650 36,807,250 7,533,429 7,092,730 7,181,380 6,790,730 6,624,570 8,239,170 10,023,610 10,103,240 9,923,340 14,016,140 39,033,694 51,808,020 51,408,020 44,450,390 52,239,880 $ 104,206,907 $ 118,934,300 $ 118,901,300 $ 113,848,350 $ 126,008,610 $ 37,831,646 $ 59,447,000 $ 62,632,280 $ 60,333,900 $ 50,274,000 $ 142,038,553 $ 178,381,300 $ 181,533,580 $ 174,182,250 $ 176,282,610 Character of Expenditures Personal Services Services Commodities Equipment Other Operating Total Capital Improvements Department Total $ 32,586,824 $ 31,839,850 $ 33,486,850 $ 33,186,480 $ 35,045,170 39,349,810 53,929,140 52,789,140 44,763,360 50,498,730 8,119,630 7,571,250 7,681,250 7,706,650 8,124,080 1,502,558 1,880,000 1,480,000 1,460,000 1,552,800 22,648,085 23,714,060 23,464,060 26,731,860 30,787,830 $ 104,206,907 $ 118,934,300 $ 118,901,300 $ 113,848,350 $ 126,008,610 $ 37,831,646 $ 59,447,000 $ 62,632,280 $ 60,333,900 $ 50,274,000 $ 142,038,553 $ 178,381,300 $ 181,533,580 $ 174,182,250 $ 176,282,610 256 TUCSON WATER Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Source of Funds Operating Funds Tucson Water Revenue and Operations Fund Central Arizona Project Reserve Fund Tucson Water Fund: Certificates of Participation Tucson Water Fund: Grants Operating Funds Total $ 101,844,967 $ 116,116,300 $ 117,263,300 $ 111,725,350 $ 123,835,620 1,852,266 1,488,000 1,488,000 1,973,000 2,016,000 509,674 1,180,000 -0- -0- -0- -0- 150,000 150,000 150,000 156,990 $ 104,206,907 $ 118,934,300 $ 118,901,300 $ 113,848,350 $ 126,008,610 Capital Funds Tucson Water Revenue and Operations Fund Central Arizona Project Reserve Fund Tucson Water Fund: Grants Water Infrastructure Reserve Fund 2000 Water Revenue Bond Funds 2005 Water Revenue Bond Funds $ 18,960,331 $ 19,983,000 $ 19,983,030 $ 22,723,000 $ 18,234,000 15,360 11,000 11,000 10,000 10,000 -0-018,855,955 -0- 250,000 -02,497,000 36,706,000 250,000 -07,072,290 35,315,960 700,000 7,000,000 -029,900,900 -0-0-032,030,000 Capital Funds Total $ 37,831,646 $ 59,447,000 $ 62,632,280 $ 60,333,900 $ 50,274,000 Department Total $ 142,038,553 $ 178,381,300 $ 181,533,580 $ 174,182,250 $ 176,282,610 Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $113,848,350 reflects a decrease of $5,085,950 from the Fiscal Year 2006 Adopted Budget primarily due to a change in accounting for sale and use taxes. This decrease is offset by an equal adjustment in revenues. Other significant changes are as follows: ♦ Adjustments to staffing result in a net increase of two positions. ♦ Central Arizona Project (CAP) capital payments decrease $952,000. ♦ CAP commodity charges were increased by $1,648,000 to purchase additional acre-feet of water. ♦ Use of certificates of participation decreased $1,180,000. ♦ The sale of bonds for capital improvements results in a $2,390,000 increase to debt service. The Fiscal Year 2007 Capital Budget of $60,333,900 funds improvements to both potable and reclaimed water systems. 257 TUCSON WATER Significant Changes (Continued) Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $126,008,610 reflects an increase of $12,160,260 over Fiscal Year 2007 primarily due to increases in CAP payments, debt service, and other operational costs. The Fiscal Year 2008 Capital Budget of $50,274,000 continues funding for the improvements to both potable and reclaimed water systems. DIRECTOR’S OFFICE MISSION STATEMENT: The Director’s Office provides vision for the future and leadership for Tucson Water and 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 to minimize water rate increases; and promotes water conservation through educational information and training. RESOURCE SUMMARY Position Resources Financial Resources Tucson Water Revenue and Operations Fund Tucson Water Fund: Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 30.50 30.50 30.50 32.50 32.50 $ 5,051,199 $ 5,045,910 $ 4,952,680 $ 4,496,700 $ 4,521,500 -0- 150,000 150,000 150,000 156,990 $ 5,051,199 $ 5,195,910 $ 5,102,680 $ 4,646,700 $ 4,678,490 KEY MEASURES OF PERFORMANCE Respond to media requests for public information. • Media requests 650 700 400 500 500 Provide Speakers’ Bureau presentations in the community with trained staff. • Number of presentations 130 160 150 150 160 Conduct educational tours of projects and facilities for customers. • Number of customers 4,819 1,300 5,500 6,000 6,000 258 TUCSON WATER Director’s Office (Continued) Adopted FY 2007 Approved FY 2008 13,000 13,200 12,800 5 10 2 6 2 4 2 4 14 15 18 18 18 19,800 17,000 20,000 22,000 23,000 25 25 25 25 25 Obtain overall service satisfaction ratings of “very good” or “excellent” from surveyed customers. • Percent of desired ratings received 90% 95% 90% 95% 95% Receive employee ratings of “above average” or “excellent” on training programs. • Percent of desired ratings received 92% 94% 95% 95% 95% Provide employee training on customer service, computer software, multi-skilled program, supervisory skills, and required Occupational Safety and Health Administration (OSHA) safety awareness updates. • Hours of training Conduct surveys and focus groups to obtain customer input and measure customer perception. • Number of surveys conducted annually • Number of focus groups conducted annually Conduct management studies and financial