Will Manley ~ City Manager Jerry Hart Cecilia Velasco-Robles Financial Services Manager Deputy Financial Services Manager Michelle Caruso Deborah Bair Senior Budget & Finance Analyst Lead Budget & Finance Analyst Tom Mikesell Anita Erspamer Senior Budget & Finance Analyst Executive Assistant Annual Budget FY 2006/07 iii Tempe Mayor & City Council Hugh Hallman Mayor Mark Mitchell Vice Mayor P. Ben Arredondo Council Member Barbara Carter Council Member Leonard Copple Council Member Pamela L. Goronkin Council Member Hut Hutson Council Member Table of Contents Introduction Budget Award...........................................................................................................................vii City of Tempe Mission Statement.............................................................................................ix Organizational Chart................................................................................................................xi Budget Message......................................................................................................................1 Budget Summaries Budget Summaries Contents...................................................................................................11 Budget Policies.........................................................................................................................12 Fund Summary.........................................................................................................................16 Total Financial Program............................................................................................................17 Financial Program Summary....................................................................................................18 Budget Process Flowchart.......................................................................................................19 Budget Process Summary........................................................................................................20 Components of Total Financial Program..................................................................................22 General Governmental and Enterprise Funds: Ten Year Fund Balance Trends......................23 Capital Budget Capital Budget Overview..................................................................................................25 Capital Improvements Project Map..................................................................................28 Capital Improvements Program Summary.......................................................................29 Capital Improvements Program Source of Funds............................................................30 Capital Improvements Program Changes in Fund Balances............................................31 Capital Improvements Program Project Listings and Descriptions...................................32 Relationship Between Operating and Capital Budgets.....................................................48 Projected Impact of Capital Improvements on Future Operating Budgets.......................50 Debt Policy.......................................................................................................................51 Capital Budget, Debt Service, and Property Tax Rate: Ten Year Historical Trends..........52 Property Taxes..................................................................................................................53 Citywide Overview....................................................................................................................54 Program Budget Program Budget at a Glance............................................................................................52 Per Capita Expenditures by Program...............................................................................56 Program by Fund Summary.............................................................................................57 Program by Department Summary...................................................................................58 Impact of Total Budget on Residents........................................................................................59 Personnel Summary: Ten Year History....................................................................................60 Comprehensive Financial Plan Comprehensive Financial Plan Contents.................................................................................61 Comprehensive Financial Plan Overview.................................................................................62 Forecast Methodology..............................................................................................................63 Forecast and Major Revenue Assumptions..............................................................................64 Financial Overview...................................................................................................................66 Major Expenditure Assumptions and Economic Outlook..........................................................67 General Fund...........................................................................................................................68 Transit Fund.............................................................................................................................70 Performing Arts Fund...............................................................................................................72 Transportation Funds...............................................................................................................74 Enterprise Funds......................................................................................................................76 Rio Salado and Community Facilities District Funds................................................................82 Financial Action Plan................................................................................................................84 v Revenue Information Revenue Information Contents.................................................................................................87 Total Revenue..........................................................................................................................88 Total Revenue by Source.........................................................................................................89 Components of Total Revenue.................................................................................................90 Comparative Operating Revenue by Major Source and Fund.................................................91 General Governmental Revenue: Ten Year Historical Trends.................................................94 Special Revenue: Ten Year Historical Trends..........................................................................104 Enterprise Revenue: Ten Year Historical Trends.....................................................................109 Performance Budget Performance Budget Contents.................................................................................................113 Performance Budget Summary................................................................................................114 Per Capita Performance Budget..............................................................................................115 Strategic Issues Management/Budgeting.................................................................................116 Council Committees and Strategic Issues................................................................................117 Performance Benchmarking.....................................................................................................118 Organizational Chart................................................................................................................119 Departments Mayor and Council............................................................................................................120 City Manager....................................................................................................................122 Internal Audit.....................................................................................................................123 Diversity Program.............................................................................................................124 Community Relations.......................................................................................................126 City Clerk..........................................................................................................................131 City Court..........................................................................................................................132 Human Resources............................................................................................................134 City Attorney.....................................................................................................................138 Financial Services............................................................................................................140 Information Technology....................................................................................................148 Development Services......................................................................................................150 Community Development.................................................................................................152 Police................................................................................................................................158 Fire...................................................................................................................................164 Community Services.........................................................................................................172 Parks and Recreation.......................................................................................................178 Public Works.....................................................................................................................182 Water Utilities....................................................................................................................194 Schedules and Summaries Schedules and Summaries Contents.......................................................................................197 Budget Resolution....................................................................................................................198 Property Tax Ordinance............................................................................................................199 Budget Schedules....................................................................................................................200 Budget Basis, Units, and Changes...........................................................................................206 Financial Structure and Organization.......................................................................................207 Annexation Progress................................................................................................................208 Tempe Community Profile........................................................................................................209 Personnel Summary.................................................................................................................214 Personnel Schedules...............................................................................................................215 Glossary of Terms.....................................................................................................................250 Index.........................................................................................................................................288 OMB Staff.................................................................................................................................292 vi The Government Finance Officers Association of the United States and Canada (GFOA) presented an Award for Distinguished Budget Presentation to the City of Tempe for its fiscal year beginning July 1, 2005. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications medium. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. vii Mission... To work with each other and the community to make Tempe the best place to live, work and play. We Value... People We appreciate the talents of each person and encourage responsible decision making at the most appropriate level. We recognize the importance of personal and professional development. Creativity We encourage imaginative problem solving, innovation, resourcefulness and responsible risk taking. Quality We provide superior services and are committed to continuous improvement. We are attentive to the changing needs of the people we serve. Integrity We are honest, accountable and trustworthy. Openness We are accessible and work as a team by sharing information, ideas, resources and responsibility. Respect We welcome individual and professional differences and treat everyone with dignity, courtesy and sensitivity. Diversity We promote diversity in the workforce to meet the needs of a diverse community. We recognize that with diversity comes strength. Teamwork We work together to provide the best possible service to our community. ix Organizational Chart People of Tempe Mayor & City Council City Clerk Police City Attorney City Manager City Court Assistant City Manager Fire Development Services Human Resources Community Services Diversity Community Development Financial Services Public Works Internal Audit Water Utilities Community Relations Information Technology Parks and Recreation xi June 15, 2006 To the Honorable Mayor and City Council: Transmitted herein is the City’s Fiscal Year 2006-07 Financial Program. The combined operating and capital budgets included in the financial program total $511 million, which represents a change of $45.6 million, or 9.8% from the FY 2005-06 adopted budget. Additional personnel, increasing health insurance costs, retirement system contribution rates and annual step increases are driving the growth in the operating budget. The increase in the capital budget is largely attributable to increases in the Water/Wastewater, Transit, and Transportation programs. The City’s economy is exhibiting solid growth in all sectors including retail, contracting, restaurants, and commercial rentals indicating a broad-based expansion. Even though it is expected that this growth will moderate going forward, the five year long-range financial forecast projects General Fund surpluses throughout that planning horizon. FINANCIAL PROGRAM SUMMARY Total Annual Financial Program Operating Budget FY 2005-06 Budget FY 2006-07 Budget $275,297,746 $314,115,625 Percent Change Capital Improvements Budget 14.1% $189,971,703 Percent Change Total Financial Program $196,728,491 3.6% $465,269,449 Percent Change $510,844,116 9.8% 1 OPERATING BUDGET The following table presents a summary breakdown of the operating budget by fund. Operating Budget Summary FY 2005-06 Budget General Fund FY 2006-07 Budget Percent Change $138,273,504 $158,994,288 15.0% 8,656,870 9,413,469 8.7% 31,118,922 35,313,568 13.5% Rio Salado 1,551,834 1,983,090 27.8% Performing Arts 6,868,730 9,106,148 32.6% CDBG/Section 8 11,731,640 11,502,474 -2.0% Debt Service Fund 14,411,213 16,495,505 14.5% Water/Wastewater 47,720,279 54,797,488 14.8% Solid Waste 12,602,968 13,955,883 10.7% 2,071,538 2,195,431 6.0% Special Revenue Funds Transportation Transit Enterprise Funds Golf Cemetery 290,248 358,281 23.4% Total Operating Budget $275,297,746 $314,115,625 14.1% Capital Improvements Budget $189,971,703 $196,728,491 3.6% Total Financial Plan $465,269,449 $510,844,116 9.8% Operating Budget Highlights Personal Services costs comprise approximately 50% of the operating budget. As a result, it is not surprising that growth in this category drives total budget growth. • New Personnel Addition of 66 full-time equivalent positions to address citywide workload concerns ($3.2 million impact citywide; $2.0 million impact to the General Fund) • New and Replacement Capital Outlay Over $6.0 million in new and replacement motor vehicles, heavy equipment, and other capital ($2.7 million impact to the General Fund) • Salary Progression Movement of existing employees through the established salary ranges ($4.0 million impact to the General Fund) • Health, Dental & Life Human Resources estimates a 13% increase in benefit costs ($3.3 million impact to the General Fund) • Public Safety Retirement (General Fund) Police contribution rate is set at 14.1%, an increase from 13.9% in previous budgets ($1.0 million impact); Fire contribution increased from 11.63% to 14.2% with a $440,000 impact 2 • State Retirement Fund Arizona State Retirement System contribution rate is set at 9.1%, an increase from 7.4% in previous budgets ($0.9 million impact to the General Fund) • Sponsorship costs for the Insight Bowl ($1.2 million impact to the General Fund) • Contingency Budget Revenue growth has allowed for an increase in the General Fund Contingency Budget ($1.9 million). Capital Budget The City’s five-year Capital Improvement Program (CIP) covering FY 2006-07 through FY 2010-11 totals $552.2 million. The first year of the five-year CIP, which the City incorporates into the annual budget, is $196.7 million for FY 2006-07. As is typical, funding requests exceeded available sources. Funding sources are maximized within the financial policies established by the Council. Capital Budget Highlights Continued funding for the Transit program ($111.9 million) including: • Continued funding for the Central Phoenix and East Valley Light Rail Transit System ($58.4 million) • Continued funding for the Transit Regional Maintenance Facility ($33.9 million) • Continued funding for the Tempe Transportation Center ($13.1 million) Continued funding for Water projects ($31.3 million) including: • Continued funding for expansion at the Johnny G. Martinez Water Treatment Plant ($19.0 million) Capital Improvements Program Summary Program 2006-07 Funded Program Additional Needs 2007-08 $31,257,580 24,959,000 2010-11 Total Five-Year Program 2008-09 2009-10 $21,884,800 $3,843,357 $1,476,000 $1,476,000 $59,937,737 24,550,000 20,950,000 11,272,802 7,120,000 88,851,802 Enterprise Program Water Wastewater Golf 50,000 50,000 50,000 50,000 50,000 250,000 56,266,580 46,484,800 24,843,357 12,798,802 8,646,000 149,039,539 111,901,276 97,121,084 24,782,445 18,950,000 1,100,000 253,854,805 3,700,000 3,743,500 11,250,000 4,925,500 2,246,000 25,865,000 Total Special Purpose 115,601,276 100,864,584 36,032,445 23,875,500 3,346,000 279,719,805 Total General Purpose 17,037,406 23,859,591 15,581,669 15,913,492 10,588,187 82,980,345 7,823,229 7,646,634 7,049,379 8,632,527 9,277,031 40,428,800 140,461,911 132,370,809 58,663,493 48,421,519 23,211,218 403,128,950 $196,728,491 $178,855,609 $83,506,850 $61,220,321 $31,857,218 $552,168,489 Subtotal Enterprise Special Purpose Program Transit Rio Salado Total Transportation Program Subtotal Tax Supported TOTAL PROGRAM 3 Continued funding for Wastewater projects ($25.0 million) including: • Funding for 91st Avenue Wastewater Treatment Plant expansion ($21.6 million) Continued funding for Police projects ($7.3 million) including: • Final funding for Apache Boulevard Police Substation ($2.5 million) • Continued funding for the Police Radio Replacement ($2.6 million) and data management software systems ($2.0 million) Continued funding for Transportation improvements ($7.8 million) Funding for the Police Department Chiller Expansion ($2.5 million) Initial funding for the Tempe Public Library and Historical Museum renovations ($1.6 million) As the following graph below depicts, the operating budget represents 61% of the FY 2006-07 total financial program. Departmental budgets make up 75% of the citywide operating budget. Total Financial Program $511 (in Millions) 2% Contingencies CIP Budget $197 39% 3% Non-Departmental Operating Budget $314 61% 4% Federal Grants 16% Debt Service 75% Departmental Revenue Considerations The City will modify revenue as needed in several areas for FY 2006-07. Utility Rate Reviews 50 Review of Other Fees 30 FINANCIAL ASSESSMENT 10 Upon finalizing FY 2005-06 financial statements, Golf fees and Solid Waste rates will be reviewed to determine if adjustments are required. Council-authorized rate increases of 4.2% for Water and 7.1% for Wastewater services 40 are scheduled for this upcoming November. In addition to the Enterprise Fund rate reviews, other fees are periodically reviewed. As part of this cycle, fees charged by the City Court, Development Services, Parks and Recreation, and Community Services Departments will be reviewed for potential adjustments. 20 Tempe has developed and maintained a strong financial position through conservative financial management and adherence to sound fiscal analysis and policies. 0 Fund Balances One measure of a city’s financial strength is the level of its fund balances (i.e., revenues in excess of expenditures). The City’s estimated unreserved fund balance in the General Fund will approximate $52 million as of June 30, 2006. 4 This balance represents 35% of FY 2005-06 total General Fund unreserved revenue. Our recommended guideline for General Fund fund balance coverage is a minimum of 25% of General Fund revenue. The City’s Enterprise funds (Water/Wastewater, Golf, and Solid Waste programs) will have a combined fund unreserved balance of approximately $64 million at the end of FY 2005-06. Financial Reserves Another indicator of a city’s financial strength is the level of its financial reserves. The City has established financial reserves to absorb unforeseen liabilities. The City currently has self-insurance reserves totaling $8.8 million to protect the City against potential claims. Additionally, the City has approximately $19.5 million in debt service reserves to help stabilize and fund future debt service obligations. Included in the annual budget and financed from current revenues is $5.0 million of contingency funding for unanticipated emergencies. Finally, the City’s “rainy day reserve” of $8.0 million is available for unexpected emergencies. Unreserved General Fund Balance Bond Ratings 50 40 30 20 Fitch December 2000 AAA Moody’s April 1997 Aa1 Standard & Poor’s February 1992 AA+ Bond Ratings The City’s bond ratings are further evidence of its financial strength. Tempe’s general obligation bonds are currently rated AAA by Fitch, Aa1 by Moody’s and AA+ by Standard & Poor’s. Having solid financial policies, prudent financial management practices and strong fund balances and financial reserves are principle reasons for these excellent bond ratings. These high ratings translate directly into lower interest rates on the City’s debt. 10 0 Development Activity City staff facilitated over 20 companies locating or expanding operations in FY 2005-2006 adding over 2,800 jobs with a capital investment of more than $65 million in the community. Highlights include: • Edward Jones completed construction of a 100,000 square foot office tower, their second on the campus of Arizona State University Research Park at Elliot and Price roads. • Google selected Tempe, AZ for business expansion with the addition of 125 new employees. • KPMG LLP, the audit, tax and advisory firm, has signed a 31,000-square-foot lease at Hayden Ferry Lakeside, a mixed-use development on the shores of Tempe Town Lake in Tempe. KPMG will anchor the second 12-story, 300,000-square-foot office tower, which is currently under construction and is expected to relocate more than 200 employees from its downtown Phoenix offices in 2007. • The US Airways/America West Airlines corporate merger occurred in the community occupying an additional 300,000 square feet of office space and generating an additional 1,200 jobs. More than $1 billion in development is occurring in Tempe right now, with the majority of this occurring in the city’s Mill Avenue District and Tempe Town Lake area. There are 43 projects under way at this time: • Hayden Ferry Lakeside sold out its first 45 units in Edgewater Condominiums. The building is now completed and occupied. Units in its second tower, Bridgeview, are under construction and selling from $500,000 to $6 million. Two more residential buildings are planned. 5 • Le Meridien, a four star hotel at Hayden Ferry Lakeside is currently going through the development process. • The second commercial building at Hayden Ferry Lakeside is 80 percent leased. This tower will open in 2007. Expansion of the parking garage is about 50 percent complete. When finished, the garage has space for retail shops. • The 18-story Cosmopolitan Building will offer approximately 150 luxury condo units, ground level retail, including a two-story Whole Foods Market where shoppers will use escalators and elevators to get their gourmet groceries home. • The Armory Project consists of two residential towers near Sun Devil Stadium, one designed with smaller units for students and busy professionals with the other having larger spaces. • Several smaller developments, including the Brownstones at Hyde Park, Millstone Townhomes, and The Residences at Town Lake are nearly complete. These will add another 150 residential units to the area. • University Square, a $500 million project near Arizona State University, is at the beginning stages of the development process. When complete, the project would offer residential, retail, hotel and commercial opportunities. • Centerpoint Condominiums increased the size of its project from four 22 story towers to two 22 story and two 30-story buildings. More than 100 special events took place at Tempe Town Lake last year, with a Tempe Convention and Visitors Bureau suggested economic impact of more than $60 million. Included in these are the New Year’s Eve Block Party, Ironman Arizona, Rock-n-Roll Arizona Marathon and Association of Volleyball Professionals (AVP) Pro Beach Volleyball. About one of every seven workers within Tempe holds a job with a technology-focused company. As a result, Economic Development added a staff member to focus on technology development, which focuses on biotechnology and high technology recruitment. The Arizona Biodesign Institute at Arizona State University is developing leading-edge medical research that will foster the commercialization of new therapies. Favorable Development Activity Commercial Development Job Growth Tempe’s city center is experiencing a resurgence of activity. Several luxury high rise developments are under construction and will change the city’s skyline and generate new activity in the downtown. The urban atmosphere of the downtown will continue to proliferate with new residents. MAJOR POLICY CONSIDERATIONS Budget appropriation choices were made within the context of the City’s Comprehensive Financial Plan, (Debt Management Plan and Long-Range Financial Capacity Study), Council Budget Policies, and Strategic Issues Work Plan. Debt Management Plan The favorable bond ratings are due not only to having solid fund balances and reserves, but also result from adherence to the Debt Management Plan which links our future debt capacity to population, tax base growth, and current level of general operating revenue. The Capital Improvement Plan lives within the Debt Management Plan’s design of limiting General Governmental tax supported debt issuance, currently averaging $20.3 million per year over the five year CIP. Long-Range Financial Capacity Study The long-range financial plans and forecasts are updated annually in preparation for developing suggested budget policies for City Council consideration. The long-range forecast projects continued economic growth. Total retail taxable sales have grown over 16% over the last year, driven by strength in all business sectors. Though this brisk pace will moderate in the long-term, the broad based nature of the recent economic expansion supports a forecast of continued strength through FY 2006-07. 6 It is worth noting that this projection does not incorporate the potential impact to the City’s finances of funding Other Post Employment Benefits (OPEB). An actuarial study has been commissioned and the results have been sent to the Finance, Aviation, Diversity, Human Resources and Tempe Community Council Committee for review and recommendations. A “Comprehensive Financial Plan” Section is included which describes revenues and expenditures, issues, trends, and resource choices for all funds. Council Budget Policies for FY 2006-07 The operating budget embraces the following tenets that historically have made the City financially strong: • the budget provides that current revenues are sufficient to support current expenditures (“We are living within our means” without drawing down general fund reserves for operating purposes); • the budget maintains the City’s strong general fund reserves; • the budget provides for a General Fund contingency appropriation sufficient to support emergencies and unforeseen circumstances; • the budget provides an adequate level of maintenance and replacement dollars to ensure that all capital facilities and equipment are properly maintained; and • the budget maintains a competitive compensation and benefits package. Strategic Issues The City establishes strategic issues, goals and objectives to provide more long-range focus to resource allocation choices. The strategic issues, goals and objectives are aligned to Council committees as follows: • Neighborhood Quality of Life and Public Safety • Education Partnerships • Community Services • Transportation • Finance, Aviation, Diversity, Human Resources and Tempe Community Council • Technology Advancement, Tourism and Redevelopment • Central City Development Committee of the Whole The goal of each strategic team is to delineate long-range goals, formulate a cohesive strategy for each of the defined areas, and develop action plans to advance the city toward those strategic goals. Where relevant, departmental goals and objectives are linked to the City Council’s Strategic Issues. Income/Outgo The following pie charts portray the City’s income and outgo. Revenues are grouped by major category, while expenditures are shown by program area and by type of expenditure (such as personal services). Local taxes (e.g., city sales tax and property tax) continue to be the largest City revenue source, representing 30% of the FY 2006-07 total revenue budget. Other major revenue sources include bond proceeds, user charges (such as water service and solid waste fees) and intergovernmental revenue. The pie charts show a breakdown of City expenditures and where the money is spent by program. Environmental Health and Transportation represent the greatest areas of program appropriation, accounting for 57% of the total financial program in FY 2006-07. 7 The final chart portrays budget appropriations by line item category. Capital Projects and Personal Services (salaries, wages and benefits) represent the largest portions of the total financial program. Where the Money Comes From by Source of Funds Bonds 24% Local Taxes 30% User Charges 13% Intergovernmental 14% CIP/Other Funding 14% All Other 5% Where the Money Goes by Type of Program Development Services 5% General Services 11% Transportation 33% Community Services 9% Environmental 24% Public Safety 18% Where the Money Goes by Line Item Category Personal Services 30% Capital Projects 39% Supplies/Services 16% Capital Outlay 1% Debt Service 10% Other 4% 8 Conclusion We can expect the brisk pace of the economy to moderate in the long-term, underscoring the need to continue to focus on our long-range planning and the management of our resources. The following adopted budget is committed to Council’s policy of preserving Tempe’s quality of life and solid financial position by maintaining strong fund balances and reserves, recommending a balanced budget, and making decisions within the context of our long-range financial capacity study and debt management plan. With final budget adoption, I want to thank the Mayor and City Council, residents of Tempe and City staff for their time and effort throughout this budget process. Respectfully submitted, Will Manley, City Manager 9 Budget Summaries The following section provides a summary of the budget including an overview of the Operating and Capital Budgets along with summary budget schedules, historical overview of citywide budget data, debt service, personnel, and fund services. Budget Summaries Contents Budget Summaries Contents Page Budget Policies ................................................................................................................................................................. 12 Fund Summary.................................................................................................................................................................. 16 Total Financial Program .................................................................................................................................................. 17 Financial Program Summary ........................................................................................................................................... 18 Budget Process Flowchart............................................................................................................................................... 19 Budget Process Summary ............................................................................................................................................... 20 Components of Total Financial Program ........................................................................................................................ 22 General Governmental and Enterprise Funds: Ten Year Fund Balance Trends ........................................................ 23 Capital Budget Capital Budget Overview ............................................................................................................................................. 25 Capital Improvements Project Map .............................................................................................................................. 28 Capital Improvements Program Summary ................................................................................................................... 29 Capital Improvements Program Source of Funds ........................................................................................................ 30 Capital Improvements Program Changes in Fund Balances ....................................................................................... 31 Capital Improvements Program Project Listings and Descriptions .............................................................................. 32 Relationship Between Operating and Capital Budgets ................................................................................................ 48 Projected Impact of Capital Improvements on Future Operating Budgets ................................................................... 50 Debt Policy ........................................................................................................................................................................ 51 Capital Budget, Debt Service, and Property Tax Rate: Ten Year Historical Trends................................................... 52 Property Taxes .................................................................................................................................................................. 53 Citywide Overview: Operating Budget, Debt Service, Revenue, and Staffing ............................................................................................. 54 Program Budget Program Budget at a Glance ....................................................................................................................................... 55 Per Capita Expenditures by Program .......................................................................................................................... 56 Program by Fund Summary ............................................................................................................................................. 57 Program by Department Summary.................................................................................................................................. 58 Impact of Total Budget on Residents.............................................................................................................................. 59 Personnel Summary: Ten Year History.......................................................................................................................... 60 11 Budget Policies The budgetary policies specified below provide a general framework of goals and objectives for the operating budget, debt management, capital budget, financial reserves, and financial reporting. Strong policies provide a standard against which current budgetary performance can be measured and proposals for future programs evaluated. Operating Budget Policies Current revenue will be sufficient to support current operating expenditures. • Status: FY 2006-07 estimated General Fund operating revenue ($160.5 million) to expenditures ($159.0 million) Ratio 1:1 Financial systems will be maintained to monitor expenditures, revenue and program performance on an ongoing basis. • Status: Ongoing monitoring system with monthly reviews including automated payment and purchase requisition system Revenue and expenditures will be projected for the next five years and will be updated annually. • Status: Projections completed in Comprehensive Financial Plan (Winter 2005 Update) Debt Management Policies Long-term debt will not be issued to finance current operations. • Status: None issued to finance current operations Debt Service Reserve will be maintained at a minimum of 8% of total outstanding general governmental debt. • Status: FY 2006-07 11.5% Capital projects financed through the issuance of bonds will be financed for a period not to exceed the expected useful life of the project. • Status: The following debt issues are planned for FY 2006-07 with a 20 year debt amortization period: $7.2 million for police and fire projects; $7.5 million for transportation projects; $11.6 million for parks, community services, and facility rehabilitation projects; $49.9 million for transit system projects; $29.8 million for water and wastewater projects Capital Budget Policies As required by City Charter, a five-year capital improvements program will be developed and updated annually, including anticipated funding sources. • Status: FY 2006-07 Annual CIP budget of $196.7 million adopted representing the first year of a 5-year, $552.2 million CIP program The City will coordinate development of the capital improvements budget with development of the operating budget. Future operating costs associated with new capital improvements will be projected and included in operating budget forecasts. • Status: Operating and maintenance impact of new capital projects is estimated at $500,000 The City will maintain all its physical assets at a level adequate to protect its capital investment and to minimize future maintenance and replacement costs. • Status: Aggressive capital maintenance program approved in Capital Improvements Program budget, including City facilities rehabilitation, local and major street reconstruction, and neighborhood park improvements 12 The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects. • Status: Sources of Funds ($ Millions) FY 2006-07 General Obligation/Excise Tax Bonds $122.1 Pay-As-You-Go Financing 18.6 Outside Revenue 47.6 Capital Projects Fund Balance 8.4 Total Sources of Funds $196.7 Financial Reserve Policies The City will continue its healthy financial reserve position. Unreserved fund balance coverage for the General Fund will be maintained at a minimum of 25% of General Fund revenue. • Status: Unreserved Fund Balance FYE 05 Revenue FY 2004-05 Unreserved Fund Balance Coverage $37.8 M $138.4 M 27.3% Estimated Unreserved Fund Balance FYE 06 Revenue FY 2005-06 Unreserved Fund Balance Coverage $52.2 M $150.5 M 34.7% Estimated Unreserved Fund Balance FYE 07 Revenue FY 2006-07 Unreserved Fund Balance Coverage $53.6 M $160.5 M 33.4% 13 The City will maintain an unreserved fund balance of no less than 12 months of anticipated revenue in the Water/Wastewater Fund, and a minimum of 10% and 15% of anticipated revenue in the Solid Waste and Golf funds, respectively. • Status: Water/Wastewater Solid Waste Golf Water/Wastewater Solid Waste Golf Unreserved Fund Balance FYE 05 $60.7 M Revenue FY 2004-05 $43.7 M Unreserved Fund Balance Coverage 138.9% Days Coverage 507 $2.2 M $12.3 M 17.9% 65 $0.5 M $2.0 M 25.0% 91 Estimated Unreserved Fund Balance FYE 06 Revenue FY 2005-06 $61.2 M $44.9 M 136.3% 498 $2.5 M $12.9 M 19.4% 71 $0.6 M $2.1 M 28.6% 104 Unreserved Fund Balance Coverage Days Coverage Estimated Unreserved Fund Balance FYE 07 Revenue FY 2006-07 $53.0 M $47.3 M 112.1% 409 Solid Waste $1.7 M $13.2 M 12.9% 47 Golf $0.5 M $2.1 M 23.8% 87 Water/Wastewater Unreserved Fund Balance Coverage Days Coverage Self-insurance reserves shall be maintained at a level which, together with purchased insurance policies, adequately indemnify the City's assets. • Status: FY 2006-07 $8.8 million in self-insurance reserves Financial Reporting Policies The City's accounting and financial reporting systems will be maintained in conformance with current accepted principles and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). • Status: GFOA Certificate of Achievement for Excellence in Financial Reporting and GFOA Distinguished Budget Presentation Award Full disclosure will be provided in the general financial statements and bond presentations. • Status: Notes to the financial statements and official bond statement provide full disclosure An annual audit will be performed by an independent public accounting firm with the subsequent issue of an official annual financial statement. • Status: Unqualified independent audit report 14 Financial Stability Several steps were taken to ensure our continued financial stability. These recommendations, listed under the Financial Action Plan in the Comprehensive Financial Plan, include the following: • Implement suggestions from the Ad-Hoc Long-Range Budget and Finance Planning Committee. • Prepared the Long-Range Forecast for all funds projecting revenue and expenditures over the next five years. • Annual review of the Debt Management Plan and Sizing of Capital Budget to Debt Criteria led us to limit new General Obligation debt issues to an average of $20.0 million each year for the next 5 years. • Building on the Benchmarking Program, incorporating recommended benchmarks from the Governmental Accounting Standards Board Service Efforts and Accomplishments Reporting program, International City/County Management Association Performance Measures, and citywide internal and external benchmarking programs to assist in public accountability and continuous improvement in the efficiency, quality, and outcomes of work processes and services. • Continue citywide Competitive Analyses to evaluate and improve service delivery while enhancing accountability to the citizens. • Strategic Issues Program implemented to identify and prioritize key strategic issues, leading to incorporation of recommended corresponding strategies and goals into the budget process. • Continue Financial Policy Implementation and Monitoring. • Expenditure Control will be directed at slowing growth by means of citywide line item reviews, modified base budget approach, and program sunsetting. • Limit Midyear Adjustments which circumvent the normal budget process and pose a risk to careful longrange financial planning. • Continue efforts in coalition with the League of Arizona Cities and Towns to help Protect State Shared Revenue from legislative changes at the state level. • Manage Stability as effectively as growth has been managed in the past. Financial flexibility, which comes easily during rapid revenue growth periods, must be intentionally constructed through effective decision-making when managing stability. • Review Benefits Program to explore such options as increasing deductibles, requiring greater participant contributions and/or modifying our benefits cafeteria programs. Council Budget Tenets • Continue the modified base budget implemented at the start of the budget process, incorporating historical spending patterns, program cost adjustments, and long-range forecasts in the preparation of budget allocation targets, thereby limiting the rate of budgetary growth. • Continue to evaluate our self-supporting enterprise operations on an annual basis for rate changes. • Continue to re-examine current programs, re-engineering processes and competitiveness in the City as necessary. • Continue to identify and address Council’s strategic issues. • Continue periodic budget reviews with the City Council. • Continue examination of current programs by each department for potential sunsetting opportunities. 15 Fund Summary Impact of budget decisions on the City’s financial position: The table below gives the estimated Operating and Capital Improvement unreserved fund balances for the 2006-07 fiscal year. Beginning balances total $206.1 million and the ending fund balances are $179.6 million. The decreases in fund balances reflect a planned drawdown primarily for “pay-as-you-go” financing. This financing is critical to the City’s Capital Improvement Program to fund projects that have the most value to Tempe residents. The Highway User Revenue Fund (HURF) fund balance drawdown is to pay debt associated with local and major street reconstruction and the Transit Fund $17.0 million transfer out is primarily for a new transit center and bus replacements. Rio Salado’s negative fund balance is due to planned drawdowns to fund operating and capital expenses. Also, the FY 2005-06 estimated shortfall will be absorbed by the Rio Salado and Community Facilities District reserve which has a current balance of $6,644,489. This is a designated reserve for the special district. The completion of the Cemetery Fund was newly established in FY 2005-06, and cost recovery will not be seen until next fiscal year with the completion of the Cemetery expansion. The FY 2006-07 shortfall will be absorbed by an interfund loan. Drawdowns of fund balances for the Performing Arts, Golf, Solid Waste and Water/Wastewater operations are consistent with their financial plans and include expenses for debt, capital outlay, and mandatory environmental compliance. FY 2006-07 Fund General Estimated Unreserved Fund Balance 7/1/06 1 Revenue Total Financial Resources Budgeted Expend. 2 $52,227,847 $160,525,688 $212,753,535 $158,994,288 Adjusted Financial Resources Interfund Transfer In (Out) $53,759,247 Estimated Unreserved Fund Balance 6/30/07 $53,759,247 Special Revenue: HURF/LTAF 10,276,865 CDBG/Section 8 12,952,520 23,229,385 9,413,469 13,815,916 (3,750,000) 10,065,916 11502474 11,502,474 11,502,474 11,502,474 379,652 1,054,747 1,434,399 1,983,090 (548,691) (548,691) Performing Arts 13,953,773 7,393,250 21,347,023 9,106,148 12,240,875 12,240,875 Transit 35,649,629 42,976,399 78,626,028 35,313,568 43,312,460 19,505,996 18,580,379 38,086,375 19,596,603 18,489,772 Rio Salado Debt Service 3,750,000 (16,986,279) 26,326,181 (862,750) 21,377,022 Enterprise: Cemetery Golf Solid Waste Water/Wastewater TOTAL OPERATING Capital Improvements TOTAL FUNDS (453,918) 171,000 358,281 (641,199) (641,199) 583,387 2,065,729 2,649,116 (282,918) 2,195,431 453,685 453,685 2,506,282 13,159,257 15,665,539 13,955,883 1,709,656 1,709,656 61,237,103 47,345,297 108,582,400 54,797,488 53,784,912 195,866,616 317,726,740 513,593,356 317,216,723 196,376,633 10,209,548 169,727,491 179,937,039 196,728,491 $206,076,164 $487,454,231 $693,530,395 $513,945,214 Notes: 1) Capital Improvements line includes Capital Improvements Reserves 2) Expenditures include a transfer to Community Facilities District 16 (762,166) 53,022,746 (22,361,195) 177,765,438 $179,585,181 $22,361,195 $(22,361,195) $179,585,181 3,750,000 (16,791,452) 18,611,195 1,819,743 Total Financial Program The Total Financial Program adopted for FY 2006-07 is $511 million, representing a 9.8% increase from the FY 2005-06 Total Financial Program. The FY 2006-07 amount includes an Operating Budget of $314 million and a $197 million Capital Budget. The operating budget growth of 14.1% in FY 2006-07 is related primarily to an increase in funding for employee compensation, healthcare, retirement contributions, and additional capital outlay. The 3.6% increase in the Capital Budget is largely attributed to the construction of the Central Phoenix and East Valley Light Rail Transit System and Water/Wastewater plant capacity expansions. FY 2006-07 Contingencies 2% Non-Departmental 3% CDBG/Section 8 4% Debt Service 16% Dept Op Budget 75% CIP Budget $197 M / 39% Operating Budget $314 M / 61% Total Financial Program FY 2005-06 FY 2006-07 $239,908,385 $271,333,685 14,411,213 16,495,505 Non-Departmental 6,158,296 9,858,293 Contingencies 3,088,212 4,925,668 11,731,640 11,502,474 TOTAL OPERATING BUDGET $275,297,746 $314,115,625 TOTAL CAPITAL BUDGET $189,971,703 $196,728,491 TOTAL FINANCIAL PROGRAM $465,269,449 $510,844,116 OPERATING BUDGET Departmental Operating Budget Debt Service CDBG/Section 8 Housing 17 Financial Program Summary The following tables summarize the revenues and expenditures for the City’s Financial Program. REVENUE EXPENDITURES Operating Revenue Operating Budget FY 2005-06 FY 2006-07 FY 2005-06 General Governmental Local Taxes/Licenses Intergovernmental Charges for Services Interest Fines & Forfeitures Other $98,221,427 38,239,707 7,477,396 3,569,155 6,012,750 2,137,095 $113,905,630 40,809,492 10,922,429 3,534,039 7,491,027 2,445,450 Public Safety General Services Community Services Debt Service Development Services Transportation (Maintenance of Effort) Environmental Health Special Revenue Transit Highway User Revenue Fund CDBG/Section 8 Housing Performing Arts Rio Salado Lottery Funds 37,922,748 13,789,041 11,731,640 5,881,072 735,500 535,456 42,976,399 12,427,820 11,502,474 7,393,250 1,052,747 524,700 45,953,569 12,809,949 2,073,194 127,628 47,345,297 13,159,257 2,065,729 171,000 Subtotal Operating Revenue $287,217,327 $317,726,740 Transit Highway User Revenue Fund Performing Arts Section 8 Housing CDBG Rio Salado $84,489,365 33,740,080 26,868,171 16,495,505 11,795,527 1,850,000 430,606 1,850,000 251,145 31,118,922 8,656,870 6,868,730 8,882,632 2,849,008 1,551,834 35,313,568 9,413,469 9,106,148 9,048,759 2,453,715 1,983,090 47,720,279 12,602,968 2,071,538 290,248 54,797,488 13,955,883 2,195,431 358,281 $275,297,746 $314,115,625 14,107,614 2,871,146 11,110,000 7,289,648 7,286,358 1,172,000 1,089,400 200,000 Enterprise Water/Wastewater Solid Waste Golf Cemetery Capital Revenue Bonds Water/Wastewater Excise Tax Tax-Supported General Obligation CIP Outside Revenue Federal Funds Development Fees Other $75,890,227 25,166,159 25,451,975 14,411,213 9,484,537 Special Revenue Enterprise Water/Wastewater Solid Waste Golf Cemetery FY 2006-07 General Governmental Subtotal Operating Budget Capital Budget 50,598,544 33,678,912 51,844,979 49,938,037 18,024,605 20,320,727 47,649,034 1,500,000 26,601,027 46,123,748 1,500,000 23,389,885 Subtotal Capital Revenue $178,052,122 $193,117,376 Special Purpose TOTAL PROGRAM $465,269,449 $510,844,116 Transit Rio Salado Performing Arts General Purpose Police General Government Park Improvements Fire Storm Drains 3,640,000 67,475,773 99,090 22,228,912 111,901,276 3,700,000 17,936,000 42,064,688 50,000 1,400,000 31,257,580 24,959,000 50,000 6,043,480 6,703,229 Enterprise Water Wastewater Golf Cemetery Transportation Transportation & Right-of-Way Street Lighting & Traffic Signals 18 945,000 1,120,000 Subtotal Capital Budget $189,971,703 $196,728,491 TOTAL PROGRAM $465,269,449 $510,844,116 Budget Process Flowchart The following flowchart depicts the City of Tempe’s Annual Budget process and timeline. Review Operating Requests Develop Annual Departmental Budgets Submit Dept. Operating Requests Work Study Session Operating Budget Guidelines Prepare Long-range Forecast Models Adopt Tentative Operating Budget Operating Budget Guidelines Identify Strategic Issues Public Hearing Adopt Final Budgets Prepare Debt Management Plan Public Hearing, Levy Property Tax Adopt Tentative CIP Budget CIP Budget Guidelines Work Study Session Develop Annual Departmental CIP Budgets Submit CIP Requests Review CIP Requests … November December Financial Capacity Phase January February Review/ Development Phase Policy/ Strategy Phase Needs Assessment Phase 19 March April May June... Adoption/ Implementation Phase Budget Process Summary Budget Process Overview current conditions, programs, and needs. Examination of current departmental programs or positions for possible trade-offs, reduction, or elimination is strongly suggested. During this phase, departments are encouraged to thoroughly review all programs and services, assessing their value and priority to the citizens of Tempe. Additionally, departments reassess service level standards and workload indicators. They then attempt to provide the "best fit" of resource allocation with service and workload estimates. From this process, they prepare preliminary departmental budgets. Budget preparation allows departments the opportunity to reassess goals and objectives and the means for accomplishing them. Even though the budget is heard by the Mayor and Council in May and adopted in June, its preparation begins at least six months prior with projections of City reserves, revenue, expenditure limit requirements, and financial capacity. It is with this "groundwork" that departmental expenditure requests are made and subsequently reviewed. • Financial Capacity Phase Forecasting is an integral part of our decisionmaking process. Both long-range and short-range projections are prepared. The City's Comprehensive Financial Plan is updated annually to assess our current financial condition and future financial capacity, given our long-range plans and objectives. A five-year financial forecast is prepared for each major fund, projecting both expenditures and revenue. As a part of this phase, alternative scenarios are examined for their fiscal impact on each respective fund. • Review/Development Phase Within the framework of the City's financial capacity, Council and City Manager priorities and departmental needs assessments, budget requests are reviewed and a preliminary Citywide operating budget takes shape. The departments initially prepare and submit base budget worksheets reflecting allocation targets. The amount of the allocation is based on the department’s prior year budget. Supplemental requests are evaluated and the budget is presented at various levels: (1) base budget level, and (2) recommended level providing monies to implement new programs or expand existing City programs. Concurrent with the Comprehensive Financial Plan is the update of the Debt Management Plan, which provides a ten-year view of the City’s debt capacity. This planning process gauges the capacity to incur debt in the upcoming Capital Improvement Program given the City’s Financial Policy guidelines. • • Adoption/Implementation Phase Prior to May 1, the City Manager submits to the Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed expenditures and the means of financing them. Policy/Strategy Phase The Council's goals and directives set the tone for the development of the budget. In fact, shortly after the budget is adopted, the Council meets to identify strategic priorities, issues, and projects impacting the next fiscal year budget. The Council identifies key strategic issues that will provide the direction and framework for the budget. It is within this general framework that departments' supplemental requests are formulated. Aside from the Council's own objectives, the departments identify and discuss their own policy issues with the City Manager. The property tax levy must be adopted by the 3rd Monday in August. State law requires cities and towns with property taxes to adopt their tax rates annually. Management control of the budget is maintained by conducting monthly budget performance reviews throughout the fiscal year. They are aimed at examining expenditure patterns, and recommending corrective action to be taken during the year. Presentations by Budget Office staff at "budget kickoff" meetings include a discussion of citywide goals and objectives, budgeting guidelines for the operating and capital budgets, timelines, an overview of fiscal constraints, and resources available for allocation. The Budget Manual distributed at these meetings is designed to assist the departments in preparing all budget requests and forms. • Additionally, records are maintained to evaluate ongoing programs and services. • Budget Roles and Responsibilities Every employee plays a role in budgeting, be it formulation, preparation, implementation, administration, or evaluation. Ultimately, of course, the department head, through the City Manager, is accountable to the City Council for the performance of departmental personnel in meeting specific objectives within resource allocation limits. Actual Needs Assessment Phase The departments have an opportunity to assess 20 budget preparation responsibility can be identified more specifically: 1. 2. 3. 4. 5. The program cost center manager is responsible for (a) preparing cost estimates for the remainder of the current fiscal year; (b) projecting base budget requirements for the next year; and (c) developing other requests that change or revise the program so that it will be more effective, efficient, productive and economical. The department manager and the division administrator are responsible for reviewing, modifying and assembling their cost center data into a departmental request package. Department heads should critically evaluate departmental objectives and prioritize requests. The preparation of budget requests, goals and objectives should coincide with the strategic issues set forth by the Council. Internal Service Areas (Fleet and Information Technology Areas) will contact each department to coordinate the initial needs assessment, cost estimates, and recommendations. Replacement equipment (i.e., vehicles, hardware/software and communication equipment) will be submitted to the Budget Office by the Internal Service areas. Any new equipment required by the departments should reflect the cost estimates and recommendations from the Internal Service areas and submitted by the departments to the Budget Office. Final review and recommendations for hardware/software and communication equipment will be the result of evaluating priorities within the departmental budget team process. 6. The Capital Improvement Program Executive Committee reviews program scopes, cost estimates and funding sources of CIP requests and prepares a recommended CIP budget for review by the City Manager. 7. The City Council is responsible for the review of the City Manager's tentative budget and approval of a final budget. 8. Transfer of Appropriations; at any time during the fiscal year, the City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department, office, or agency (Section 5.08, City of Tempe Charter). 9. Mid-Year Program/Personnel Adjustment Request; should the need arise for additional personnel or program enhancements during the fiscal year to meet some unforeseen need, a mid-year program/ personnel request is submitted to the Budget Office for a needs assessment and fiscal impact review. If, after evaluation, the request is approved and involves either additional personnel or the abolition of a position(s), the request is forwarded to either the relevant Council Committee or full Council with recommended action. 10. Budget Transfers; the department should process a budget transfer request form anytime a shortfall is anticipated in a departmental subtotal budget. Budget transfers are not necessary to address a shortfall within summary account groups as long as sufficient monies are available in the subtotal departmental budget. The subtotal budget includes salaries and wages, fringe benefits, materials and supplies, fees and services, travel and other expenses, contributions, and capital outlay, and excludes internal services. The Budget Administrator and Analysts within the Financial Services Department are responsible for (a) preparing short and longrange revenue and expenditure forecasts, (b) assisting departments as requested in the preparation of supplemental requests, (c) analyzing supplemental requests and presenting that analysis to the Budget Team (Department Managers and the Financial Services Manager), and (d) reviewing the linkage between budget requests and the City’s strategic issues. Only as a last resort are contingency monies used to fund a shortfall. Alternative courses of action should be sought before contingency monies will be considered. Purchase orders and requisitions will be held until the budget shortfall is addressed. 11. Permission to Exceed Budget; in the event of an emergency, the Council may seek permission from the State Board of Tax Appeals (previously State Tax Commission) to exceed the adopted budget (Section 5.09, City of Tempe Charter). The Budget Team is responsible for reviewing departmental operating requests within the context of a set of evaluation criteria and preparing a recommended budget for review by the City Manager. 21 Components of Total Financial Program FY 2006-07 Total Financial Program $510,844,116 Operating Budget $314,115,625 Capital Budget $196,728,491 General Governmental Enterprise Special Revenue General Purpose Enterprise Transportation Special Purpose $175,489,793 $71,307,083 $67,318,749 $17,037,406 $56,266,580 $7,823,229 $115,601,276 Public Safety Water/ Wastewater Transit General Governmental Water Streets Transit $84,489,365 $54,797,488 $35,313,568 $7,286,358 $31,257,580 $6,703,229 $111,901,276 ________________________ _______________________ ________________________ _______________________ ________________________ _______________________ _______________________ General Services Solid Waste Highway User Park Improvements Wastewater Signals Rio Salado $1,120,000 $3,700,000 $33,740,080 $13,955,883 $9,413,469 $1,172,000 $24,959,000 ________________________ _______________________ ________________________ _______________________ ________________________ Community Services Golf Section 8 Housing Storm Drains Golf $50,000 $26,868,171 $2,195,431 $9,048,759 $200,000 ________________________ _______________________ ________________________ _______________________ Debt Service Cemetery Performing Arts Police $16,495,505 $358,281 $9,106,148 $7,289,648 ________________________ ________________________ _______________________ Development Services CDBG Fire $1,089,400 $11,795,527 $2,453,715 ________________________ ________________________ Environmental Health Rio Salado $251,145 $1,983,090 ________________________ Transportation (Maintenance of Effort) $1,850,000 22 General Governmental Funds: Ten Year Fund Balance Trends General Fund Unreserved Fund Balance $ Millions 60.0 50.0 40.0 30.0 20.0 52.2 30.7 38.2 38.6 37.0 35.1 34.5 34.5 37.8 34.7 10.0 Over the ten year period, unreserved fund balances in the General Fund have been maintained at the policy guideline of 25% of revenue. At FYE 2006, the General Fund unreserved fund balance is estimated at $52.2 million. This projected 38% increase is primarily the result of sales tax collections and building fees. The sales tax increase is reflective of an expanding and diverse retail base. Planning fees were raised to be comparable with other cities in the valley which resulted in a 58% increase in revenue collection. 0.0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Fiscal Year Ending June 30 Debt Service Fund Balance The Debt Service reserve was established a number of years ago to address increasing debt service payments without impacting future operating budgets. $ Millions 25.0 20.0 15.0 19.5 10.0 5.0 6.8 7.6 7.3 8.0 12.1 13.5 13.4 '02 '03 '04 16.0 9.3 0.0 '97 '98 '99 '00 '01 '05 '06 Fiscal Year Ending June 30 Highway User Revenue/Local Transportation Assistance Fund Balances $ Millions Planned drawdowns used to fund street infrastructure projects have contributed to the inconsistent trend in fund balances. The primary revenue source for these funds, state shared revenue, has grown at a modest pace, allowing the fund balance to rebound to a healthy level. 15.0 10.0 5.0 7.6 3.3 4.1 8.4 8.9 5.8 11.1 10.3 7.3 8.0 0.0 '97 '98 '99 '00 '01 '02 '03 '04 '05 Fiscal Year Ending June 30 23 '06 Enterprise Funds: Ten Year Fund Balance Trends Water/Wastewater Fund Unreserved Retained Earnings $ Millions 70.0 60.0 50.0 40.0 55.2 30.0 20.0 36.8 41.0 '97 '98 56.4 55.7 59.8 65.2 67.5 60.8 61.2 '05 '06 The large increase in FY 1998-99 is due to the reduction of an asset replacement reserve resulting in increased unreserved retained earnings. In FY 2004-05, a planned drawdown for pay-as-you-go financing of capital improvement projects was implemented. This reduction did not jeopardize the level of retained earnings, which is maintained at a level equal to one year of operating revenue. This is consistent with the City’s Financial Policy. 10.0 0.0 '99 '00 '01 '02 '03 '04 Fiscal Year Ending June 30 Solid Waste Fund Unreserved Retained Earnings $ Millions A planned drawdown of unreserved retained earnings began in FY 199900, which resulted in the reserve’s depletion to $20,000 in FY 2001-02. In November 2005, a fee increase was implemented which has helped to restore the fund balance and meet the new financial guideline. 5.0 4.0 3.0 4.3 4.1 2.0 3.2 2.3 2.2 1.0 .05 .02 .05 2.5 1.1 0.0 '97 '98 '99 '00 '01 '02 '03 '04 Fiscal Year Ending June 30 '05 '06 Golf Unreserved Retained Earnings $ Thousands Expense growth has outpaced revenue growth since FY 1999-00, leading to the decline in reserves. Based on the Long-Range Forecast, this trend is not expected to reverse itself under the current operating plan. Therefore, a comprehensive study of Golf operations is ongoing. 1,800 1,600 1,400 1,200 1,000 800 600 1,398 1,638 1,538 897 894 400 792 680 605 540 583 200 0 '97 '98 '99 '00 '01 '02 '03 '04 '05 Fiscal Year Ending June 30 24 '06 Capital Budget Overview Pursuant to City Charter, a five-year Capital Improvement Plan (CIP) is developed and updated annually. The first year’s funding requirements of the plan are included in the Capital Budget, and are formally appropriated by the City Council. Capital expenditures included in the Capital Improvement Plan are defined as having the following characteristics: Program, continued construction of the Light Rail Transit System project and Transportation reconstruction and renovation projects. The Capital Improvement Program also continues the City’s emphasis on quality of life programs, maintenance of capital assets, streets and highways, and coordinated land use planning and development. • • • The Capital Budget is grouped into four major programs. Expenditures for these programs in the FY 2006-07 budget include: Relatively high monetary value ($100,000 or more) Long life (minimum of 5 years) Results in the creation of a fixed asset, or the revitalization of a fixed asset • • The following are some examples of items that are included within the definition of capital expenditures: • • • • • • • • • Construction of new facilities Remodeling or expansion of existing facilities Purchase, improvement, or development of land Operating equipment and machinery for new and expanded facilities Planning and engineering costs related to specific capital improvements Street resurfacing, renovation, or reconstruction Emergency vehicles Information Technology infrastructure • $56.3 million for Enterprise capital programs; $115.6 million for Special Purpose capital programs; $17.0 million for General Purpose capital programs; and $7.8 million for Transportation capital programs. Transit projects represent the largest appropriation area in FY 2006-07 at $111.9 million, which accounts for 56.9% of the total Capital Budget. Other major areas include $31.3 million for Water projects, $25.0 million for Wastewater projects, and $6.7 million for Transportation and Right-of-Way projects. The table below compares the FY 2005-06 Capital Budget with the FY 2006-07 budget. The FY 2006-07 Capital Budget expenditures total $196,728,491, a 3.6% increase from the FY 2005-06 amount. This increase in the budget is driven largely by capacity expansion in the Water/Wastewater Comparison of FY 2005-06 and FY 2006-07 Capital Budgets FY 2005-06 Budget Capital Program Enterprise Water Wastewater Golf Cemetery Special Purpose FY 2006-07 Budget $17,936,000 42,064,688 50,000 1,400,000 $31,257,580 24,959,000 50,000 67,475,773 22,228,912 99,090 111,901,276 Police Fire Storm Drains Park Improvements 14,107,614 3,640,000 11,110,000 7,289,648 1,089,400 200,000 1,172,000 General Governmental Transportation 2,871,146 7,286,358 6,043,480 945,000 $189,971,703 6,703,229 1,120,000 $196,728,491 Transit Performing Arts Rio Salado General Purpose Transportation and R.O.W Traffic Signals/ Street Lighting Total 25 3,700,000 Enterprise Capital Program Special Purpose Capital Program Enterprise capital projects include Water, Wastewater, and Golf projects. Special Purpose capital projects include those for the Transit and the Rio Salado programs. Water projects comprise $31.3 million or 55.5% of the Enterprise Capital Budget in FY 2006-07. Major projects include $19.0 million for expansion and membrane conversion at the Johnny G. Martinez Water Treatment Plant and $2.5 million for construction of the Utility Services Warehouse Building. Transit projects represent $111.9 million or 96.8% of the Special Purpose Capital Budget. Major projects include $58.4 million for planning, design, and construction of the Central Phoenix and East Valley (C.P.& E.V.) Light Rail Transit System, $33.9 million for the East Valley Regional Maintenance Facility, and $13.1 million for the Tempe Transportation Center. Wastewater projects comprise $25.0 million or 44.4% of the enterprise program in FY 2006-07. This includes $21.6 million for the City’s share of improvements at the 91st Avenue Wastewater Treatment Plant and $2.0 million for the rehabilitation of the Southern Avenue Interceptor. The Transit capital program is funded from Excise Tax bonds, transit taxes, capital projects fund balances, and outside revenue. Rio Salado projects represent 3.2% of the Special Purpose Program. The primary project in this program includes $3.6 million for the Playa del Norte Park construction. Golf projects represent only 0.1% or $50,000 of the Enterprise program in FY 2006-07, with the entire amount for ongoing improvements at the City-owned golf courses. The main funding for the Special Purpose capital projects comes from Excise Tax Bonds that total $49.9 million or 43.2% in FY 2006-07. The next largest funding source is Outside Revenue, including Federal grants and Regional Participation, which represent $45.3 million, or 39.2% of the Special Purpose program funding. The balance of the program is funded with Transit Tax Revenue, which contributes $16.5 million or 14.3%, General Obligation Bonds, representing $1.4 million or 1.2%, Capital Improvements Reserve, which contributes $2.2 million or 1.9%, and CIP Fund Balance, representing $250,000 or 0.3% in FY 2006-07. The primary funding for the Enterprise capital projects comes from bond proceeds that total $51.9 million or 92.2% in FY 2006-07. The next largest funding source is Capital Improvement Project (CIP) Fund Balances, which represent $2.9 million, or 5.1% of the Enterprise program funding. The balance of the Enterprise program is funded with development fee revenue, which contributes $1.5 million or 2.7% in FY 2006-07. Enterprise – Sources of Funds ($ Millions) Bonds Special Purpose – Sources of Funds FY 2006-07 CIP Fund Balance 2.9 Development Fees 1.5 Total ($ Millions) $51.9 $56.3 Excise Tax Bonds $49.9 Outside Revenue 45.3 Transit Tax Revenue 16.5 General Obligation Bonds 1.4 Capital Improvements Reserve 2.2 CIP Fund Balance 0.3 Total 26 FY 2006-07 $115.6 General Purpose Capital Program Transportation Capital Program The General Purpose program includes Police Protection, Fire Protection, Storm Drains, Park Improvements, and General Governmental projects. The Transportation Capital Budget includes projects for Transportation and Right-of-Way (R.O.W.) and Street Lighting and Traffic Signals. Police Protection accounts for $7.3 million or 42.8% of the General Purpose Capital Budget in FY 2006-07. Of this amount, $2 million is provided for completing the Apache Boulevard Police Substation and $4.6 million is for various communications and technology projects. The majority of Transportation capital funding is for Transportation and R.O.W., which represents $6.7 million or 85.7% of the total Transportation Capital Budget. These amounts provide ongoing funding for local and major street renovation and reconstruction in accordance with the City’s Pavement Management Program. Fire Protection accounts for $1.1 million or 6.4% of the General Purpose Capital Budget in FY 2006-07. Of this amount, $625,000 is for replacement of Self Contained Breathing Apparatus and $420,000 is for a Fire Pumper Truck. The remaining funding is for Street Lighting and Traffic Signals, which combined represent $1.1 million or 14.3% of the total Transportation Capital Budget in FY 2006-07. These amounts provide funding for street light upgrades, new signals, and the undergrounding of overhead utility lines. Storm Drains account for $200,000 or 1.2% of the General Purpose Capital Budget in FY 2006-07. This amount provides for Storm Drain Improvements. The Transportation Capital Budget is funded from General Obligation Bonds and CIP Fund Balances. Park Improvements represent $1.2 million or 6.9% of the total General Purpose Capital Budget. Principal projects include $812,000 for development of Victory Acres Park and $250,000 for Neighborhood Park Improvements. Transportation – Sources of Funds ($ Millions) General Obligation Bonds General Governmental projects account for $7.3 million or 42.8% of the General Purpose Capital Budget. Principal projects include $2.5 million for the expansion of the Police Department Chiller, $1.3 million for continued funding of Municipal Arts projects, and $1.6 million for the renovation of the Tempe Public Library and the Tempe Historical Museum Exhibit Hall. CIP Fund Balance Total General Purpose – Sources of Funds General Obligation Bonds FY 2006-07 $11.3 Capital Improvements Reserve 2.4 Transfers from Other Funds 3.0 CIP Fund Balance 0.3 Total $7.6 0.2 $7.8 The locations of some key capital improvements projects are shown on the map of Tempe provided on the following page. Funding for General Purpose capital projects comes from several sources, as shown in the following table. ($ Millions) FY 2006-07 $17.0 27 Capital Improvements Project Map Location Project Description Location Project Description 1 Apache Boulevard Substation 7 Central Phoenix & East Valley Light Rail Transit System 2 Playa del Norte 8 Transit Center 3 Police Department Chiller Expansion 9 Transit Regional Maintenance Facility 4 Tempe Public Library Renovation 10 5 Renovation of the Tempe Historical Museum 11 Johnny G. Martinez Water Treatment Plant: Expansion Utility Services and Warehouse Building 6 Southern Avenue Interceptor Rehabilitation 12 Development of Victory Acres Park 28 Capital Improvements Program Summary Program Funded Program FY 2006-07 FY 2007-08 Additional Needs FY 2008-09 FY 2009-10 FY2010-11 Total 5-Year Program Enterprise Program Water Wastewater Golf Subtotal Enterprise Special Purpose Program Transit Rio Salado Total Special Purpose General Purpose Program Police Fire Storm Drains Park Improvements $31,257,580 $21,884,800 $3,843,357 $1,476,000 $1,476,000 $59,937,737 24,959,000 24,550,000 20,950,000 11,272,802 7,120,000 88,851,802 50,000 50,000 50,000 50,000 50,000 250,000 56,266,580 46,484,800 24,843,357 12,798,802 8,646,000 149,039,539 111,901,276 97,121,084 24,782,445 18,950,000 1,100,000 253,854,805 3,700,000 3,743,500 11,250,000 4,925,500 2,246,000 25,865,000 115,601,276 100,864,584 36,032,445 23,875,500 3,346,000 279,719,805 7,289,648 10,977,622 5,213,649 1,435,800 150,000 25,066,719 1,089,400 2,158,088 290,400 4,232,730 4,833,752 12,604,370 200,000 250,000 250,000 250,000 250,000 1,200,000 1,172,000 4,882,000 4,052,000 4,102,000 3,147,000 17,355,000 General Governmental City Attorney 100,438 Community Development 862,750 862,750 862,750 862,750 862,750 4,313,750 2,886,170 3,792,131 3,975,870 4,093,212 407,685 15,155,068 225,000 225,000 225,000 225,000 225,000 1,125,000 Public Works 3,212,000 712,000 712,000 712,000 712,000 6,060,000 Total General Purpose 17,037,406 23,859,591 15,581,669 15,913,492 10,588,187 82,980,345 6,703,229 6,526,634 5,929,379 7,512,527 8,157,031 34,828,800 Lighting 1,120,000 1,120,000 1,120,000 1,120,000 1,120,000 5,600,000 Total Transportation 7,823,229 7,646,634 7,049,379 8,632,527 9,277,031 40,428,800 24,860,635 140,461,911 31,506,225 132,370,809 22,631,048 58,663,493 24,546,019 48,421,519 19,865,218 23,211,218 123,409,145 403,128,950 $196,728,491 $178,855,609 $83,506,850 $61,220,321 $31,857,218 $552,168,489 Community Services Neighborhood Program Transportation Program Transportation and R.O.W. 100,438 Traffic Signals/Street Total General/Transportation Subtotal Tax Supported TOTAL PROGRAM 29 Capital Improvements Program Source of Funds Funded Total Program Program FY 2006-07 Enterprise Supported Water/Wastewater Water/Wastewater Bonds Capital Projects Fund Balance $51,844,979 Additional Needs FY 2007-08 FY 2008-09 5-Year FY 2009-10 FY 2010-11 Program $44,934,800 $23,293,357 $11,248,802 $7,096,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 56,216,580 46,434,800 24,793,357 12,748,802 8,596,000 148,789,539 50,000 50,000 50,000 50,000 50,000 250,000 Supported 56,266,580 46,484,800 24,843,357 12,798,802 8,646,000 149,039,539 Special Purpose Transit Transit Tax Revenues 16,451,257 38,836,748 4,177,445 728,220 300,000 60,493,670 49,888,037 15,000,000 1,020,000 2,660,500 Development Fees Total Water/Wastewater Golf Excise Tax Bonds - Golf Fund 2,871,601 $138,417,938 2,871,601 Subtotal Enterprise Excise Tax Bonds Valley Metro Rail Inc. Capital Projects Fund Balance Regional Participation Grants Total Transit 68,568,537 26,930,311 26,930,311 250,234 30,515,925 250,234 13,229,000 14,105,000 57,849,925 14,795,823 3,125,025 5,480,000 15,561,280 800,000 39,762,128 111,901,276 97,121,084 24,782,445 18,950,000 1,100,000 253,854,805 2,230,000 243,500 10,400,000 4,825,500 2,146,000 19,845,000 100,000 3,400,000 100,000 750,000 100,000 100,000 100,000 4,150,000 500,000 3,700,000 3,743,500 11,250,000 4,925,500 2,246,000 25,865,000 115,601,276 100,864,584 36,032,445 23,875,500 3,346,000 279,719,805 18,950,727 23,790,177 18,404,915 21,211,170 17,222,783 99,579,772 Rio Salado Land Sales/Rio Salado Reserve General Obligation Bonds Grants Capital Projects Fund Balance Total Rio Salado Total Special Purpose General Purpose & Transportation General Obligation Bonds Capital Improvements Reserve 1,370,000 1,370,000 2,397,720 1,243,399 1,157,803 1,176,891 1,132,725 7,108,538 Water/Wastewater Fund 762,166 714,348 497,934 377,488 335,960 2,687,896 Transit Fund 535,022 95,551 82,000 189,500 11,000 913,073 Transfers from Other Funds 862,750 862,750 862,750 862,750 862,750 4,313,750 Capital Project Fund Balances Community Development 540,250 Block Grant 812,000 COPS Grant Total General/Transportation Subtotal Tax Supported TOTAL PROGRAM 540,250 800,000 1,612,000 4,000,000 1,625,646 24,860,635 31,506,225 22,631,048 24,546,019 19,865,218 123,409,145 140,461,911 $196,728,491 132,370,809 $178,855,609 58,663,493 $83,506,850 48,421,519 $61,220,321 23,211,218 $31,857,218 403,128,950 $552,168,489 30 5,625,646 Capital Improvements Program Changes in Fund Balances Program Enterprise Water/Wastewater Estimated Transfers Fund Balance from Other Outside Bond 06-30-06 Funds Revenue Proceeds $1,500,000 $51,844,979 $56,216,580 $747,140 50,000 50,000 42,425 1,500,000 51,894,979 56,266,580 803,854 45,311,748 49,888,037 111,901,276 534,547 $3,618,741 Golf 42,425 Cemetery 14,289 Subtotal Enterprise Estimated Fund Balance Appropriation 06-30-07 14,289 3,675,455 Special Purpose Transit 784,781 Performing Arts 453,540 Rio Salado Subtotal Special Purpose 16,451,257 453,540 876,374 2,230,000 2,114,695 18,681,257 45,311,748 1,370,000 3,700,000 776,374 51,258,037 115,601,276 1,764,461 (1,030,535) General Purpose Police Protection Fire Protection (1,030,535) 80,000 7,209,648 7,289,648 3,166 1,045,000 41,234 1,089,400 222,274 1,172,000 3,853,824 7,286,358 69 11,326,980 17,037,406 (942,960) 6,663,137 6,703,229 87,314 Storm Drains 200,000 Park Improvements 225,232 General Governmental 199,945 3,232,658 (602,192) 4,557,658 Subtotal General Purpose 200,000 812,000 812,000 87,506 Transportation Transp. & R.O.W. Improvements 127,406 Traffic Signals/Street Lighting 159,390 960,610 1,120,000 Subtotal Transportation 286,796 7,623,747 7,823,229 87,314 $122,103,743 $196,728,491 $1,712,669 Total Program $5,474,754 $23,238,915 $47,623,748 31 Capital Improvements Program Project Listings and Descriptions Water Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 5-Year FY 2010-11 Program JGMWTP Expansion and Membrane Conversion $19,000,000 $17,000,000 $2,367,357 $38,367,357 Utility Services and Warehouse Building 2,521,580 New Production Wells 2,500,000 2,521,580 1,258,800 3,758,800 University Drive Waterline Replacement 2,410,000 2,410,000 Water Utilities Department Security Improvements 2,000,000 1,550,000 3,550,000 Enterprise Geographical Information System 900,000 Water Line Upgrades/ Extensions 850,000 900,000 850,000 850,000 850,000 850,000 4,250,000 200,000 200,000 200,000 200,000 200,000 1,000,000 150,000 150,000 150,000 150,000 150,000 750,000 Replacement 150,000 150,000 150,000 150,000 150,000 750,000 CAP Capital Charge 126,000 126,000 126,000 126,000 126,000 630,000 Well #9 Building Security/ System Piping 450,000 Distribution System Fittings 450,000 STWTP Capital Equipment Replacement JGMWTP Capital Equipment SCADA Remote Terminal Units Replacement 600,000 Total Recommended $31,257,580 $21,884,800 600,000 $3,843,357 $1,476,000 $1,476,000 $59,937,737 Water Program Project Descriptions JGMWTP: Expansion and Membrane Conversion This project will provide the increased water treatment capacity at the Johnny G. Martinez Water Treatment Plant (JGMWTP) needed to meet the projected growth resulting from in-fill development, development of remaining vacant land, and redevelopment of existing parcels. Utility Services & Warehouse Building 06-07 Source of Funds 06-07 Source of Funds W/WW Bonds W/WW Bonds This project provides for design and construction of new facilities on the site of the Kyrene Water Reclamation Facility to house the staff of the Utility Services workgroup and Water User Department Warehouse. 19,000,000 32 2,521,580 New Production Wells This project funds the construction of new water production wells to provide additional groundwater production capacity of approximately 13.0 million gallons per day to the City system. University Drive Waterline Replacement This project funds the relocation or replacement of older water lines along University Drive. 06-07 Source of Funds 06-07 Source of Funds W/WW Bonds 1,000,000 W/WW Bonds Development Fees 1,500,000 2,410,000 Water Utilities Department Security Improvements Enterprise Geographical Information System This project funds new security improvements and upgrades of existing components at well sites, water production plants, wastewater reclamation facilities, reservoirs, and the Household Products Collection Center. This project funds a Geographical Information System in the Water Department to provide a new view of spatial information to both internal and external customers. 06-07 Source of Funds 06-07 Source of Funds W/WW Bonds W/WW Bonds 2,000,000 900,000 Water Line Upgrades/Extensions Well #9 Building Security/System Piping This project funds replacement of water lines that break during normal operation or that have reached their useful life as identified in the Water Utilities Department Integrated Master Plan. This project provides funding for structural improvements at Well #9, including a building for the electrical gear, a new system connection from the well, a new building for chlorination equipment, and a new block wall. 06-07 Source of Funds 06-07 Source of Funds W/WW Bonds 850,000 W/WW Bonds Distribution System Fittings This project provides for the acquisition, assembly, and installation of water works infrastructure including meters, valves, hydrants, and water lines. STWTP Capital Equipment Replacement This project provides funding for replacement of pumps, valves, and other operating equipment due to unforeseen failures at the South Tempe Water Treatment Plant (STWTP). 06-07 Source of Funds 06-07 Source of Funds W/WW Bonds 450,000 200,000 W/WW Bonds 150,000 JGMWTP Capital Equipment Replacement This project provides funding for replacement of pumps, valves, and other operating equipment due to unforeseen failures at the Johnny G. Martinez Water Treatment Plant (JGMWTP). CAP Capital Charge This project funds the annual repayments to the Central Arizona Water Conservation District (CAWCD) to reimburse construction costs of the Central Arizona Project (CAP) Canal. 06-07 Source of Funds 06-07 Source of Funds W/WW Bonds 150,000 W/WW Bonds 33 126,000 Wastewater Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 5-Year FY 2010-11 Program 91st Avenue Wastewater Treatment Plant $21,600,000 $21,300,000 $18,200,000 $8,522,802 $5,000,000 $74,622,802 2,000,000 2,000,000 2,000,000 2,000,000 1,370,000 9,370,000 750,000 750,000 750,000 750,000 750,000 3,750,000 Southern Avenue Interceptor (SAI) Rehabilitation/ All Phases Sewer Line Upgrades and Extension Metering Station Improvements 48th Street Meter Station 405,000 405,000 204,000 204,000 SRO 10 MGD Diversion (Priest - 48th St.) Total Recommended 500,000 $24,959,000 500,000 $24,550,000 $20,950,000 $11,272,802 $7,120,000 $88,851,802 Wastewater Program Project Descriptions 91st Avenue Wastewater Treatment Plant SAI Rehabilitation – All Phases This project represents Tempe’s share of all expansion activities at the jointly-owned, regional 91st Avenue Wastewater Treatment Plant. This project funds the phased rehabilitation or replacement of a jointly-owned regional sewer line that runs through Tempe. 06-07 Source of Funds W/WW Bonds 18,728,399 CIP Fund Balances 2,871,601 06-07 Source of Funds W/WW Bonds 2,000,000 Sewer Line Upgrades and Extensions This project provides a recurring funding source to replace sewer lines that break during normal operation, as identified in the Water Utilities Department Integrated Master Plan (IMP). Metering Station Improvements This project provides funding for modifications to existing meter station access at the Priest Road Metering Station and the Southern Avenue Metering Station. 