analysis to improve operational efficiency. • Number of studies conducted Provide educational opportunities for local school children and teachers about the various water supplies, water quality, and water conservation issues specific to Tucson. • Number of students participating in Tucson Water Education Programs • Number of high school teachers in internship program Actual FY 2005 Adopted FY 2006 5,200 5,400 3 5 Estimated FY 2006 WATER WISDOM IN THE CLASSROOM Tucson Water has an ongoing commitment to school education. More than 22,000 students from local schools have seen presentations, taken field trips, or participated in classroom activities sponsored by Tucson Water during the past three years. This interaction with students and teachers continues to enhance future generations’ knowledge of water conservation and water quality issues as well as ensure protection of precious water resource for the future. 259 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). The division provides financial services and analysis related to water rates and revenues, budget development and coordination (operating and capital), and information technology systems implementation and support. RESOURCE SUMMARY Position Resources Financial Resources Tucson Water Revenue and Operations Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 26.00 26.00 26.00 27.00 27.00 $ 3,463,189 $ 4,797,620 $ 3,978,060 $ 4,908,660 $ 5,077,390 KEY MEASURES OF PERFORMANCE Work with department divisions and Mayor and Council to develop a Financial Plan that meets operational and capital requirements, is acceptable to our customers, and maintains or improves the utility's bond ratings. • Water Revenue Bond Ratings ◊ Moody's ◊ Standard and Poor's Ensure department computer application systems are available to staff and the internet Web site is available to customers except during scheduled maintenance downtime. • Percent of scheduled time department computer systems and Web site are available Aa3 A+ Aa3 A+ A+ A+ Aa3 A+ Aa3 A+ 99% 99% 99% 99% 99% 260 TUCSON WATER CUSTOMER SERVICES MISSION STATEMENT: The Customer Services Division promotes service excellence by providing monthly water billing services, and responding to all customer inquiries regarding water bills and payments; responding to customer requests for water service turn-on/off and other billing-related services; and ensuring meters are accessible and readable. Through in-home water audits and high bill investigations, the Customer Services Division assists customers in conservation efforts and efficient use of water. RESOURCE SUMMARY Position Resources Financial Resources Tucson Water Revenue and Operations Fund Actual FY 2005 Adopted FY 2006 108.00 108.00 $ 6,138,972 $ 6,331,660 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 108.00 108.00 108.00 $ 6,388,130 $ 6,518,880 $ 6,564,890 KEY MEASURES OF PERFORMANCE Read water meters for billing purposes. • Number of water meters read annually (000s) 2,647 2,701 2,701 2,768 2,837 Bill utility service accounts (water, solid waste, and sewer). • Number of bills issued annually (000s) 2,972 3,033 3,033 3,109 3,187 Initiate or discontinue water service at customers’ request. • Number of service turn-ons/turn-offs 44,811 45,700 51,100 52,400 53,700 Conduct water use audits at customers’ request. • Number of audits 1,642 1,750 1,680 1,720 1,760 Replace 20 year-old water meters. • Number of meters replaced 5,492 -0- 10,000 12,000 12,000 23 20 30 30 30 5.5 3.0 4.0 4.0 4.0 Provide timely responses to approximately 260,000 customer telephone calls regarding utility accounts. • 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 261 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. RESOURCE SUMMARY Position Resources Financial Resources Tucson Water Revenue and Operations Fund Actual FY 2005 Adopted FY 2006 196.00 196.00 $ 34,747,254 $ 33,684,750 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 196.00 198.00 198.00 $ 34,739,790 $ 36,609,650 $ 36,807,250 KEY MEASURES OF PERFORMANCE 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 24,752 25,168 25,480 25,969 26,975 238 7,000 242 7,500 208 5,388 216 5,603 235 5,827 400 400 528 501 476 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 400 18 520 17 450 20 455 22 460 23 Conduct bluestake investigations for customers planning to dig on their property to meet Arizona Damage Prevention Law and Arizona Corporation Commission (ACC) Rules. • Number of bluestake investigations 69,800 70,300 74,702 77,668 80,975 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 262 TUCSON WATER Water Operations and Maintenance (Continued) KEY MEASURES OF PERFORMANCE Provide effective and prompt response to water service or distribution maintenance problems within established timelines. • Percent of emergency water outages restored within four to eight hours 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 Actual FY 2005 Adopted FY 2006 98% 98% 98% 97% Estimated FY 2006 Adopted FY 2007 Approved FY 2008 96% 97% 98% 98% 98% 98% 98% 97% 98% 98% 98% 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. RESOURCE SUMMARY Position Resources Financial Resources Tucson Water Revenue and Operations Fund 146.00 146.00 146.00 143.00 143.00 $ 7,533,429 $ 7,092,730 $ 7,181,380 $ 6,790,730 $ 6,624,570 KEY MEASURES OF PERFORMANCE Plan to meet current and future water service needs including peak water demand during the summer. • Number of new production wells drilled • Number of new monitor wells drilled • Number of new piezometer wells drilled • Number of water system analyses to enhance the water system 9 2 2 3 7 7 6 6 6 7 6 10 7 5 2 150 150 160 165 170 263 TUCSON WATER Planning and Engineering (Continued) KEY MEASURES OF PERFORMANCE Design or review water production facilities, pipelines, and new water services to ensure current and future water service needs are met. • Number of new and modified production/treatment facility projects designed • Miles of potable transmission mains designed • Miles of potable distribution mains designed • Miles of reclaimed transmission mains designed • Miles of reclaimed distribution mains designed • Miles of reclaimed transmission and distribution mains installed • Miles of reclaimed distribution mains installed • Number of requests for new water services (meters, hydrants, etc.) processed Ensure that all backflow assemblies are tested annually to protect the public water system from cross-contamination. Continue to inspect new backflow assembly installations to ensure conformance to State of Arizona regulations and Tucson City Code. • Number of backflow assembly owners notified that testing is required • Number of new installation compliance inspections 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 potable transmission water mains installed Actual FY 2005 Adopted FY 2006 45 45 10 Adopted FY 2007 Approved FY 2008 42 40 40 10 15 7 7 10 10 18 10 5 3 8 2 3 -0- 3.0 3.0 7.0 3.5 -0- 6 3 10 2 -0- 2 3 5 5 1 7,250 7,300 6,000 6,300 6,615 18,874 19,629 18,322 18,871 19,437 7,272 7,709 1,570 1,617 1,665 4 12 4 12 3 10 3 10 3 10 3 3 4 3 2 6 8 17 20 19 264 Estimated FY 2006 TUCSON WATER Planning and Engineering (Continued) KEY MEASURES OF PERFORMANCE Actual FY 2005 Adopted FY 2006 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 29,500 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 15 working days 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 Increase use of reclaimed water as a percentage of total water consumption. Estimated FY 2006 Adopted FY 2007 Approved FY 2008 29,250 29,000* 28,500* 28,500* 100% 100% 100% 100% 100% 150 100 175 200 210 60% 90% 75% 75% 75% 90% 90% 90% 90% 90% 90% 90% 85% 90% 90% 75% 75% 75% 75% 75% 8% 8% 8% 8% 8% *Anticipated to be lower due to the effect of Geographical Information System (GIS) users being able to access information electronically. This should reduce the number of requests made to the department. 265 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. RESOURCE SUMMARY Position Resources Financial Resources Tucson Water Revenue and Operations Fund Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 64.50 64.50 64.50 64.50 64.50 $ 8,239,170 $ 10,023,610 $ 10,103,240 $ 9,923,340 $ 14,016,140 KEY MEASURES OF PERFORMANCE 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 1,000 1,500 1,000 1,000 900 7,600 3,880 9,000 3,850 8,000 3,900 8,000 4,000 8,000 4,050 17,168 17,400 17,800 18,000 18,500 Respond to customer requests for information. • Number of customer requests • Number of monthly water quality reports published in the newspaper and on the Web site 2,949 87 343 95 2,950 87 3,000 90 3,070 90 Respond to regulatory requirements by gathering information and preparing and submitting reports within established deadlines. • Number of regulatory micro-reports required • Number of regulatory chemicals required 3,307 3,296 3,191 3,160 3,160 2,623 -0- 915 8,191 872 266 TUCSON WATER Water Quality Management (Continued) KEY MEASURES OF PERFORMANCE Adopted FY 2007 Approved FY 2008 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 8% 1% 1% 1% 1% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% Maintain the Tucson Airport Remediation Project (TARP) in service. • Percent of time in service 90% 90% 90% 90% 90% Maintain the Roger Road Reclaimed Water Plant in service. • Percent of time in service 100% 90% 100% 100% 100% Ensure Treatment Plant operations meet all water quality standards. • Percent of standards met 100% 100% 100% 100% 100% Conduct pilot test programs relating to water treatment processes. • Percent of milestones met on schedule 100% 100% 100% 100% 100% Operate plant chemical feed systems to treat water from the Clearwater Facility to meet regulatory standards. • Percent of standard met 100% 100% 100% 100% 100% 7.5% 7.5% 7.5% 7.5% 7.5% 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 Operate the TARP facility to produce 7.5% of the potable water supply for Tucson Water customers. Actual FY 2005 Adopted FY 2006 100% 100% 100% 267 Estimated FY 2006 TUCSON WATER USE OF RECLAIMED WATER SAVES DRINKING WATER Tucson Water is a leader in the study and use of reclaimed water. Reclaimed water is the product of an advanced treatment process, which cleans wastewater. This treatment process produces water ideal for plant irrigation and other commercial/industrial uses. In Fiscal Year 2005, over eight percent of Tucson Water’s total demand was met with reclaimed water or enough water to supply roughly 96,000 people with water for one year. Without the reclaimed water system, groundwater would have been used to meet this demand. The reclaimed water system includes more than 140 miles of pipeline and five reservoirs with a combined storage capacity of 15 million gallons. The system serves over 700 customers including 14 golf courses, a driving range, as well as more than 40 schools and 30 parks. 