06-07 Source of Funds W/WW Bonds 750,000 06-07 Source of Funds W/WW Bonds 405,000 48th Street Meter Station This project provides funding for construction of a facility to allow dewatering of solids following the wastewater collection system cleaning process. 06-07 Source of Funds W/WW Bonds 204,000 34 Golf Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 5-Year FY 2010-11 Program Golf Course Improvements $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Total Recommended $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Golf Program Project Descriptions Golf Course Improvements This ongoing project provides funds for small annual renovation and improvement projects at both golf courses. 06-07 Source of Funds Excise Tax Bonds 50,000 35 Transit Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 5-Year FY 2010-11 Program Central Phoenix & East Valley Light Rail Transit System $58,399,037 $87,566,059 $16,582,445 $162,547,541 East Valley Regional Maintenance Facility Tempe Transportation Center 33,867,239 33,867,239 13,100,000 13,100,000 Bus-Midlife Scheduled Fleet Maintenance Bus Purchase-Fleet Replacement 3,619,000 1,470,000 1,600,000 5,089,000 6,000,000 15,650,000 23,250,000 Mid-Block Crossing Treatments 616,000 616,000 College Avenue Streetscape & Pedestrian Improvements 235,000 2,615,000 2,850,000 Crosscut Canal Multi-Use Path, Phase II 200,000 1,900,000 2,100,000 Rio Salado South Bank Multi-Use Path (Priest/Hardy) 140,000 140,000 100,000 100,000 Tempe Canal Multi-Use Path: Phase I Transportation Management Center-Equipment 25,000 Western Canal Multi-Use Path 670,025 695,025 4,600,000 4,600,000 Broadway Road Streetscape & Pedestrian Improvements 300,000 3,000,000 3,300,000 Rio Salado Multi-Use PathTempe/Phoenix (Priest/SR 143) 300,000 1,100,000 1,400,000 Apache Boulevard Street Improvements (Mill/Terrace) Total Recommended 200,000 $111,901,276 $97,121,084 36 200,000 $24,782,445 $18,950,000 $1,100,000 $253,854,805 Transit Program Project Descriptions Central Phoenix & East Valley Light Rail Transit System This project provides funding for design, engineering and construction of a light rail transit corridor that would link downtown Phoenix and downtown Mesa to Tempe. East Valley Regional Maintenance Facility 06-07 Source of Funds 06-07 Source of Funds Excise Bonds Regional Participation 22,004,925 Federal Grants 11,862,314 49,888,037 Regional Participation 8,511,000 This project funds design and construction costs for a cooperative multi-jurisdictional regional maintenance center located in Tempe. Tempe Transportation Center This project funds the design and construction of a transit center, including parking, commercial and office space, and 15 bus bays. Bus Midlife Scheduled Fleet Maintenance This project funds maintenance of the Tempe bus fleet and associated operational equipment. 06-07 Source of Funds 06-07 Source of Funds Transit Tax Transit Tax 11,465,691 Federal Grants 1,634,309 Federal Grant 2,819,800 799,200 Bus Purchase-Fleet Replacement This project funds the replacement of 52 fixed route buses in the Tempe fleet. Mid-Block Crossing Treatments This project funds the design and construction of up to six mid-block arterial street crossings at various locations throughout the City. 06-07 Source of Funds Transit Tax 1,600,000 06-07 Source of Funds Federal Grants Transit Tax College Ave. Streetscape & Pedestrian Improvements This project funds two miles of pedestrian improvements and traffic calming for a collector street. Crosscut Canal Multi-Use Path, Phase II 06-07 Source of Funds 06-07 Source of Funds CIP Fund Balance Transit Tax 225,234 9,766 500,000 116,000 This project will build a one mile non-motorized path that will connect to the recently completed, award winning 1.25 mile Crosscut Canal Multi-Use Path Phase I. Transit Tax 200,000 Rio Salado South Bank Multi-Use Path (Priest/Hardy) This project funds a multi-use path that would be located on City of Tempe right-of-way on the south bank of the Rio Salado Town Lake between Hardy and Priest Drive. Tempe Canal Multi-Use Path, Phase I This project funds design and construction of a one mile segment of concrete off-street pathway that will include lighting, landscaping, and art elements along the Tempe Canal. 06-07 Source of Funds 06-07 Source of Funds Transit Tax 140,000 Transit Tax Transportation Management Center -Equipment This project funds the purchase of equipment to manage and monitor traffic and transit operations in an increasingly dynamic environment. 06-07 Source of Funds CIP Fund Balances 25,000 37 100,000 Rio Salado Program Project Listings Funded Project Description FY 2006-07 Playa Del Norte Park Additional Needs FY 2007-08 FY 2008-09 5-Year FY 2009-10 FY 2010-11 $3,600,000 Program $3,600,000 Rio Salado Ancillary Construction Projects 100,000 100,000 100,000 100,000 100,000 500,000 9,400,000 4,740,000 2,060,000 16,200,000 3,643,500 1,750,000 85,500 86,000 5,565,000 $3,743,500 $11,250,000 $4,925,500 $2,246,000 $25,865,000 Town Lake Rubber Dam Replacement Tempe Town Lake Pedestrian Bridge Total Recommended $3,700,000 Rio Salado Program Project Descriptions Playa Del Norte Park Rio Salado Ancillary Project This project funds enhancements to the Playa Del Norte Park, including patio shade structure, mature tree planting, and construction of a water fountain. This project funds the various projects that become necessary at Tempe Town Lake, the Tempe Beach Park, and the linear park system. 06-07 Source of Funds 06-07 Source of Funds Capital Improvements Reserve G.O. Bonds 2,230,000 CIP Fund Balances 1,370,000 38 100,000 Police Protection Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 5-Year FY 2009-10 FY 2010-11 Program Police/City Radio System Replacement $2,559,648 Apache Boulevard Substation $6,777,622 $3,663,649 $1,285,800 $14,286,719 2,500,000 2,500,000 Police CAD/RMS/FRWS System 2,000,000 4,000,000 150,000 200,000 6,000,000 TIPS (Technology Integrated Police System) Detention Facility Improvements 150,000 150,000 150,000 800,000 80,000 80,000 Laptop Refresh 1,400,000 Total Recommended $7,289,648 $10,977,622 $5,213,649 1,400,000 $1,435,800 $150,000 $25,066,719 Police Protection Program Project Descriptions Police/City Radio System Replacement Apache Boulevard Substation This project will replace the City’s analog radio system with an interoperable digital system, allowing communication with other jurisdictions in the Phoenix metro area. This project funds the construction of a Police Substation and Property/Evidence Facility on Apache Boulevard. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 2,559,648 G.O. Bonds 2,500,000 Police CAD/RMS/FRWS System TIPS (Technology Integrated Police System) This project funds replacement of the Department’s existing Computer Aided Dispatch (CAD) System, Records Management System (RMS), and Field Report Writing System (FRWS). This project funds new technology in the Police Department, and adds resources to upgrade and interface with existing systems. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 2,000,000 G.O. Bonds Detention Facility Improvements This project funds the replacement of the Police Department’s graphic enunciator system in the Detention Facility. 06-07 Source of Funds Capital Improvements Reserve 80,000 39 150,000 Fire Protection Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 5-Year FY 2009-10 FY 2010-11 Program Replacement of Self Contained Breathing Apparatus $625,000 $625,000 Replacement Pumper Truck 420,000 420,000 Renovations to Fire Station 4 44,400 394,000 New Support Services Facility 1,424,200 438,400 290,400 Fire Station 2 3,825,160 407,570 5,539,760 4,833,752 5,241,322 Classroom Addition at Fire Training Center 199,888 199,888 140,000 140,000 Radio Replacement for Conversion to 800 MHz Total Recommended $1,089,400 $2,158,088 $290,400 $4,232,730 $4,833,752 $12,604,370 Fire Protection Program Project Descriptions Replacement of Self-Contained Breathing Apparatus Replacement Pumper Truck This project funds replacement of the Fire Department’s current self-contained breathing apparatus units. This project provides funding to replace pumper truck #E273. 06-07 Source of Funds Capital Improvements Reserve 06-07 Source of Funds Capital Improvements Reserve 625,000 Renovations to Fire Station 4 This project funds the renovation of Fire Station 4, including adding a women’s restroom, rebuilding the kitchen area, construction of an exercise room, and upgrades to the truck room. 06-07 Source of Funds G.O. Bonds CIP Fund Balances 41,234 3,166 40 420,000 Storm Drains Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 5-Year FY 2010-11 Program Storm Drain Improvements $200,000 $250,000 $250,000 $250,000 $250,000 $1,200,000 Total Recommended $200,000 $250,000 $250,000 $250,000 $250,000 $1,200,000 Storm Drains Program Project Descriptions Storm Drain Improvements This project funds the construction of minor storm drain extensions to relieve localized problems for replacement and/or upgrades associated with various storm water retention facilities. 06-07 Source of Funds Water/Wastewater Fund 200,000 41 Park Improvements Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 5-Year FY 2009-10 FY 2010-11 Program Development of Victory Acres Property $812,000 $800,000 250,000 300,000 300,000 350,000 350,000 1,550,000 Sports Facility Relamping 60,000 60,000 60,000 60,000 60,000 300,000 Park Landscaping Improvements 50,000 Neighborhood Park Improvements Park Renovation and Restoration $1,612,000 75,000 75,000 75,000 75,000 350,000 2,312,000 2,012,000 2,012,000 2,262,000 8,598,000 240,000 1,255,000 1,255,000 300,000 350,000 350,000 Kiwanis Park Sprinkler System Replacement 2,750,000 Athletic Field Lighting Improvements 400,000 1,400,000 Kiwanis Recreation Center Tennis Court Resurfacing 795,000 Total Recommended $1,172,000 $4,882,000 795,000 $4,052,000 $4,102,000 $3,147,000 $17,355,000 Park Improvements Program Project Descriptions Development of Victory Acres Property Neighborhood Park Improvements This project funds the development of a park in the Victory Acres section of Tempe This project funds the replacement of playground equipment, picnic equipment, fencing, signage, and other improvements in the various neighborhood parks. 06-07 Source of Funds Community Dev. Block Grant 06-07 Source of Funds G.O. Bonds Capital Improvements Reserve 812,000 Sports Facility Relamping 154,699 95,301 This project provides funding for the maintenance of sports facility lighting. Park Landscaping Improvements 06-07 Source of Funds G.O. Bonds This project provides funding for the repair and replacement of neighborhood park landscaping. 60,000 06-07 Source of Funds G.O. Bonds CIP Fund Balances 42 7,575 42,425 General Governmental Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 5-Year FY 2009-10 FY 2010-11 Program City Attorney Security Enhancement-City Attorney's Office/Criminal Division $100,438 $100,438 Community Development AWA - 1st Street Redevelopment 862,750 862,750 862,750 862,750 862,750 4,313,750 1,332,470 866,298 550,737 556,879 292,685 3,599,069 Historical Museum Exhibit Hall 926,000 2,625,000 Tempe Public Library Renovation 627,700 300,833 3,425,133 3,536,333 115,000 8,004,999 225,000 225,000 225,000 225,000 225,000 1,125,000 Community Services Municipal Arts Program Renovation of the Tempe 3,551,000 Maryanne Corder Neighborhood Improvement Program Public Works Police Department Chiller Expansion 2,500,000 2,500,000 City Facilities Rehabilitation 500,000 500,000 500,000 500,000 500,000 2,500,000 Historic Properties Preservation 100,000 100,000 100,000 100,000 100,000 500,000 HVAC Equipment Replacement 50,000 50,000 50,000 50,000 50,000 250,000 Energy Upgrade and Retrofit 32,000 32,000 32,000 32,000 32,000 160,000 Roof Maintenance Program 30,000 30,000 30,000 30,000 30,000 150,000 $7,286,358 $5,591,881 $5,775,620 $5,892,962 $2,207,435 $26,754,256 Total Recommended General Governmental Program Project Descriptions Security Enhancement-City Attorney’s Office/Criminal Division America West Airlines (AWA)-1st Street Redevelopment This project improves the ergonomics of support staff workstations and enhances security at the City Attorney’s Office. 06-07 Source of Funds Capital Improvements Reserve 100,438 This project provides funding for the development agreement between America West Airlines and the City. 06-07 Source of Funds Other Funds 43 862,750 Municipal Arts Program This project provides for various municipal arts projects as determined by the Municipal Arts Commission and the City Council. 06-07 Source of Funds Water/Wastewater Fund Capital Improvements Reserve Transit Fund 06-07 Source of Funds G.O. Bonds CIP Fund Balances 562,166 726,124 199,876 235,282 535,022 Tempe Public Library Renovation Maryanne Corder Neighborhood Improvement Program This project provides funding for small neighborhood initiated projects. This project provides funds to enhance and renovate the Tempe Public Library. Enhancements will include upgrading the computer network, remodeling existing space, and purchase of new furniture. 06-07 Source of Funds G.O. Bonds Renovation of the Tempe Historical Museum Exhibit Hall This project funds the complete renovation of the exhibit gallery of the Tempe Historical Museum Exhibit Hall, and funds the addition of 4,000 square feet of artifact storage. 06-07 Source of Funds Capital Improvements Reserve 627,700 225,000 Police Department Chiller Expansion This project will provide redundant cooling capacity for the Municipal District Cooling Loop. City Facilities Rehabilitation This project provides funding for the rehabilitation and repair to aging City owned building infrastructure. 06-07 Source of Funds G.O. Bonds 2,500,000 06-07 Source of Funds Capital Improvements Reserve Historic Properties Preservation This project provides funding to preserve the structural and aesthetic value of City owned historical properties. HVAC Equipment Replacement This project funds the replacement of City owned A/C equipment. 06-07 Source of Funds Capital Improvements Reserve 06-07 Source of Funds Capital Improvements Reserve 100,000 500,000 50,000 Energy Upgrade and Retrofit This project funds the retrofit of lighting City facilities to improve energy efficiency throughout the City. Roof Maintenance Program This project provides funding for the maintenance and repair of the roofs on City buildings. 06-07 Source of Funds Capital Improvements Reserve 06-07 Source of Funds Capital Improvements Reserve 32,000 44 30,000 Transportation and Right-of-Way Program Project Listings Funded Project Description FY 2006-07 Major Street Renovation Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 5-Year FY 2010-11 Program $1,384,614 $1,082,409 $1,190,650 $2,000,000 $2,200,000 $7,857,673 1,234,142 955,142 459,729 477,628 525,391 3,652,032 Local and Major Street Reconstruction Local Street Renovation 1,218,685 1,331,099 877,400 1,237,500 1,361,250 6,025,934 Arterial Resurfacing 874,481 961,929 1,058,122 1,163,934 1,280,328 5,338,794 Neighborhood Rehabilitation 650,000 715,000 786,500 865,150 951,665 3,968,315 Intersection Reconstruction 600,000 660,000 726,000 798,600 878,460 3,663,060 Minor Concrete Improvements 393,250 432,575 475,832 523,415 575,757 2,400,829 Management 200,000 200,000 200,000 200,000 200,000 1,000,000 Bridge Maintenance 100,000 100,000 100,000 100,000 100,000 500,000 26,057 66,480 33,146 124,300 62,180 312,163 Neighborhood Transportation City Facilities Parking Lots Minor Street and Alley Improvements Total Recommended 22,000 22,000 22,000 22,000 22,000 110,000 $6,703,229 $6,526,634 $5,929,379 $7,512,527 $8,157,031 $34,828,800 Transportation and Right-of-Way Program Project Descriptions Major Street Renovation This project provides funds for ongoing preventative maintenance and resurfacing of major arterial and collector streets throughout the city in accordance with the City’s Pavement Management Program. Local and Major Street Reconstruction This project provides for the reconstruction, resurfacing, and rehabilitation of isolated and/or small groups of streets that have exceeded their design life or that were never part of the City’s street system. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 1,384,614 G.O. Bonds 1,234,142 Local Street Renovation This project will provide the ongoing preventative maintenance of local/residential streets throughout the city in accordance with the City’s Pavement Management Program. Arterial Resurfacing This project provides funding for the resurfacing and localized reconstruction of the arterial street system in the City. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 1,218,685 G.O. Bonds 874,481 Neighborhood Rehabilitation This project provides for the reconstruction, resurfacing, and/or rehabilitation of residential streets in Tempe Neighborhoods Intersection Reconstruction This project provides for the reconstruction, resurfacing, and rehabilitation of intersections throughout the City. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 650,000 G.O. Bonds 45 600,000 Minor Concrete Improvements This project provides funds for the emergency replacement of broken curbs, gutters, and sidewalks throughout the City. Neighborhood Transportation Management This project will provide the Transportation Division with resources to plan and identify effective neighborhood specific traffic calming measures, including speed humps. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 393,250 G.O. Bonds 200,000 Bridge Maintenance This project funds maintenance of City bridges. City Facilities Parking Lots This project will provide for the sealing, resurfacing, and reconstruction of City parking lots in accordance with the Pavement Management Program. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 59,908 CIP Fund Balances 40,092 G.O. Bonds Minor Street and Alley Improvements This project provides for the improvement or dust control of minor streets and alleys throughout the City. 06-07 Source of Funds G.O. Bonds 22,000 46 26,057 Traffic Signals/Street Lighting Program Project Listings Funded Project Description FY 2006-07 Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 5-Year FY 2010-11 Program New Signals/Modular Upgrades $320,000 $320,000 $320,000 $320,000 $320,000 $1,600,000 300,000 300,000 300,000 300,000 300,000 1,500,000 300,000 300,000 300,000 300,000 300,000 1,500,000 150,000 175,000 175,000 175,000 175,000 850,000 25,000 25,000 25,000 25,000 25,000 125,000 $1,120,000 $1,120,000 $1,120,000 $1,120,000 $5,600,000 Streetlight Upgrades/New Installation Street Light Pole Structural Replacement Utility Undergrounding Installation of ADA Pedestrian Push Buttons Antique Street Sign Face and Frames Replacement 25,000 Total Recommended $1,120,000 25,000 Traffic Signals/Street Lighting Program Project Descriptions New Signals/Modular Upgrades This project provides funds for the installation of new traffic signals and/or the conversion of existing signals to modular standards. Street Light Upgrades/ New Installation This project provides for the installation of new street lights at various locations as well as the upgrading of streetlights from mercury vapor luminaries to high pressure luminaries. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 320,000 G.O. Bonds 300,000 Street Light Pole Structural Replacement This project funds the replacement of existing rusted street light poles that are direct buried with those that meet current street light pole foundation standards. Utility Undergrounding This project provides funding for the undergrounding of overhead utility lines. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 140,610 CIP Fund Balances 159,390 G.O. Bonds 150,000 Installation of ADA Pedestrian Push Buttons This project provides for the installation of pedestrian push buttons in compliance with the Americans With Disabilities Act. Antique Street Sign Face and Frame Replacement This project provides for the replacement of the Antique Street Sign Faces and Frames in the downtown business district. 06-07 Source of Funds 06-07 Source of Funds G.O. Bonds 25,000 G.O. Bonds 47 25,000 Relationship Between Operating and Capital Budgets Pursuant to City Charter, all current and future operating and maintenance impacts associated with capital improvements are to be identified and reviewed in the Capital Budget process. These impacts can include increased costs, new revenues, and cost savings. Examples of increased costs include new staffing needs, supplies and services, operating equipment purchases, facility maintenance contracts, and utility costs. To ensure that these costs are accurately identified for each project, department staff work in tandem with Facilities Maintenance and the Information Technology Department staff in preparing operating budget impact projections. In addition to cost considerations, any new operating revenue generated by a capital project is to be identified. Examples of new revenue can include user fees, charges for services, taxes, and permit fees. A final operating consideration is expenditure offsets achieved by building a capital project. Examples of these offsets can include reduced office rental or land lease costs and reductions in miscellaneous fees and service charges. Current Operating and Maintenance Impacts The table below summarizes the operating and maintenance impacts for the FY 2006-07 Capital Budget. These costs totaled $508,822 in FY 2006-07, and include funding for five new full-time positions. As is evident from the table, no new operating revenues nor offsetting expenditure reductions were identified for these projects. These impacts were included in the FY 2006-07 Operating Budget. In terms of specific projects, the Apache Boulevard Police Substation project contributes by far the largest operating cost, with $396,698 in equipment and Current Operating and Maintenance Impacts of Capital Budget FY 2006-07 Offsets Expenditure FTE Total Cost Reductions General Fund Police Apache Boulevard Substation 4.00 Community Services Tempe Historical Museum Renovation Tempe Public Library Renovation New Revenue Net Fiscal Effect Recurring $396,698 $396,698 $338,198 9,920 9,920 9,920 5,000 5,000 5,000 NonRecurring $58,500 Total - General Fund 4.00 411,618 411,618 353,118 58,500 Transit Fund Public Works East Valley Regional Maintenance Facility Total - Transit Fund 1.00 1.00 81,784 81,784 81,784 81,748 80,295 80,295 1,489 1,489 8,940 8,940 8,940 6,480 6,480 6,480 15,420 15,420 15,420 $508,822 $508,822 $448,833 Highway User Revenue Fund Public Works Street Light Upgrades/New Installation New Signals/Modular Upgrade Total - Highway User Revenue Funds Grand Total - All Funds 5.00 48 $59,989 associated with these projects will be paid with monies from the Transit Fund. operating costs in FY 2006-07. Of this amount, $338,198 is budgeted for the recurring costs of hiring four new full-time positions, including two Custodians, a Facility Technician II, and an Administrative Assistant I for the lobby of the Substation. The nonrecurring amount is for office furnishings and vehicles. These costs will be paid from the City’s General Fund. With the exception of the Apache Boulevard Substation, which represents an ongoing operating impact of approximately $400,000 per year in the forecast period, the remaining impacts represent relatively minor operating and maintenance impacts. Other General Fund impacts include $9,920 for increased utility and custodial costs associated with adding 4,000 square feet of storage space in the Tempe Historical Museum Renovation and $5,000 for information technology hardware maintenance expenses associated with upgrading the computer network as part of the Tempe Public Library Renovation. The impacts for both of these projects are recurring in nature. The East Valley Regional Maintenance Facility will have an $81,784 impact on the Transit Fund associated with hiring a Transit Maintenance Administrator to oversee the construction and operations of the facility. Of this amount, $80,295 is ongoing in nature and the remainder is for nonrecurring equipment costs. The remaining current year operating impacts include pole painting, electricity, and contracted services costs related to the Street Light Upgrades/New Installation and New Signal/Modular Upgrade projects in the Transportation Program. These recurring costs total $8,940 and $6,480 respectively, and will be paid from the Highway User Revenue Fund. Future Operating and Maintenance Impacts In addition to current year impacts, future operating costs, savings, and revenue associated with current and planned projects are identified in the Capital Budget process to aid in long range planning. As the City Council only formally adopts Operating and Capital Budgets on an annual basis, it is important to note that these ‘out-year’ impacts merely represent a forecast based on the current scope of the project and inflation assumptions. As such, they will be subject to upward and/or downward revision in future years based on changes in inflation, the scope of the project and/or Council and Community priorities. As shown in the table on the following page, the total operating costs for all projects are estimated to grow from $2.4 million in FY 2007-08 to $10.2 million in FY 2010-11. Transit projects in the Special Purpose program are the primary driver of this growth, as the Central Phoenix and East Valley Light Rail Transit System, the East Valley Regional Maintenance Facility, and the Tempe Transportation Center projects become fully operational. Operating costs 49 Projected Impact of Capital Improvements on Future Operating Budgets Capital Improvements Plan Net Operating Impact Forecast: FY 2007-08 to FY 2010-11 Capital Project Fund FY 2007-08 Utility Services and Warehouse Building Water $38,582 Water Utilities Department Security Improvements Water 93,941 FY 2008-09 FY 2009-10 FY 2010-11 Enterprise Program Enterprise Subtotal $38,582 $38,582 $38,582 132,523 38,582 38,582 38,582 1,141,078 1,170,226 1,200,205 1,231,044 3,545,000 7,214,000 7,466,000 28,600 28,600 28,600 Special Purpose Program East Valley Regional Maintenance Facility Transit CP/EV Light Rail Transit System Transit Western Canal Multi-Use Path Transit Rio Salado Multi-Use Path: Tempe/Phoenix Transit 10,400 Crosscut Canal Multi-Use Path, Phase II Transit 5,200 Rio Salado S. Bank Multi-Use Path Priest/Hardy Transit 2,600 2,600 2,600 2,600 Tempe Canal Multi-Use Path, Phase I Transit 5,200 5,200 5,200 5,200 Transit 513,840 517,887 491,975 496,105 43,590 85,501 86,001 1,786,959 5,313,103 9,028,081 9,331,150 Tempe Transportation Center Tempe Town Lake Pedestrian Bridge Rio Salado Playa Del Norte Park Rio Salado Special Purpose Subtotal 28,600 95,641 General Purpose Program Apache Boulevard Police Substation General 382,249 402,662 431,818 463,307 TIPS (Technology Integrated Police Systems) General 10,000 10,000 10,000 10,000 Laptop Refresh General 15,000 15,000 15,000 Police CAD/RMS/FRWS System General 55,000 55,000 55,000 Police/City Radio System Replacement General 9,000 49,000 49,000 Detention Facility Improvements General New Support Services Facility General Classroom Addition at Fire Training Center General 3,934 Renovation of the Tempe Historical Museum Exhibit Hall General Tempe Public Library Renovation Development of Victory Acres Property 9,000 7,000 7,000 63,030 63,030 3,934 3,934 3,934 9,920 9,920 9,920 9,920 General 20,000 38,400 38,400 48,400 General 10,150 20,300 20,300 20,300 445,253 571,216 703,402 744,891 General Purpose Subtotal 7,000 Transportation Program Streetlight Upgrades/New Installations HURF 8,940 16,440 8,940 16,440 New Signals/Modular Upgrades HURF 6,480 6,480 6,480 6,480 15,420 22,920 15,420 22,920 $2,380,155 $5,945,821 $9,785,485 $10,137,543 Transportation Subtotal Total 50 Debt Policy • Overlapping debt issues shall be included in the The objective of the City of Tempe debt management policy is to maintain the City’s ability to incur present and future debt at the most beneficial interest rates in amounts needed for financing the adopted Capital Improvements Program without adversely affecting the city’s ability to finance essential City services. City’s financial reports. • Authorized debt shall be limited as follows unless authorization is obtained from the City Council to exceed these limits: -General obligation bonds shall follow the guidelines established in the debt management plan Policy Statements: • Debt will only be used to finance long term capital improvements and not be used to finance recurring operating expenses. -Excise tax bonds shall maintain revenue coverage limits of at least 3 times debt service • In accordance with state law, the total value of -Improvement District bonds shall not exceed 5% of the City’s secondary assessed valuation General Obligation bonds issued for the purposes of water, wastewater, artificial light, open space preserves, parks, playgrounds, and recreational facilities cannot exceed 20% of assessed valuation. The total value of General Obligation bonds issued for all other purposes other than those listed above cannot exceed 6% of assessed valuation. -Short-term borrowing or lease/purchase contracts must be budgeted within the Operating Budget • Benchmark ratios of per capita debt, debt service to operating revenue, and outstanding debt as a percent of full cash value will be updated regularly and incorporated into the Debt Management Plan. • Debt term should match the useful life of the capital project funded. • Debt service schedules will be based upon level annual principal and interest payments. Bonded Debt Limits July 1, 2006 FY 2006-07 6% Bond Limit (1) Outstanding Bonded Debt-Previously Issued 20% $120,402,199 $401,340,666 (83,490,000) (201,835,000) Proposed Bonds to be Sold in FY 2006-07: Water/Wastewater Park Improvements (51,844,979) (1,592,274) All Others (18,728,453) Debt Margin Available $18,183,746 $146,068,413 Notes: (1) The FY 2006-07 Bond Limit is based upon an estimated secondary assessed value of $2,006,703,332, compared to the FY 2005-06 secondary assessed value of $1,904,426,188. Under Arizona law, cities may issue general obligation bonds for purposes of water, wastewater, artificial light, open space preserves, parks, playgrounds and recreational facilities up to an amount not exceeding 20% of the secondary assessed value. Cities may also issue general obligation bonds for all other purposes not included in the 20% Debt Margin category up to an amount not exceeding 6% of the secondary assessed value. 51 Capital Budget, Debt Service and Property Tax Rate: Ten Year Historical Trends Budgeted Capital Fiscal Outstanding Improvements Year Principal Debt Program Debt Service Requirements P&I Net Secondary Assessed Value % Change in Secondary Assessed Valuation Property Tax Rate ($) Primary Secondary Total 1997-98 $79,717,004 $173,470,000 $24,533,678 $993,270,348 8.8 .56 .84 1.40 1998-99 87,651,929 203,495,000 24,297,657 1,098,826,160 10.6 .54 .86 1.40 1999-00 85,587,326 197,735,000 31,836,932 1,240,471,800 12.9 .55 .85 1.40 2000-01 67,408,152 200,805,000 29,772,986 1,356,429,397 9.3 .54 .81 1.35 2001-02 85,541,430 205,950,000 26,675,235 1,456,361,617 7.4 .53 .82 1.35 2002-03 95,318,794 252,480,000 23,996,164 1,556,492,294 6.9 .52 .83 1.35 2003-04 117,968,707 280,525,000 27,243,978 1,688,452,415 8.5 .55 .80 1.35 2004-05 177,118,222 339,960,000 27,696,707 1,768,877,385 4.8 .53 .82 1.35 2005-06 189,971,703 484,860,000 36,218,409 1,904,426,188 7.7 .52 .88 1.40 2006-07 196,728,491 553,202,321 53,474,507 2,006,703,332 5.4 .52 .88 1.40 Summary: (1) The increase from $86 million to $197 million between FY 2001-02 and FY 2006-07 primarily comes from the addition of light-rail construction within the Transit program, an expansion of the Water/Wastewater capital program, and the building of the Performing Arts Center. The increase in outstanding principal is due to an increasing utilization of bonded debt in the Capital Budget. Debt Service Requirements by Fund FY 2006-07 Principal Debt Service Fund Transit Fund Water/Wastewater Fund Golf Fund Performing Arts Fund Cemetery Fund Total Interest Fiscal Agent Fees Total $9,101,344 $7,064,161 $330,000 $16,495,505 2,144,973 3,128,000 210,000 5,482,973 12,221,840 10,320,298 2,500 22,544,638 144,326 11,703 70,000 226,029 3,445,000 2,624,026 40,000 6,109,026 80,000 99,738 25,000 204,738 $27,137,483 $23,247,926 $677,500 $51,062,909 52 Property Taxes Beginning with FY 1980-81, property taxes were divided into two distinct levies, primary and secondary. The primary tax levy may be imposed for any type of municipal expenditure while the secondary tax levy may only be used to retire principal and interest charges on bonded indebtedness. Primary levy increases are restricted by state statute. However, secondary levy increases are “unlimited” in that they may be increased to the level necessary to retire bonded indebtedness. In FY 2005-06, the City raised the levy rate to $1.40 to increase debt capacity for capital improvement projects. $ Millions 30 28 26 24 22 20 18 16 14 12 10 8 6 4 2 0 7 -9 96 9 1 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 01 00 20 3 -0 02 0 2 02 10 20 Primary Tax Lev y Fiscal Year Primary Tax Levy 1996-97 $5,141,986 1997-98 4 -0 03 0 2 5 -0 04 0 2 6 -0 05 0 2 7 -0 06 0 2 Secondary Tax Lev y Secondary Tax Levy Total Tax Rate/ $100 $7,666,645 $12,808,631 $1.40 5,382,818 8,449,186 13,832,004 1.40 1998-99 5,665,500 9,506,788 15,172,288 1.40 1999-00 6,145,600 10,416,336 16,561,936 1.35 2000-01 6,879,783 11,615,100 18,414,400 1.35 2001-02 7,169,352 11,695,228 18,864,580 1.35 2002-03 7,291,549 12,897,095 20,188,644 1.35 2003-04 8,313,398 13,059,814 21,373,212 1.35 2004-05 8,878,734 14,631,500 23,510,234 1.35 2005-06* 9,413,934 16,707,531 26,121,465 1.40 2006-07* 9,822,845 17,693,103 27,515,948 1.40 * Amounts reflect estimated receipts 53 Citywide Overview Total Operating Budget and Debt Service Budget Data FY 2004-05 Actual FY 2005-06 Budget FY 2005-06 Revised FY 2006-07 Budget Operating Budget $275,193,835 $275,297,746 $264,032,225 $314,115,625 Cost Per Capita % Change (cost per capita) 1,698 10,589,230 Debt Service* Cost Per Capita 1,675 (0.8%) 14,411,213 65 % Change (cost per capita) 1,606 (4.1%) 13,244,199 1,895 13.1% 16,495,508 88 81 99 35% (8%) 22% * Tax-Supported Total Operating Revenue by Source Source FY 2004-05 Actual FY 2005-06 Budget FY 2005-06 Revised FY 2006-07 Budget General Fund $138,420,327 $138,273,504 $150,534,665 $160,525,688 Debt Service Fund 15,561,772 17,384,026 17,834,026 18,580,379 Transportation/Transit Funds 50,950,767 52,247,245 54,886,281 55,928,919 CDBG/Section 8 Funds 11,574,472 11,731,640 11,730,640 11,502,474 1,607,864 735,500 1,014,443 1,054,747 Rio Salado Fund Performing Arts Fund Enterprise Funds Total 6,103,402 5,881,072 6,897,355 7,393,250 54,170,056 60,964,340 59,844,284 62,741,283 $278,388,660 $287,217,327 $302,741,694 $317,726,740 Staffing Summaries Citywide: Full-Time Authorized Positions FY 2003-04 Actual FY 2004-05 Actual FY 2005-06 Revised FY 2006-07 Budget Total Personnel 1,643 1,645 1,700 1,731 Employees/1,000 Population 10.3 10.1 10.4 10.4 (2.0%) 3.0% 0.0% Source % Change (Employees/1,000 Population) 54 Program Budget at a Glance The City's Total Financial Program consists of six major areas: (1) General Services, (2) Development Services, (3) Public Safety, (4) Environmental Health, (5) Community Services, and (6) Transportation. Historically, Environmental Health has always consumed the largest share of program expenditures. For FY 200607, Transportation now constitutes the largest share with 33% of total program expenditures. This reflects the commitment to construct the transit light rail project and regional maintenance facility. Environmental Health represents 24% of the budget, reflecting funding for plant capacity expansions for water and wastewater facilities. Population (Thousands) ($ )Millions 600 $ $ $ $ $ $ $ $ $ $ 170 150 500 130 400 110 90 300 70 50 200 30 100 10 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 General Services Development Services Public Safety Environmental Health Community Services Transportation Population Program (Thousands) FYE 98 FYE 99 FYE 00 FYE 01 FYE 02 FYE 03 FYE 04 FYE 05 FYE 06 General Services $25,096 $25,138 $27,024 $28,427 $44,517 $37,819 $44,547 $43,779 $40,785 $53,773 Development Services 29,563 37,949 20,483 21,842 35,036 21,958 20,287 21,659 23,454 25,767 Public Safety 49,853 50,509 58,040 63,479 66,277 66,618 70,515 72,421 89,998 92,868 Environmental Health 64,665 64,472 72,022 69,586 73,406 127,686 76,678 110,865 Community Services 32,982 32,138 43,320 36,232 37,070 37,544 56,500 45,126 Transportation 44,186 67,905 62,624 50,508 63,251 67,055 62,389 65,461 Total $246,345 $278,111 FYE 07 124,395 125,421 70,547 46,713 116,090 166,302 $283,513 $270,074 $319,557 $358,680 $330,916 $359,311 $465,269 $510,844 55 Per Capita Expenditures by Program In FY 2006-07, the total per capita cost is $3,080, representing a 7% increase over FY 2005-06. In this fiscal year, for every $1 of expenditure, 33¢ is earmarked for Transportation, 24¢ for Environmental Health and the remainder for Public Safety, General Services, Community Services, and Development Services. FY 2006-07 General Services $324 Community Services $282 Public Safety $560 Development Services $155 Transportation $1,003 Environmental Health $756 Per Capita Expenditures Program General Services FY 2005-06 Percentage of Total FY 2006-07 Percentage of Total $259 9% $324 11% Development Services 144 5% 155 5% Public Safety 547 19% 560 18% Environmental Health 777 27% 756 24% Community Services 432 15% 282 9% Transportation 720 25% 1,003 33% $2,879 100% $3,080 100% Total Per Capita Expenditures 56 Program By Fund Summary From a funding perspective, it is evident that the majority of funding for the City’s two largest program areas, Environmental Health and Transportation, comes from enterprise, special revenue, and capital revenues. In terms of General Governmental revenues, the Public Safety program receives the majority of funding. FY 2006-07 Fund General General Services $33,740,080 Rio Salado Development Services Public Safety $11,795,527 $84,489,365 Environmental Health $251,145 1,606,654 Community Services $26,868,171 Debt Service $1,850,000 376,436 HURF Public Safety represents the largest program in the General Fund. Transit Transportation Total $158,994,288 1,983,090 9,413,469 9,413,469 35,313,568 35,313,568 16,495,505 16,495,505 Performing Arts 9,106,148 9,106,148 Golf 2,195,431 2,195,431 Solid Waste 13,955,883 13,955,883 Water Utilities 54,797,488 54,797,488 CDBG/Section 8 11,502,474 11,502,474 Cemetery Total Operating Capital Improvements TOTAL PROGRAM 358,281 358,281 50,235,585 24,904,655 84,489,365 69,004,516 38,904,467 46,577,037 314,115,625 3,537,438 862,750 8,379,048 56,416,580 7,808,170 119,724,505 196,728,491 $25,767,405 $92,868,413 $125,421,096 $46,712,637 $166,301,542 $510,844,116 $53,773,023 57 Program By Department Summary FY 2006-07 Department Mayor and Council City Manager Community Relations City Clerk General Development Services Services Environmental Health Community Transportation Services Total $399,696 $399,696 422,762 422,762 2,952,643 2,952,643 621,974 621,974 City Court 3,943,906 Human Resources 2,932,056 City Attorney 2,786,507 Financial Services 4,674,269 Diversity Program 732,197 Internal Audit Public Safety 2,932,056 322,402 Community Development 3,108,909 4,674,269 732,197 Public Works represents 100% of the total Transportation program, while Police comprises 78% of the total Public Safety program budget. 464,381 Development Services 3,943,906 464,381 6,310,149 6,310,149 16,688,062 16,688,062 Police 59,512,347 59,512,347 Fire 20,063,940 20,063,940 Community Services 969,172 Parks and Recreation Water Utilities 16,078,322 16,859,088 16,859,088 30,930,448 Public Works 6,665,302 TOTAL DEPT 22,651,787 Non-Departmental 15,109,150 1,906,444 30,930,448 14,207,028 24,904,655 84,489,365 45,459,878 7,988,293 38,794,832 61,573,606 31,968,238 38,794,832 248,268,755 20,000 1,850,000 9,858,293 Debt Service 16,495,505 22,544,638 6,539,793 5,482,973 51,062,909 Contingency 3,100,000 1,000,000 376,436 449,232 4,925,668 69,004,516 38,904,467 46,577,037 314,115,625 56,416,580 7,808,170 119,724,505 196,728,491 TOTAL OPERATING 50,235,585 Capital Improvements 3,537,438 TOTAL PROGRAM 24,904,655 84,489,365 862,750 8,379,048 $53,773,023 $25,767,405 $92,868,413 58 $125,421,096 $46,712,637 $166,301,542 $510,844,116 Impact of Total Budget on Residents Utility Charges for Services The City maintains three utility services for water, sewer, and solid waste. For FY 2006-07, an increase in water and sewer rates has been approved and will be effective November 1, 2006. Rate reviews for each of the utility services will continue annually. Water/Sewer Effective November 1, 2005, water rates increased by 3.9%, sewer rates increased by 7.7%, and irrigation rates increased by 9%. Per Council approval, water and sewer rates will be adjusted again in the fall of 2006 to attain full cost recovery, as customer charges are based upon water consumption and strength of discharge into the sewer system. The impact to water and sewer customers will be 4.6% and 6.7%, respectively. Local Taxes Sales Tax The City Sales Tax is currently 1.8%. Of this tax, 1.2% is dedicated to the General Fund, 0.5% goes to fund Transit, and 0.1% is devoted to the Visual and Performing Arts. Solid Waste Effective November 1, 2005, solid waste rates were changed. The rate for residential services increased by 9.5%, while commercial services increased by 7.5%. Upon finalizing FY 2005-06 financial statements, solid waste rates will be reviewed to determine if fee adjustments are required. Property Tax The property tax rate for FY 2006-07 will remain at $1.40/$100 assessed valuation. The primary tax rate is $0.52 and the secondary tax rate is $0.88. The primary levy is used to offset General Fund services such as police, fire, parks, libraries, while the secondary tax levy is used to repay debt. Average Utility Charges for Services (monthly) 1 Local Taxes 1 Fiscal Year Sales Tax Property Tax Water Sewer Solid Waste 2005-06 1.8% $1.40 $22.15 $13.38 $15.29 2006-07 1.8% $1.40 $23.01 $14.41 $16.74 Charges reflect rates effective July 1 59 Personnel Summary: Ten Year History The number of full-time employees, which does not include permanent full-time equivalents or temporary full-time equivalents, for FY 2006-07 totals 1,731, a 2.2% increase from the FY 2005-06 budget. Total employees per 1,000 population for FY 2006-07 is estimated at 10.44, a 1.4% increase from the previous fiscal year. The increase in personnel can primarily be attributed to increased development activity within the City. Of this increase, fourteen positions have been hired to address the increase in development, while five positions were requested in conjunction with the City’s light rail construction project. Full-time Employees Per 1,000 Population 12 2000 10 1500 8 1000 6 The total number of full-time employees has increased from 1,488 to 1,731 from 1998 to 2007 for a 16% increase. During that same period the number of employees per 1,000 population rose by 11%. 4 500 2 0 0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Fiscal Year Full-Time Employees Per 1,000 Population Fiscal Year End Full-Time Employees Employees Per 1,000 Population 1998 1,488 9.45 1999 1,556 9.71 2000 1,628 10.27 2001 1,661 10.36 2002 1,722 10.80 2003 1,692 10.61 2004 1,643 10.29 2005 1,645 10.10 2006 1,693 10.30 2007 1,731 10.44 60 Comprehensive Financial Plan The following section summarizes the comprehensive financial plan which served as the cornerstone for the financial action plan and capital and operating budget decision making. It includes long-range forecasts of revenues and expenditures, issues, trends and resource choices for all fund, and debt management program. Comprehensive Financial Plan Contents Page Comprehensive Financial Plan Overview ..................................................................................................................... 