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, Debt Service: Water Revenue Bonds, and Central Arizona Project capital repayment. RESOURCE SUMMARY Financial Resources Tucson Water Revenue and Operations Fund Central Arizona Project Reserve Fund Tucson Water Fund: Certificates of Participation Financial Resources Total Actual FY 2005 Adopted FY 2006 $ 36,671,754 $ 49,140,020 1,852,266 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 $ 49,920,020 $ 42,477,390 $ 50,223,880 1,488,000 1,488,000 1,973,000 2,016,0000 509,674 1,180,000 -0- -0- -0- $ 39,033,694 $ 51,808,020 $ 51,408,020 $ 44,450,390 $ 52,239,880 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: • Building management services for the Water Administration Building • Utilities for the Water Administration Building • Other miscellaneous expenses Administrative Service Charges Administrative support charges from other city departments (Procurement, Environmental Services, Information Technology, Budget and Research, Finance, etc.). Debt Service: Water Revenue Bonds The principal, interest, and fiscal agent fees on the utility’s bonded debt. Central Arizona Project: Capital Charges The required payment to Central Arizona Water Conservation District (CAWCD) for Central Arizona Project infrastructure. 268 TUCSON WATER WATER DEPARTMENT FLOW OF FUNDS PER ORDINANCE NO. 6347 AMOUNT REVENUES FOR OPERATIONS AND DEBT SERVICE Sale of Potable Water Sale of Reclaimed Water Central Arizona Project (CAP) Reserve Fund Revenues Connection Fees Plan Review/Inspection Fees Operating Fund Interest Earnings Miscellaneous Revenue Billing Services Water System Equity Fees Tucson Airport Remediation Project Reimbursement Area Development Fees $ 101,813,000 6,103,000 1,983,000 2,900,000 1,200,000 1,223,000 3,723,000 2,992,000 8,332,000 816,000 474,000 Total Revenues for Operations and Debt Service $ 131,559,000 OTHER SOURCES Capital Grants Miscellaneous Operating Grants CAP Reserve Fund Interest Use of Working Capital Use of Infrastructure Reserve $ 700,000 150,000 10,000 4,862,350 7,000,000 Total Other Sources $ 12,722,350 Total Budgeted Revenues and Other Sources $ 144,281,350 OPERATIONS AND MAINTENANCE EXPENSE Director’s Office (excluding grants) Business Services Customer Service Water Operations (excluding power ) Water Quality Management (excluding CAP water purchases and power) Planning and Engineering CAP Water (capital and commodity charges) Power General Expense Capitalized Operations and Maintenance Expense Total Operations and Maintenance Expense $ 4,496,700 4,908,660 6,518,880 16,175,850 9,267,610 6,790,730 9,560,170 14,468,650 2,911,300 (5,000,000) $ 70,098,550 269 TUCSON WATER WATER DEPARTMENT FLOW OF FUNDS PER ORDINANCE NO. 6347 AMOUNT DEBT SERVICE ON WATER REVENUE BONDS Interest Principal Fiscal Fees $ 19,098,120 13,862,880 60,000 Total Debt Service on Water Revenue Bonds $ 33,021,000 OTHER USES Capital Outlay Improvements from Revenues, Reserves, and Grants Capitalized Operations and Maintenance Expense Improvements from CAP Reserve Fund Capitalizable Equipment $ 25,423,000 5,000,000 10,000 1,460,000 Total Capital Outlay $ 31,893,000 Miscellaneous Grants Administrative Service Charge $ 150,000 9,118,800 Total Other Uses $ Total Expenses, Debt Service, and Other Uses $ 144,281,350 Debt Service Coverage Total Revenues for Operations and Debt Service Less Total Operating and Maintenance Expense 9,268,800 $ 131,559,000 (70,098,550) Net Revenues after Operations $ 61,460,450 Total Debt Service on Water Revenue Bonds (excluding fiscal fees) Debt Service Coverage $ 32,961,000 186% 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%. 270 NON-DEPARTMENTAL The Non-Departmental category contains program budgets that cannot be associated with any specific department. These programs are Outside Agencies, General Expense, and Debt Service. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 4.75 4.75 4.75 14.75 14.75 4.75 4.75 4.75 14.75 14.75 $ 2,584,405 9,833,258 43,831,015 $ 1,963,160 8,373,180 55,919,200 $ 1,963,160 $ 2,554,670 $ 2,554,670 9,069,660 31,561,330 29,399,350 52,897,120 67,029,550 71,014,030 Operating Total $ 56,248,678 $ 66,255,540 $ 63,929,940 Capital Improvements $ 10,916,783 $ 4,437,000 $ 3,617,470 $ $ 67,165,461 $ 70,692,540 $ 67,547,410 $ 3,320,758 9,385,408 471,797 955,033 42,115,682 $ 2,923,020 8,919,800 397,280 -054,015,440 $ 3,923,020 $ 2,726,960 $ 12,133,960 9,547,920 25,265,010 15,396,030 397,280 992,610 992 610 300,000 1,000,000 -049,761,720 71,160,970 74,445,450 Operating Total $ 56,248,678 $ 66,255,540 $ 63,929,940 Capital Improvements $ 10,916,783 $ 4,437,000 $ 3,617,470 $ $ 67,165,461 $ 70,692,540 $ 67,547,410 $ 102,350,150 $ 103,968,050 Position Summary General Expense Department Total Financial Summary Outside Agencies General Expense Debt Service Department Total $ 101,145,550 $ 102,968,050 1,159,600 $ 1,000,000 $ 102,305,150 $ 103,968,050 Character of Expenditures Personal Services Services Commodities Equipment Other Department Total 271 $ 101,145,550 $ 102,968,050 1,159,600 $ 1,000,000 NON-DEPARTMENTAL Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 General Fund General Fund: Certificates of Participation General Fund: Restricted Public Safety Academy Fund: General Fund Transfer Public Safety Academy Fund: Other Agency Fees Parkwise: Fees and Charges Convention Center Fund Capital Agreement Fund: PAG Highway User Revenue Fund Community Development Block Grant Fund H.O.M.E. Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund Federal Highway Administration Grants Miscellaneous Non-Federal Grants General Obligation Bond Debt Service Fund Street and Highway Revenue Bond Debt Service Fund $ 14,369,060 3,583,656 $ 18,284,690 -0- 500,286 268,475 2,580,700 -0- 2,045,770 -0- 10,099,090 -0- 5,199,700 -0- -0- 278,680 278,680 278,570 278,370 430,689 -0550,000 343,797 21,090 1,034,560 -01,300,000 1,215,840 29,230 1,059,570 -01,300,000 1,415,840 29,230 1,127,660 4,940 -01,791,090 21,090 1,130,000 4,940 -02,308,830 17,530 -024,083 6,080 1,580 6,080 35,060 -033,470 -033,470 112,900 -0- 85,620 -0- 85,620 -0- 112,900 2,250,000 105,320 1,600,000 234,678 20,388,546 -024,235,450 -021,710,940 200,000 26,808,660 200,000 27,815,830 15,421,418 17,203,110 16,936,270 16,869,240 16,837,200 Operating Funds Total $ 56,248,678 $ 66,255,540 $ 63,929,940 $ $ $ Source of Funds Operating Funds Capital Funds ParkWise: Developer Contribution General Fund General Fund: Certificates of Participation General Fund: Restricted Parkwise: Certificates of Participation 1994 General Obligation Bond Funds - Interest 836,481 532,733 984,170 -0744,000 191,000 $ 19,026,880 $ 38,848,840 $ 47,436,860 -02,700,000 -0- $ 101,145,550 $ 102,968,050 -0- $ -0478,870 -0- $ 785,100 -0- -0-0-0- -08,563,399 -03,502,000 -03,138,600 -0-0- 1,000,000 -0- -0- -0- -0- 374,500 -0- Capital Funds Total $ 10,916,783 $ 4,437,000 $ 3,617,470 $ Department Total $ 67,165,461 $ 70,692,540 $ 67,547,410 $ 102,305,150 $ 103,968,050 272 1,159,600 $ 1,000,000 NON-DEPARTMENTAL Significant Changes Fiscal Year 2007 The adopted operating budget for Fiscal Year 2007 of $101,145,550 reflects an increase of $34,890,010 from the Fiscal Year 2006 Adopted Budget. Other significant changes are as follows: ♦ Additional debt service payments were added for public safety facilities funded with certificates of participation and the coverage of outstanding general obligation bonds. ♦ Pima County jail charges were transferred from Police to Non-Departmental. ♦ Capacity was added for Library contributions to Pima County per the Intergovernmental Agreement. ♦ Capacity was added for potential payments to the Irvington area developer and funding of another garage at Starr Pass. ♦ Outside agency funding was added for JobPath, Exploring Our Future, School Plus Jobs, and Elder Shelter. ♦ Funding of the low-income assistance program for residential refuse and water fees was increased. ♦ Payments to the Metropolitan Tucson Convention and Visitors Bureau were increased based on revenue growth due to tourism. The Fiscal Year 2007 Capital Budget of $1,159,600 funds the first year cost of a three-year project to upgrade the human resources software system. Fiscal Year 2008 The operating budget for Fiscal Year 2008 of $102,968,050 includes an increase of $1,822,500 from Fiscal Year 2007, primarily for debt service payments. Increased funding of $9,668,770 for compensation and benefit adjustments are partially offset by reductions resulting from completed projects in Fiscal Year 2007. The Fiscal Year 2008 Capital Budget of $1,000,000 funds the second year of the human resources software system upgrade. OUTSIDE AGENCIES The Outside Agencies program provides funding for organizations that support economic development, cultural enrichment, community health and safety, for Mayor and Council appointed commissions, annual community events, and Tucson Community Cable Corporation (Access Tucson). RESOURCE SUMMARY Financial Resources General Fund General Fund: Restricted Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted* FY 2007 Approved* FY 2008 $ 2,224,405 360,000 $ 1,603,160 360,000 $ 1,603,160 360,000 $ 2,194,670 360,000 $ 2,194,670 360,000 $ 2,584,405 $ 1,963,160 $ 1,963,160 $ 2,554,670 $ 2,554,670 *Funding was added in Fiscal Year 2007 and 2008 for Elder Shelter, Exploring Our Future, and Schools Plus Jobs. Funding for JobPath is included in General Expense within the Tucson Regional Economic Opportunities budget. The Payments to Other Governments agencies were transferred to General Expense. 