62 Forecast Methodology.................................................................................................................................................... 63 Forecast and Major Revenue Assumptions.................................................................................................................. 64 Financial Overview ......................................................................................................................................................... 66 Major Expenditure Assumptions and Economic Outlook ........................................................................................... 67 General Fund................................................................................................................................................................... 68 Transit Fund .................................................................................................................................................................... 70 Performing Arts Fund..................................................................................................................................................... 72 Transportation Funds..................................................................................................................................................... 74 Enterprise Funds Water/Wastewater Fund .............................................................................................................................................. 76 Solid Waste Fund......................................................................................................................................................... 78 Golf Fund ..................................................................................................................................................................... 80 Rio Salado and Community Facilities District (CFD) Funds ....................................................................................... 82 Financial Action Plan...................................................................................................................................................... 84 61 Comprehensive Financial Plan Overview Introduction The City enjoys bond ratings of: "AAA" Fitch - Highest Rating "AA+" Standard and Poor's - 2nd Highest Rating "Aa1" Moody's - Highest Rating The Comprehensive Financial Plan, first published in March 1991, is a vital component of Tempe’s financial management strategy. Its purpose is to provide a fiveyear perspective on the financial condition of the City’s major appropriated funds. As a planning tool it provides a long-range context for short-term budgetary decisions. Revenue growth and operating surpluses in the General Fund have allowed the City to address high priority needs in the Capital Improvements Program with pay-as-you-go financing. Although the General Fund balance is estimated to grow to $52.2 million for FYE 2006, these funds are not being used for pay-asyou-go financing as the City is assessing the financial impact associated with Other Post Employment Benefits (OPEB). A recent decision by the Governmental Accounting Standards Board (GASB) requires government employers to disclose the cost of OPEB over the active life of the benefiting employees (GASB Statement No. 45). The City of Tempe’s liability arises from retiree healthcare subsidies. The City has taken a proactive stance by commissioning an actuarial study. This study has been completed and findings forwarded to the City’s Finance, Aviation, Diversity, Human Resources and Tempe Community Council Committee for review and recommendations. Study Approach As part of this study, the Management and Budget Section within Financial Services has established financial models that examine the City's appropriated operating funds and their underlying revenue and expenditure structures for the period of FY 2005-06 through FY 2009-10. Forecast models are presented along with trends, forecasts, and fund balances for each of the funds. Major operating funds examined include: • • • • • • • • General Fund Transit Fund Transportation Fund Performing Arts Fund Water/Wastewater Fund Solid Waste Fund Golf Fund Rio Salado and Community Facilities District Funds The successful transit tax proposal in September 1996, increasing the sales and use tax rate by one half of one percent, is forecasted to provide sufficient revenue for transit purposes through the end of the forecast period. Our projection is for continued reductions in our percentage share of state revenue for transportation from the Highway User Revenue Fund (HURF) and the State Lottery as Tempe’s share of statewide population falls (which is the method used to allocate these monies). This factor, combined with expenditure growth, may produce a deficit condition in the Transportation Funds in future years. Major Study Findings Highlights of the major findings and conclusions from the long-range financial study are as follows: The Water/Wastewater fund will most likely require rate adjustments with the goal to ensure full cost recovery. Over the next five years, further adjustments will be necessary to meet the fiscal impact of water/ wastewater compliance and sewer capacity demands. These costs are due to federally mandated modifications at the regionally shared 91st Avenue Wastewater Treatment Plant and the need for increased sewage processing capacity and other compliance driven improvements. The City continues to have strong fund balances and reserves. This is best depicted by the following: Unrestricted fund balance in the General Fund is at $37.8 million as of June 30, 2005. This balance represents 27.3% of FY 2004-05 total General Fund revenue (25% is the guideline used by the City as an optimum fund balance level according to the City’s financial policy). Self-insurance reserve of $8.8 million (considered adequately protected from potential liability claims). Continued close monitoring of the Solid Waste and Golf Enterprise Fund operations will be required, which may include the possibility of rate adjustments to avoid operating deficits and to maintain adequate reserves for capital needs and contingencies. The Golf Fund faces unique challenges as valley courses vie for golfers. These challenges may require a look at options beyond rate adjustments to ensure future fund solvency. Restricted debt service reserves of $19.7 million, sufficient to absorb debt obligations over the next five years. Water/Wastewater fund balance of $60.7 million provides necessary coverage for operating and capital expenses and critical financial flexibility over the next several years. Performing Arts and Rio Salado and Community Facilities District forecasted shortfalls are consistent with their financial plans. 62 Forecast Methodology Forecasting used in this report refers to the estimating of the future values of revenue and expenditures. It provides an estimate of how much revenue will be available and the resources required to meet current service levels and programs over the forecast period, along with an understanding of how the total financial program will be affected by the demographic and economic factors driving these forecasts. The value of forecasting lies in estimating whether, given assumptions about local financial policies and economic trends, the City will have sufficient resources to meet the requirements of ongoing, planned, or mandated programs. Forecast models also provide a planning tool for capital projects and/or determining whether bonded indebtedness will be required for capital funding. In short, forecasting provides an estimate of the financial flexibility of the City, as well as insight into tax, revenue, and service options the Council must address. (particularly the trends projected). For certain expenditure categories (such as fuel and utilities), we apply inflation factors that reflect the historical rate of price inflation in these categories relative to overall inflation. Amounts for new programs and/or program expansions are assumed to be constant over the forecast period (the same amount is added to each year of the forecast). Our forecasting methodology reflects a combination of internal analysis and locally generated consensus forecasts covering such factors as population growth, retail sales, and inflation. Specifically, for the revenue forecasts, we begin with models that include prior year actual collections and project the balance of the current fiscal year based on prior year patterns. For the remaining years of the revenue forecast, we look to consensus forecasts (such as Arizona Economy published by the University of Arizona and published presentations of the State Finance Advisory Committee) for an indication of the expected trends in key economic and demographic indicators. Typically, these forecasts cover the state or the metro-Phoenix area as a whole, so adjustments to reflect unique conditions in Tempe are sometimes necessary. In general, we seek to match revenue sources with the economic and/or demographic variables that most directly affect year-to-year changes in those revenues. For example, a revenue such as the City Sales Tax will reflect consensus forecasts related to taxable sales growth. Other revenue, such as those from recreation services, are linked to Tempe’s expected population growth. By identifying and utilizing as many revenue-related variables as possible in our forecast, we hope to minimize the risks of overstating or understating revenue that could arise from using only a few variables to forecast all revenue sources. Expenditure growth is most closely linked to two major factors in our models: 1) inflation (including general inflation, market adjustments to salaries, and changes in benefits costs), and 2) City financial policies related to the amount of new funding added each year for new programs and/or the expansion of existing programs as well as including new operational and debt service funding associated with Capital Improvement Program projects. As with our revenue forecasts, we consider consensus forecasts related to general inflation 63 Forecast and Major Revenue Assumptions disparity is significant since several major revenue categories are dependent upon Tempe’s population as a percentage of the state. Continued population Our general approach to forecasting is to apply a conservative philosophy that does not overstate revenue nor understate expenditures. We recognize that economic forecasting is not an exact science and at times relies upon the professional judgment of the forecaster. To reduce the risks of miscalculating revenue or expenditures, we attempt to identify as many factors as possible that may contribute to changes in revenue and expenditures. The City’s revenue and expenditure budgets are comprised of many unique elements that respond to a variety of external factors such as population growth, development, inflation, and interest rates. The following provides our assumptions relating to major revenue and expenditures. Thousands 180 160 140 120 100 166 156 154 142 80 107 60 64 40 Population increased from 64,000 in 1970 to 166,000 in 2005 20 0 19 Tempe Taxable Sales Taxable sales in Tempe had steadily increased until the 2001-03 national downturn in the economy. The City took proactive steps to encourage new development, which has resulted in our highest taxable sales to date. As the graph below shows, taxable sales in FY 2005-06 were $6.6 billion (57%) higher than total taxable sales in FY 1996-97. 70 19 80 19 90 19 95 20 00 20 05 growth statewide and in Maricopa County in particular has been credited for much of the increased state revenue during the latest economic expansion. While Tempe is now seeing the benefit of statewide population growth through increased state shared revenue, our slower pace of growth relative to other cities produced a smaller share of the statewide pool of funds after the 2005 Special Census. Our long-range revenue forecasts reflect these economic assumptions and the estimated impact of the Census. Tempe Taxable Sales $ Billions Tempe Population 7.0 Development/Redevelopment New housing and commercial starts (construction activity) are expected to increase to an aggressive level of activity as the City focuses on development. Currently, 43 projects with a total value of over $1 billion dollars are planned for the City, with the majority of this occurring in the City’s Mill Avenue District and Tempe Town Lake area. These projects include residential, retail, hotel and commercial ventures. 6.0 5.0 4.0 3.0 4.2 2.0 5.3 5.0 4.8 5.2 5.1 6.6 5.8 5.3 5.0 1.0 0.0 19 96 -9 7 19 97 -9 8 19 98 -9 9 19 99 -0 0 20 00 -0 1 20 01 -0 2 20 02 -0 3 20 03 -0 4 20 04 -0 5 20 05 -0 6 As shown, General Fund retail sales steadily increased until the nationwide economic slowdown in FY 2001-02 through FY 2002-03. Sales tax revenue have an impact on many funds. The primary categories of sales (based on FY 2005-06 annual averages) are retail sales (54%), commercial and residential rent (9%), utility sales (8%), contracting (8%), and restaurant sales (7%). Construction sales are expected to decline sooner than retail and other sales as the City reaches build out of available property. Building Permits 2,500 2,000 1,500 1,000 2,532 1,984 1,882 1,845 1,717 1,429 1,148 1,313 1,267 1,242 500 0 7 8 9 0 1 2 3 4 5 6 -9 -9 -9 -0 -0 -0 -0 -0 -0 -0 96 97 98 99 00 01 02 03 04 05 19 19 19 19 20 20 20 20 20 20 Population Following the strong population growth period of the late 1970's (5.3%) and the 1980's (2.8%), Tempe experienced steady but considerably slower growth. This trend is expected to continue as the City approaches build out. Population in Tempe is assumed to increase by 0.5% over the forecast period. In contrast, state population growth is assumed to average 2.7% per year over the next five years. This 64 State Shared Revenue For purposes of the forecast, we have only assumed assumed only known State of distributions law state related shared changes revenue to shared based on revenue. state law It should prior to bethe noted 2006 that legislative all state shared session.revenue It is worth is at noting that in its recent regular session the state the discretion of most the state legislature. The latest Legislature cut state of income taxtax, rates future share cut, reduction income willfor affect the FY years, 2009-10 which revenue is expected and is estimated to result inat$2 a $2 million million state dollar shared reduction. revenue The forecast loss in FY does 2009-10. not reflect However, this loss this as it legislative change took place after the long-range was enacted after its publication. forecast phase of the budget process and therefore is The nottemptation included. to tap state shared revenue may persist over the next five years, which could significantly alter Assessed Valuation the forecast. Throughout the 1980's, Tempe experienced growth in Assessed net secondary Valuation assessed valuations. In 1990 this trend Throughout began the to slow, 1980's, andTempe in 1991 experienced net secondary growth in assessed net secondary valuations assessed increased valuations. by only In 0.3%. 1990 this From trend FY 1990-91 through 1994-95, Tempe assessed began to slow, and inFY 1991 net secondary experienced valuations increased a declinebyinonly assessed 0.3%. valuation From 1990-91 resulting through FY from 1994-95, a countywide Tempedecrease experienced in assessed a decline in valuations reflectiveresulting of the general in the real assessed valuation from adecline countywide estate market and a methodological changeoffrom decrease in assessed valuations reflective the a "cost" general todecline an "incomes" in the real approach estate by market the county and a assessor for valuing commercial real to estate. methodological change from a "cost" an "incomes" approach by the county assessor for valuing In commercial FY 1999-00, realTempe's estate. secondary assessed valuation was up by 12.9%, following 10.6% growth the prior year. This trendsecondary has slowed to 7.7% valuation in FY In FY 1999-00, Tempe's assessed 2005-06. November 1999, the Maricopa County was up byIn 12.9%, following 10.6% growth the prior Assessor’s Officehas implemented a two-year of In year. This trend slowed to 7.7% in FY cycle 2005-06. valuations November of 1999, residential, the Maricopa vacantCounty land, and Assessor’s agricultural Office beganproperties. using a two-year As a result, cycleproperty of valuations tax of revenue residential, spikes vacant every land, two and years. agricultural Consistent properties. with theAs City's a result, Debt property Management tax revenue Plan,spikes the forecast every two assumes years. an Consistent annual increase with the City's from 4.0% Debt to Management 5.0% in valuation. Plan, the forecast assumes an annual increase from 4.0% to Interest 5.0% in Rates/Cash valuation. Balances Interest revenue is expected to increase modestly in most funds, while yields tied primarily to short-term Interest Rates/Cash Balances government are expected to average Interest interest revenuerates is expected to increase 3.0% for the forecast period. shortmodestly in most funds, while Some yields planned, tied primarily to term drawdowns of cashinterest balances may short-term government rates areoccur expected to periodically over of the forecast, reducing average 3.2% forthe theperiod forecast period. Some interest planned,earnings. short-term drawdowns of cash balances may occur periodically over the period of the forecast, reducing interest earnings. 65 Financial Overview The following financial overview provides a summary of revenue, expenditure, and historical budget trends. The FY 2006-07 budget of $510.8 million provides for a $314.1 million operating budget and a $196.7 million capital budget. The operating budget includes $175.5 million of general governmental operations, $71.3 million of enterprise operations (Water/Wastewater, Solid Waste, Cemetery, and Golf) and $67.3 million of special revenue operations (Transportation, Transit, Performing Arts, Rio Salado, Redevelopment, and Housing). Total Capital Budget Budget $79,717,004 $254,582,703 Fiscal Operating Year Budget 1997-98 $174,865,699 1998-99 190,459,638 87,651,929 278,111,567 1999-00 197,926,204 85,587,326 283,513,530 2000-01 222,169,282 67,408,152 289,577,434 2001-02 234,015,370 85,541,430 319,556,800 2002-03 232,846,185 95,318,794 328,164,979 2003-04 247,565,261 117,968,707 365,533,968 2004-05 260,131,518 176,983,222 437,114,740 2005-06 275,297,746 189,971,703 465,269,449 2006-07 314,115,625 196,728,491 510,844,116 Total budgeted revenue for FY 2006-07 is $510.8 million, with operating revenue of $317.7 million and the remainder from other capital funding sources. General Governmental revenue accounts for $179.1 million of the total operating revenue. Major funding sources include $113.9 million in local taxes (sales and property), $40.8 million of intergovernmental revenue, $62.7 million of enterprise revenue, and $ Millions Operating Budget 600 Capital Budget 500 400 300 200 100 0 9 19 7- 98 19 98 99 19 99 00 20 00 01 01 20 -0 2 0 20 2- 03 03 20 -0 4 04 20 -0 5 05 20 -0 6 0 20 6- 07 $75.9 million of special revenue. Summary overviews of appropriations and revenue provide a base reference for the fund specific forecast models that follow. A ten year history of budget trends is depicted in the graph above. 66 Major Expenditure Assumptions and Economic Outlook Economic Outlook Salaries and Wages On the expenditure side, we have assumed salary and wage market adjustments in the FY 2006-07 projection but no future adjustments for the later years. Any planning for the next several years must recognize the importance of compensation because of its significant long-term expenditure impact. For example, every one percent change in compensation has an estimated expenditure impact of $902,000 to the General Fund and another $215,500 to the Special and Enterprise Funds. It is obvious that whatever policy decision is made with regard to compensation will have a profound effect on future decision-making options. Following the mild recession in 2001 to 2002, both the local and state economies have enjoyed a prolonged robust period. The metropolitan Phoenix area has been among the nation’s leading major metropolitan areas in population and job growth, factors that have undoubtedly benefited Tempe. Tempe’s economy, along with those of other Phoenix area cities, have also become stronger through increased diversification. The duration of the economic expansion may largely be a function of Federal Reserve policy, inflation, and the rate of economic growth. Due to the relatively low cost of living and moderate tax burden, the Arizona economy should continue to do well. It is predicted that Arizona’s performance relative to other states will continue to be favorable. Fringe Benefits Health insurance costs are forecasted to increase on average 12.0% for the next five years. Market forces, the movement towards managed care, and an excellent claims history had temporarily moderated the City’s health care costs, but we are now seeing a resumption of growth in excess of general inflation, much of which is derived from higher claims costs. Our expectation is that health care costs will rise at a rate exceeding the overall Consumer Price Index. Retiree health care cost will continue to rise as our work force matures and greater percentages of employees retire. Inflation (Consumer Price Index) Inflation is expected to fluctuate from 1.80% to 2.50% in the later years of the forecast. Supplemental Limits For this budget forecast, no new programs were authorized, as our focus is to maintain basic services. Capital Improvement Program Operating Budget Impacts An important aspect of the City’s Capital Improvement Program is the identification of operating budget impacts associated with capital projects. Since longrange planning takes place prior to the adoption of the Capital budget, future impacts of new programs are not included. However, projects approved in the prior year Capital Budget are included in the out years of the forecast. Other Post Employment Benefits (OPEB) A recent decision by the Governmental Accounting Standards Board (GASB) requires government employers to disclose the cost of OPEB over the active life of the benefiting employees (GASB Statement No. 45). The City of Tempe’s liability arises from retiree healthcare subsidies. An actuarial study was commissioned and the findings were forwarded to the Finance, Aviation, Diversity, Human Resources and Tempe Community Council committee for review and recommendations. This impact is not included in the forecast. 67 General Fund: Projected Revenue and Expenditures ($ 000) 190,000 170,000 150,000 130,000 110,000 Projected 90,000 Actual 70,000 50,000 00-01 01-02 02-03 03-04 04-05 Revenue 05-06 06-07 07-08 08-09 09-10 Expenditures 00/01 01/02 02/03 03/04 04/05 Actual Actual Actual Actual Actual 05/06 06/07 07/08 08/09 09/10 Revised Projected Projected Projected Projected Revenue ($000) Local Taxes 72,207 66,344 66,841 71,455 77,772 86,606 91,781 96,756 102,064 Intergovernmental Building & Trades/ Planning & Zoning Cultural and Recreation Fines, Fees and Forfeitures Business Licenses 37,490 33,927 35,536 34,076 36,068 38,940 40,809 43,662 46,485 107,429 49,160 2,731 2,020 2,585 2,643 3,459 4,036 4,841 5,057 3,747 3,766 4,259 4,457 4,699 5,114 5,010 4,996 5,018 5,043 5,069 5,094 4,490 4,577 5,510 5,831 6,652 6,652 6,886 6,920 6,955 6,989 1,081 1,091 1,263 1,079 1,185 1,250 1,246 1,246 1,246 1,246 Interest Income 7,211 6,529 3,452 2,764 2,969 3,929 3,534 3,649 3,768 3,892 Franchise Fees 2,045 2,135 1,532 1,505 1,678 1,532 1,572 1,676 1,787 1,899 4,415 2,621 2,780 2,731 3,633 2,595 2,969 2,990 3,017 3,045 135,929 123,702 124,199 127,198 138,425 150,535 158,655 166,998 174,135 182,519 123,333 128,990 135,010 Other Revenue Sources Total Revenues Expenditures ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Non-Departmental/Loan Repayment Capital Outlay Contingency Transportation Maintenance of Effort Internal Services/ Adjustments Total Expenditures Net Operating Surplus/ (Deficit) 86,338 108,761 117,957 7,446 95,095 100,518 6,821 6,275 98,286 100,868 6,417 6,811 7,677 7,731 7,718 7,790 7,913 16,750 17,208 16,341 15,996 18,521 18,768 19,591 20,011 20,495 21,019 1,122 891 606 647 649 664 677 689 704 720 2,693 3,265 4,082 3,405 4,310 4,247 5,709 5,362 5,474 5,647 3,723 2,592 3,779 3,287 2,002 2,266 2,401 2,444 2,495 2,551 3,173 3,340 3,483 3,650 1,850 1,850 1,850 1,850 1,850 (6,896) (5,959) (5,989) (6,019) (6,049) (6,079) 112,357 118,269 126,232 120,381 126,265 138,274 153,099 158,728 165,232 172,281 12,261 5,556 1,850 1,850 (7,565) (9,452) 23,572 5,433 (5,369) (2,033) (7,656) 6,817 68 12,160 8,271 8,904 10,238 General Fund Trend/Forecast 96 Unreserved Fund Balance $28,590,826 97 30,639,891 98 34,682,895 99 38,201,087 00 38,615,537 01 36,985,072 02 35,125,797 03 34,473,270 04 05 34,480,754 37,827,259 FYE At the beginning of the 2000s, annual operating surpluses started to decline as revenue growth slowed resulting from a national downturn in the economy. In addition, our share of locally distributed state income, sales and vehicle license tax revenue declined in FY 2001-02. Tempe’s declining percentage of statewide population has a direct impact on our state shared revenue, as it is the methodology for allocating monies to cities. Our forecast is for operating surpluses throughout this time frame. Two important caveats to our projections relate to financial impact of other post employment benefits (OPEB) and state shared revenue. First ,with regard to OPEB, which is a liability related to the subsidy of retirees healthcare, the City has taken a proactive stance by commissioning an actuarial study. This study has been completed and findings forwarded to the City’s Finance, Aviation, Diversity, Human Resources and Tempe Community Council Committee for review and recommendations. Management is considering allocating the cost based on where the retiree’s last job was being paid from before retirement. This is of particular concern, since it is estimated that 80% of retirees were last paid from the General Fund. Second, state shared revenue has come under attack in recent years and may be at risk in the future. Income and vehicle license tax reductions enacted at the state level have been mitigated in part by a strong state economy and population growth. The 2006 legislative session passed a cut of state income tax which will impact the City by $2 million dollars in FY 2009-10. Close monitoring of the Legislature's efforts to alter the distribution formulas for state shared revenue or to enact laws that may narrow the local tax base will be required. Policy choices made now regarding annual supplemental limits will have a significant impact on the long-term condition of the General Fund. The forecast assumes no new programs and streamlining of operational and personnel costs. Unreserved Fund Balance The General Fund's unreserved fund balance has grown from $28.6 million just ten years ago to $37.8 million for FYE 2005. Over the next several years, we anticipate some drawdown of fund balances to bring the General Fund balances in line with the financial policy of 25% of General Fund revenue. 69 Transit Fund: Projected Revenue and Expenditures ($ 000) 90,000 80,000 70,000 Actual 60,000 50,000 40,000 30,000 20,000 Projected 10,000 0 00-01 01-02 02-03 03-04 04-05 Revenue 05-06 06-07 07-08 08-09 09-10 Expenditures 00/01 01/02 02/03 03/04 04/05 Actual Actual Actual Actual Actual 05/06 06/07 07/08 08/09 09/10 Revised Projected Projected Projected Projected Revenue ($000) Transit Tax 27,310 25,230 25,141 26,741 28,848 31,999 33,983 35,784 37,662 39,545 Lottery Transfer In 319 300 290 282 274 264 258 253 248 248 ASU-Flash Transit 310 345 352 481 478 496 508 521 534 548 4,229 3,475 919 778 1,410 1,210 990 954 853 775 799 1,696 Interest Income Light Rail Fares Out of Jurisdiction Service Revenue 1,685 4,025 5,057 5,671 5,936 FTA Light Rail Reimbursements 5,653 6,298 5,759 9,143 9,222 24,608 25,323 23,542 24,257 24,045 1,911 1,889 3,590 4,254 PTF Funding Miscellaneous Revenue 491 212 739 1,090 922 938 938 1,799 1,848 1,899 34,344 33,586 32,498 35,043 37,868 65,168 70,209 70,501 78,935 82,232 1,282 1,482 1,477 1,785 1,930 2,282 2,454 2,569 2,686 2,820 29 27 9 1,550 1,781 1,951 1,991 2,027 2,070 2,116 15,515 18,343 18,534 20,177 22,467 23,966 24,457 24,898 28,966 33,206 37 20 8 19 17 17 17 17 18 18 3 9 12 24 182 115 118 119 122 125 4,772 2,443 1 3,128 3,029 5,441 5,316 5,274 Internal Service Charges 621 504 207 237 243 305 311 317 323 331 Indirect Cost Allocations 181 235 244 428 437 449 459 467 477 487 Total Expenditures 22,440 23,063 20,492 24,222 27,057 32,213 32,836 35,855 39,978 44,377 Net Operating Surplus/ (Deficit) 11,904 10,523 12,006 10,821 10,811 32,955 37,373 34,646 38,957 37,855 Total Revenue Expenditures ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Capital Outlay Debt Service 70 Transit Fund Trend/Forecast Since the transit tax is a component of the overall City sales tax, the growth trend projected in General Fund sales tax revenue is mirrored here in the Transit Fund. The projected increase in revenue growth in the later years of the forecast can be attributed to an increase in federal reimbursements received in conjunction with construction of the City’s light rail project. The pattern of growth reflected in the expenditure estimates relies upon the 20 Year Transit Business Plan and the assumptions made in that plan regarding the expansion of routes, the acquisition of new buses, and the implementation of a light rail system. The forecast is for planned fund surpluses from FY 2006-07 through FY 2009-10. In FY 1997-98, the first full year of the transit tax, operating expenses were $5.2 million. By the end of the forecast period, expenses are estimated to climb to $44.4 million. FYE Unreserved Fund Balance 97 $8,552,661 98 18,437,544 99 19,946,528 00 20,958,629 01 29,318,960 02 40,943,760 03 48,999,032 04 42,109,647 05 29,567,749 71 Performing Arts Fund: Projected Revenue and Expenditures ($ 000) 10,000 9,000 8,000 Actual 7,000 6,000 5,000 4,000 3,000 Projected 2,000 1,000 0 00-01 01-02 02-03 03-04 04-05 05-06 Revenue Revenue ($000) Performing Arts Tax 00/01 01/02 02/03 03/04 04/05 Actual Actual Actual Actual 5,006 07-08 08-09 09-10 Expenditures Actual 2,608 06-07 5,010 5,280 05/06 06/07 07/08 08/09 09/10 Revised Projected Projected Projected Projected 5,768 6,400 Facility Revenue 6,797 7,157 7,533 7,909 145 375 390 406 Interest Income 7 202 112 98 335 497 451 466 481 497 Total Revenue 2,615 5,208 5,123 5,378 6,103 6,897 7,393 7,998 8,404 8,812 $17 $112 $145 $203 $194 $424 $1,450 $1,781 $1,836 $1,898 3 2 1 1 16 23 24 24 25 25 17 4 11 43 54 215 238 246 254 263 108 10 4 2 5 9 9 9 5,838 5,839 5,834 Expenses ($000) Personal Services Materials and Supplies Fees and Services Travel and Other Capital Outlay Debt Service Internal Service Charges Total Expenses Net Operating Surplus/ (Deficit) 1,204 1,234 3,572 9 9 250 1,100 3,833 5,845 2 6 8 22 20 280 200 204 208 212 147 134 1,373 1,504 3,861 5,034 8,867 8,102 8,171 8,242 2,468 5,074 3,750 3,874 2,243 1,863 (1,473) (103) 233 570 72 Performing Arts Fund Trend/Forecast The Performing Arts Fund receives its primary revenue from the Performing Arts Tax. This tax, which represents 0.1% of retail taxable sales and is collected as a portion of the City Sales Tax, was approved in May 2000 and became effective in January 2001. Monies received from this tax are dedicated to the construction and operating expenses of the Tempe Center for the Arts. Since the performing arts tax is a component of the overall City sales tax, the growth trend projected in General Fund sales tax revenue is mirrored in the Performing Arts Fund. The other main component of current revenue is interest earnings. These earnings fluctuate with changes in the fund balance and the City’s investment portfolio. Beginning in FY 2006-07 the fund will begin to receive revenue from programming at the facility. This revenue stream is expected to grow moderately through the end of the forecast period. The expenditure growth pattern reflects the opening of the Tempe Center for the Arts (TCA) in the spring of 2007. In FY 2005-06, 16 new full-time positions, and related capital equipment were added to prepare for the full-time operation of the TCA. These costs represent the operating impacts of this capital project as identified in prior years’ Capital Improvement Programs. After a brief period of an operating deficit, the fund is expected to have an operating surplus as revenue collections exceed expenditures. FYE 02 03 04 05 Unreserved Fund Balance $7,116,094 10,865,891 14,339,689 14,255,302 73 Transportation Funds: Projected Revenue and Expenditures ($ 000) 16,000 15,000 Actual 14,000 13,000 12,000 Projected 11,000 10,000 9,000 00-01 01-02 02-03 03-04 04-05 05-06 Revenue Revenue ($000) Highway User Revenue Tax State Lottery Proceeds Miscellaneous Maintenance of Effort Transfer Lottery Transfer to Transit Total Revenue 00/01 01/02 02/03 03/04 Actual Actual Actual Actual 958 04/05 9,854 10,286 10,985 11,533 900 1,850 1,850 (319) (300) 870 (287) 07-08 08-09 09-10 Expenditures Actual 11,225 06-07 846 (282) 05/06 06/07 07/08 Revised Projected Projected 08/09 09/10 Projected Projected 12,899 10,578 11,147 11,691 12,248 821 799 783 768 752 752 43 43 43 43 43 43 1,850 1,850 1,850 1,850 1,850 (274) (264) (259) (253) (248) (248) 13,713 12,453 10,869 11,549 12,123 15,327 12,995 13,554 14,088 14,645 3,896 4,173 4,293 4,460 4,651 Expenditures ($000) Personal Services Materials and Supplies Fees and Services Capital Outlay Debt Service Loan Repayment 3,270 3,326 3,540 3,470 3,700 578 448 448 433 467 469 477 486 496 507 1,506 1,545 1,465 1,460 1,682 1,686 1,757 1,827 1,905 1,990 539 159 204 503 189 370 518 377 385 394 4,722 4,500 4,000 2,000 2,000 3,750 3,750 3,750 3,750 3,750 356 356 356 310 310 310 310 310 310 310 1,204 Internal Service Charges 618 681 640 883 853 1,110 1,133 1,153 1,177 Indirect Cost Allocations 1,152 1,078 1,109 682 746 619 632 643 657 672 12,742 12,094 11,765 9,756 9,946 12,210 12,749 12,838 13,139 13,477 1,792 2,177 3,117 247 716 948 1,168 Total Expenditures Net Operating Surplus/ (Deficit) 971 360 (896) 74 Transportation Funds Trend/Forecast Small surpluses are expected through the forecast period, although unforeseen circumstances could easily push this fund into a deficit condition. We have already witnessed a reduction in our allocations of HURF and Lottery revenue resulting from Tempe's declining percentage of statewide population. The results of the 2005 Special Census further worsen the situation, contributing to the precarious position of this fund. With only small surpluses projected over the forecast period, limited resources will be available to address transportation capital project needs. One approach now in place to minimize operating deficits is to cap debt service at payments of $3.75 million for the remainder of the forecast period. Any excess General Obligation debt service requirements beyond this cap will be absorbed by the Debt Service Fund during the five year period. Over the longer term, we will need to monitor the level of General Obligation tax supported debt applied to Transportation projects and the resulting impact on the Debt Service Fund, being aware that opportunities for pay-as-you-go financing of capital projects will be limited. Unreserved Fund Balance Transportation Fund balances have recovered somewhat from the lows experienced a few years ago. Maintaining an adequate fund balance for contingencies and transfers for capital projects will become a difficult challenge with little or no revenue growth. No relief on the expenditure side can be found as the cost of inflation and debt service requirements appear to be factors that will be with us throughout the forecast period. FYE 96 Unreserved Fund Balance $3,300,576 97 3,326,715 98 4,092,879 99 5,792,212 00 7,592,808 01 8,444,881 02 9,254,027 03 7,325,855 04 8,010,238 05 11,053,146 75 Water/Wastewater Fund: Projected Revenues and Expenses ($ 000) 65,000 60,000 55,000 50,000 45,000 40,000 35,000 30,000 Actual Projected 25,000 20,000 00-01 01-02 02-03 03-04 04-05 Revenue 05-06 06-07 07-08 08-09 09-10 Expenses 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 Actual Actual Actual Actual Actual Charges for Service-Water 24,263 25,051 25,669 26,183 26,328 26,851 27,345 28,621 29,251 29,392 Charges for ServiceWastewater 17,281 15,841 16,958 16,857 18,116 18,181 18,813 20,064 20,477 20,737 4,921 3,665 886 942 1,506 1,558 1,338 1,294 1,157 1,051 Land and Facility Rental 500 515 520 520 520 520 520 520 520 520 Loan Repayment 342 321 299 146 130 114 97 79 57 41 Other Miscellaneous Rev. 115 1,931 477 242 2,784 361 361 363 365 366 47,422 47,324 44,808 44,890 49,384 47,585 48,474 50,941 51,827 52,107 Personal Services 7,777 8,887 9,552 11,234 11,611 12,421 12,918 13,383 13,946 14,592 Materials and Supplies 1,632 1,704 1,378 1,650 2,872 2,335 2,383 2,426 2,477 2,533 Fees and Services 8,961 9,411 8,777 10,850 10,426 11,219 10,773 11,111 11,334 11,576 Revised Projected Projected Projected Projected Revenue ($000) Interest Income Total Revenue Expenses ($000) Travel and Training 90 111 80 109 109 83 84 86 87 89 8,135 8,181 9,009 9,240 9,960 13,417 13,371 13,373 15,958 16,695 (1,630) 1,875 1,764 1,482 3,786 1,482 1,482 1,482 1,482 1,482 Debt Srvc Intrst/Fiscal Agent Fees 3,967 4,212 3,915 4,750 4,826 6,335 10,263 12,064 13,217 13,525 Internal Service Charges 1,488 1,356 1,354 1,388 1,609 1,578 1,611 1,640 1,674 1,712 Indirect Cost Allocations 2,684 3,155 2,588 1,876 2,176 1,825 1,863 1,896 1,936 1,979 Total Expenses 33,104 38,892 38,417 42,579 47,375 50,695 54,748 57,461 62,111 64,183 Net Operating Surplus/ (Deficit) 14,318 8,432 6,391 2,311 2,009 (3,110) (6,274) (6,520) (10,284) (12,076) Depreciation Expense Share of 91st Avenue Depreciation 76 Water/Wastewater Fund Trend/Forecast The water and sewer rate increases approved by the Council over the past few years had the intended effect of eliminating, at least in the short-term, a projected deficit condition in the Water/Wastewater Fund. The primary intent of the sewer rate adjustments was to ensure full cost recovery in the wastewater operation. Additionally, the new rate structure is intended to equitably charge all customers based on the volume and strength of discharges. The latest water, sewer, and irrigation rate increase went into effect November 1, 2005. Additional water and sewer rate increases have been approved and will go into effect November 1, 2006 and November 1, 2007. The need for further rate adjustments in the water and sewer service areas will continue to be reviewed on an annual basis. A new rate structure may have the effect of encouraging customers to reduce discharges or at least alter the strengths of discharges, both of which could substantially reduce revenue. Such changes should produce reductions in the City's shared cost of operating the 91st Avenue facility, although those reductions may not mirror revenue losses. Thus, the long-term outlook for this fund could change substantially depending to a large extent on 91st Avenue costs. As the long-range forecast predicted, the Water/ Wastewater Fund entered into a deficit condition in FY 2005-06. This fund could continue to operate under a deficit condition through FY 2009-10 as the growth in treatment cost outpaces revenue growth. Should this occur, a drawdown of fund balances will be applied to cover the deficit. For the purpose of this forecast, we have assumed no further rate adjustments in FY 200809 or FY 2009-10. Unreserved Fund Balance During the early 1990’s, there was a drawdown of Water/Wastewater Fund balances resulting from payas-you-go financing for infrastructure improvements. These fund balances have since been built back up to $61 million at FYE 05. Over the period of this forecast, healthy fund balances should be retained, notwithstanding the impact of compliance driven contingencies. The $61 million fund balance provides 138.9% or 507 days of coverage to operating expenses in this fund, providing a degree of flexibility likely to be required in the future. 