273 NON-DEPARTMENTAL OUTSIDE AGENCIES DETAIL Adopted FY 2006 Annual Community Events Southern Arizona Regional Science and Engineering Fair Perimeter Bicycling Association of America (El Tour de Tucson)* Pima College Job Fair Tucson Gem and Mineral Society Sub-Total Community Health and Safety 88-Crime Community Mediation Program Crime Prevention League Elder Shelter*** Humane Society of Southern Arizona Metropolitan Education Commission Pima County - Tucson Women's Commission Sub-Total $ $ $ $ Cultural Enrichment El Centro Cultural de Las Americas Sister Cities Association of Tucson Tucson Botanical Gardens* Tucson Children's Museum* Tucson Museum Of Art Tucson - Pima Arts Council (TPAC)** Sub-Total $ $ Economic Development Exploring Our Future*** Jobs for Today's Students*** Sub-Total $ $ Mayor and Council Appointed Commissions Human Relations Commission**** Metropolitan Energy Commission Tucson Commission on Disability Issues**** Tucson - Pima Historical Commission**** Sub-Total $ Adopted FY 2007 8,010 -09,610 32,450 50,070 $ 16,580 54,830 14,980 -018,030 32,840 51,750 189,010 $ 12,020 14,420 -0-085,790 691,030 803,260 $ -0-0-0- $ $ $ $ $ $ $ 4,920 7,210 3,790 7,210 23,130 $ Sub-Total $ Total $ 1,963,160 Other Agencies Tucson Community Cable Corporation (Access Tucson) Approved FY 2008 12,510 30,000 9,610 32,450 84,570 $ 16,580 54,830 14,980 52,000 18,030 32,840 51,750 241,010 $ 12,020 14,420 54,070 46,860 85,790 691,030 904,190 $ 130,000 190,000 320,000 $ $ $ $ $ 12,510 30,000 9,610 32,450 84,570 16,580 54,830 14,980 52,000 18,030 32,840 51,750 241,010 12,020 14,420 54,070 46,860 85,790 691,030 904,190 130,000 190,000 320,000 $ $ -07,210 -0-07,210 $ -07,210 -0-07,210 897,690 $ 997,690 $ 997,690 897,690 $ 997,690 $ 997,690 $ 2,554,670 $ 2,554,670 *These agencies returned from Tucson Regional Economic Opportunities (TREO). **Rent of $56,400 for TPAC offices is paid directly by the city. ***These are new and/or returning agencies. ****These commissions were transferred to the City Clerk's Office budget. Note: Payments to Other Governments' agencies were transferred to General Expense. JobPath funding is also in General Expense within the budget for Tucson Regional Economic Opportunities. 274 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 the programs of city departments. RESOURCE SUMMARY Position Resources Financial Resources General Fund General Fund: Certificates of Participation General Fund: Restricted Convention Center Fund Highway User Revenue Fund Miscellaneous Non-Federal Grants Financial Resources Total Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted* FY 2007 Approved* FY 2008 4.75 4.75 4.75 14.75 14.75 $ 5,634,803 3,583,656 $ 5,944,670 -0- $ 7,320,340 -0- $ 20,917,310 2,700,000 $ 26,505,330 -0- 140,286 -0239,835 234,678 2,000,000 -0428,510 -0- 1,320,810 -0428,510 -0- 7,199,200 4,940 539,880 200,000 2,149,200 4,940 539,880 200,000 $ 9,833,258 $ 8,373,180 $ 9,069,660 $ 31,561,330 $ 29,399,350 *Positions and funding from the Office of Economic Development and the Tucson-Mexico Trade Office were transferred to Non-Departmental, which provides support to Tucson Regional Economic Opportunities (TREO) and the Pima Association of Governments (PAG). Payments to Other Governments agencies were transferred to General Expense from Outside Agencies. The city’s contribution for the Library is budgeted in General Expense. 275 NON-DEPARTMENTAL DEBT SERVICE (Excluding Environmental Services, 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. RESOURCE SUMMARY Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 General Fund General Fund: Restricted Public Safety Academy Fund: General Fund Transfer Public Safety Academy Fund: Other Agency Fees Parkwise: Fees and Charges Capital Agreement Fund: PAG Highway User Revenue Fund Community Development Block Grant Fund H.O.M.E. Grants Public Housing Conventional/ Development Fund Public Housing Section 8 Fund Federal Highway Administration Grants General Obligation Bond Debt Service Fund Street and Highway Revenue Bond Debt Service Funds $ 6,509,852 -0268,475 $ 10,736,860 220,700 -0- $ 10,103,380 364,960 -0- $ 15,736,860 2,539,890 -0- $ 18,736,860 2,690,500 -0- -0- 278,680 278,680 278,570 278,370 430,689 550,000 103,962 21,090 1,034,560 1,300,000 787,330 29,230 1,059,570 1,300,000 987,330 29,230 1,127,660 -01,251,210 21,090 1,130,000 -01,768,950 17,530 -024,083 6,080 1,580 6,080 35,060 -033,470 -033,470 112,900 -0- 85,620 -0- 85,620 -0- 112,900 2,250,000 105,320 1,600,000 20,388,546 24,235,450 21,710,940 26,808,660 27,815,830 15,421,418 17,203,110 16,936,270 16,869,240 16,837,200 Financial Resources Total $ 43,831,015 $ 55,919,200 $ 52,897,120 $ 67,029,550 $ 71,014,030 *See the departmental sections for Environmental Services, Tucson City Golf, and Tucson Water for the debt service budgets in those enterprise funds. 276 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 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. The city’s debt program includes the following financing mechanisms. General Obligation Bonds Bond proceeds are used to finance capital projects for police, fire, parks and recreation, 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% debt service 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. 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 the 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. 