77 FYE 96 Unreserved Fund Balance $33,746,270 97 36,796,384 98 41,020,060 99 55,159,498 00 56,434,920 01 55,717,922 02 59,841,408 03 58,958,188 04 58,790,163 05 60,752,643 Solid Waste Fund: Projected Revenue and Expenses ($ 000) 14,000 13,000 12,000 11,000 10,000 9,000 8,000 Actual Projected 7,000 6,000 5,000 00-01 01-02 02-03 03-04 04-05 05-06 Revenue 06-07 07-08 08-09 09-10 Expenditures 00/01 01/02 02/03 03/04 04/05 Actual Actual Actual Actual Actual 05/06 06/07 07/08 08/09 09/10 9,595 9,771 10,460 10,870 11,839 12,564 13,000 13,094 13,189 13,285 Sludge Disposal 92 208 37 145 119 95 95 96 97 97 Interest Income 71 36 3 9 39 72 64 62 55 50 Other Revenue Sources 24 11 49 328 120 9,782 10,026 10,549 11,024 12,325 12,851 13,159 13,252 13,341 13,432 3,206 3,332 3,516 3,899 3,914 4,193 4,255 4,401 4,594 4,814 322 341 246 227 268 188 192 195 199 204 Fees and Services 3,192 3,244 3,159 3,266 3,258 3,529 3,625 3,723 3,824 3,928 Depreciation 1,390 869 919 903 972 1,125 1,177 1,162 1,213 1,213 137 137 137 1,749 1,680 1,641 1,699 2,383 2,204 2,249 2,290 2,338 2,391 661 706 610 918 618 620 633 644 658 673 10,658 10,310 10,230 10,912 11,413 11,859 12,131 12,415 12,826 13,223 (876) (284) 319 112 912 992 1,028 837 515 209 Revised Projected Projected Projected Projected Revenue ($000) Charges for Services Total Revenue Expenses ($000) Personal Services Materials and Supplies Loan Repayment-Interest Only Internal Service Indirect Cost Allocations Total Expenses Net Operating Surplus/ (Deficit) 78 Solid Waste Fund Trend/Forecast With the FY 2000-01 shortfall in this fund, solid waste rates were modified in November 2001 to fully recover the cost of the solid waste operation and replacement obligations. Since then, rate increases have been implemented three out of the past four years, with the latest increase to industrial, commercial, and residential rates occurring on November 1, 2005. An additional rate increase has been approved by the Mayor and Council and will be effective November 1, 2006. These rate increases have eliminated the deficit condition in the Solid Waste Fund. Furthermore, it appears that there will continue to be a surplus in this fund over the projected forecast period. Solid waste rates will be subject to annual rate reviews to ensure that the fund remains fully self-sufficient and to smooth the effect of potential rate adjustments on the City’s residential and commercial customers. Unreserved Fund Balance There is a $2,226,136 fund balance in the Solid Waste Fund, providing 17.9% coverage to estimated FY 200405 expenses of $11.4 million. With environmental mandates always present, this enterprise operation will require as much financial flexibility as possible for contingent compliance driven costs. FYE 96 97 98 99 00 Unreserved Fund Balance $1,135,131 1,623,386 1,979,294 2,168,155 1,162,872 01 02 03 04 05 451,358 20,065 469,027 1,138,305 2,226,136 79 Golf Fund: Projected Revenue and Expenses ($ 000) 2,600 2,400 2,200 2,000 1,800 1,600 1,400 Actual Projected 1,200 1,000 00-01 01-02 02-03 03-04 04-05 05-06 Revenue Revenue ($000) Greens Fees 06-07 07-08 08-09 09-10 Expenses 00/01 01/02 02/03 03/04 04/05 Actual Actual Actual Actual Actual 05/06 06/07 07/08 08/09 09/10 Revised Projected Projected Projected Projected 1,838 1,774 1,850 1,801 1,746 1,872 1,882 1,891 1,901 1,910 229 350 76 219 208 210 220 221 222 223 Interest Income 92 33 12 8 14 13 11 9 9 9 Total Revenue 2,160 2,157 1,938 2,028 1,969 2,096 2,113 2,121 2,132 2,142 Personal Services 888 941 1,006 1,057 1,050 984 1,080 1,126 1,174 1,229 Materials and Supplies 229 214 283 271 269 192 196 199 204 208 Fees and Services 320 355 321 314 372 326 334 342 351 361 Depreciation 313 374 370 364 347 326 302 283 186 186 49 44 38 32 23 16 13 7 10 12 150 237 223 291 140 278 109 206 153 210 111 188 114 192 116 195 118 199 121 204 2,185 2,442 2,436 2,354 2,424 2,143 2,230 2,268 2,241 2,320 (25) (285) (498) (326) (455) (47) (118) (147) (110) (177) Pro Shop/Restaurant Expenses ($000) Debt Service Interest Internal Service Charges Indirect Cost Allocations Total Expenses Net Operating Surplus/ (Deficit) 80 Golf Fund Trend/Forecast Over the forecast period, we expect revenue growth to generally follow the historical patterns, although other unpredictable factors such as weather conditions and competition from other courses in the valley, may improve or worsen usage of the municipal golf courses. The Golf Fund has been experiencing an operating deficit condition since FY 1999-00. As with the City’s other self-supporting Enterprise operations, annual rate reviews are conducted of the Golf Fund. In addition, due to ongoing operating shortfalls, special attention has been given to operating cost reductions and review of contracts with Golf program vendors to ensure future fund viability. Unreserved Fund Balance After six consecutive years of fund balance losses the trend was reversed, at least in the short-term, in FY 1995-96 as increased rounds of play bolstered the reserve to over $350,000. Growth in the balance continued through FY 1998-99, at which point weakness in the golf industry combined with rising operating costs resulted in ongoing operating deficits. This balance built in the earlier years has provided some flexibility as solutions for future fund stability are sought. FYE 95 Unreserved Fund Balance $50,000 96 351,158 97 896,542 98 1,397,897 99 1,638,174 00 1,538,156 01 893,591 02 791,701 03 680,101 04 604,703 05 540,158 81 Rio Salado and Community Facilities District (CFD) Funds ($ 000) 4,500 4,000 Actual 3,500 Projected 3,000 2,500 2,000 1,500 1,000 500 0 00-01 01-02 02-03 03-04 04-05 05-06 Revenue 00/01 Actual 01/02 Actual 02/03 Actual 06-07 07-08 08-09 09-10 Expenditures 03/04 Actual 04/05 Actual 05/06 06/07 07/08 08/09 09/10 Revised Projected Projected Projected Projected Revenue ($000) Sales Tax 734 693 Property Tax Transient Lodging Tax 390 341 309 470 499 532 563 595 40 62 68 68 72 76 81 85 60 89 123 136 182 203 216 220 224 229 Interest Revenue 628 451 133 135 149 157 123 120 100 100 Sale of Real Estate 267 789 Other Revenue 38 36 36 74 111 60 60 60 60 60 CFD Revenue 166 171 230 226 315 317 318 320 322 323 1,894 1,440 953 975 1,923 1,274 1,288 1,329 1,349 1,392 535 410 530 577 589 603 619 661 688 719 10 22 21 15 17 32 33 33 34 35 427 481 557 481 546 672 768 781 798 816 6 12 4 3 5 11 11 11 12 12 Total Revenue Expenditures ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Capital Outlay 43 32 19 10 96 Internal Service Charges 53 106 94 260 245 249 254 258 264 270 CFD Administrative Credit (420) (431) (411) (365) (396) (448) (458) (466) (476) (486) CFD Operating and Maintenance 1,945 1,941 1,999 2,335 2,431 2,600 2,560 2,586 2,612 2,638 Total Expenditures 2,598 2,573 2,812 3,316 3,533 3,719 3,786 3,865 3,931 4,003 Net Operating Surplus/ (Deficit) (704) (1,133) (1,859) (2,342) (1,610) (2,444) (2,498) (2,537) (2,582) (2,611) 82 Rio Salado and Community Facilities District Funds Trend/Forecast The largest revenue source, tax revenue, is highly responsive to changes in economic activity. The financial health of this fund is dependent on the nature of development in Rio Salado. Urban development will increase both tax and property revenues. Future planned projects not included in the forecast are: Edgewater, 40 condominiums, 25 have closed escrow Grigio at Tempe Town Lake, 523 apartments, first 1/3 will start occupancy in October 2006, second 1/3 in December 2006 and last 1/3 in March 2007 Northshore, 134 condominiums, under construction Bridgewater, 140 condominiums, under construction Onyx, 186 unit condominiums, in plan review Starbucks, retail and office space, in plan review CFD revenue includes assessment collections from property owners and boat permits, concessions, and special event fees. Unreserved Fund Balance The unreserved fund balance reached a high of $5.2 million in FY 1998-99. The variation depicted in the unreserved fund balance is due to planned drawdowns to fund capital and land purchase costs. Although the unreserved fund balance has been exhausted, the Rio Salado and Community Facilities District Funds still have a designated fund balance of $6,644,489 for operating and maintenance costs. FYE 97 Unreserved Fund Balance $1,138,546 98 4,480,474 99 5,220,120 00 1,282,512 01 5,032,088 02 2,062,140 03 0 04 0 05 0 83 Financial Action Plan Recommended Plan of Action Debt Management Plan, have served as the cornerstones of the long-term fiscal strength of the City. We recommend a continued update of this financial capacity study to provide a long-term perspective to the policy decisions of today. Several recommendations are offered as key elements of a financial action plan, which can be implemented to meet future operating and infrastructure fiscal challenges. Many recommendations are intended to adjust expenditure growth to keep the rate of expenditure growth in line with anticipated revenue growth. Identify and Limit CIP Operating Budget Impacts In addition to establishing a viable supplemental limit, identifying the operating budget impact of Capital Improvement Program (CIP) projects is a significant factor in achieving control over expenditure growth. We recommend continued efforts to refine the process of identifying these impacts and ensuring that provisions are made in operating budgets for these impacts as CIP projects are approved. Expenditure Control/Supplemental Limits Decreasing personnel growth has the advantage of providing both near term benefits and long-term expenditure control for the City. The addition of personnel has a greater fiscal impact on a fund than any other type of budget appropriation. Any successful effort to control spending in the General Fund or any of our funds will need to be directed at slowing or decreasing the growth in personnel and associated costs. Financial Policies Continued adherence to our operating budget, debt service, capital expenditure and investment policies, while maintaining ample fund balances and reserves, is the best strategy the City has to ensure its sound fiscal position. These policies require periodic review to strengthen and update as necessary. The point here is to warn against "creative finance" solutions and the underlying impacts these solutions may have on the City in the longer term. We recommend a continued annual evaluation of an appropriate General Fund supplemental limit, with consideration given to our long-range revenue and expenditure forecasts and how various supplemental scenarios will affect our long-term financial condition. Modified Base Budget Plan Continuation of a modified base budget review program is recommended. This entails a review of departmental base budgets, with the size of modifications linked directly to financial forecasts. Modified base budgets incorporate historical spending patterns, price adjustments, and long-range forecasts, thereby limiting budgetary growth within departments. Protect State Shared Revenue It is recommended that we continue our efforts in coalition with the League of Arizona Cities and Towns to protect state shared revenue. They are very likely to continue to be at risk over the next few years. A freeze of state shared revenue or a significant change in distribution methodologies could pose a costly financial risk to General Fund and Transportation revenue. Continue to Limit Midyear Adjustments Even as the City effectively manages supplemental additions through the normal budget process, there is a tendency to circumvent this process for additional midyear appropriations and personnel, often with little or no needs assessment, fiscal impact analysis or prioritization with other budgetary needs. The fiscal impact of these midyear adjustments poses a risk to careful long-range financial planning and should be discouraged except under unusual circumstances where an adjustment is warranted. Economic Development/Redevelopment A further recommendation is to continue improving our economic development and redevelopment efforts to increase property valuation, commercial growth and job growth in the City. Effective decision-making on economic development and redevelopment will require us to evaluate the relative merits of development projects, placing emphasis on those adding the greatest value for Tempe’s residents. Review Benefits Program We recommend that the City explore employee benefit options to ensure that Tempe’s benefits package remains competitive with other valley cities. On the other hand, the City must also explore alternative means of minimizing expected increases in health care costs, both employee and retiree. Adhere to Debt Management Plan Continued commitment to the Debt Management Plan is strongly recommended. Sizing the City's Capital Improvement Program budget to the Debt Management Plan will stabilize per capita outstanding tax-supported debt while lowering annual debt service costs. This will also help to preserve our sound financial standing and bond ratings. Adoption of the Debt Management Plan has been one of the most significant financial decisions over the last decade. Rio Salado Financial Plan We recommend the continuation of the Rio Salado Project Financial Plan, which addresses operating, maintenance costs and debt service requirements. The City has created a Community Facilities District, a Comprehensive Financial Plan The Comprehensive Financial Plan, along with the 84 legal entity with assessment and taxing authority, that will provide part of the financial strategy. be intentionally constructed through effective decisionmaking when managing stability. It requires reliable projections, clear priorities, effective planning, efficient systems, and continued adherence to sound fiscal guidelines. How well we manage these challenges will go a long way toward improving basic services provided to our residents, as well as, improving the quality of life in the City. Transit Plan With voter approval of a dedicated funding source for transit and the expansion of transit services, the City has created a 20 year Transit Business Plan. Also, Transit has developed an extensive benchmarking program in conjunction with the Transit Advisory Committee to evaluate services and assist in longrange planning. Both the Transit Plan and the benchmarking effort are valuable tools in the City’s continued expansion of transit service and should be regularly updated. Water/Wastewater Infrastructure Costs Careful financial planning will be required to address the increasing capital costs associated with water infrastructure and sewage treatment, primarily at the regional 91st Avenue Plant. We recommend a financial plan that minimizes sudden spikes in rates and controls expenditure growth. Regular Review of City Fees and Charges Incremental increases in City fees and charges maintain the City’s ability to keep pace with inflation. The City’s long-term revenue outlook should include regular review of all City fees to ensure cost recovery as allowed by Council policy. Program Sunsetting We recommend that the City continue, through the budgetary process, the annual sunset review program. This program facilitates a review of all existing citywide programs, using evaluation criteria to serve as guides in considering the merits of sunsetting an existing program. Strategic Issues Program The Strategic Issues Program provides a link between the City’s budget process (resource allocation) and the long-term goals of the City. The strategic issues are periodically updated and refined, while departmental budget requests are associated with strategic issues. This gives direction to the budget process and a clearer rationale for resource allocation decisions. We recommend a continuation of this process and further reinforcement of the value in linking budget requests to strategic issues. Benchmarking/Competitive Analysis We recommend that the City continue its efforts in benchmarking and competitive analysis. These activities will provide the City with opportunities to evaluate and improve service delivery while enhancing accountability to the residents. The challenge facing the City is to position itself to manage stability as effectively as it has managed the growth in the past. Financial flexibility, which is often facilitated during rapid revenue growth periods, must 85 This page intentionally left blank. 86 Revenue Information The following section summarizes assumptions, trends, major influences, restrictions and composition of the City’s revenue sources. Revenue Information Contents Page Total Revenue ................................................................................................................................................................ 88 Total Revenue by Source ............................................................................................................................................... 89 Components of Total Revenue ...................................................................................................................................... 90 Comparative Operating Revenue by Major Source and Fund..................................................................................... 91 General Governmental Revenue: Ten Year Historical Trends City Sales Tax.......................................................................................................................................................... 94 City Property Tax ..................................................................................................................................................... 95 Transient Lodging Tax ............................................................................................................................................. 96 Salt River Project In-Lieu Tax .................................................................................................................................. 97 State Shared Sales Tax ........................................................................................................................................... 98 State Shared Vehicle License Tax ........................................................................................................................... 99 State Shared Income Tax ...................................................................................................................................... 100 Charges for Services/Recreation and Social Services ........................................................................................... 101 Charges for Services/Development Related .......................................................................................................... 102 Fines and Forfeitures ............................................................................................................................................. 103 Special Revenue: Ten Year Historical Trends Transit Tax ............................................................................................................................................................. 104 Performing Arts Tax ............................................................................................................................................... 105 Highway User Tax.................................................................................................................................................. 106 Local Transportation Assistance Fund ................................................................................................................... 107 Community Development Block Grant/Section 8 Housing Grant ........................................................................... 108 Enterprise Revenue: Ten Year Historical Trends Water/Wastewater User Fees ................................................................................................................................ 109 Solid Waste Fees ................................................................................................................................................... 110 Golf Course Fees ................................................................................................................................................... 111 87 Total Revenue Total revenue for FY 2006-07 is $510.8 million reflecting $317.7 million in operating revenue and $193.1 million from bond proceeds, fund balances and other funding sources. The FY 2006-07 operating revenue total represents 10.6% growth over FY 2005-06. The growth in operating revenue sources is indicative of recent economic improvement from the 2001 recession, while the increase in bonding and other funding sources is directly related to the growth in the Capital Improvement Program (CIP) budget. FY 2006-07 Bonds/ CIP Fund Balances 38.0% Other 6.3% Transportation 17.6% Operating Revenue 62.0% Enterprise 19.7% General Governmental 56.4% TOTAL REVENUE FY 2005-06 Budget FY 2006-07 Budget OPERATING REVENUE General Governmental Local Taxes, Licenses and Permits, and Debt $98,221,427 $113,905,630 38,239,707 40,809,492 7,477,396 10,922,429 11,719,000 13,470,516 52,247,245 55,928,919 5,881,072 7,393,250 11,731,640 11,502,474 735,500 1,052,747 60,964,340 62,741,283 TOTAL OPERATING REVENUE $287,217,327 $317,726,740 Operating Revenue Per Capita $1,747 $1,916 102,302,061 122,103,743 CIP Other Funding 49,149,034 47,623,748 Fund Balances 26,601,027 23,389,885 $465,269,449 $510,844,116 $2,831 $3,080 Intergovernmental Charges for Services Miscellaneous Transportation/Transit Performing Arts CDBG/Section 8 Housing Rio Salado Special Revenue Enterprise Bond/Note Proceeds TOTAL REVENUE Total Revenue Per Capita 88 Total Revenue by Source Local Taxes 28% User Charges 13% Bonds 22% Intergovernmental 15% Local Taxes 30% All Other 6% Intergovernmental 14% User Charges 13% CIP– Other Funding 16% Bonds 24% FY 2005-06 Budget All Other 5% CIP– Other Funding 14% FY 2006-07 Budget Where the Money Comes From Revenue Source Local Taxes Local Sales Taxes Transit Tax Other Local Taxes Performing Arts User Charges FY 2004-05 Actual $66,667,254 28,848,493 29,500,709 5,768,058 FY 2005-06 Budget $66,534,600 27,996,400 31,171,527 5,599,500 40,694,013 43,943,620 Water/Wastewater 10,708,033 11,456,951 Solid Waste 6,755,860 6,990,524 Community Services 3,458,518 2,464,500 Building/Trades & Planning/Zoning Intergovernmental State Shared Revenue 36,068,229 38,239,707 HURF/LTAF 13,040,026 12,473,663 CDBG/Section 8 Housing 11,731,640 11,731,640 Transit State & Federal 6,905,135 6,632,639 All Other Interest Revenue 6,423,338 6,571,467 Miscellaneous Revenue 7,939,592 8,306,939 Fines and Forfeitures 6,639,189 6,012,750 Licenses and Permits 1,184,114 1,090,900 Bonds/Note Proceeds 113,032,768 102,302,061 CIP - Outside Revenue 40,517,237 49,149,034 Other Fund Balance 19,609,521 26,601,027 * Includes Federal and State Grants and Residential Development Tax and Fees. Total Revenue $455,491,727 89 $465,269,449 FY 2005-06 Revised FY 2006-07 Budget $74,815,800 32,000,000 31,967,460 6,400,000 $79,432,060 33,984,000 33,791,710 6,796,800 42,222,688 11,456,951 6,866,052 4,035,677 44,883,245 11,858,647 7,447,939 5,640,490 38,939,707 12,473,663 11,730,640 6,633,133 40,809,492 11,102,520 11,502,474 7,284,534 7,432,061 7,427,255 6,640,519 1,250,088 102,302,061 49,149,034 26,601,027 6,519,334 7,732,962 7,491,027 1,449,506 122,103,743 47,623,748 23,389,885 $480,343,816 $510,844,116 Components of Total Revenue FY 2006-07 Total Revenue $510,844,116 Operating Budget $317,726,740 Capital Budget $193,117,376 General Governmental Special Revenue Enterprise Bond/Note Proceeds CIP–Outside Revenue Other Fund Balances $179,108,067 $75,877,390 $62,741,283 $122,103,743 $47,623,748 $23,389,885 Local Taxes/ Licenses & Permits/Debt $113,905,630 Transit Water/Wastewater Excise Bonds Federal Funds $42,976,399 $47,345,297 $49,938,037 $46,123,748 ____________________ ____________________ ____________________ _____________________ ____________________ Intergovernmental Highway User Revenue Solid Waste Water/Wastewater Bonds Development Fees $1,500,000 $40,809,492 $12,427,820 $13,159,257 $51,844,979 ____________________ ____________________ ____________________ _____________________ Charges for Services CDBG/ Section 8 Housing Golf Tax-Supported General Obligation Bonds $10,922,429 ___________________ Interest $11,502,474 $2,065,729 ____________________ ____________________ Rio Salado Cemetery $171,000 $3,534,039 $1,052,747 ____________________ ____________________ Fines and Forfeitures Performing Arts Tax $7,491,027 $7,393,250 ____________________ ____________________ Other Local Transportation Assistance Fund (LTAF) $2,445,450 $20,320,727 General Governmental is the largest operating revenue category. It supports basic functions of the City, which include Police, Fire, Community Services, and Development Services. $524,700 90 Comparative Operating Revenue by Major Source and Fund Revenue Source FY 2004-05 Actual FY 2005-06 Budget FY 2005-06 Revised FY 2006-07 Budget General Fund Local Taxes City Sales Tax $66,358,662 $66,170,000 $74,360,000 $78,948,000 Primary Property Tax 8,810,296 9,345,934 9,345,684 9,752,845 Transient Lodging Tax 2,603,119 2,402,000 2,900,000 3,079,800 Franchise Fees 1,678,437 1,328,567 1,531,500 1,571,500 79,450,514 79,246,501 88,137,184 93,352,145 14,695,069 15,538,331 15,538,331 17,484,642 14,582,117 16,601,376 16,601,376 16,615,250 6,791,043 6,100,000 6,800,000 6,709,600 36,068,229 38,239,707 38,939,707 40,809,492 Building & Trades/Planning & Zoning 3,458,518 2,464,500 4,035,677 5,640,490 Cultural and Recreational Registration Fees 3,963,567 3,913,300 3,914,627 4,144,049 Recreation Admission Charges 274,076 295,200 295,928 328,700 Library Fines and Fees 244,970 345,196 326,297 349,490 Other Cultural and Rec Fees 527,077 459,200 459,200 459,700 5,009,690 5,012,896 4,996,052 5,281,939 Traffic Fines 1,684,479 1,520,000 1,684,500 1,775,000 Criminal Fines 1,154,703 992,000 1,154,700 1,177,700 Parking Fines 635,450 520,000 635,500 661,000 3,164,557 2,980,750 3,165,819 3,877,327 6,639,189 6,012,750 6,640,519 7,491,027 1,184,114 1,090,900 1,250,088 1,449,506 Total Local Taxes Intergovernmental Revenue State Sales Tax State Income Tax Vehicle License Tax Total Intergovernmental Total Cultural and Recreational Fines, Fees and Forfeitures Other Fines, Fees and Forfeitures Total Fines, Fees and Forfeitures Business/Non-Business Licenses Other Revenue Sources SRP Payment in Lieu of Taxes 596,940 500,000 535,000 521,600 Interest Income 2,969,200 3,569,155 3,929,213 3,534,039 Other Miscellaneous Revenue and Loan 3,043,933 6,610,073 2,137,095 6,206,250 2,071,225 6,535,438 2,445,450 6,501,089 Total Other Revenue Total General Fund $138,420,327 $138,273,504 $150,534,665 $160,525,688 Debt Service Fund Secondary Property Tax SRP Payment in Lieu of Taxes Total Debt Service Fund $14,631,500 $16,707,531 $16,707,531 $17,693,103 930,272 676,495 676,495 887,276 $15,561,772 $17,384,026 $17,384,026 $18,580,379 91 FY 2004-05 Actual FY 2005-06 Budget $28,848,493 $27,996,400 $32,000,000 $33,984,000 Lottery Transfer In 273,604 263,730 263,730 258,500 ASU-Flash Transit 477,623 496,403 496,403 508,434 Interest Income 1,410,065 1,690,921 1,210,347 989,577 Federal and State Funding 6,153,908 5,872,506 5,873,000 6,517,600 704,160 1,602,788 718,288 718,288 $37,867,853 $37,922,748 $40,561,768 $42,976,399 $12,492,819 $11,938,207 $11,938,207 $10,577,820 1,850,000 1,850,000 1,850,000 547,207 535,456 535,456 524,700 42,887 834 850 $13,082,913 $14,324,497 $14,324,513 $12,952,520 $308,592 $364,600 $455,800 $484,060 Transient Lodging Tax 181,707 143,000 203,000 215,586 Primary Property Tax 68,438 68,000 68,250 70,000 Interest Income 148,828 100,000 156,823 136,601 Miscellaneous Revenue 900,299 59,900 130,570 148,500 $1,607,864 $735,500 $1,014,443 $1,054,747 $5,768,058 $5,599,500 $6,400,000 $6,796,800 335,344 281,572 497,355 451,450 Revenue Source FY 2005-06 Revised FY 2006-07 Budget Transit Fund Transit Tax Miscellaneous Revenue Total Transit Fund Transportation Funds Highway User Revenue Tax Maintenance of Effort State Lottery Proceeds Other Revenue Total Transportation Funds Rio Salado Fund City Sales Tax Total Rio Salado Fund Performing Arts Performing Arts Tax Interest Income Fees and Admission Total Performing Arts 145,000 $6,103,402 $5,881,072 $6,897,355 $7,393,250 $11,574,472 $11,731,640 $11,730,640 $11,502,474 Residential Service $6,384,448 $6,783,831 $6,783,831 $7,024,009 Commercial Service 4,323,585 4,673,120 4,673,120 4,834,638 Roll-Off Service 967,635 967,489 967,489 1,000,691 Recycling 259,948 140,000 140,000 140,700 Sludge Disposal 118,947 95,000 95,000 95,500 Interest Income 39,313 30,509 72,394 63,719 231,075 120,000 120,000 $12,324,951 $12,809,949 $12,851,834 Total CDBG/Section 8 Housing Funds Solid Waste Fund Other Miscellaneous Revenue Total Solid Waste Fund 92 $13,159,257 Revenue Source Water/Wastewater Fund FY 2004-05 Actual FY 2005-06 Budget FY 2005-06 Revised FY 2006-07 Budget Charges for Service-Water Water Consumption $16,426,749 $17,842,578 $17,590,211 $18,619,482 6,755,487 6,854,390 7,047,645 7,372,003 297,768 313,412 332,217 332,212 1,140,807 1,582,046 501,500 511,500 24,620,811 26,592,426 25,471,573 26,835,197 Sewer Usage 10,084,809 10,696,652 10,640,362 11,471,121 Sewer Service 5,670,683 6,272,609 5,970,753 6,436,927 317,710 381,933 140,000 140,000 16,073,202 17,351,194 16,751,115 18,048,048 Water Service Irrigation Other Water Charges Total Charges for Service-Water Charges for Service-Wastewater Other Wastewater Charges Total Charges for Service-Wastewater Interest Income 1,506,075 886,116 1,557,673 1,338,219 Land and Facility Rental 520,000 520,000 520,000 520,000 Loan Repayment from General Fund 542,832 542,833 542,833 542,833 Other Miscellaneous Revenue 399,768 61,000 61,000 61,000 $43,662,688 $45,953,569 $44,904,194 $47,345,297 $1,746,170 208,108 $1,850,000 210,000 $1,850,000 210,000 $1,850,000 210,000 Total Water/Wastewater Fund Golf Fund Greens Fees Pro Shop and Restaurant Revenue Interest Income Total Golf Fund 14,513 13,194 8,256 5,729 $1,968,791 $2,073,194 $2,068,256 $2,065,729 $127,628 $127,628 $20,000 $20,000 $171,000 $171,000 $287,217,327 $302,291,694 $317,726,740 Cemetery Fund Lot & Burial Sales Total Cemetery Fund Total Revenue - All Funds $282,175,037 93 City Sales Tax Restrictions Fiscal Year Amount Percent Change Current rate of 1.8% can be increased only by electorate. 1996-97 $50,495,336 4.1 Certain proceeds are pledged as security for bond payments due under various bond security agreements. Revenue from a voter-approved 0.5% portion are dedicated to transit purposes and 0.1% dedicated funding for Performing Arts. In addition, all transaction privilege tax revenue generated in the Rio Salado Enterprise Fund Zone are deposited to the Rio Salado Fund for the operating expenses of the Rio Salado project. 1997-98 57,283,547 13.4 1998-99 60,100,000 4.9 1999-00 59,967,700 (0.2) 2000-01 63,602,106 6.1 2001-02 59,991,774 (5.7) 2002-03 59,855,000 (0.2) 2003-04 60,926,575 1.8 2004-05 66,358,662 8.9 2005-06 est. 74,360,000 12.1 2006-07 est. 78,948,000 6.2 Assumptions The City sales tax, known formally as the transaction privilege tax, is derived from a 1.8% tax on a variety of financial transactions, including retail sales, rental payments, contracting sales, utility, telecommunications payments, and hotel/restaurant sales. In FY 1993-94, voters approved a 0.2% increase from 1.0% to 1.2%. Additional increases of 0.5% (September 1996) and 0.1% (January 2001), are devoted to transit and performing arts needs and are not reflected in the amounts above. A downturn in the national economy accounts for the 2001-03 reduction in sales tax collections. Due to proactive redevelopment and planning the City has fully recovered from this downturn. The FY 2005-06 year end estimates indicate collection increases of 27.5% in construction, 14.6% in retail and 12.8% in restaurant. Given this trend, the FY 2006-07 projection is at its highest level to date for collections. Major Influences: Taxable Sales, Population, and Consumer Price Index City Sales Tax $ Millions 100.0 80.0 60.0 40.0 74.4 50.5 57.3 60.1 60.0 63.6 60.0 59.9 60.9 78.9 66.4 20.0 0.0 7 -9 96 9 1 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 01 00 20 02 10 20 3 -0 02 0 2 Fiscal Year 94 4 -0 03 0 2 5 -0 04 0 2 06 50 20 t. es 07 60 20 t. es City Property Tax Restrictions Primary Levy: Limited to annual increase of 2% plus amount generated by new construction. No restriction on usage. Secondary Levy: Restricted for debt service purposes only. No limit on rate. Fiscal Year 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 est. 2006-07 est. Amount $12,808,631 13,832,004 15,172,288 16,561,936 18,414,400 18,864,580 20,238,875 21,373,212 23,510,234 26,121,465 27,515,948 Percent Change 4.2 8.0 9.7 9.2 11.2 2.4 7.3 5.6 10.0 11.1 5.3 Assumptions The City’s property tax is levied based on the assessed value of the property from the previous February 10th as determined by the Maricopa County Assessor, whose office both bills and collects all property taxes. Changes in total revenue collected during these years have been the result of state policy affecting assessed valuations, assessed valuation growth, and new development. The combined primary and secondary property tax rate for FY 2006-07 will total $1.40 per $100 assessed valuation, consisting of $0.52 per $100 of the primary assessed valuation for operating and maintenance costs and $0.88 per $100 of secondary assessed valuation to fund principal and interest payments on bonded indebtedness. The City held the aggregate property tax rate at $1.35 for five fiscal years before increasing it by $0.05 in FY 2005-06 to $1.40. The full amount of the increase was applied to the secondary, with the intent that the additional revenue generated be dedicated to repay debt for capital improvement projects. For FY 2006-07, assessed valuation growth is in accordance with the County’s biennial valuation methodology. These proceeds go to different funds; the primary levy of $9.8 million goes to the General fund and the secondary levy of $17.7 million goes to the Debt Service fund. Major Influences: Development, Assessor Appraisal Methodology, State Policy, Population Growth, and Policy Regarding Property Tax Rates City Property Tax $ Millions 3.0 2.5 2.0 1.5 1.0 0.5 0.0 97 69 19 98 79 19 99 89 19 00 99 19 01 00 20 Primary Tax Levy 02 10 20 03 20 20 04 30 20 Secondary Tax Levy Fiscal Year 95 t. t. 5 -0 es es 4 0 07 06 20 650 0 20 20 Transient Lodging Tax Restrictions Fiscal Year Amount Percent Change Current rate of 3% can be increased only by electorate. 1996-97 $1,379,301 11.6 Of the total amount collected, 2/3 is pledged to the Tempe Convention and Visitors Bureau (TCVB). Excess unrestricted proceeds are deposited into the General Fund, except for bed tax revenue generated within the Rio Salado Enterprise Zone, which is deposited to the Rio Salado Fund for operating costs of the Rio Salado Project. 1997-98 1,584,138 14.9 1998-99 1,649,000 4.1 1999-00 1,625,300 (1.4) 2000-01 1,725,597 6.2 2001-02 1,454,927 (15.7) 2002-03 1,911,752 31.4 2003-04 2,413,099 26.2 2004-05 2,603,119 7.9 2005-06 est. 2,900,000 11.4 2006-07 est. 3,079,800 6.2 The tax originated in June of 1988 at 2% with half (or 1%) dedicated to TCVB. In FY 2001 voters approved an additional 1% for TCVB, increasing the tax from 2% to 3%. Assumptions The tax is imposed on businesses who charge for lodging for any period of not more than 30 consecutive days. The increase in the revenue projection beginning in 2001 is reflective of a voter approved 1% increase rather than an increase in lodging structures or occupants. Major Influences: Economy, Competition from Hotels Located in Neighboring Cities, and Consumer Price Index Transient Lodging Tax $ Millions Beginning in 2004 information is on a calendar year basis. 5.0 4.0 3.0 2.0 80.3% * 79.8% * 72.8% * 66.3% * 67.8% * 58.5% * 64.5% * 65.3% * 68.7% * 71.9% * 75.5% * 3,185 3,505 3,823 4,504 4,720 4,504 4,632 5,456 5,456 5,456 5,456 t. es t. es 1.0 0.0 7 -9 96 9 1 -9 97 9 1 8 9 -9 98 9 1 0 -0 99 9 1 *Percent Occupied/Number of Rooms -0 00 20 1 3 -0 02 0 2 2 -0 01 0 2 Fiscal Year 96 -0 03 0 2 4 5 -0 04 0 2 06 50 20 07 60 20 Salt River Project In–Lieu Tax Restrictions Fiscal Year No restrictions on usage. Percent Change Amount 1996-97 $1,263,705 (4.5) 1997-98 1,199,458 (5.1) 1998-99 1,144,363 (4.6) 1999-00 1,110,420 (3.0) 2000-01 967,193 (12.9) 2001-02 1,041,291 7.7 2002-03 1,110,403 6.6 2003-04 1,094,665 (1.5) 2004-05 1,522,519 39.1 2005-06 est. 1,211,495 (20.4) 2006-07 est. 1,408,876 16.3 Assumptions As a government-operated public utility, the Salt River Project pays no franchise or property taxes. In lieu of these taxes, an amount is received from the utility based on a computation involving property location and plant investment. Proceeds from this revenue source are received through Maricopa County in June and December, and deposited into two different funds. For FY 2006-07 it is estimated that $521,600 will go to the General Fund and $887,276 to the Debt Service Fund. The SRP In-Lieu payment increase in FY 2006-07 reflects estimated assessed property value increases. Major Influences: Real Property Value and State Policy (assessment ratio) Salt River Project In-Lieu Tax $ Millions 1.6 1.4 1.2 1.0 0.8 0.6 28.0% * 27.0% * 26.0% * 25.0% * 25.0% * 25.0% * 25.0% * 25.0% * 25.0% * 25.0% * 25.0% * 1.3 1.2 1.1 1.1 1.0 1.0 1.1 1.1 1.5 1.2 1.4 0.4 0.2 0.0 97 69 19 98 79 19 99 89 19 00 99 19 1 -0 00 0 2 03 20 20 2 -0 01 0 2 04 30 20 Fiscal Year *Percents represent the assessment ratio on SRP real property/In-Lieu Tax revenue 97 05 40 20 6 -0 05 0 2 t. es 7 -0 06 0 2 t. es State Shared Sales Tax Restrictions No restrictions on usage. Must be expended for a public purpose. Fiscal Year 1996-97 Amount $10,857,100 Percent Change (5.4) 1997-98 10,476,954 (3.5) 1998-99 12,292,002 17.3 1999-00 13,511,356 9.9 2000-01 2001-02 13,951,532 12,148,438 3.3 (12.9) 2002-03 12,405,713 2.1 2003-04 13,345,152 7.6 2004-05 14,695,069 10.1 2005-06 est. 15,538,331 5.7 2006-07 est. 17,484,642 12.5 Assumptions The state assesses a 5.6% sales tax, of which 0.6% is designated for educational purposes. Of the remaining, cities and towns share in 25% of the collections total (estimated at $465 million for FY 2006-07) on the basis of their population in relation to total state population. Prior to 2000, Tempe accounted for 4.5% of the state’s population, but with the 2000 Census Tempe’s share fell to 4.0%. This reduction explains much of the decline in Tempe’s state shared sales tax revenue in FY 2001-02. The share declined again to 3.4% with the 2005 mid-decade Census; but due to the robust State revenue growth the City did not experience a year over year net decrease. The projected increase of 12.5% is reflective of the strength of the state’s economic recovery since the national recession. Major Influences: Taxable Sales, Population (relative to State) and State Law State Shared Sales Tax $ Millions 20.0 18.0 16.0 14.0 12.0 10.0 8.0 230.3* 245.0* 256.1* 252.8* 310.0* 323.3* 315.0* 320.0* 360.0* 398.0* 465.0* 10.9 10.5 12.3 13.5 14.0 12.1 12.4 13.3 14.7 15.5 17.5 6.0 4.0 2.0 0.0 7 -9 96 9 1 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 01 00 20 02 10 20 3 -0 02 0 2 Fiscal Year *Total state shared sales tax revenue pool/City’s share of pool 98 4 -0 03 0 2 5 -0 04 0 2 6 -0 05 0 2 t. es 7 -0 06 0 2 t. es State Shared Vehicle License Tax Restrictions Fiscal Year No restrictions on usage. Must be expended for a public purpose. Amount Percent Change 1996-97 $4,150,865 7.5 1997-98 3,997,411 (3.7) 1998-99 4,971,529 24.4 1999-00 5,497,492 10.6 2000-01 5,632,181 2.5 2001-02 5,233,512 (7.1) 2002-03 6,247,543 19.4 2003-04 6,428,101 2.9 2004-05 6,791,043 5.6 2005-06 est. 6,800,000 0.1 2006-07 est. 6,709,600 (1.3) Assumptions Cities and towns receive 25% of the net revenue collected for vehicle licensing within their county. The respective shares are determined by the Cities’ share of population in relation to total incorporated population of the county. The remainder of the revenue collected is shared by schools, counties, and the state. Prior to 2000, Tempe accounted for 4.5% of the state’s population. Based on the 2005 Special Census, this figure declined to 3.4%. In FY 2006-07, the strength of the state’s economy has minimized the financial impact, but as the City nears build out, it will have a leveling effect on future revenue. Major Influences: Population (relative to State), State Policy and Auto Sales State Shared Vehicle License Tax $ Millions 8.0 7.0 6.0 5.0 4.0 3.0 5.0 2.0 4.2 5.5 5.6 6.2 6.4 6.8 6.8 6.7 5.2 4.0 1.0 0.0 7 -9 96 9 1 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 1 -0 00 0 2 2 -0 01 0 2 3 -0 02 0 2 Fiscal Year 99 4 -0 03 0 2 5 -0 04 0 2 6 -0 05 0 2 t. es 7 -0 06 0 2 t. es State Shared Income Tax Restrictions Amount Percent Change 1996-97 $11,139,519 12.1 1997-98 1998-99 1999-00 2000-01 2001-02 13,158,548 15,361,479 17,045,903 17,890,338 16,544,791 18.1 16.7 11.0 5.0 (7.5) 2002-03 2003-04 2004-05 2005-06 est. 2006-07 est. 16,882,535 14,303,004 14,582,117 16,601,376 16,615,520 2.0 (15.3) 2.0 13.9 0.1 Fiscal Year No restrictions on usage. Must be expended for a public purpose. Assumptions The right to levy income taxes in Arizona is a state responsibility. Amounts distributed are based on actual income tax collections from two years prior to the fiscal year in which the City receives the funds. Originally, Arizona cities and towns were entitled to receive 15.0% of the State’s income tax collections, but this percentage is at the legislature’s discretion and has varied from 13.6% in FY 1996-97 to 15.8% in FY 1999-00. Currently, the state shared revenue has been restored to 15.0%. This state shared revenue is distributed to cities or towns based on the relation of their population to the total population of all incorporated cities and towns in the state. Prior to the 2005 Special Census, Tempe accounted for 4.0% of the state’s population, but this share fell to 3.4% for FY 2006-07. The strength of the state’s economy has offset the reduction in the City's percentage share and the FY 2006-07 estimate shows an increase of .1%. Major Influences: Personal Income, Corporate Net Profits, Population (relative to State) and State Policy State Shared Income Tax $ Millions 20.0 18.0 16.0 14.0 12.0 10.0 8.0 6.0 13.6% * 15.0% * 15.0% * 15.8% * 15.0% * 15.8% * 15.8% * 15.0% * 15.0% * 15.0% * 15.0% * 4.0 257.8 291.2 340.3 377.7 398.5 421.9 436.2 365.0 436.2 421.9 551.0 2.0 0.0 7 -9 96 19 8 -9 97 19 9 -9 98 19 0 -0 99 19 1 -0 00 0 2 2 -0 01 0 2 3 -0 02 20 4 -0 03 20 5 -0 04 20 6 -0 05 20 t. es 7 -0 06 20 t. es Fiscal Year * Percent of state income tax collections distributed to cities and towns/Total state shared tax revenue pool ($ in millions) 100 Charges for Services/Recreation and Social Services Restrictions Amount Percent Change 1996-97 $3,145,907 15.1 1997-98 3,369,509 7.1 1998-99 3,345,728 (0.7) 1999-00 3,836,700 14.7 2000-01 4,258,777 11.0 2001-02 4,471,110 5.0 2002-03 4,699,196 (5.1) 2003-04 5,113,578 8.8 2004-05 5,009,690 (2.0) 2005-06 est. 4,996,052 (0.2) 2006-07 est. 5,281,939 5.7 Fiscal Year No restrictions on usage, but intended to defray costs of recreation and social service programs. Assumptions Revenue in this category is derived from a wide array of recreational activities (such as softball, swimming, and tennis) and social services programs (such as counseling services and after-school programs). By Council policy, many of these activities and services are partially or fully-funded through user charges. Fees are based on a targeted percentage for cost recovery of direct program operating costs, including wages and supply costs but excluding facility costs, administration, and capital outlay. The percentage of recovery of direct program costs is classified by user groups as follows: adult programs, 100% cost recovery; youth programs and senior programs, 50% cost recovery; and all Kiwanis Recreation Center classes/programs, 100% cost recovery. Major Influences: Population, Cost Recovery Policy and New Program Development Charges for Services/Recreation and Social Services $ Millions 6.0 5.0 4.0 3.0 2.0 3.1 3.4 3.8 4.3 4.7 4.5 5.1 5.0 5.0 5.3 3.3 1.0 0.0 7 -9 96 9 1 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 1 -0 00 20 2 -0 01 20 3 -0 02 0 2 Fiscal Year 101 4 -0 03 0 2 5 -0 04 0 2 6 -0 05 0 2 t. es 7 -0 06 0 2 t. es Charges for Services/Development Related Restrictions Amount Percent Change 1996-97 $3,586,390 32.3 1997-98 3,973,347 10.8 1998-99 2,822,892 29.0 1999-00 2,957,600 4.8 2000-01 2,730,681 (7.7) 2001-02 1,993,308 (27.0) 2002-03 2,450,574 22.9 2003-04 2,642,589 7.8 2004-05 3,458,518 30.9 2005-06 est. 4,035,677 16.7 2006-07 est. 5,640,490 39.8 Fiscal Year Intended to offset costs related to permitting and planning for residential and commercial development in the City, though there are no restrictions on usage. Assumptions The annual growth rates shown above reflect the sometimes extreme cyclical nature of development. Following a year that included permit revenue related to the new Arizona Mills Mall, FY 1998-99 saw a drop-off in development activity in all sectors, consistent with declining rates of growth county-wide. Much of the increase in FY 2002-03 was due to a fee/rate increase. The impact of this increase was moderated in subsequent years in light of slow development activity associated with a landlocked community. This trend has reversed itself sharply, as the attractiveness of the Tempe downtown for development has increased permitting activity. When combined with a planning fee increase approved in FY 2004-05, the forecast growth is the largest in ten years. Major Influences: Population, Tax Laws, Economy and Development Charges for Services/Development Related $ Millions 6.0 5.0 4.0 3.0 2.0 1.0 1,984* 2,532* 1,882* 1,717* 1,417* 1,261* 1,313* 1,147* 1,243* 1,845* 1,500* $406.8 $492.4 $302.8 $317.1 $262.3 $121.2 $199.6 $210.3 $302.2 $453.6 $500.0 t. es t. es 0.0 7 -9 96 19 8 -9 97 19 9 -9 98 19 0 -0 99 19 1 -0 00 0 2 * Number of building permits/Valuation ($ in millions) 2 -0 01 0 2 3 -0 02 20 Fiscal Year 102 4 -0 03 20 5 -0 04 0 2 6 -0 05 0 2 7 -0 06 0 2 Fines and Forfeitures Restrictions Fiscal Year No restrictions on usage. Percent Change Amount 1996-97 $3,162,253 2.2 1997-98 3,636,208 15.0 1998-99 3,856,034 6.1 1999-00 4,709,700 22.1 2000-01 4,489,939 (4.7) 2001-02 4,615,379 2.8 2002-03 5,510,475 19.4 2003-04 5,858,482 6.3 2004-05 6,639,189 13.3 2005-06 est. 6,640,519 0.0 2006-07 est. 7,491,027 12.8 Assumptions The fines and forfeitures revenue to the City derive from fines related to parking, traffic, criminal, animal control, defensive driving school, adult diversion, domestic violence, and false alarms, plus revenue from public defender reimbursements, forfeitures, and boot fees. Much of the FY 2001-02 increase is related to Council-approved increases in false alarm fines and alarm system registration fees and a police selective neighborhood traffic enforcement unit. Projected increases are based on enhanced collection efforts and rate changes. Major Influences: Population, Crime Rate and Internal Policy (Enforcement, Number of Police Officers) Fines and Forfeitures $ Millions 8.0 6.0 4.0 7.5 6.6 5.5 4.7 2.0 3.2 3.6 3.9 4.5 6.6 5.9 4.6 0.0 7 -9 96 9 1 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 01 00 20 02 10 20 3 -0 02 0 2 Fiscal Year 103 4 -0 03 0 2 05 40 20 06 50 20 t. es 07 60 20 t. es Transit Tax Restrictions Fiscal Year Represents a portion of the City sales tax dedicated by public vote to transit-related purposes, such as bus acquisition and maintenance, connecting bus routes to neighboring cities, bus stop construction, transit planning, and light rail construction. *Collections over a six month period Percent Change Amount 1996-97* $10,429,431 - 1997-98 23,212,252 122.6 1998-99 25,300,000 9.0 1999-00 26,384,500 4.3 2000-01 27,310,246 3.5 2001-02 25,229,927 (7.6) 2002-03 25,187,121 (0.2) 2003-04 26,740,623 6.2 2004-05 28,848,493 7.9 2005-06 est. 32,000,000 10.9 2006-07 est. 33,984,000 6.2 Assumptions The Transit Tax represents 1/2 cent of the 1.8% City Sales Tax. The tax for transit was approved by Tempe voters in September 1996 and became effective January 1, 1997. The revenue for FY 1996-97 only reflects collections over the last half of the fiscal year. Although the estimate for FY 2006-07 mirrors our trend for overall City sales tax growth, it does slightly deviate due to nuances resulting from rebates and tax incentives. Major Influences: Taxable Sales, Population and Consumer Price Index Transit Tax $ Millions$ Millions Transit Tax effective January 1, 1997 32.0 28.0 24.0 20.0 16.0 12.0 8.0 10.4* 23.2 25.3 26.4 27.3 25.2 25.2 26.7 28.8 32.0 34.0 t. es t. es 4.0 0.0 7 -9 96 9 1 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 01 00 20 02 10 20 3 -0 02 0 2 Fiscal Year 104 4 -0 03 0 2 5 -0 04 0 2 6 -0 05 0 2 7 -0 06 0 2 Performing Arts Tax Restrictions Amount Percent Change 2000-01* $2,607,541 - 2001-02 4,999,984 91.2 2002-03 5,010,392 (0.2) 2003-04 5,279,580 5.4 2004-05 6,103,402 15.6 2005-06 est. 6,897,355 13.0 2006-07 est. 7,393,250 7.2 Fiscal Year Represents a portion of the City sales tax dedicated by public vote for construction and operation of the Performing Arts Center. *Collections over a six month period Assumptions The Performing Arts Tax represents 1/10 cent of the 1.8% City Sales Tax. This tax was approved in May 2000 and became effective January 2001. Although the estimate for FY 2006-07 mirrors our trend for overall City sales tax growth, it does slightly deviate due to nuances resulting from rebates and tax incentives. Major Influences: Taxable Sales, Population, and Consumer Price Index Performing Arts Tax $ Millions 8.0 Performing Arts Tax effective January 1, 2001 6.0 4.0 6.9 7.4 6.1 5.0 5.0 5.3 2.0 2.6 0.0 0.0 97 69 19 0.0 98 79 19 0.0 99 89 19 * Collections over a 6 month period * 0.0 00 01 909 0 19 20 03 02 210 0 20 20 Fiscal Year 105 t 4 t. 5 es -0 es -0 3 7 4 0 0 06 -0 20 20 506 0 0 2 20 Highway User Tax Restrictions Fiscal Year Proceeds can be used only for street and highway purposes including right-of-way acquisition, construction, reconstruction, maintenance, and payment of debt service on highway and street bonds. Amount Percent Change 1996-97 $9,788,235 (4.4) 1997-98 8,870,589 (9.4) 1998-99 10,767,285 21.4 1999-00 11,041,067 2.5 2000-01 11,213,830 1.6 2001-02 9,853,831 (12.1) 2002-03 10,285,028 4.4 2003-04 10,981,726 6.8 2004-05 12,492,819 13.8 2005-06 est. 11,938,207 (4.4) 2006-07 est. 10,577,820 (11.4) Assumptions Highway User Revenue Fund (HURF) revenue is comprised primarily of a share of the state-imposed tax on fuel (18 cents per gallon), but also includes a portion of vehicle license taxes and other motor carrier permits and fees. Of the statewide total collected HURF revenue, 27.5% is distributed to cities and towns. Half of this pool amount is distributed based on each city or town’s percentage share of the statewide total population of all incorporated cities and towns. The remaining one-half is divided into county pools based on each county’s share of statewide fuel sales. Within each county, cities and towns receive an allocation based on their percentage share of total incorporated population in the county. Reductions in FY 1996-97 and FY 1997-98 were the result of the 1995 middecade Census, which placed Tempe at 4.5% of the state’s population, down from the previous 5% share. The FY 2001-02 decline is a reflection of the 2000 Census, which resulted in Tempe’s share declining to 4.0%. The 2005 mid-decade Census estimates a further decline to 3.4% which will result in a year over year decrease in revenue. Major Influences: Population, State Policy, Economy and Gasoline Sales Highway User Tax $ Millions 14.0 12.0 10.0 8.0 6.0 225.8* 240.8* 255.3* 265.5* 281.0* 291.0* 294.1* 313.5* 315.5* 338.3* 375.0* 4.0 2.0 0.0 7 -9 96 19 8 -9 97 19 9 -9 98 19 0 -0 99 19 1 -0 00 20 2 -0 01 20 3 -0 02 20 4 -0 03 20 Fiscal Year * Total State Shared Highway User Tax Revenue Pool distributed to Cities/Towns. 