277 NON-DEPARTMENTAL Debt Management Policy (Continued) SUMMARY OF OUTSTANDING INDEBTEDNESS As of July 1, 2005 Issue Type General Obligation Bonds Water Revenue Bonds Highway Revenue Bonds HELP Loans* WIFA Loans** Certificates of Participation Business Development Finance Authority Principal Outstanding $ 291,184,070 352,215,000 153,515,000 1,300,000 39,868,732 84,370,000 9,825,000 $ 932,277,802 % of Total 31.2% 37.8% 16.5% 0.1% 4.3% 9.0% 1.1% 100% *Highway Expansion and Extension Loan Program **Water Infrastructure Finance Authority Sales Forecast 2000 Bond Authorization Sales: In May 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, for a five-year program of capital improvements. As of July 1, 2005, the city had sold all of the street and highway revenue and water revenue bonds, and $116,175,000 of the general obligation bonds. No new sale is anticipated for Fiscal Year 2007. The balance of the general obligation bonds ($13,325,000) will be sold for Fiscal Year 2008. 2005 Bond Authorization Sales: In May 2005, the voters approved $142,000,000 of water revenue bonds for a fiveyear program of capital improvements to the water system. As of July 1, 2005, the city had sold $31,665,000 of that authorization. A new sale of $35 million is planned for Fiscal Year 2007. Repayment Impact of Bond Sales: General Obligation Bond Debt Service. 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 2007, the required levy to cover outstanding bonds is estimated at $26,808,660, an increase of $2,573,210 over the levy for Fiscal Year 2006. The increase is due to the covering of Environmental Services' outstanding general obligation bonds. The Fiscal Year 2007 secondary property rate is estimated at $0.8846 per $100 of assessed valuation, a decrease of $0.0049 from the Fiscal Year 2006 actual rate of $0.8895. The actual rate for Fiscal Year 2007 may be higher or lower depending on the final secondary assessed valuation set by Pima County later this summer. Street and Highway Revenue Bond Debt Service. Street and highway revenue bonds are repaid from state-shared Highway User Revenue Fund receipts. Repayment from this source in Fiscal Year 2007 will be $16,869,240, a decrease of $333,870 from the adopted budget for Fiscal Year 2006. Enterprise Funds Debt Service. Environmental Services debt service on general obligation bonds from the 2000 authorization will be paid by the secondary property tax in Fiscal Years 2007 and 2008, and certificates of participation are repaid from environmental service revenues. Debt financing in the Golf Utility is repaid from golf revenues. Water system revenue bonds are repaid from water revenues. 278 NON-DEPARTMENTAL Debt Management Policy (Continued) The repayment of general obligation bonds used for general government purposes and the repayment of street and highway revenue bonds is budgeted in Non-Departmental. The repayment of debt incurred by enterprise funds is budgeted in their respective departments. DEBT SERVICE BY SOURCE OF FUNDS PRINCIPAL AND INTEREST FY 2007 General Government Funds* General Fund General Fund: Restricted Public Safety Academy Fund ParkWise Fund Highway User Revenue Fund Federal Grant Funds General Obligation Bond Debt Fund Street and Highway Revenue Bond Debt Fund $ $ Enterprise Funds** Environmental Services Fund Golf Course Fund Tucson Water Revenue and Operations Fund $ 15,692,560 2,539,890 278,570 1,127,660 1,251,210 2,417,460 26,798,660 16,863,240 66,969,250 2,137,000 547,770 32,961,000 $ 35,645,770 $ 102,615,020 Total FY 2008 $ $ $ $ $ 18,692,560 2,690,500 278,370 1,130,000 1,768,950 1,756,320 27,805,830 16,831,200 70,953,730 2,214,360 545,680 36,055,000 38,815,040 109,768,770 *General Government Funds debt service payments are budgeted in Non-Departmental. **Enterprise Funds debt service payments are budgeted in their respective departments. 279 NON-DEPARTMENTAL Debt Management Policy (Continued) Summaries of the city’s outstanding debt, 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, 2005 (unaudited) ($000s) General Obligation Bonds Utility Purpose Other Purposes and Open Spaces 6% 20% Assessed Valuation - $2,558,231 Debt Limitation Total Bonded Debt Less Bonds Excluded from Limitation: Street and Highway Water Utility Revenue Bonds WIFA* Loans Special Assessment Bonds Debt Subject to Limitation $ 163,483 $ 544,944 $ 60,988 $ 230,196 $ 102,495 $ 314,748 $ 840,359 153,515 352,215 39,869 3,576 $ 291,184 Legal Debt Margin *Water Infrastructure Financing Authority 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. 280 NON-DEPARTMENTAL Debt Management Policy (Continued) DIRECT AND OVERLAPPING DEBT FOR FISCAL YEAR 2005 Amount ($000s) Net Direct Bonded Debt Estimated Overlapping Debt Total Ratio of Debt to Assessed Value Market Value $ 285,867 11.2% 1.4% 455,029 17.8% 2.2% 872.36 $ 740,896 29.0% 3.6% $ 1,420.41 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 Senior Lien Certificates of Participation Debt per Capita Moody's Standard & Poors Fitch Aa3 AA AA A1 A2 A+ A AAA+ Aa3 A1 A+ AA- AA AA- 281 $ 548.05 RATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE AND NET BONDED DEBT PER CAPITA LAST TEN FISCAL YEARS (as of June 30, 2005) Population Assessed Value ($000s) Gross Bonded Debt ($000s) Less Debt Service Funds ($000s) Net Bonded Debt FISCAL YEAR FY 2000 FY 2001 486,810 498,307 FY 1996 449,000 FY 1997 459,000 FY 1998 466,538 FY 1999 476,406 FY 2002 508,271 FY 2003 516,220 FY 2004 518,878 FY 2005 521,605 1,568,514 1,598,796 1,818,909 1,875,875 1,945,168 2,048,621 2,138,461 2,268,733 2,431,984 2,558,231 194,854 201,534 209,159 217,274 211,169 223,569 243,099 266,989 273,944 291,184 5,056 5,517 4,012 1,586 315 1,209 1,503 3,195 4,439 5,317 189,798 196,017 205,147 215,688 210,854 222,360 241,596 263,794 269,505 285,867 12.1% 12.3% 11.3% 11.5% 10.8% 10.9% 11.3% 11.6% 11.1% 11.2% 422.71 427.05 439.72 452.74 433.13 446.23 475.33 511.01 519.40 548.05 ($000s) Ratio of Net Bonded Debt to Assessed Value Net Bonded Debt Per Capita ($) 282 LIBRARY To provide a more stable funding source for library services to the community, the library system will transition to be fully funded through the Pima County Library District Tax. As part of this transition, Pima County will be responsible for the operation of the library system beginning July 1, 2006. The city's contributions for Fiscal Year 2007 and 2008 can be found in the Non-Departmental budget. DEPARTMENT RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 15.50 257.50 22.50 12.25 15.50 257.50 22.50 12.25 14.50 263.00 21.00 11.75 -0-0-0-0- -0-0-0-0- 307.75 307.75 310.25 -0- -0- Position Summary Administration Public Services Collection Services Technology Management Department Total Financial Summary Administration Public Services Collection Services Technology Management $ 1,459,340 12,894,561 4,259,921 1,354,598 $ 1,877,480 15,620,140 4,550,610 1,437,600 $ 1,458,360 15,133,250 4,433,780 1,459,900 $ -0-0-0-0- $ -0-0-0-0- Operating Total $ 19,968,420 $ 23,485,830 $ 22,485,290 $ -0- $ -0- Capital Improvements $ 1,439,963 $ 439,000 $ 1,489,930 $ -0- $ -0- $ 21,408,383 $ 23,924,830 $ 23,975,220 $ -0- $ -0- $ 13,703,825 2,150,365 4,031,541 82,689 -0- $ 15,793,400 2,350,620 4,203,570 118,240 1,020,000 $ 15,271,910 2,175,000 4,227,490 18,240 792,650 $ -0-0-0-0-0- $ -0-0-0-0-0- Operating Total $ 19,968,420 $ 23,485,830 $ 22,485,290 $ -0- $ -0- Capital Improvements $ 1,439,963 $ 439,000 $ 1,489,930 $ -0- $ -0- $ 21,408,383 $ 23,924,830 $ 23,975,220 $ -0- $ -0- Department Total Character of Expenditures Personal Services Services Commodities Equipment Other Department Total 283 LIBRARY Department Resources (Continued) Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 Source of Funds Operating Funds Library Fund: General Fund Contribution Library Fund: Fines Library Fund: Pima County Contribution Miscellaneous Federal Grants Miscellaneous Non-Federal Grants $ 10,264,272 Operating Funds Total $ 8,000,000 $ 7,999,960 $ -0- $ -0- 483,780 9,041,455 570,000 13,915,830 570,000 12,915,830 -0-0- -0-0- 98,748 80,165 -01,000,000 53,250 946,250 -0-0- -0-0- $ 19,968,420 $ 23,485,830 $ 22,485,290 $ -0- $ -0- $ $ $ $ -0- $ -0- Capital Funds 1994 General Obligation Bond Funds 1994 General Obligation Bond Funds - Interest 2000 General Obligation Bond Funds 89,456 -0- -0- 13,179 239,000 70,380 -0- -0- 1,337,328 200,000 1,419,550 -0- -0- Capital Funds Total $ 1,439,963 $ 439,000 $ 1,489,930 $ -0- $ -0- Department Total $ 21,408,383 $ 23,924,830 $ 23,975,220 $ -0- $ -0- 284 OFFICE OF ECONOMIC DEVELOPMENT To improve regional economic development and cooperation, various economic development agencies, including the city’s Office of Economic Development have been consolidated in Tucson Regional Economic Opportunities, Inc. (TREO). The city’s contribution to TREO for Fiscal Years 2007 and 2008 can be found in the Non-Departmental budget. OFFICE RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 13.00 13.00 13.00 -0- -0- 13.00 13.00 13.00 -0- -0- $ 1,465,514 $ 1,683,000 $ 1,624,040 $ -0- $ -0- $ 1,465,514 $ 1,683,000 $ 1,624,040 $ -0- $ -0- Personal Services Services Commodities Other $ 990,721 456,199 18,594 -0- $ 939,070 427,020 16,910 300,000 $ 891,750 415,380 16,910 300,000 $ -0-0-0-0- $ -0-0-0-0- Total $ 1,465,514 $ 1,683,000 $ 1,624,040 $ -0- $ -0- $1,295,306 133,287 $1,169,480 171,470 $1,110,520 171,470 $ -0-0- $ -0-0- -036,921 342,050 -0- 342,050 -0- $ 1,465,514 $ 1,683,000 $ 1,624,040 Position Summary Economic Development Total Financial Summary Office of Economic Development Total Character of Expenditures Source of Funds General Fund Community Development Block Grant Fund Miscellaneous Federal Grants Miscellaneous Non-Federal Grants Total 285 -0-0$ -0- -0-0$ -0- TUCSON-MEXICO TRADE OFFICE To support a regional approach to international transportation, logistics, and distribution issues, the Tucson-Mexico Trade Office has been assigned to collaborate with the Pima Association of Governments. The city's contribution to this effort for Fiscal Years 2007 and 2008 can be found in the Non-Departmental budget. OFFICE RESOURCES Actual FY 2005 Adopted FY 2006 Estimated FY 2006 Adopted FY 2007 Approved FY 2008 14.00 14.00 14.00 -0- -0- 14.00 14.00 14.00 -0- -0- $ 689,181 $ 1,546,230 $ 622,060 $ -0- $ -0- $ 689,181 $ 1,546,230 $ 622,060 $ -0- $ -0- $ 532,457 148,125 8,599 -0- $ 991,700 281,890 30,700 241,940 $ 394,360 226,250 1,450 -0- $ -0-0-0-0- $ -0-0-0-0- $ 689,181 $ 1,546,230 $ 622,060 $ -0- $ -0- $ 533,943 33,885 121,353 $ 573,840 313,080 381,660 $ 441,240 20,500 160,320 $ -0-0-0- $ -0-0-0- -0- 277,650 -0- -0- -0- $ 689,181 $ 1,546,230 $ 622,060 $ -0- $ -0- Position Summary Tucson-Mexico Trade Office Total Financial Summary Tucson-Mexico Trade Office Total Character of Expenditures Personal Services Services Commodities Other Total Source of Funds General Fund General Fund: Restricted Federal Highway Administration Grants Miscellaneous Non-Federal Grants Total 286 City of Tucson