106 5 -0 04 20 6 -0 05 20 t. es 7 -0 06 20 t. es Local Transportation Assistance Fund Amount Percent Change 1996-97 1997-98 $1,081,122 1,019,776 (0.7) (5.7) 1998-99 1,000,596 (1.9) 1999-00 976,015 (2.5) 2000-01 957,785 (1.9) 2001-02 900,415 (6.0) 2002-03 870,471 (3.3) 2003-04 845,814 (2.8) 2004-05 820,811 (3.0) 2005-06 est. 799,186 (2.6) 2006-07 est. 783,200 (2.0) Restrictions Fiscal Year Proceeds can be used only for street and highway projects, for any construction or reconstruction in the public right-of-way as well as transit programs. Assumptions Revenue is derived from the state lottery game and the multi-state Powerball lottery game. By state statute, the state must distribute at least $20.5 million annually to cities and towns from state lottery revenue, up to a maximum total distribution pool of $23 million. Amounts distributed to cities and towns are based on their percentage share of statewide population as determined and updated annually by the state Department of Economic Security. Revenue derived from Powerball may be received only after the state first collects $31 million from Powerball sales. If this threshold is reached, the state will distribute up to a total of $18 million from Powerball revenue, dividing the pool into amounts based on each county’s share of lottery ticket sales. Amounts from these county pools distributed to cities and towns are based on each city or town’s share of incorporated population in the county. The lottery state shared pool is adjusted every year by population determined by the Department of Economic Security. Tempe’s declining share of statewide population accounts for the lottery revenue reduction over the past 10 years. Major Influences: Population (relative to State) and Lottery Ticket Sales Local Transportation Assistance Fund $ Millions 1.20 1.00 0.80 0.60 1.08 1.02 1.00 0.98 0.96 0.90 0.87 0.85 0.40 0.82 0.80 0.78 Declining revenue reflects Tempe’s slower population growth 0.20 0.00 97 69 19 98 79 19 99 89 19 00 99 19 01 00 20 02 10 20 03 20 20 Fiscal Year 107 04 30 20 t. t. 5 -0 es es 4 7 6 0 -0 -0 20 06 05 0 0 2 2 Community Development Block Grant/Section 8 Housing Grant Restrictions Community Development Block Grant (CDBG) funds are awarded by the federal government and may be used only for the rehabilitation of owner-occupied housing and the removal of “slum and blight”. Section 8 Housing Grants, also federal funds, may be used only for rent and utility subsidies for low income persons. Community Development Block Grant Section 8 Housing Grant Amount Percent Change Amount 1996-97 $2,700,015 36.3 $3,861,578 0.4 1997-98 2,915,622 8.0 3,843,309 (0.5) 1998-99 2,399,237 (17.7) 4,068,842 5.9 1999-00 2,390,100 (0.4) 4,624,100 13.6 2000-01 2,967,700 24.2 4,985,700 7.8 2001-02 2,148,750 (27.6) 5,427,291 8.9 2002-03 2,896,728 34.8 7,227,924 33.2 2003-04 2,793,637 (3.6) 8,364,970 10.2 2004-05 2,996,729 7.3 8,577,743 3.7 2005-06 est. 2,848,008 (5.0) 8,882,632 1.3 2006-07 est. 2,453,715 (13.8) 9,048,759 (1.9) Fiscal Year Percent Change Assumptions Funding levels in both programs are based on a federal formula which reflects local factors such as the percentage of people living in poverty, unemployment, population, age of existing housing, and the need for housing. Major Influences: Federal Policy, Poverty Levels and Population Community Development Block Grant/Section 8 Housing Grant $ Millions Community Development Block Grant Section 8 Housing Grant 14.0 12.0 10.0 8.0 7.2 6.0 3.9 3.8 2.7 2.9 4.0 2.0 5.0 4.1 4.6 2.4 2.4 3.0 8.4 8.6 8.9 9.0 2.8 3.0 2.8 2.5 5.4 2.9 2.1 0.0 97 69 19 98 79 19 99 89 19 00 99 19 1 -0 00 0 2 2 -0 01 0 2 03 20 20 Fiscal Year 108 04 30 20 t. t. 05 es es 46 7 0 -0 -0 20 05 06 0 0 2 2 Water/Wastewater User Fees Restrictions Fiscal Year 1996-97 Fees can only be used to support the Water/Wastewater enterprise. Percent Change 6.3 Amount $34,979,993 1997-98 37,928,781 8.4 1998-99 37,540,000 (1.0) 1999-00 46,296,100 23.3 2000-01 45,349,960 (2.0) 2001-02 44,591,306 (1.7) 2002-03 40,586,501 (9.0) 2003-04 41,037,476 1.1 2004-05 40,674,305 (0.9) 2005-06 est. 42,122,688 3.6 2006-07 est. 44,783,245 6.3 Assumptions Water/Wastewater revenue is derived from fees and service charges assessed to residential and commercial customers of the City’s water and wastewater systems. Revenue also includes charges to the City’s residential irrigation customers. Over the past few years, both water and sewer rates have been adjusted to address increased costs resulting from inflation, debt service on capital projects, and environmental regulation compliance. The most recent fee adjustment went into effect on November 1, 2005. Water rates were increased by 4%, irrigation rates were increased by 9%, and sewer rates for residential customers increased by 7.7%. Major Influences: Population, Internal Policy, Water Consumption Patterns and Weather Water/Wastewater User Fees $ Millions 50.0 40.0 30.0 46.3 20.0 35.0 37.9 45.3 44.6 37.5 40.6 41.0 40.7 42.1 44.8 10.0 0.0 97 69 19 98 79 19 99 89 19 00 99 19 01 00 20 02 10 20 03 20 20 Fiscal Year 109 04 30 20 t. t. 5 -0 es es 4 0 06 07 20 560 0 20 20 Solid Waste Fees Restrictions Fiscal Year Used to defray costs of providing solid waste collection and disposal service. Amount Percent Change 1996-97 $8,636,576 1.8 1997-98 9,039,504 4.7 1998-99 9,256,680 2.4 1999-00 9,840,100 6.3 2000-01 9,758,199 (0.8) 2001-02 10,024,863 2.7 2002-03 10,496,774 4.7 2003-04 11,014,949 4.9 2004-05 12,054,563 9.4 2005-06 est. 12,659,440 4.8 2006-07 est. 13,095,538 3.4 Assumptions The collection and disposal of solid waste constitutes the City’s second largest enterprise operation. Revenue derives from user fees for residential, commercial, roll-off, and uncontained solid waste service. As the graph below indicates, residential solid waste fees were increased five times starting in FY 1998-99 to address increased landfill and recycling costs. Most recently, residential rates were increased in November 2005 to address projected shortfalls in the Solid Waste Fund. Solid waste fees are reviewed annually to determine if the fee structure will generate sufficient revenue to cover operating expenses and provide a reserve for capital expenditures and contingencies. Major Influences: Population, Internal Policy, and Commercial Market/Competition Solid Waste Fees $ Millions Monthly residential rate changes are indicated in the FY when rates were modified. 14.0 12.0 10.0 8.0 6.0 $11.75 3/98 $13.96 01/03 $12.75 11/01 $15.29 08/04 $16.74 11/05 4.0 2.0 0.0 7 -9 96 9 1 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 1 -0 00 0 2 2 -0 01 20 3 -0 02 0 2 Fiscal Year 110 4 -0 03 0 2 5 -0 04 0 2 6 -0 05 20 t. es 7 -0 06 20 t. es Golf Course Fees Restrictions Revenue is used to defray costs of operating the Rolling Hills and Ken McDonald golf courses. Rolling Hills Fiscal Year 1996-97 Ken McDonald Percent Change 3.5 Amount $1,051,586 Amount $1,294,228 Percent Change 11.9 (5.4) 1,237,961 (4.4) 1997-98 994,964 1998-99 997,000 0.2 1,246,000 0.7 1999-00 882,082 (11.5) 1,060,418 (14.9) 2000-01 840,000 (4.8) 1,018,500 (4.0) 2001-02 767,285 (8.7) 1,006,532 (1.2) 2002-03 806,588 5.1 1,119,184 11.2 2003-04 2004-05 2005-06 est. 847,844 828,454 875,000 5.1 (2.3) 5.6 1,172,288 1,139,519 1,193,256 4.7 (2.8) 4.7 2006-07 est. 875,000 0.0 1,190,729 (0.2) Assumptions Revenue from greens fees account for nearly 87% of golf course revenue, with the rest coming from lease agreements with the pro shops and restaurant concessionaires. Our projection conservatively assumes a slight decline in revenue, particularly in light of the volatility that can result from weather conditions or fee changes, and competition from private courses. Major Influences: Competition from Other Golf Courses, Weather, and City Fee Policy Golf Course Fees $ Millions 3.0 Rolling Hills Ken McDonald 01 00 20 03 20 20 2.0 1.0 0.0 97 69 19 98 79 19 99 89 19 00 99 19 02 10 20 Fiscal Year 111 04 30 20 t. t. 5 -0 es es 4 0 07 06 20 650 0 20 20 This page intentionally left blank. 112 Performance Budget The following section includes departmental per capita and aggregate appropriations, goals, objectives, performance indicators, and staffing levels. This section describes activities, services, and functions carried out by organizational units including the measurement of results by unit, objective and fiscal year. Performance Budget Contents Page Performance Budget Summary ................................................................................................................................... 114 Per Capita Performance Budget ................................................................................................................................. 115 Strategic Issues Management/Budgeting ................................................................................................................... 116 Council Committees and Strategic Issues.................................................................................................................. 117 Performance Benchmarking ........................................................................................................................................ 118 City Organizational Chart ............................................................................................................................................. 119 Mayor and Council........................................................................................................................................................ 120 City Manager ................................................................................................................................................................. 122 Internal Audit................................................................................................................................................................. 123 Diversity Program ......................................................................................................................................................... 124 Community Relations ................................................................................................................................................... 126 Administration/Mayor’s Office and Council Staff ...................................................................................................... 127 Government Relations ............................................................................................................................................. 128 Neighborhood Services............................................................................................................................................ 129 Communication and Media Relations ...................................................................................................................... 130 City Clerk ....................................................................................................................................................................... 131 City Court....................................................................................................................................................................... 132 Human Resources ........................................................................................................................................................ 134 Tempe Learning Center ........................................................................................................................................... 136 City Attorney ................................................................................................................................................................. 138 Financial Services......................................................................................................................................................... 140 Administration and Budget....................................................................................................................................... 142 Accounting ............................................................................................................................................................... 143 Risk Management .................................................................................................................................................... 144 Central Services ...................................................................................................................................................... 145 Tax and License ...................................................................................................................................................... 146 Customer Services .................................................................................................................................................. 147 Information Technology ............................................................................................................................................... 148 Development Services.................................................................................................................................................. 150 Community Development............................................................................................................................................. 152 Administration/Economic Development ................................................................................................................... 154 Revitalization/Redevelopment ................................................................................................................................. 155 Rio Salado ............................................................................................................................................................... 157 Police ............................................................................................................................................................................. 158 Office of the Chief .................................................................................................................................................... 159 Patrol ....................................................................................................................................................................... 160 Support Services ..................................................................................................................................................... 161 Investigations........................................................................................................................................................... 162 Fire ................................................................................................................................................................................. 164 Administration and Fire Prevention/Personnel Safety.............................................................................................. 166 Emergency/Medical Services................................................................................................................................... 167 Training/Professional Development ......................................................................................................................... 168 Homeland Security/Special Operations ................................................................................................................... 169 Support Services/Personnel Safety ......................................................................................................................... 170 Community Services .................................................................................................................................................... 172 Administration ......................................................................................................................................................... 173 Library...................................................................................................................................................................... 174 Cultural Services...................................................................................................................................................... 175 Social Services ........................................................................................................................................................ 176 Parks and Recreation ................................................................................................................................................... 178 Administration .......................................................................................................................................................... 179 Parks Services ......................................................................................................................................................... 180 Recreation Services................................................................................................................................................. 181 Public Works ................................................................................................................................................................. 182 Administration and Engineering ............................................................................................................................... 184 Field Services/Administration and Solid Waste Services ......................................................................................... 185 Field Services/Facility Management ........................................................................................................................ 186 Field Services/Parks and Golf Course Maintenance................................................................................................ 187 Fleet Services .......................................................................................................................................................... 188 Transportation.......................................................................................................................................................... 189 Streets and Traffic Operations ................................................................................................................................. 191 Water Utilities ................................................................................................................................................................ 194 113 Performance Budget Summary Department Mayor & Council Personal Services Supplies/Services/ Contributions Capital Outlay Internal Services Total FY 2006-07 Budget $416,435 $27,601 ($44,340) $399,696 City Manager 545,038 15,250 (137,526) 422,762 Internal Audit 424,363 14,120 25,898 464,381 Diversity Program 379,333 333,331 19,533 732,197 1,665,576 986,769 300,298 2,952,643 City Clerk 369,501 206,600 45,873 621,974 City Court 2,834,558 584,379 524,969 3,943,906 Human Resources 2,537,847 891,825 (497,616) 2,932,056 City Attorney 2,791,526 235,524 3,800 78,059 3,108,909 Financial Services 5,426,590 3,352,776 26,200 Information Technology 7,034,909 5,825,100 Development Services 5,040,444 482,116 26,740 760,849 6,310,149 Community Development 3,996,187 12,282,009 59,563 350,303 16,688,062 Police 45,496,600 4,641,730 3,500 9,370,517 59,512,347 Fire 16,649,721 1,370,829 643,900 1,399,490 20,063,940 Community Services 11,077,678 2,658,115 110,240 2,232,289 16,078,322 Parks and Recreation 10,141,377 4,582,822 2,134,889 16,859,088 Public Works 21,696,458 37,703,633 4,919,072 (2,745,557) 61,573,606 Water Utilities 11,510,134 14,036,150 283,200 3,309,785 29,139,269 150,034,275 90,230,679 6,076,215 1,927,586 248,268,755 Community Relations Total Departmental Debt Service Non-Departmental 2,380,712 5,381,393 151,600,649 Capital Improvements Total Financial Program 51,062,909 2,096,188 4,925,668 152,414,987 $151,600,649 114 9,858,293 4,925,668 6,076,215 4,023,774 196,728,491 $152,414,987 6,465,448 (12,860,009) 51,062,909 Contingencies Total Operating Budget (2,340,118) $202,804,706 314,115,625 196,728,491 $4,023,774 $510,844,116 Per Capita Performance Budget The citywide operating budget for FY 2006-07 totals $314.1 million. This represents per capita growth of 2.4%. Budget increases in these departments are primarily due to increased employee compensation, retirement contributions and rising health care costs. The City continues to prioritize the general areas of Public Safety, Public Works, and Community Services, accounting for 82% of the total departmental budgets. Department FY 2004-05 Actual Mayor & Council FY 2005-06 Budget FY 2005-06 Revised FY 2006-07 Budget $2.42 $2.35 $2.40 $2.41 City Manager 1.79 1.87 2.42 2.55 Internal Audit 2.56 2.76 2.69 2.80 Diversity Programs 3.31 3.40 3.20 4.42 14.56 15.55 15.44 17.81 City Clerk 2.68 4.42 3.12 3.75 City Court 20.34 22.87 22.13 23.79 Human Resources 15.80 14.98 15.68 17.68 City Attorney 15.32 16.99 15.87 18.75 Financial Services 33.68 35.09 34.16 39.00 Development Services 28.13 29.17 29.75 38.06 Community Development 95.39 98.14 96.96 100.65 298.67 325.35 326.15 358.95 97.30 110.94 110.59 121.02 108.65 123.72 120.25 96.98 Community Relations Police Fire Community Services Parks and Recreation 101.69 Public Works 362.95 396.27 391.98 371.38 Water Utilities 158.65 165.91 169.82 175.75 $1,262.20 $1,369.78 $1,363.82 $1,497.44 144.96 248.34 205.18 307.59 27.46 37.47 36.90 59.06 Total Departmental Per Capita Debt Service Non-Departmental Contingencies Capital Improvement Projects Total Per Capita 18.57 29.51 1,041.52 1,155.81 1,155.81 1,186.57 $2,476.14 $2,829.97 $2,761.71 $3,080.17 115 Strategic Issues: Management/Budgeting Purpose The purpose of a Strategic Issues Management/Budgeting program for Tempe is to provide a mechanism for identifying, prioritizing, and managing top priority emerging issues which require interdepartmental coordination and to provide a process for integrating strategic planning and budgeting. The City Council identifies strategic issues (shown on following page) setting the tone at the start of the budget process. The process allows a prioritization of emerging issues, yielding specific priorities and plans which have multiyear operational and budget implications. Strategic Issues Management/Budgeting Process Responsibility Identify and prioritize key goals that each Council Committee wants City Council to achieve and see further progress on for the upcoming budget year. Incorporate goals into Council Committee’s work plan. Activity Timeframes August Council Summit Establish cross-functional teams and/or standing groups to advance each goal identified and develop action plans for each. City Manager Executive Team August Identify and recommend corresponding strategies, action plans, and/or departmental activities to further bring improvement and/or results to goals identified by each committee. Cross-functional Teams September/October Review strategies, action plans, and or departmental activities recommended by the cross-functional team/groups with the Executive Team. Staff Coordinators Executive Team Late October, early November Executive Summit Review strategies/action plans associated with goal with oversight Council Committee for recommendations in conjunction with the Committee’s work plan. City Council Committee Mid/late November Review strategies, action plans, responsibilities, and associated Council Committee work plan with City Council. Staff Coordinator City Council December/January Incorporate approved goals, strategies, and action plans into operating and capital improvement budget program and structure budget requests. Executive Team December/January Consider FY 2006-07 budget requests from departments (based on FY 2006-07 goals and action plans). City Council Executive Team February Evaluate status of FY 2005-06 goals and action plans with management team (midyear review). City Council Executive Team February (midyear review) Evaluate budget requests and allocate budget resources accordingly (based on approved FY 2006-07 goals and action plans). Executive Team March/April Conduct public sessions on operating and capital improvement budget program (FY 2006-07). City Council Executive Team April/May Adopt budget program. City Council June Review results of goals and action plans established for the fiscal year City Council just completed. Begin process anew for the next budget period. Executive Team 116 August Council Summit Council Committees and Strategic Issues Neighborhood Quality of Life and Public Safety Address neighborhood deterioration and public safety, including enforcement of neighborhood enhancement code, party ordinance, neighborhood policing efforts, and redevelopment and enhancement of neighborhood-supportive business districts. Work Plan should include review of sign ordinance as it applies in residential districts, in neighborhood areas, development of public safety resources and ASU (Arizona State University)-City partnerships to improve student housing. Education Partnerships Address partnership opportunities for the City and education providers to assist in the improvement of neighborhood schools through community-in-schools program, provision of City services through school facilities, resource sharing between districts and the City, and facilitate ASU's participation in education improvement in all Tempe schools. Work Plan should include examination of purchasing and maintenance programs to identify overlap and partnership opportunities, joint facilities development for school-resident use (e.g. North Tempe Multi-Generational Center) and joint transportation solutions. Community Services Address delivery of community services programs and community service capital project oversight, including identifying programs for enhancement, stabilizing golf program revenues and expenses, development and implementation of parks improvement and rehabilitation program, and oversight of construction of Arts Center and North Tempe Multi-Generational Center. Transportation Address development of transportation resources, including oversight of street and alley maintenance programs, traffic congestion, noise reduction, bus program improvements, bicycle program and development of light-rail. Finance, Aviation, Diversity, Human Resources and Tempe Community Council Oversee development and policy formation and implementation of financial health, aviation matters, diversity, antidiscrimination programs, human service planning, and resource development. Address staff policy issues, including financial issues, aviation mitigation issues, employment policy manual issues, budgetary policy issues, employment policy issues, and human relations and resource issues. Technology Advancement, Tourism and Redevelopment Address Economic Stabilization & Revitalization, including ASU-City partnership for development of High-Tech, Bio-Tech, Nano-Tech Metropolis (the "HBN Technopolis"), and development of major employment bases. Focus should include redevelopment of neighborhood commercial centers, review of zoning code rewrite, sign ordinance, redevelopment Code, and streamlining of development process to ensure resident participation with expedited, cost-effective processing for projects. Central City Development Committee of the Whole Address continuing development of the Rio Salado project, Papago Salado, Downtown redevelopment and stabilization, branding, tourism and identification of Tempe's central core, and major redevelopment projects within central core, including ASU partnerships, light-rail related real estate development and other development and redevelopment affecting Tempe's central core. 117 Performance Benchmarking In the following Performance Budget Section, the reader will note a number of performance measures, or benchmarks related to each department's statement of its goals and objectives. These benchmarks are part of a benchmarking program throughout Tempe ity government. Benchmark measures found in this section reflect a sampling of the more critical measures of department performance and service delivery. partnerships with cities having comparable demographic and financial characteristics (i.e., population and operating budget size). Further, our goal was to gather data from the benchmark cities to evaluate Tempe’s performance across critical operational areas. This last fiscal year a special effort was initiated to enhance the value of performance measurement in the budget. As a result, several new performance measurements are included in this year’s budget book. Benchmarking has been used for many years in the private sector as a tool for improving efficiency and accountability, lowering costs, and enhancing competitiveness. Companies found that they could improve their own work processes by learning “best industry practices” from recognized leaders in various business sectors. In recent years, governments have become involved in benchmarking, realizing that they too can learn from each other. Properly implemented, benchmarking can provide a systematic tool for evaluating an organization’s work processes and service delivery to determine if costs and service levels are meeting desired objectives and are competitive within the industry. This renewed focus on service delivery outcomes is indicative of the City’s long-term commitment to benchmarking, and continuous improvement of our service delivery at the lowest possible cost to residents. The City has tracked performance indicators for many years as a means of identifying service trends and communicating results to the public. The City made a commitment to develop a benchmarking program modeled after other successful private and public sector efforts. Taking advantage of much work already done on benchmarking nationally, we utilized consensus benchmarks established by several national programs addressing benchmarking, including the International City/County Management Association (ICMA), the Governmental Accounting Standards Board (GASB) Services Efforts and Accomplishments (SEA) program and the Innovation Group. Tempe’s benchmarking project began in 1984 with its participation in an experimental program coordinated by the Innovation Group, a nonprofit organization serving local government. Data for Innovation Group suggested benchmarks were gathered for a “test” group of City departments for possible comparisons with other local governments in the Innovation Group benchmark database. In addition, the City formally participated in ICMA’s Comparative Performance Measurement Program. The City continues to refine the benchmarks tracked to include benchmarks developed by national professional organizations, as well as those developed by individual departments. Efforts have focused on establishing a database of historical information on a wide array of benchmarks for most City departments. As a result of discussions with the City's management team and input from departments, we identified the most important 25-30 comparative benchmarks. Concurrent with these efforts, a comparative benchmarking program was established with peer cities. The goal was to develop and maintain 118 City Organizational Chart 119 Mayor and Council Mayor and Council City Clerk City Court Boards and Commissions City Attorney City Manager Department Purpose: To represent residents of the City of Tempe, formulate legislation, and establish City policy. Department Description: The Mayor and six City Council members are the elected representatives of the citizens of Tempe. They are charged with the formulation of public policy to meet community needs. The City Council is responsible for appointing the City Clerk, City Court, City Manager and City Attorney, as well as Board and Commission members. FY 2006-07 Budget Highlights: No changes in staffing levels. Expenditure by Type 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Personal Services $335,485 $352,806 $362,177 $416,435 23,901 33,601 33,601 27,601 (30,372) (21,891) (23,181) (44,340) 64,154 22,200 22,200 $393,745 $386,716 $394,797 $399,696 $2.42 $2.35 $2.40 $2.41 Supplies and Services Capital Outlay 578 Internal Services Contributions Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Mayor and Council Total Full Time 7 7 Perm FTE 2005-06 Revised Temp FTE 120 Full Time 7 7 Perm FTE 0 Temp FTE 2006-07 Budget Full Time 7 7 Perm FTE 0 Temp FTE Related Strategic Issue: All Council Committees Goal: To respond to all constituent forms of communication in a timely manner Objective: 1) To respond to phone calls within 24 hours of receipt; 2) respond to email inquiries within 72 hours of receipt; 3) respond to mail/letter inquiries within five working days; 4) respond to 95% of all Council email within 24 hours of receipt; and 5) respond to 95% of all Council voicemail within 24 hours of receipt 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Percentage of calls responded to within 24 hours N/A N/A N/A 95% Percentage of email inquiries responded to within 72 hours N/A N/A N/A 95% Percentage of mail/letter inquiries responded to within five working days N/A N/A N/A 95% Percentage of Council Communicator email responded to within 24 hours of receipt N/A N/A N/A 95% Percentage of Council Communicator voicemail responded to within 24 hours of receipt N/A N/A N/A 95% Measures 121 City Manager City Manager Department Purpose: To professionally implement all City Council policy decisions, efficiently direct the City's operations, and create an organizational culture that results in the delivery of excellent municipal services to residents of Tempe. Department Description: Working with the City’s governing body, the community, and City staff, the City Manager’s Office is to professionally implement all City Council policy decisions and efficiently direct the City’s operations and activities in accordance with sound management principles. These efforts will create an organizational culture which results in the delivery of excellent municipal services to the citizens of Tempe. FY 2006-07 Budget Highlights: No changes in staffing levels. Expenditures by Type 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Personal Services $545,038 $274,382 $312,963 $403,627 Supplies and Services 8,519 13,100 15,250 15,250 Internal Services 8,708 (18,076) (21,285) (137,526) Expenditure Total $291,610 $307,987 $397,592 $422,762 $1.79 $1.87 $2.42 $2.55 Per Capita 2004-05 Actual Authorized Personnel Full Time Perm FTE 2005-06 Revised Temp FTE Full Time Perm FTE 2006-07 Budget Temp FTE Full Time Perm FTE Temp FTE City Manager 2 0.5 3 0.5 3 0.5 Total 2 0.5 3 0.5 3 0.5 122 Internal Audit Internal Audit Department Purpose: To support management in its efforts to uphold the City’s values and achieve the City’s mission by evaluating operations and encouraging the use of cost-effective internal controls to promote efficient utilization of available resources. Department Description: Internal Audit is responsible for enhancing the quality of City government, products and services, and providing independent, timely and relevant information concerning the City's programs, activities, and functions. This is accomplished by responding to requests to conduct objective evaluations of departments, divisions, and systems or units thereof. Internal Audit's work is vital in maintaining the general public's trust and confidence that City resources are used effectively and efficiently. FY 2006-07 Budget Highlights: No changes in staffing levels. Expenditures by Type 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Personal Services $381,646 $404,871 $394,183 $424,363 7,355 22,752 22,752 14,120 28,145 25,524 25,100 25,898 $417,146 $453,147 $442,035 $464,381 $2.56 $2.76 $2.69 $2.80 Supplies and Services Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Full Time Perm FTE 2005-06 Revised Temp FTE Full Time Perm FTE Temp FTE 2006-07 Budget Full Time Internal Audit 4 4 4 Total 4 4 4 Perm FTE Temp FTE Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To achieve City’s mission by evaluating operations and encouraging the use of cost-effective internal controls Objective: To provide effective support to management through proactive and reactive analytical efforts Measures Obtain management acceptance and support for 95% of recommendations Respond to 100% of management’s requests for analytical and investigative assistance 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget N/A N/A N/A 95% N/A N/A N/A 100% 123 Diversity Diversity Department Purpose: To promote a fair, equitable and accessible work environment for City employees, and provide administrative support to the Human Relations Commission. Department Description: The Diversity Office coordinates the City’s response to the Diversity Audit, functions as an ombudsman for City employees, provides administrative support to the Human Resources Commission, Tardeada Advisory Board, the Mayor’s Commission on Disability Concerns, and organizes community special events. FY 2006-07 Budget Highlights: Funding provided for Americans with Disabilities Act compliance audits and corrective measures. No changes in staffing levels. Expenditures by Type Personal Services Supplies and Services 2004-05 Actual $264,989 2005-06 Budget $357,136 2005-06 Revised $325,034 2006-07 Budget $379,333 263,548 188,331 188,331 333,331 11,107 12,847 12,636 19,533 $539,644 $558,314 $526,001 $732,197 $3.31 $3.40 $3.20 $4.42 Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Diversity Total Full Time 3 Perm FTE 2005-06 Revised Temp FTE 3 124 Full Time 3 Perm FTE 0.5 3 0.5 Temp FTE 2006-07 Budget Full Time 3 Perm FTE 0.5 3 0.5 Temp FTE Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To create a fair and equitable work environment for City of Tempe employees Objective: 1) To develop and implement the Diversity Action Plan; and (2) serve as a safe haven for City employees Measures Maintain a low number (3) of EEOC Complaints 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget N/A N/A N/A <3 Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To educate through programming and celebrate through events Tempe’s rich diversity Objective: 1) To design and coordinate community diversity celebrations and programs; and 2) create and implement community educational opportunities Measures Percentage of attendants rating events above average or higher (80%) 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget N/A N/A N/A 80% Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To promote an accessible environment for the City of Tempe workforce and community Objective: 1) To create and implement City accessible policies and procedures; and 2) educate workforce and community about the City’s accessible policies and procedures Measures Percentage of successful (90%) remediated ADA grievances 125 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget N/A N/A N/A 90% Community Relations Community Relations Administration Mayor and Council Staff Government Relations Neighborhood Services Communication and Media Relations Department Purpose: To serve the community, elected officials and city departments by delivering Tempe’s message and information to the public. Department Description: The Community Relations Office is comprised of the Mayor and Council’s Office Staff, Government Relations Division, Neighborhood Services Division, and Communication and Media Relations Division. Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Services Contributions Expenditure Total Per Capita 2004-05 Actual $1,418,709 2005-06 Budget $1,484,997 2005-06 Revised $1,462,667 2006-07 Budget $1,665,576 478,412 2,799 189,869 281,702 $2,371,491 713,471 713,471 808,569 180,572 177,054 $2,556,094 177,921 183,200 $2,537,259 300,298 178,200 $2,952,643 $14.56 $15.55 $15.44 $17.81 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $818,380 $945,408 $957,239 $1,084,296 Government Relations 378,332 358,920 360,797 358,610 Neighborhood Services 256,003 201,846 205,030 233,775 Communication and Media Relations 918,775 1,049,920 1,014,193 1,275,962 $2,371,491 $2,556,094 $2,537,259 $2,952,643 Expenditures by Division Community Relations– Administration; Mayor and Council Staff Expenditure Total 2004-05 Actual Authorized Personnel Community Relations- Admin; Mayor and Council Staff Government Relations Neighborhood Services Communication & Media Relations Total Full Time 7 Perm FTE 2005-06 Revised Temp FTE Full Time 0.98 7 1 2 Perm FTE 2006-07 Budget Temp FTE Full Time 0.98 9 1 2 Perm FTE Temp FTE 0.98 1 2 6 0.85 6 0.85 6 0.85 16 1.83 16 1.83 18 1.83 126 Administration/Mayor’s Office and Council Staff The Administration Division coordinates the operations of the Community Relations Department. The Mayor’s Office and Council Staff facilitate communication among the public, city staff, other elected entities and the Mayor and Council. Staff support is also provided for Council committees. FY 2006-07 Budget Highlights: Funding provided for one full-time Council Aide I position and one full-time Administrative Assistant I position. Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Services Contributions Expenditure Total Per Capita Authorized Personnel Community Relations Administration; Mayor and Council Staff Total 2004-05 Actual Full Perm Temp Time FTE FTE 7 7 2004-05 Actual $594,200 147,249 2,663 69,154 5,113 2005-06 Budget $642,953 209,000 2005-06 Revised $656,154 209,000 2006-07 Budget $767,968 212,498 60,955 32,500 59,585 32,500 71,330 32,500 $818,380 $5.02 $945,408 $5.75 $957,239 $5.82 $1,084,296 $6.54 2005-06 Revised Full Perm Temp Time FTE FTE 0.98 0.98 7 7 127 0.98 0.98 Full Time 9 9 2006-07 Budget Perm Temp FTE FTE 0.98 0.98 Government Relations The Government Relations Division is responsible for the following activities: (1) coordination of all state and federal legislative activities; (2) oversight of all Maricopa Association of Governments programs and other intergovernmental activities; (3) review and coordination of various transportation and air quality issues, in conjunction with the Transportation Division; (4) staff assistance on special projects to the City Manager, and Mayor and City Council; and (5) serve as a liaison to the Tempe Sports Authority. FY 2006-07 Budget Highlights: No change in staffing levels. Expenditures by Type 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Personal Services $115,884 $122,866 $118,677 $131,139 12,812 115,955 115,955 115,955 Supplies and Services Contributions Internal Services Expenditure Total 23,461 22,545 22,465 7,816 226,175 97,554 103,700 103,700 $378,332 $358,920 $360,797 $358,610 $2.32 $2.18 $2.20 $2.16 Per Capita 2004-05 Actual Authorized Personnel Government Relations Total Full Time 1 Perm FTE 2005-06 Revised Temp FTE Full Time 1 1 Perm FTE 2006-07 Budget Temp FTE 1 Full Time 1 Perm FTE Temp FTE 1 Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To maintain effective communication with the City's state and federal legislative delegation Objective: 1) To preserve the City's existing revenue base and local zoning authority through regular meetings with appropriate parties; and 2) advocate for federal and state appropriations for energy, water and transportation projects 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Joint City Council/Legislative meetings 2 2 2 2 Briefings with federal legislative delegation 2 2 2 2 128 Neighborhood Services The Neighborhood Services Division is designed to help preserve the integrity of Tempe’s residential areas and to promote a sense of community. It provides technical and informational services to 67 neighborhood associations, more than 100 homeowner associations and 5 affiliate groups. It also supplies clerical support to neighborhood associations. The Neighborhood Services Division’s key job is to maintain clear communication lines between neighborhood groups and City government, focusing on identifying, resolving and preventing neighborhood problems. FY 2006-07 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $198,375 $175,692 $179,087 $207,255 Supplies and Services 40,106 13,350 13,350 13,350 Internal Services 17,522 12,804 12,593 13,170 $256,003 $201,846 $205,030 $233,775 $1.57 $1.23 $1.25 $1.41 Expenditure Total Per Capita Authorized Personnel Neighborhood Services Total Full Time 2 2 2004-05 Actual Perm Temp FTE FTE 2005-06 Revised Full Perm Temp Time FTE FTE 2 2 2006-07 Budget Full Perm Temp Time FTE FTE 2 2 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To preserve and improve neighborhoods in the City of Tempe by encouraging citizen participation in decision-making processes Objective: 1) To facilitate neighborhood problem-solving strategies with appropriate City departments; 2) strengthen a sense of community by establishing partnerships between neighborhoods and schools, businesses and civic organizations; and 3) keep neighborhoods involved and informed about City issues and programs Measures Participating households Grant applications received Neighborhood association mailings 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget 37,500 37,875 37,900 40,000 46 50 50 50 47,500 45,000 46,500 45,000 Neighborhood association meetings attended (percent of total) 95% 95% 97% 95% Percent of citizen contacts returned in 24 hours 99% 95% 99% 95% 129 Communication and Media Relations The Communication and Media Relations Division handles all public information and media relations for the City and manages Tempe cable channel 11. It is responsible for keeping the community informed about programs and activities within the City as well as working on Tempe’s image locally, regionally and nationally. Services provided by the division include media relations, graphic design, public relations, audio-visual and government access cable channel coordination. FY 2006-07 Budget Highlights: Funding provided for a system for recording and playback of the City's public meetings. No change in staffing levels. Expenditures by Type Personal Services Supplies and Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $510,249 $543,486 $508,749 $559,214 278,245 375,166 375,166 466,766 84,268 83,278 207,982 Capital Outlay 136 Internal Services 79,732 Contributions Expenditure Total 50,413 47,000 47,000 42,000 $918,775 $1,049,920 $1,014,193 $1,275,962 $5.64 $6.39 $6.17 $7.70 Per Capita 2004-05 Actual Authorized Personnel Communication & Media Relations Total Full Time Perm FTE 2005-06 Revised Temp FTE Full Time 6 0.85 6 0.85 Perm FTE 2006-07 Budget Temp FTE Full Time Perm FTE Temp FTE 6 0.85 6 0.85 6 0.85 6 0.85 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: 1) To keep Tempe residents, the general public, City employees and the media informed about City issues, programs, community events and organizational changes; and 2) position the City positively locally, regionally and nationally Objective: 1) To provide information to the community through newsletters, brochures, press releases and advertising; 2) design and produce high quality informational publications, promotional items and visual graphics for all City departments that reflect the image of Tempe; and 3) provide the City with high quality audio/visual, media production and Tempe 11 television programming services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Tempe 11 electronic program guide accuracy and playback reliability N/A N/A N/A 95% Video-on-Demand access of public meetings within one working day N/A N/A N/A 95% Number of informational pieces provided N/A N/A N/A 100 Press releases issued by Communications and Media Relations that result in news stories N/A N/A N/A 90% Measures 130 City Clerk City Clerk Department Purpose: To accurately maintain the legal record of the actions of the City Council and all permanent City records, ensuring the preservation and accessibility of essential information, and to equitably conduct City elections to ensure the integrity of the democratic voting process. Department Description: The City Clerk, appointed by the Mayor and City Council pursuant to City Charter, serves as the legal custodian of the City’s official records; serves as the Chief Elections Officer of the City; administers Council meetings; and affixes the City Seal on all official documents. FY 2006-07 Budget Highlights: No changes in staffing levels. Expenditure by Type 2004-05 Actual 2005-06 Budget Personal Services Supplies and Services Internal Services $310,793 85,076 40,602 $343,557 336,600 46,600 $329,678 336,600 45,755 $369,501 206,600 45,873 Expenditure Total $436,472 $726,757 $712,033 $621,974 $2.68 $4.42 $4.33 $3.75 Per Capita 2004-05 Actual Authorized Personnel City Clerk Total Full Time 4 Perm FTE 4 2005-06 Revised 2005-06 Revised Temp FTE 0.58 Full Time 4 0.58 4 Perm FTE 2006-07 Budget 2006-07 Budget Temp FTE 0.58 Full Time 4 0.58 4 Perm FTE Temp FTE 0.58 0.58 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To prepare accurate agenda packets for the Mayor and Council Objective: To prepare 100% of agenda packets without any errors 2004-05 Actual Measures Agenda packets prepared without error reported Percent prepared without error 2005-06 Budget 2005-06 Revised 2006-07 Budget N/A N/A 57 N/A N/A 99.5% 100% 57 2005-06 Budget 2005-06 Revised 2006-07 Budget Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To meet the public’s requests for information Objective: To process all requests made by the public 2004-05 Actual Measures Public records requests processed N/A 131 N/A 397 400 City Court City Court Administration Criminal Civil Department Purpose: To contribute to the quality of life in our community by fairly and impartially administering justice in the most effective, efficient, and professional manner possible. Department Description: The City Court is a municipal limited jurisdiction court that deals with criminal misdemeanor, civil traffic cases, code enforcement and zoning violations as well as Orders of Protection and Injunctions Against Harassment. The court includes all judicial, administrative, and staff functions necessary to accomplish the court’s purpose. This includes initial appearances, arraignments, pre-trial conferences, orders to show cause, subpoenas, arrest warrants, jury and non-jury trials, hearings, misdemeanor search warrants and financial services to enforce court orders by collecting fines, fees, surcharges and restitution. FY 2006-07 Budget Highlights: Funding was approved for three full-time Court Services Specialists to address workload in the Municipal Courts Criminal and Civil Divisions. 2004-05 Actual $2,374,022 2005-06 Budget $2,590,153 2005-06 Revised $2,482,522 2006-07 Budget $2,834,558 Supplies and Services 497,590 564,326 563,301 584,379 Internal Services 442,670 605,061 591,715 524,969 $3,314,281 $3,759,540 $3,637,538 $3,943,906 $20.34 $22.87 $22.13 $23.79 Expenditures by Type Personal Services Expenditure Total Per Capita Expenditures by Division 2004-05 Actual City Court - Administration $1,548,641 Criminal Division Civil Division Expenditure Total 2005-06 Budget 2005-06 Revised 2006-07 Budget $1,801,784 $1,763,553 $1,810,156 742,223 806,112 775,606 877,298 1,023,418 1,151,644 1,098,379 1,256,452 $3,314,281 $3,759,540 $3,637,538 $3,943,906 132 2004-05 Actual Authorized Personnel City Court - Administration Full Time 10 Perm FTE .65 2005-06 Revised Temp FTE Full Time 10 Perm FTE .65 2006-07 Budget Temp FTE Full Time 10 Civil Division 14 2.1 14 2.1 16 Criminal Division 9 2.1 9 2.1 10 Total 33 4.2 33 4.2 36 .65 .65 Perm FTE .65 Temp FTE 2.1 2.1 .65 4.2 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To improve efficiency and effectiveness in the Tempe Municipal Court system’s adjudication process Objective: To achieve a 98% clearance rate of court filings Measures 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Total number of filings 135,657 126,475 126,475 126,475 Total number of dispositions 126,513 122,680 122,680 123,945 93% 97% 97% 98% Clearance ratio 133 Human Resources Human Resources Administration Tempe Learning Center Human Resources Department Purpose: To attract, train and retain a diverse workforce that is better able to serve our community and mirrors the community in which we serve. Department Description: The Human Resources Department is responsible for Administration, Classification/Compensation and Recruitment/ Testing, Employee Benefits and Services, and the Tempe Learning Center (TLC). The department directly and indirectly serves all City departments and their respective employees by attracting and retaining a qualified and diverse work force; administering local, state and federal employment laws; wage and salaries; employee and retiree healthcare benefits; and the deferred compensation program to improve organizational productivity and effectiveness while effectively communicating to employees their rights, responsibilities, benefits, and training opportunities; investigating complaints and grievances; assisting with employee relations issues; and providing mediation services. FY 2006-07 Budget Highlights: Funding was appropriated for one full-time Human Resources Analyst position. This position is needed due to increased workload in classification and compensation, recruitment and selection, and employee relations issues. Expenditures by Type Personal Services Supplies and Services Internal Services Expenditure Total Per Capita 2004-05 Actual $1,986,865 2005-06 Budget $2,085,046 2005-06 Revised $2,158,406 2006-07 Budget $2,537,847 821,767 737,533 802,234 891,825 (233,969) (361,096) (383,155) (497,616) $2,574,663 $2,461,483 $2,577,485 $2,932,056 $15.80 $14.98 $15.68 $17.68 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Human Resources $1,808,774 $1,784,286 $1,821,532 $2,031,022 Tempe Learning Center 765,888 $2,574,663 677,197 $2,461,483 755,953 $2,577,485 901,034 $2,932,056 Expenditures by Division Total 134 Authorized Personnel Full Time Human Resources Tempe Learning Center Total 2004-05 Actual Perm Temp FTE FTE 2005-06 Revised Full Perm Temp Time FTE FTE 16 15 Full Time 2006-07 Budget Perm Temp FTE FTE 16 2 0.5 3 0.5 4 0.5 18 0.5 18 0.5 20 0.5 Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To strive to retain a stable workforce Objective: To maintain an annual turnover rate of less than 10% Measures (Comparative Benchmark) Employee turnover rate 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget 6.5% 8.4% 8.4% 7.5% Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To strive to retain a diverse workforce Objective: To develop and maintain fair and equitable employment practices reflected by the percentage of unsubstantiated allegations and EEOC findings received in relation to the number of allegations and EEOC complaints filed 2004-051 Actual Measures 2005-061 Budget 2005-06 Revised 2006-07 Budget Equal Employment Opportunity Commission (EEOC) complaints 7 362 362 7 Formal grievances 3 3 3 3 Employee unsubstantiated allegations EEOC complaints found in favor of the City 1 Calendar Years (2004 and 2005) 2 Two formal complaints included 30 separate issues that were investigated individually 135 86% 67% 67% 85% 100% 100% 100% 100% Tempe Learning Center The Tempe Learning Center (TLC) supports the City’s mission, values and strategic initiatives through employee training and development. Working closely with the Diversity Steering Committee, the City’s six-sided employee partnership and guided by the Tempe Learning Center Board, TLC ensures that services are inclusive and meet organizational objectives. In order to prepare Tempe employees for the future and to create a learning organization, TLC provides education and career counseling and administers the tuition reimbursement program. TLC also develops and manages a mandatory skills training series for managers and supervisors, educational partnerships for academic degree and vocational/technical certifications, and workshops targeting specific training needs. FY 2006-07 Budget Highlights: Funding was appropriated for one full-time Performance Management Instructor Designer position. This position is needed due to increasing departmental requests for instruction design. Also, TLC was approved for a Tempe Schools Training Partnership pilot program with the Tempe School District. This partnership will allow Tempe School District employees to obtain cost-efficient training while reimbursing the City for associated costs. Expenditures by Type 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Personal Services $748,494 $763,794 $841,486 $1,029,126 Materials and Supplies 16,493 10,777 10,777 19,577 Fees and Services/Travel 81,195 29,444 31,091 29,444 (80,294) (126,818) (127,401) (177,113) $765,888 $677,197 $755,953 $901,034 $4.70 $4.12 $4.60 $5.43 Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Tempe Learning Center Total Full Time 2 Perm FTE 2005-06 Revised Temp FTE 2 Full Time 3 Perm FTE Temp FTE 3 2006-07 Budget Full Time 4 Perm FTE Temp FTE 4 Related Strategic Issue: Education Partnership Goal: To utilize learning to support the City’s mission, values, strategic initiatives and develop a stable, capable workforce Objective: 1) To maintain a 90% knowledge, skills and competence improvement rate among participants; and 2) obtain a 100% successful completion rate for all courses with each education partnership degree program 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Percentage of participants who rated improved knowledge, skills and competence as a result of TLC training and development programming 92% 93% 93% 90% Percentage of education partnership participants successfully completing assigned classes 98% 92% 90% 100% Measures 136 This page intentionally left blank. 137 City Attorney City Attorney Department Purpose: To facilitate Tempe’s vision through supreme quality legal services. Department Description: The City Attorney, appointed by the Mayor and City Council under the City Charter, is legal advisor and attorney for the City. Activities include presentation and defense of the City’s legal interests and rights and prosecution for misdemeanor complaints. The City Attorney also is responsible for attending City Council meetings and serving as legal counsel during such meetings. Services are as follows: (1) support the legislative and administrative processes (ordinances, opinions, litigation, contracts, legal research, liens); (2) present and defend the City’s legal interests and rights before all courts, legislative and administrative tribunals; and (3) prosecute complaints (misdemeanor traffic and criminal, municipal and superior courts). FY 2006-07 Budget Highlights: Funding was appropriated for additional positions: one full-time Assistant City Attorney, one part-time Assistant City Attorney and one full-time Legal Assistant. These positions are needed to address increased workload in criminal justice cases and real estate transactions. Mid-year one part-time Assistance City Attorney position was added to workload associated with intellectual property licensing. Expenditures by Type Personal Services 2004-05 Actual $2,237,865 2005-06 Budget $2,376,094 2005-06 Revised $2,300,964 2006-07 Budget $2,791,526 Materials and Supplies 136,737 281,975 179,837 235,524 121,272 133,783 127,430 78,059 $2,495,945 $2,791,852 $2,608,231 $3,108,909 $15.32 $16.99 $15.87 $18.75 Capital Outlay 71 Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel City Attorney Total 3,800 2005-06 Revised 2006-07 Budget Full Time 24 Perm FTE 0.75 Temp FTE 0.62 Full Time 24 Perm FTE 1.25 Temp FTE 0.62 24 0.75 0.62 24 1.25 0.62 138 Full Time 26 26 Perm FTE 1.75 Temp FTE 0.62 1.75 0.62 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To provide prompt legal services Objective: To achieve a 98% satisfaction rating from department responding to the Civil Client Satisfaction Survey 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Percent of responding departments indicating a positive response to promptness N/A N/A 91% 98% Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To provide excellent customer service Objective: To maintain 100% satisfaction rating from department responding to the Civil Client Satisfaction Survey 2004-05 2005-06 2005-06 2006-07 Measures Actual Budget Revised Budget Percent of responding departments indicating a positive N/A N/A 100% 100% response to courteous and approachable services Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To provide prompt disposal of DUI cases Objective: To dispose of 100% of DUI cases within 180 days 2004-05 Actual 2005-06 Budget 2005-06 Revised DUI cases disposed of within 120 days N/A N/A 90% 95% DUI cases disposed of within 180 days N/A N/A 98% 100% 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget N/A N/A 70% 75% Measures 2006-07 Budget Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To increase victim’s rights satisfaction rating Objective: To achieve a 75% victim’s rights satisfaction rating Measures Victim’s rights satisfaction rating 139 Financial Services Financial Services Administration Risk Management Budget Central Services Accounting Customer Services Tax and License Department Purpose: To provide excellent financial management services through sound fiscal administration with integrity, accountability, superior customer service, and low cost. Department Description: The Financial Services Department is comprised of Administration, Budget, Accounting, Risk Management, Central Services, Tax and License and Customer Services. The department’s operational functions include all finance, accounting, budget, revenue audit and collections, purchasing, reprographics, business licensing responsibilities, and customer service billing operations. Though the main funding source for Financial Services is the General Fund, funding is also provided from the Water/Wastewater Fund. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $4,799,212 $4,943,153 $4,745,785 $5,426,590 Supplies and Services 3,789,391 3,204,965 2,675,828 3,352,776 24,867 25,000 25,000 26,200 Internal Services (3,127,261) (2,404,997) (1,832,124) (2,340,118) Expenditure Total $5,487,571 $5,768,121 $5,614,489 $6,465,448 $ 33.68 $35.09 $34.16 $39.00 Capital Outlay Per Capita Expenditures by Division 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Financial Services Administration $228,925 $259,295 $175,954 $190,976 Budget 263,891 337,566 305,340 334,062 Accounting 913,585 936,783 892,886 1,227,290 Risk Management 2,709 Central Services 996,688 1,180,891 1,128,546 1,304,892 Tax and License 1,451,623 1,471,271 1,487,170 1,579,100 Customer Services* 1,598,417 1,665,656 1,609,571 1,791,179 $5,487,571 $5,768,121 $5,614,489 $6,465,448 Total *Funded by the Water/Wastewater Fund 140 2004-05 Actual Authorized Personnel Administration Budget Accounting Risk Management Full Time Perm FTE 2005-06 Revised Temp FTE Full Time 2 2 4 4 10 3 Central Services 11 Tax and License Customer Services Total 17 20 67 0.63 10 0.62 11 1.25 17 20 67 0.5 0.5 3 141 Perm FTE Temp FTE 2006-07 Budget Full Time Perm FTE Temp FTE 2 4 0.63 10 0.62 12 1.25 17 21 70 0.5 0.5 4 0.63 0.5 0.62 0.5 1.25 Administration and Budget Administration is responsible for the overall management of the department. Budget responsibilities include: preparation of budget documents, comprehensive financial planning, forecasting, capital improvements program, budget monitoring, benchmarking, and special financial studies. FY 2006-07 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $596,489 $644,190 $597,683 $714,158 87,259 48,386 79,200 38,386 Supplies and Services Capital Outlay 54 Internal Services (160,616) (179,056) (180,567) (189,557) Expenditure Total $523,186 $513,520 $496,316 $562,987 $3.21 $3.12 $3.02 $3.40 Per Capita 2004-05 Actual Authorized Personnel Full Time Perm FTE 2005-06 Revised Temp FTE Full Time Perm FTE Temp FTE 2006-07 Budget Full Time Administration 2 2 2 Budget 4 4 4 Total 6 6 6 Perm FTE Temp FTE Related Strategic Issue: Finance, Aviation, Diversity, Human Resources, and Tempe Community Council Goal: To ensure the long-term financial success of the City through sound financial management practices Objective: To adhere to a financial management strategy that produces financial results that compare favorably with our peer cities as measured by generally accepted financial indicators 2004-05 Actual Measures (Comparative Benchmark) 2005-06 Budget 2005-06 Revised 2006-07 Budget Administration Fund balance coverage - General Fund 27.3% 29.8% 34.7% 33.4% $521.63 $490.33 $604.06 $661.02 AA+/Aa1/AAA AA+/Aa1/AAA Long-term net direct debt per capita General obligation bond rating (Standard & Poor's/Moody’s/Fitch) AA+/Aa1/AAA AA+/Aa1/AAA Related Strategic Issue: Finance, Aviation, Diversity, Human Resources, and Tempe Community Council Goal: To provide quality customer service to all citywide user departments Objective: To maintain a 95% or higher satisfaction with overall service provided by the Budget Office 2004-05 2005-06 2005-06 Actual Budget Revised Measures 2006-07 Budget Budget Overall satisfaction with service N/A 142 N/A 94% 95% Accounting Accounting services include payroll, accounts payable, cash management, special assessments, accounts receivable, and financial reporting. FY 2006-07 Budget Highlights: Funding was provided for contracted services to support the upgrade of the PeopleSoft financial system to version 8.8. No change in staffing levels. Expenditures by Type Personal Services Supplies and Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $687,974 $768,373 $725,746 $808,291 363,690 414,700 414,700 564,700 Internal Services (138,078) (246,290) (247,560) (145,701) Expenditure Total $913,586 $936,783 $892,886 $1,227,290 $5.61 $5.70 $5.43 $7.40 Per Capita 2004-05 Actual Authorized Personnel Accounting Total Full Time 10 Perm FTE 10 2005-06 Revised Temp FTE 0.63 Full Time 10 0.63 10 Perm FTE 2006-07 Budget Temp FTE 0.63 Full Time 10 0.63 10 Perm FTE Temp FTE 0.63 0.63 Related Strategic Issue: Finance and Aviation Goal: 1) To effectively perform accounts payable, payroll, and other accounting functions for City departments; 2) maintain adequate internal controls; 3) adhere to generally accepted accounting principles; and 4) ensure the safety of City investments Objective: To receive positive independent certifications of financial reports 2004-05 2005-06 Actual Budget Measures 2005-06 Revised 2006-07 Budget Unqualified opinion from independent auditor Yes Yes Yes Yes GFOA Certificate of Excellence Yes Yes Yes Yes 143 Risk Management Risk Management functions include liability, property, Workers’ Compensation claims resolution, and the administration of the employee safety program. This division is funded entirely by the Risk Fund. FY 2006-07 Budget Highlights: Funding provided for one full-time Safety and Risk Coordinator position to oversee OSHA regulatory responsibilities and to address industrial injuries occurring throughout the City. Expenditures by Type Personal Services 2004-05 Actual $426,787 2005-06 Budget $537,061 2005-06 Revised $530,534 2006-07 Budget $670,477 Supplies and Services 2,592,294 3,276,811 2,601,977 3,474,885 Capital Outlay 101 Internal Services 600 (3,016,473) Expenditure Total Per Capita (3,813,872) Total Full Time 3 Perm FTE 0.5 3 0.5 (4,145,962) $2,709 $0 $0 $0 $0 $0 $0 $0 2004-05 Actual Authorized Personnel Risk Management (3,132,511) 2005-06 Revised Temp FTE Full Time 3 Perm FTE 0.5 3 0.5 Temp FTE 2006-07 Budget Full Time 4 Perm FTE 0.5 4 0.5 Temp FTE Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To partner with all City departments in the detection, elimination, and control of potential loss exposures to the City Objective: 1) To reduce Workers’ Compensation claims by 5% annually; and 2) increase subrogation recovery by 3% annually 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Percent of claims investigated within 7 days Workers’ Compensation claims N/A N/A N/A $919,457 $800,000 $800,000 Percent change Subrogation recovery totals N/A 144 (13%) 0 N/A N/A 100% $800,000 (5%) $200,000 Central Services Central Services functions include purchasing, contract negotiations for goods and services, duplicating services, mail delivery, and surplus property management. FY 2006-07 Budget Highlights: Funding provided for one full-time Procurement Officer position to address an increase in bids and proposals. Expenditures by Type Personal Services Supplies and Services Internal Services 2004-05 Actual 2005-06 Budget $623,848 $749,968 $703,390 $898,379 414,352 460,601 460,601 485,213 (41,512) Expenditure Total Authorized Personnel Central Services Total 11 (35,445) (78,700) $1,180,891 $1,128,546 $1,304,892 $6.12 $7.18 $6.87 $7.87 2004-05 Actual Perm FTE (29,678) 2006-07 Budget $996,688 Per Capita Full Time 11 2005-06 Revised 2005-06 Revised Temp FTE 0.62 Full Time 11 0.62 11 Perm FTE 2006-07 Budget Temp FTE 0.62 Full Time 12 0.62 12 Perm FTE Temp FTE 0.62 0.62 Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To procure low cost, quality goods and services for City departments, while ensuring that purchases are made in a timely and ethical manner Objective: 1) To procure at least 45% of lower cost items through annual contracts; and 2) maintain compliance with the American Bar Association Model Procurement Code 2004-05 2005-06 2005-06 2006-07 Measures Actual Budget Revised Budget Percent of lower cost purchases made through annual 30% 45% 40% 45% contracts Conformity to American Bar Association Model Procurement 95% 100% 97% 100% Code 145 Tax and License Tax and License receives all City sales tax and licensing revenue and is responsible for issuing sales tax licenses and auditing license holders. FY 2006-07 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $1,202,900 $1,229,455 $1,248,673 $1,338,178 39,755 54,480 54,480 52,480 208,846 187,336 184,017 188,442 $1,451,623 $1,471,271 $1,487,170 $1,579,100 $8.91 $8.95 $9.05 $9.52 Supplies and Services Capital Outlay 122 Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Tax and License Total Full Time 17 Perm FTE 2005-06 Revised Temp FTE Full Time 17 17 Perm FTE Temp FTE 2006-07 Budget Full Time 17 17 Perm FTE Temp FTE 17 Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To administer the tax and license codes in an efficient, fair, and equitable manner Objective: 1) To complete audits within 6 months of starting fieldwork 80% of the time; 2) to have less than 10% of completed audits be protested; and 3) to have protested audit upheld 80% of the time 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Percent of audits completed within six months N/A 80% 80% 80% Percent of completed audits protested N/A 10% 10% 10% Percent of protested audits upheld as valid N/A 80% 80% 80% Measures 146 Customer Services Customer Services is responsible for billing and collecting charges for water, sewer, solid waste, and irrigation services. This division is funded entirely by the Water/Wastewater Fund. FY 2006-07 Budget Highlights: Funding provided on an ongoing basis for one full-time Water Meter Reader position in the Customer Services office to address workload in the Customer Services program. 2004-05 Actual 2005-06 Budget $1,260,587 Expenditures by Type Personal Services Supplies and Services 2005-06 Revised 2006-07 Budget $1,251,167 $1,195,293 $1,367,584 292,668 361,847 361,847 361,997 24,590 25,000 25,000 26,200 Capital Outlay Internal Services Expenditure Total 20,572 27,642 27,431 35,398 $1,598,417 $1,665,656 $1,609,571 $1,791,179 $9.81 $10.13 $9.79 $10.80 Per Capita 2004-05 Actual Authorized Personnel Customer Services Total Full Time 20 Perm FTE 2005-06 Revised Temp FTE 20 Full Time 20 Perm FTE Temp FTE 20 2006-07 Budget Full Time 21 Perm FTE Temp FTE 21 Related Strategic Issue: Finance, Aviation, Diversity, Human Resources and Tempe Community Council Goal: To answer all incoming calls within the industry standard based on American Water Works Association (AWWA) Benchmarking Water Utility Customer Relations Best Practices (AWWA Research Foundation, 2006) Objective: To answer customer calls under the AWWA industry standard of 58 seconds 2004-05 2005-06 Actual Budget Measures Monthly call center reports (average speed answered) N/A 147 58 sec. 2005-06 Revised 2006-07 Budget 58 sec. <58 sec. Information Technology Information Technology Administration Customer Support/ Application Services/ Data Mgt/Public Access Systems/Proj Mgt Systems & Network Administration/Data Center Operations PC Services Telecommunications Department Purpose: To partner with internal customers and provide them with cost-effective, high quality service, support and systems enabling City departments to be productive, efficient, and deliver excellent service to the residents of Tempe. Department Description: The Information Technology Department (ITD) is responsible for fostering a partnership with City Departments and optimizing the productivity of the office environment by empowering our employees with state-of-the-art tools and leveraging the City’s investment in information technology. ITD provides services that include: shared resources, systems, software, and information processing. FY 2006-07 Budget Highlights: Funding was appropriated for one full-time Enterprise Network Engineer. This new position is needed to oversee the implementation and continuing compliance with Federal Bureau of Investigation security mandates. Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $6,186,722 $6,410,167 $6,410,192 $7,034,909 4,809,734 6,064,970 6,065,170 5,825,100 (12,690,137) (12,475,362) (12,860,009) 217,116 (11,214,572) Expenditure Total $0 $0 $0 $0 Per Capita $68.83 $77.21 $75.90 $77.57 Expenditures by Division 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $1,287,174 $2,046,830 $2,049,726 $2,147,559 Administration Customer Support/Application Services/ Data Management/Public Access Systems/ Project Management 3,601,097 3,963,051 3,817,852 4,049,588 PC Services 2,100,793 1,994,331 1,931,684 1,977,819 Systems & Network Administration/Data Center Operations 2,736,505 2,842,747 2,900,883 2,985,386 Telecommunications 1,489,003 1,843,178 1,775,217 1,699,657 (12,690,137) $0 (12,475,362) $0 (12,860,009) $0 Internal Services Total ( 11,214,572) $0 148 2004-05 Actual Authorized Personnel Administration Customer Support/Application Svcs/ Data Management/Public Access Systems/Project Management Full Time Perm FTE 2005-06 Revised Temp FTE Full Time Perm FTE 2006-07 Budget Temp FTE Full Time 4 4 4 37 37 37 8 8 8 Systems & Network Administration/ Data Center Operations 14 17 19 Telecommunications 10 6 5 Total 73 72 73 PC Services Perm FTE Temp FTE Related Strategic Issue: Technology Advancement, Tourism and Redevelopment Goal: To provide prompt response to computer system problems Objective: To resolve 81% of incoming calls to the Helpdesk within 30 minutes, 16% of calls routed to second level support personnel within 4 hours and 3% of the calls requiring 4 hours or longer to resolve 2004-05 Actual 2005-06 Budget 2005-06 Revised Calls resolved within 30 minutes N/A 79% 81% 81% Second level calls resolved within 4 hours N/A 18% 16% 16% Calls requiring longer than 4 hours to resolve N/A 3% 3% 3% Measures 2006-07 Budget Related Strategic Issue: Technology Advancement, Tourism and Redevelopment Goal: To minimize system downtime Objective: To average less than 70 milliseconds for PC to server response time during peak traffic load 2004-05 2005-06 2005-06 Measures Actual Budget Revised PC to server response time during peak traffic load N/A 70 65 (milliseconds) 2006-07 Budget 70 Related Strategic Issue: Technology Advancement, Tourism and Redevelopment Goal: To provide prompt computer response time Objective: To target 99.9% network access availability for voice and data 2004-05 Actual Measures Network access availability for voice and data N/A 149 2005-06 Budget 2005-06 Revised 2006-07 Budget 99.9% 99.9% 99.9% Development Services Development Services Administration Building Safety & Permits Planning Department Purpose: To protect public health and safety by providing advice and giving direction as projects navigate the challenges and opportunities of developing in our built out community. Department Description: The Development Services Department is responsible for enhancing the quality of Tempe’s living environment and its economic base. Services provided are as follows: (1) assisting our customers through the City’s development entitlement process; (2) current planning and administrative support for design review, board of adjustment, planning commission, and City Council; (3) professional advisement on the change or adoption of codes and ordinances, rules and regulations applicable to new development, redevelopment, construction and property conservation; (4) review and approval of building plans and specifications of all proposed construction; (5) issuance of building, fire and engineering permits for development; (6) on-site building inspections; and (7) development of long range, strategic, and local area planning documents for the City of Tempe. FY 2006-07 Budget Highlights: Funding provided for contracted services for one full-time Hearing Officer, building plan review, inspections, and administrative support services. Funding also provides for the following positions: - two full-time Building Inspector I/II positions to address a projected 30% increase in building inspections; - one Senior Code Inspector Specialist position and two Code Inspector II positions to enhance the proactive and reactive capabilities of the Commercial Code Enforcement program; - one full-time Administrative Assistant II position in the Planning Division; - one full-time Administrative Assistant II position in the Building Safety Division; - one full-time Administrative Assistant II position to provide reception and other administrative services at the Customer Service counter; - convert a temporary Development Services Specialist position to full-time status to provide stable and consistent services at the front counter; and - temporary Building Inspectors to help address a projected 30% increase in inspection workload. 150 Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $3,801,778 $3,925,055 $4,027,840 $5,040,444 202,947 219,116 219,090 482,116 577,012 650,918 643,576 $4,583,892 $4,795,089 $29.17 $4,890,506 $29.75 760,849 $6,310,149 2005-06 Budget 2005-06 Revised 2006-07 Budget Supplies and Services Capital Outlay 2,155 Internal Services Expenditure Total Per Capita $28.13 2004-05 Actual Expenditures by Division 26,740 $38.06 Development Services - Administration $668,031 $549,589 $495,805 $459,215 Building Safety and Permits 2,790,913 2,986,241 3,028,813 3,637,692 Planning 1,124,948 1,259,259 1,365,888 $4,583,892 $4,795,089 $4,890,506 Total 2004-05 Actual Authorized Personnel Development Services - Administration Full Time 6 Perm FTE 2005-06 Revised Temp FTE Full Time 3 Perm FTE Temp FTE 2,213,242 $6,310,149 2006-07 Budget Full Time 3 Perm FTE Temp FTE Building Safety and Permits 32 1.00 29 1.00 33 2.00 Planning 12 1.86 17 1.86 22 1.86 Total 50 2.86 49 2.86 58 3.86 Related Strategic Issue: Technology Advancement, Tourism and Redevelopment Goal: To verify through formal plan check and permit processes that plans, specifications, and engineering calculations meet minimum requirements for adopted building codes, ADA, and planning and zoning ordinances Objective: To provide thorough, accurate, objective inspection, plan check, and front counter services for all applicants 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Percent of building inspections completed within one day of request N/A N/A N/A Percent of plan reviews processed within agreed time frame N/A N/A N/A 95% Percent of customers served within five minutes of arrival N/A N/A N/A 100% Accuracy of front counter activities N/A N/A N/A 95% 151 100% Community Development Community Development Administration Economic Development Revitalization/ Redevelopment Rio Salado Department Purpose: To proactively solve the challenges related to Economic Development, Redevelopment, Tempe Town Lake, Housing and Neighborhood Enhancement by focusing on quality new urban development and job attraction while making sure the physical condition of our neighborhoods is maintained and nurtured. Department Description: The Community Development Department is responsible for a wide range of activities that focus on promoting Tempe as a favorable place for business location and expansion. Its divisions and their respective functions include: Economic Development is responsible for working with prospective businesses, coordinating regional and local entities in attracting quality companies, broadening the Tempe tax base, and encouraging educational, cultural and recreational opportunities that make for a well-balanced City and contribute to the quality of life. Revitalization/Redevelopment is responsible for receiving and investigating complaints of all alleged City code violations, and initiating action to abate violations; recommending codes and ordinances, rules and regulations applicable to construction and property preservation; providing low interest housing rehabilitation loans and rental assistance for the elderly, persons with disabilities and low income individuals and families; administering redevelopment and historic preservation programs; and developing neighborhood plans and low income housing plans. Partially funded by Community Development Block Grant Fund and Section 8 Fund. Rio Salado is responsible for management of the Rio Salado Town Lake project and coordinating development in the Rio Salado region. Funded by the Rio Salado Fund. 152 Expenditure by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $3,290,685 $3,450,472 $3,415,787 $3,996,187 Supplies and Services 11,462,502 11,943,625 11,801,243 11,452,190 Capital Outlay 100,607 3,000 6,127 59,563 Internal Services 128,508 70,461 65,504 350,303 Contributions 560,034 626,928 611,839 816,446 36,480 36,480 13,373 $15,542,336 $16,130,966 $15,936,980 $16,688,062 $95.39 $98.14 $96.96 $100.65 Contingencies Expenditure Total Per Capita 2004-05 Actual Expenditures by Division Administration/Economic Development Total Revitalization/Redevelopment Rio Salado Total Full Time 4 2006-07 Budget $853,164 $995,952 $890,061 $1,029,609 13,959,616 13,979,877 14,051,799 1,102,406 $15,542,338 1,175,398 $16,130,966 1,067,042 $15,936,980 1,606,654 $16,688,062 2004-05 Actual Authorized Personnel Administration/Economic Development 2005-06 Revised 13,586,768 Revitalization/Redevelopment Rio Salado 2005-06 Budget Perm FTE 2005-06 Revised Temp FTE 1.00 36 Full Time 6 Perm FTE Temp FTE 1.00 38 2006-07 Budget Full Time 6 Perm FTE Temp FTE 1.00 39 5.00 8 0.49 8 0.49 9 0.49 48 1.49 52 1.49 54 6.49 153 Administration/Economic Development Working with prospective businesses, coordinating regional and local entities in attracting quality companies, broadening the Tempe tax base, and encouraging educational, cultural and recreational opportunities that make for a well-balanced city and contribute to the quality of life. FY 2006-07 Budget Highlights: Funding provided to purchase a conference room table and a Smart Board. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $402,086 $621,711 $517,183 $622,911 Supplies and Services 222,047 128,630 143,719 128,630 Internal Services Contributions Expenditure Total Per Capita Authorized Personnel Administration/Economic Development Total 48,462 45,611 44,248 78,068 180,569 200,000 184,911 200,000 $853,164 $995,952 $890,061 $1,029,609 $5.24 $6.06 $5.42 $6.21 2004-05 Actual Full Perm Temp Time FTE FTE 4 4 1.00 1.00 2005-06 Revised Full Perm Temp Time FTE FTE 6 6 1.00 1.00 2006-07 Budget Full Perm Temp Time FTE FTE 6 6 1.00 1.00 Related Strategic Issue: Central City Development Committee of the Whole Goal: To expand and diversify the Tempe economy Objective: To grow the tax base and job market in the community 2004-05 Actual Measures Opportunities to retain Tempe businesses 2005-06 Budget 2005-06 Revised 2006-07 Budget 5 15 20 20 Jobs generated by new companies 3,000 2,200 2,400 2,600 New businesses brought to Tempe 10 14 15 15 5 5 5 8 Successful business retention and expansions 154 Revitalization/Redevelopment The Revitalization/Redevelopment Division is charged with a wide variety of projects including redevelopment, historic preservation, housing assistance, homeless coordination, code compliance and neighborhood revitalization. This division includes activities funded from the Federal Section 8, Community Development Block Grant funds, and the City’s General Fund. FY 2006-07 Budget Highlights: Funding provided for one full-time Senior Planner position to assist with high-profile development projects and five temporary FTE positions to identify neighborhood code violations. Funding also provided to offset increasing operating and maintenance expenses for the Tempe Woman’s Club. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $2,299,883 $2,168,419 $2,320,958 $2,586,563 Supplies and Services 10,672,080 11,100,266 10,970,522 10,517,881 Capital Outlay 4,682 3,000 1,200 29,953 Internal Services 230,658 224,523 223,789 287,583 Contributions 379,465 426,928 426,928 616,446 36,480 36,480 13,373 $13,586,768 $13,959,616 $13,979,877 $14,051,799 $83.39 $84.93 $85.06 $84.75 Contingencies Expenditure Total Per Capita Authorized Personnel Revitalization/Redevelopment Total 2004-05 Actual Full Perm Temp Time FTE FTE 36 36 2005-06 Revised Full Perm Temp Time FTE FTE 38 38 2006-07 Budget Full Perm Temp Time FTE FTE 39 39 5.00 5.00 Related Strategic Issue: Central City Development Committee of the Whole Goal: To obtain compliance with City codes that relate to nuisances, property enhancements, rental housing and zoning ordinance requirements Objective: To resolve code issues within 40 days or less 2004-05 Actual Measures Number of days to resolve code violations 2005-06 Budget 2005-06 Revised 2006-07 Budget 33 34 34 40 Code enforcement cases received 5,660 5,600 5,558 7,000 Code enforcement cases closed Cases per inspector per month 5,241 71 5,600 70 5,471 70 7,000 60 155 Related Strategic Issue: Central City Development Committee of the Whole Goal: To make responsible investments of time, money, and energy that produce a variety of housing opportunities for those most in need while simultaneously strengthening the social, economic, and social character of our neighborhoods Objective: To invest in housing development that allows for maximum long-term affordability while providing alternatives for affordable housing units lost through redevelopment 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Decent and affordable rental housing units made available Decent and affordable owner occupied housing units made available Percent increase in community partnerships 10 10 10 3 5 5 10 10 5% 5% 10% 15% Related Strategic Issue: Central City Development Committee of the Whole Goal: To create an adequate supply of affordable, quality, rental housing Objective: To provide rental subsidies, family self-sufficiency support and encourage homeownership for low income individuals and families living in rental housing 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Households provided with rental assistance Housing Choice Vouchers 1,041 994 1,082 1,082 Housing quality inspections 2,149 1,684 2,505 2,505 Home Occupancy Made Easier (HOME) program recipients 32 20 20 30 Section 8 Family Self-Sufficiency program participation 72 65 65 65 Related Strategic Issue: Central City Development Committee of the Whole Goal: To increase homeownership within the City, revitalize and preserve neighborhoods, and help low and moderate income families build wealth through their investment in homeownership Objective: To ensure homebuyers have the information, education, and counseling services through partnerships with local nonprofit organizations and financial institutions 2004-05 Actual Measures 2005-06 Budget 2005-06 Revised 2006-07 Budget Households becoming homeowners with HOME funding 19 25 25 25 Families graduated from Family Self-Sufficiency program 8 8 10 10 Section 8 families becoming homeowners through HOME or American Dream Downpayment Initiative (ADDI) funds 1 5 3 5 50 50 50 50 Families receiving U.S. Department of Housing and Urban Development (HUD) housing counseling 156 Rio Salado The Rio Salado Division is responsible for the management of the Rio Salado Town Lake project and coordinating development in the Rio Salado region. This division is funded by the Rio Salado Fund. FY 2006-07 Budget Highlights: Funding provides for one full-time Senior Planner position to assist with public/private development projects and lake operations in the Rio Salado area. Funding also provides for two full-time Assistant Recreation Coordinators and one full-time Recreation Leader to address an increase in special events at Tempe Beach Park. These positions are located in the Parks and Recreation Department. Expenditures by Type Personal Services Supplies and Services 2004-05 Actual 2005-06 Budget $588,716 $660,342 $577,646 $786,713 568,377 714,729 687,002 805,679 Capital Outlay 95,925 Internal Services (150,612) Expenditure Total 2006-07 Budget 4,927 (199,673) 29,610 (202,533) (15,348) $1,102,406 $1,175,398 $1,067,042 $1,606,654 $6.77 $7.15 $6.49 $9.69 Per Capita Authorized Personnel Rio Salado Total 2005-06 Revised 2004-05 Actual Full Perm Temp Time FTE FTE 8 8 0.49 0.49 2005-06 Revised Full Perm Temp Time FTE FTE 8 8 0.49 0.49 2006-07 Budget Full Perm Temp Time FTE FTE 9 9 0.49 0.49 Related Strategic Issue: Central City Development Committee of the Whole Goal: To increase use of Tempe Town Lake and the surrounding Rio Salado parks Objective: To increase revenue from lake activities Measures 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Boat permit revenue $21,976 $26,085 $22,215 $23,000 Boat storage marina revenue $10,360 N/A $10,630 $12,000 $9,443 $8,375 $17,435 $11,500 Boating class revenue 157 Police Office of the Chief Administration Patrol Support Services Investigations Department Purpose: To partner with the citizens of Tempe to improve the quality of life in our City by identifying and resolving public safety concerns. Department Description: The Police Department consists of the following divisions: Office of the Chief, Patrol, Support Services, and Investigations. The department’s responsibilities include effective and efficient police protection through investigations of criminal offenses, enforcement of state laws and City ordinances, response to citizen requests for services, and maintenance of support services. Expenditures by Type Personal Services Supplies and Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $38,425,727 $41,410,443 $41,231,323 $45,496,600 3,427,030 3,582,163 4,156,930 4,641,730 Capital Outlay Internal Services Expenditure Total 2,362 21,150 3,150 3,500 6,806,781 8,462,186 8,214,776 9,370,517 $48,661,900 $53,475,942 $53,606,179 $59,512,347 $298.67 $325.35 $326.15 $358.95 Per Capita (Comparative Benchmark) Expenditures by Division 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Office of the Chief $3,475,024 $4,252,945 $4,683,056 $4,337,957 Patrol 20,285,047 22,158,520 22,062,969 24,926,461 12,548,871 Support Services 10,039,748 11,018,809 11,162,509 Investigations 14,862,081 16,045,668 15,697,645 17,699,058 $48,661,900 $53,475,942 $53,606,179 $59,512,347 Total 2004-05 Actual Authorized Personnel Office of the Chief Full Time Perm FTE 2005-06 Revised Temp FTE Full Time 3.29 218 1.70 142 1.26 156 6.25 529 12 Patrol 211 Support Services 133 Investigations 159 Total 515 Perm FTE 2006-07 Budget Temp FTE 13 1.0 1.0 158 Full Time Perm FTE Temp FTE 14 1.0 1.0 3.29 216 3.29 1.70 139 1.70 1.26 156 1.26 6.25 525 6.25 Office of the Chief The Police Chief is responsible for the administration and general supervision of all police operations. This office also is charged with the coordination of all investigations and procedures. Services provided by this division are as follows: (1) provide leadership, management and administration for the Police Department; (2) conduct planning and research studies; (3) administer departmental operating and capital improvement budgets; (4) administer, review, and revise departmental policies and procedures; (5) coordinate the selection and retention of employees; and (6) store and retrieve departmental criminal justice information. FY 2006-07 Budget Highlights: Funding was appropriated for increased operating costs associated with: Prisoner Supplies, Ammunition, Minor Equipment, Contracted Services, Canine Services, and Building Maintenance and Repair operating accounts. Change in staffing due to reorganization. Expenditures by Type Personal Services Supplies and Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $892,634 $1,125,517 $1,022,654 $1,227,893 1,823,947 1,970,989 2,538,191 2,784,257 3,150 3,150 758,443 1,153,289 1,119,061 325,807 $3,475,024 $4,252,945 $4,683,056 $4,337,957 $21.33 $25.88 $28.49 $26.16 Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Office of the Chief Total 2004-05 Actual Full Perm Temp Time FTE FTE 12 12 2005-06 Revised Full Perm Time FTE 13 13 Temp FTE 2006-07 Budget Full Perm Temp Time FTE FTE 14 14 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To uphold and enforce the laws of the state and City through professional law enforcement, and maintain the department’s awareness of how the public perceives the department Objective: 1) To maintain at a minimum of 90% the level of citizens’ satisfaction with police services as measured by the annual citizen survey; and 2) efficiently manage resources to meet the needs of citizens with less than 2.01 sworn full-time equivalents (FTE) per 1,000 capita 2004-05 Actual Measures (Comparative Benchmark) Citizen satisfaction survey Operating and Maintenance Cost per Capita Sworn FTE’s per Capita (1,000) 2006-07 Budget 86% 84% 87% 90% $325.35 $326.15 $358.95 2.03 1.13 159 2005-06 Revised $298.67 Percent change Non-Sworn FTE’s per Capita (1,000) 2005-06 Budget 2.01 2.03 2.01 (0.98%) 0.0% (0.98%) 1.13 1.16 1.16 Patrol The Police Patrol Division is responsible for providing basic community policing services. Services provided by this division are as follows: (1) respond to requests for service; (2) perform preliminary investigative work at crime scenes; (3) work with the community to address public safety concerns; (4) conduct vehicle patrol to provide visibility in neighborhoods; (5) provide police resources for special or unscheduled events that require additional staffing; and (6) provide crime prevention and community education programs to the public. FY 2006-07 Budget Highlights: Funding was appropriated to create a Citizens on Patrol program, where volunteers serve as the "eyes and ears" for law enforcement; these volunteers would patrol their community using vehicles provided by the Department. Nonrecurring full-time Police officer positions were eliminated in FY 2006-07. These positions were a temporary increase to hire and train replacements for pending retirements. FY 2006-07 Capital Budget Operating Impacts: As part of the Capital Improvements Program Budget, funding was approved for one full-time Administrative Assistant; this support staff is needed for the new Apache Boulevard Police Substation. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $16,485,051 $17,704,052 $17,767,181 $19,832,169 228,177 302,415 290,903 380,188 Supplies and Services Capital Outlay 18,000 Internal Services Expenditure Total 3,571,819 4,134,053 4,004,885 4,710,604 $20,285,047 $22,158,520 $22,062,969 $24,926,461 $124.50 $134.82 $134.23 $150.34 Per Capita 2004-05 Actual Authorized Personnel Patrol Total Full Time 211 Perm FTE 211 3,500 2005-06 Revised Temp FTE 3.29 Full Time 218 3.29 218 Perm FTE 2006-07 Budget Temp FTE 3.29 Full Time 216 3.29 216 Perm FTE Temp FTE 3.29 3.29 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To effectively respond to requests for Police, Fire, and emergency medical calls Objective: To respond to all accident emergency calls within an average of 5:00 minutes Measures (Comparative Benchmark) Average response time to emergency calls (minutes) 160 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget 4:29 4:25 4:58 4:36 Support Services The Support Services Division is comprised of Personnel Services, Communications, Records, Operations Support, Public Information, and Volunteers in Policing. Support Services is responsible for providing comprehensive support services to the entire Police Department. Services provided by this division are as follows: (1) answer all incoming calls and provide 24-hour dispatch service; (2) provide radio communications between the police station and all patrol field units; (3) provide full service police records management services; (4) respond to media requests for information; (5) recruit, test, and hire sworn police officers and civilian personnel; (6) provide in-service training programs; (7) investigate internal complaints and serve as liaison with the Tempe Citizens’ Panel for Review of Police Complaints and Use of Force; (8) provide jail and booking service and transport all prisoners to the City Court; (9) update and implement organizational policy and procedure; (10) process and maintain all impounded property; and (11) provide crime scene photography and evidence collection services. FY 2006-07 Budget Highlights: Change in staffing due to reorganization. 2004-05 Actual Expenditures by Type Personal Services 2005-06 Budget 2005-06 Revised 2006-07 Budget $8,691,561 $9,330,476 $9,501,492 $9,934,682 526,801 509,638 524,450 597,379 819,024 1,178,695 1,136,567 2,016,810 $10,039,748 $11,018,809 $11,162,509 $12,548,871 $61.62 $67.04 $67.91 $75.69 Supplies and Services Capital Outlay 2,362 Internal Services Expenditure Total Per Capita 2004-05 Actual 2005-06 Revised 2006-07 Budget Authorized Personnel Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Support Services 133 1.0 1.70 142 1.0 1.70 139 1.70 Total 133 1.0 1.70 142 1.0 1.70 139 1.70 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: 1) To effectively answer "911" requests for Police, Fire, and emergency medical calls; and 2) provide proactive neighborhood programs Objective: 1) To respond to all citizen calls for police services; and 2) maintain or increase neighborhoods participating in the Crime Watch program 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Priority Zero calls answered* 4,524 Percent change Citizen calls for police service 126,402 Percent change Neighborhoods with Crime Watch program 300 Percent change 4,492 4,440 3,016 (0.99%) (0.98%) (0.67%) 127,236 129,984 133,884 0.07% 1.03% 3.0% 332 359 360 10.7% 8.8% 8.4% * Priority zero calls are citizens calls for service that were responded to by patrol and have received a priority designation. They are the highest priority calls that represent life threatening emergencies. 161 Investigations The Investigations Division is comprised of Criminal Investigations, Special Investigations, Special Services, and Traffic Investigations. The Investigations Division is responsible for investigating felony, misdemeanor crimes; working in the schools; providing undercover and narcotics investigations, testifying in court, and providing basic services in the Downtown and Rio Salado areas. Services provided by this division are as follows: (1) investigate and report incidents of crime; (2) investigate and report motor vehicle accidents; (3) investigate and clear Part 1 and Part II crimes against persons and property; (4) investigate and prevent traffic accidents; (5) develop selective enforcement programs against special or increasing crime problems; and (6) provide specialty services including Mounted and K-9 functions. FY 2006-07 Budget Highlights: Change in staffing due to reorganization. 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $12,357,027 $13,250,398 $12,939,996 $14,501,856 Expenditures by Type Personal Services Supplies and Services 847,559 799,121 803,386 879,906 1,657,495 1,996,149 1,954,263 2,317,296 $14,862,081 $16,045,668 $15,697,645 $17,699,058 $91.22 $97.62 $95.51 $106.75 Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Investigations Total Full Time 159 159 Perm FTE 2005-06 Revised Temp FTE 1.26 1.26 Full Time 156 156 Perm FTE 2006-07 Budget Temp FTE 1.26 1.26 Full Time 156 156 Perm FTE Temp FTE 1.26 1.26 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To investigate and clear cases assigned to the Criminal Investigations Division Objective: To effectively manage property caseload per investigator; and 2) effectively manage persons caseload per investigator 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Property cases assigned Cases per investigator 2,623 2,660 2,667 166 177 181 180 6.6% 9.0% 16.9% 2,227 2,342 2,280 2,250 145 167 140 148 15.2% (.97%) 2.1% Percent change Persons cases assigned Cases per investigator Percent change 2,744 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: 1) To uphold and enforce the laws through professional law enforcement; and 2) maintain the Department’s awareness of how the public perceives the department Objective: To maintain or improve clearance rate of Part 1 crimes 2004-05 Actual Measures Part 1 Crimes-Property Clearance rate Park 1 Crimes-Persons Clearance rate Part 1 Crimes per 1,000 capita 2005-06 Budget 2005-06 Revised 2006-07 Budget 12,269 14,402 12,647 14,229 15.8% 14.4% 9.7% 13.8% 1,030 918 1,027 1,047 51.7% 53.1% 45.6% 50.3% 83 95 85 89 162 This page intentionally left blank. 163 Fire Fire Chief Administration Fire Prevention Emergency Services/ Medical Services Training/Professional Development Homeland Security/ Special Operations Support Services/ Personnel Safety Department Purpose: To provide for the safety and welfare of the public through preservation of life, property, and the environment. Department Description: The Fire Department consists of Administration and Fire Prevention, Emergency/Medical Services, Training/ Professional Development, Homeland Security/Special Operations, and Support Services/Personnel Safety divisions. The Department’s operational areas include administrative services, fire suppression, emergency management, emergency medical services, hazardous materials control, technical rescue, communications, equipment and facilities maintenance, training, fire prevention and inspection, and public safety education. Expenditures by Type Personal Services Supplies and Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $13,655,027 $15,251,108 $15,402,818 $16,649,721 1,069,019 1,126,310 1,063,221 1,357,829 Contributions 14,526 13,000 12,961 13,000 Capital Outlay 29,010 689,200 642,900 643,900 1,086,024 1,153,906 1,055,387 1,399,490 $15,853,606 $18,233,524 $18,177,287 $20,063,940 $97.30 $110.94 $110.59 $121.02 Internal Services Expenditure Total Per Capita (Comparative Benchmark) 164 Expenditures by Division Administration/Fire Prevention 2004-05 Actual $2,402,251 2005-06 Budget $2,627,009 2005-06 Revised $2,417,876 2006-07 Budget $2,972,425 Emergency/Medical Services 11,579,796 13,048,858 13,214,406 14,023,746 Training/Professional Development 317,505 362,796 343,645 384,294 Homeland Security/Special Operations 297,514 297,145 295,164 423,153 Support Services/Personnel Safety Total 1,256,539 1,897,716 1,906,196 2,260,322 $15,853,606 $18,233,524 $18,177,287 $20,063,940 2004-05 Actual Authorized Personnel Full Time Perm FTE Temp FTE 2005-06 Revised Full Time Administration/Fire Prevention 17 17 Emergency/Medical Services 128 141 Training/Professional Development 3 Homeland Security/Special Operations 3 Support Services/Personnel Safety Total 5 156 0 3 Perm FTE 2006-07 Budget Temp FTE 1.0 5 169 165 Perm FTE 19 129 0 3 3 1.0 1.0 Full Time 0 3 1.0 1.0 1.0 5 159 1.0 1.0 Temp FTE Administration and Fire Prevention/Personnel Safety Administration is responsible for general policy and direction of the department, as delineated in the Five-Year Strategic Plan and Operational Guide, by providing management and leadership for the operating divisions within the Fire Department. Development and administration of the budget, recruitment, member safety and wellness program management are also basic responsibilities of Administration. The goal of Fire Prevention is to prevent loss of life, injury and property loss to fire through the creation, implementation, and management of comprehensive and effective building and fire codes, education programs and fire inspections. Services include: (1) inspection of commercial and industrial properties; (2) response to citizen fire hazard complaints; (3) approval of plans for and inspections of new construction; (4) determination of cause and origin of fires; (5) public information office; (6) volunteer program; and (7) public safety education programs. FY 2006-07 Budget Highlights: Funding was appropriated for one full-time position to supplement fire inspection staff. The Commission of Fire Accreditation International recommends inspections every two years; current staffing levels allow inspections every three years. Also approved, the restoration of one full-time Senior Management Assistant position. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $1,470,301 $1,684,809 $1,599,225 $1,878,870 182,712 189,686 192,198 206,822 21,700 2,500 3,500 749,239 730,814 623,953 883,233 $2,402,251 $2,627,009 $2,417,876 $2,972,425 $14.74 $15.98 $14.71 $17.93 Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Administration and Fire Prevention/Personnel Safety Total Full Time Perm FTE 2005-06 Revised Temp FTE Full Time Perm FTE 2006-07 Budget Temp FTE Full Time 17 17 1.0 19 17 17 1.0 19 Perm FTE Temp FTE Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To provide high quality cost efficient fire services Objective: To efficiently manage resources to meet the needs of citizens with 9.22 sworn full-time equivalents (FTE) per capita and .15 fire stations per square mile Measures (Comparative Benchmark) Firefighters per capita (10,000) 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget 8.58 8.52 8.52 9.22 Non-Firefighters per capita (10,000) 1.19 1.18 1.18 1.24 Fire Stations per square mile 0.15 0.15 0.15 0.15 166 Emergency/Medical Services The goal of Emergency Services is to deliver rapid effective service when fire, medical and other hazardous emergencies occur. These services are extended through the use of seven engine companies and two ladder trucks located at six fire stations throughout the City. Services provided by this division are as follows: (1) respond to and extinguish fires; (2) deliver effective medical and rescue services for injuries, illnesses, and accidents; (3) respond to and control hazardous materials emergencies; (4) conduct company fire prevention inspections; and (5) provide technical rescue services. Also, under the auspices of this section is the dispatch liaison function with the City of Phoenix Fire Dispatch Center. This includes helping to draft and implement policy and coordination of the technical aspect relevant to Tempe. FY 2006-07 Budget Highlights: Non-recurring full-time Firefighter positions were eliminated in FY 2006-07. These positions were a temporary increase to hire and train replacements for pending retirements. 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $11,242,286 $12,551,290 $12,810,106 $13,564,632 308,501 405,068 338,900 393,714 Expenditures by Type Personal Services Supplies and Services Capital Outlay Expenditure Total 29,010 92,500 65,400 65,400 $11,579,796 $13,048,858 $13,214,406 $14,023,746 $71.07 $79.39 $80.40 $84.58 Per Capita 2004-05 Actual Perm FTE 2005-06 Revised Temp FTE Full Time Perm FTE 2006-07 Budget Authorized Personnel Full Time Temp FTE Full Time Emergency/Medical Services 128 141 129 Total 128 141 129 Perm FTE Temp FTE Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To provide efficient response to fire, medical, hazardous materials, and rescue emergencies Objective: To reduce safe emergency responses by an average of four seconds 2004-05 2005-06 Measures (Comparative Benchmark) Actual Budget 2005-06 Revised 2006-07 Budget Average emergency response time in minutes (from call receipt to arrival)* 4:25 4:25 4:21 4:17 Percent of emergency responses taking 5.0 minutes or less 70% 74% 71% 71% Calls per capita (1,000) 82 Percent change *Calls do not include alarm processing time 167 80 83 83 (2.5%) 1.2% 0.0% Training/Professional Development Training/Professional Development incorporates all categories of departmental training including recruit training, officer development, driver training, and minimum company standards. Incident analysis is another method used to improve the quality of our service by reviewing emergency incidents and applying lessons learned. All promotional and assignment tests are administered through this section. This section also provides oversight and maintenance of Department personnel certifications. FY 2006-07 Budget Highlights: No changes in staffing levels. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $275,221 $302,993 $287,846 $324,491 42,285 59,803 55,799 59,803 $317,505 $362,796 $343,645 $384,294 $1.95 $2.21 $2.09 $2.32 Supplies and Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Training/Professional Development Total Full Time Perm FTE 2005-06 Revised Temp FTE Full Time 3 3 2006-07 Budget Perm FTE Temp FTE Full Time 3 3 Perm FTE Temp FTE 3 3 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To provide training and evaluation standards for all phases of emergency services Objective: 1) To evaluate all Emergency Services Division personnel quarterly for compliance with Tempe Fire Department standards relating to fireground, EMS and special operations procedures; and 2) maintain 100% of completion 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Percentage of companies completing minimum company standards evaluations 100% 168 100% 100% 100% Homeland Security/Special Operations Homeland Security/Special Operations involves oversight of development, training, and certification of all special type emergency procedures including hazardous materials and technical rescue (high angle, confined space, swift water, etc.). The Fire Department is charged with management of the City’s emergency preparedness plan for disaster type issues. This includes development and maintenance of the plan, conducting disaster drills, and coordination of disaster preparedness with the County. Also under the auspices of this section is oversight for matters relating to Homeland Security. This includes response to chemical, biological, radiological, nuclear and explosive incidents. FY 2006-07 Budget Highlights: No changes in staffing levels. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $239,488 $254,860 $248,951 $371,901 Supplies and Services 43,518 29,285 33,252 38,252 Contributions 14,509 13,000 12,961 13,000 $297,514 $297,145 $295,164 $423,153 $1.83 $1.81 $1.80 $2.55 Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Homeland Security/Special Operations Total Full Time Perm FTE 2005-06 Revised Temp FTE Full Time Perm FTE 2006-07 Budget Temp FTE Full Time 3 3 3 3 3 3 169 Perm FTE Temp FTE Support Services/Personnel Safety Primary responsibilities of Support Services/Personnel Safety include apparatus maintenance, equipment maintenance and repair, apparatus acquisition management, facilities maintenance, maintaining the Department’s communications systems, and writing equipment bid specifications. In addition, the division orders and distributes firefighting supplies to the City’s six fire stations. This division is also responsible for physical training and wellness, safety, recruitment and employment, special events, and promotional testing. FY 2006-07 Budget Highlights: Funding was appropriated to upgrade the Firehouse Software. The current software application does not run efficiently and the vendor is discontinuing support. The new Web Firehouse version can be accessed remotely via laptops utilizing the City's new wireless connectivity which results in improved access. No changes in staffing levels. 2004-05 Actual Expenditures by Type Personal Services Supplies and Services 2005-06 Budget Expenditure Total Per Capita 2006-07 Budget $427,751 $457,156 $456,690 $509,827 492,259 442,468 443,072 659,238 575,000 575,000 575,000 336,528 423,092 431,434 516,257 $1,256,539 $1,897,716 $1,906,196 $2,260,332 $7.71 $11.55 $11.60 $13.63 Capital Outlay Internal Services 2005-06 Revised 2004-05 Actual 2005-06 Revised Full Time Perm FTE Support Services/Personnel Safety 5 1.0 5 1.0 5 1.0 Total 5 1.0 5 1.0 5 1.0 Authorized Personnel Temp FTE Full Time Perm FTE Temp FTE 2006-07 Budget Full Time Perm FTE Temp FTE Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To conduct progressive maintenance, inspections, service work, and major and minor repairs of all fire apparatus Objective: 1) To insure reliability and safety of equipment serviced by Fire Maintenance; and 2) target 100% maintenance completion within the preventive maintenance (PM) schedule 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Preventive maintenance inspections Percent completed within PM schedule 170 211 276 210 250 100% 100% 100% 100% This page intentionally left blank. 171 Community Services Community Services Administration Library Cultural Services Social Services Department Purpose: To provide quality Cultural, Social and Library Services to our residents. Department Description: The Department’s responsibilities include a full range of public library services; historical/cultural enrichment to Tempe citizens, and social service programs. 2004-05 Actual Expenditures by Type Personal Services Supplies and Services 2005-06 Budget 2005-06 Revised 2006-07 Budget $12,648,713 $13,659,597 $13,165,537 $11,077,678 2,630,417 3,588,221 3,576,953 2,658,115 2,302,247 2,994,921 2,929,107 2,232,289 57,815 $17,702,057 $108.65 92,324 $20,335,063 $123.72 92,324 $19,763,921 $120.25 $16,078,322 $96.98 2005-06 Revised 2006-07 Budget Capital Outlay 62,865 Internal Services Contributions Expenditure Total Per Capita 110,240 2004-05 Actual Expenditures by Division 2005-06 Budget Administration $466,768 $570,539 $567,877 Parks and Recreation 6,117,929 6,212,742 6,169,380 Library 4,281,004 4,545,036 4,491,457 4,653,324 Cultural Services 1,482,150 3,351,027 2,867,478 4,363,854 Social Services 5,354,206 5,655,719 5,667,729 6,548,289 $17,702,057 $20,335,063 $19,763,921 $16,078,322 Total 2004-05 Actual 2005-06 Revised $512,855 2006-07 Budget Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE Full Time Administration Parks and Recreation Library 3 38 33 0.52 67.35 9.84 3 39 33 2.0 6.0 0.52 67.35 9.84 3 1.5 6.0 32 6.0 9.84 Cultural Services 15 0.5 8.02 31 0.5 21.29 31 0.5 21.29 41 130 3.15 11.15 81.49 167.22 42 148 3.15 11.65 81.49 180.49 45 111 3.15 9.65 81.49 113.14 Authorized Personnel Social Services Total 172 Perm FTE Temp FTE 0.52 Administration Community Services Administration is responsible for overall management of the City’s library, cultural, and social services resources. In this role, Administration manages services provided at the Tempe Public Library, the Tempe Historical Museum, the Vihel Cultural Center, and at community events throughout the City. FY 2006-07 Budget Highlights: The decrease of 36 full-time positions shown in FY 2006-07 is the result of a mid-year departmental reorganization in FY 2005-06 that created the Parks and Recreation Department. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised $4,607,790 $4,807,430 $4,776,743 $361,626 Supplies and Services 1,294,517 1,155,740 1,155,740 100,500 565,068 727,787 712,450 50,729 57,815 $6,584,697 92,324 $6,783,281 92,324 $6,737,257 $512,855 $40.41 $41.27 $40.99 $3.09 Capital Outlay 59,507 Internal Services Contributions Expenditure Total Per Capita Authorized Personnel Administration Recreation Total 2006-07 Budget 2004-05 Actual Full Perm Temp Time FTE FTE 3 0.52 38 1.5 67.35 41 1.5 67.87 173 2005-06 Revised Full Perm Temp Time FTE FTE 3 0.52 39 2.0 67.35 42 2.0 67.87 2006-07 Budget Full Perm Temp Time FTE FTE 3 0.52 3 0.52 Library The Tempe Public Library’s mission is to be the premier information portal for the Tempe community. In keeping with this mission, the library provides materials, programs, and services that (1) address popular cultural and social trends and residents’ recreational needs; (2) assist residents in developing their ability to find, evaluate, and use information effectively; (3) assist community members in understanding their own cultural heritage and the cultural heritage of others; (4) address the community’s desire for self-directed personal growth and development opportunities; and (5) address the need to be able to read and perform essential daily tasks. FY 2006-07 Budget Highlights: The change in staffing reflects the reorganization of one full-time position to the Social Services Division. FY 2006-07 Capital Budget Operating Impacts: Funding provided for hardware maintenance expenses associated with the Tempe Public Library Renovation project as included in the Capital Improvements Program Budget. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $2,656,657 $2,750,247 $2,725,243 $2,879,103 748,152 2,613 873,582 771,980 760,712 771,230 1,022,809 1,005,502 1,002,991 $4,281,004 $4,545,036 $4,491,457 $4,653,324 $26.28 $27.65 $27.33 $28.07 Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Library Total 2005-06 Revised 2006-07 Budget Full Time 33 Perm FTE 6.0 Temp FTE 9.84 Full Time 33 Perm FTE 6.0 Temp FTE 9.84 Full Time 32 Perm FTE 6.0 Temp FTE 9.84 33 6.0 9.84 33 6.0 9.84 32 6.0 9.84 Related Strategic Issue: Community Services Goal: To provide access to excellent library resources and services that will help community residents of all ages obtain information that meets their educational, professional, and recreational needs Objective: To maximize community usage of the library’s collection and electronic research resources 2004-05 2005-06 2005-06 Measures (Comparative Benchmark) Actual Budget Revised 1,056,297 1,045,733 982,437 Library visitors (door count) 141,509 Registered borrowers Percent change Circulation 1,404,318 Percent change 154,712 Public Computer Usage 2006-07 Budget 1,011,910 155,121 153,687 158,298 9.6% (0.9)% 3.0% 1,377,210 1,302,753 1,341,836 (1.9)% (5.4)% 3.0% 175,036 156,051 160,733 13.1% (10.8)% 3.0% Library FTE per 1,000 population 0.30 0.30 0.18 0.18 Circulation per capita 8.74 8.57 8.11 8.35 Percent Change 174 Cultural Services The Cultural Services Division includes three program areas: the Tempe Historical Museum, Community and Fine Arts, and Performing Arts. Services include the management of the Tempe Historical Museum, Peterson House Museum, Elias Rodriquez House, Vihel Center for the Arts, the Tempe Performing Arts Center, exhibits, community arts, history and cultural classes, and public art. The Division is also overseeing the design, development and construction of the Tempe Center for the Arts. FY 2006-07 Budget Highlights: No changes in staffing levels. FY 2006-07 Capital Budget Operating Impacts: Funding provided for utilities and custodial expenses associated with the Renovation of the Tempe Historical Museum Exhibit Hall project as included in the Capital Improvements Program Budget. No change in approved staffing levels. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $1,105,236 $1,694,757 $1,215,096 $2,754,146 189,237 1,195,032 1,195,032 1,240,979 187,229 461,238 457,350 258,489 $1,482,150 $3,351,027 $2,867,478 $4,363,854 $9.10 $20.39 $17.45 $26.32 Supplies and Services Capital Outlay 447 Internal Services Expenditure Total Per Capita Authorized Personnel Cultural Services Performing Arts Total 2004-05 Actual Full Perm Temp Time FTE FTE 12 0.5 8.02 3 15 110,240 2005-06 Revised Full Perm Temp Time FTE FTE 12 0.5 8.02 19 0.5 8.02 31 0.5 2006-07 Budget Full Perm Temp Time FTE FTE 12 0.5 8.02 13.27 19 21.29 31 13.27 0.5 21.29 Related Strategic Issue: Community Services Goal: To provide visitors and volunteers with a quality experience that meets the mission of the Tempe Historical Museum Objective: 1) To measure the level of satisfaction of visitors and volunteers with their museum experience; and 2) solicit suggestions for future programming and exhibits 2004-05 Actual Measures Objects catalogued 2005-06 Budget 2005-06 Revised 2006-07 Budget 3,000 3,000 1,200 2,000 Visitors to Historical Museum and Peterson House 19,000 20,000 20,000 20,000 Quantified levels of satisfaction reported by visitors and volunteers on evaluation forms. N/A N/A N/A 90-100% Related Strategic Issue: Community Services Goal: 1) To provide quality arts programming to the community; 2) facilitate the effective use of arts facilities; and 3) provide a diverse array of arts opportunities Objective: 1) To support arts programming through grants funding of arts organizations and schools; and 2) offer a wide array of quality arts programming and classes 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Program enrollment 6,146 6,000 6,126 (2.4)% 2.1% 0% $127,580 $132,635 $132,635 $132,000 N/A N/A N/A 90-100% Percent change Grants provided to Art Organizations and Schools Quantified levels of satisfaction reported by attendees and participants on evaluation form 175 6,000 Social Services The Social Services Division provides a wide array of services for Tempe youth and families. Activities and services are offered to all age groups to promote positive and healthy lifestyles. Services for youth include preschool programs at the Escalante and West Side Multigenerational Centers, Kid Zone before and after school enrichment program, Teen Zone which encourages youth involvement in positive activities and services, and the Youth Employment Program which promotes strong work values and assists youth in exploring career opportunities. Residents of all ages may participate in State Licensed Counseling and/or Crisis Intervention Services. The Diversion/Probation Program provides a constructive program of case management, assessment, counseling and community service to individuals referred from Tempe City Court. FY 2006-07 Budget Highlights: Funding provided on a non-recurring basis for two full-time Crisis Intervention Specialist positions and temporary staffing that were previously funded with federal/state and foundation grant funding in the CARE 7 program. Appropriations also provided for additional part-time, temporary staffing at the Kid Zone program. Finally, funding provided for operating equipment and supplies associated with the North Tempe Multigenerational Center. The authorized staffing level reflects the reorganization of one full-time position from the Library Division. Expenditures by Type Personal Services Supplies and Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $4,279,029 $4,407,163 $4,448,455 $5,082,803 398,510 465,469 465,469 545,406 676,369 783,087 753,805 920,080 $5,354,206 $32.86 $5,655,719 $34.41 $5,667,729 $34.48 $6,548,289 $39.50 Capital Outlay 298 Internal Services Expenditure Total Per Capita Authorized Personnel Social Services/Administration 2004-05 Actual Full Perm Temp Time FTE FTE 22 Social Services/Kid Zone 19 Total 41 3.15 3.15 2005-06 Revised Full Perm Temp Time FTE FTE 15.56 23 65.93 19 81.49 42 176 3.15 3.15 2006-07 Budget Full Perm Temp Time FTE FTE 15.56 26 65.93 19 81.49 45 3.15 15.56 65.93 3.15 81.49 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To provide quality programs that enhance the quality of life of Tempe residents Objective: To obtain customer input and feedback on services provided at the Escalante Community Center through program and facility surveys throughout the year 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Retain an 80% overall customer approval rating for the Escalante Early Education Program N/A N/A N/A 80% Retain an 80% overall customer approval rating for the Escalante Summer Camp Program N/A N/A N/A 80% Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: 1) To provide the citizens of Tempe with quality crisis intervention services, support and referral; and 2) provide comprehensive services to victims of crimes occurring in Tempe Objective: 1) To provide resources/referrals to victims in order to assist them with their needs; and 2) ensure that a minimum of 85% of the clients served respond favorably to the services provided by Care 7 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Percentage of victims satisfied with services N/A N/A N/A 85% Percentage of Care 7 clients reporting satisfaction with services N/A N/A N/A 85% Related Strategic Issue: Education Partnerships Goal: To continue to provide the highest quality of out of school time, enrichment program to the citizens of Tempe through the Kid Zone Enrichment Program Objective: To maintain at least an 80% approval rating from customers and the school community who us the Kid Zone services for their children’s out of school times 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Parent evaluation survey results measures indicate “very satisfied” with the Kid Zone Enrichment Program N/A N/A N/A 80% Maintain the national accreditation evaluation survey results of “very satisfied with the Kid Zone Enrichment Program” N/A N/A N/A 80% Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To redirect offenders into positive community activities by providing assessment, counseling, referral and educational programs Objective: To attain a successful program completion rate of 80% 2004-05 Measures Actual New program participants 3,122 Percentage of successful program completion Level of satisfaction 177 2005-06 Budget 3,270 2005-06 Revised 3,650 2006-07 Budget 3,600 80% 80% 80% 80% N/A N/A N/A 80% Parks and Recreation Parks and Recreation Administration Parks Services Recreation Services Department Purpose: To maintain all City public parks and two golf courses and to supervise City recreation programs. Department Description: The Parks and Recreation Department consists of Administration, Parks Services, and Recreation Services Divisions. The Parks and Recreation Department was newly established in FY 2006-07 from a reorganization of the Community Services Department and the Public Works Department personnel and resources. 2004-05 Actual Expenditures by Type Personal Services 2005-06 Budget 2005-06 Revised 2006-07 Budget $10,141,377 Supplies and Services 4,490,498 Internal Services 2,134,889 Contributions 92,324 Expenditure Total Per Capita $16,859,088 $101.69 2004-05 Actual Expenditures by Division 2005-06 Budget 2005-06 Revised 2006-07 Budget Administration $1,126,927 Parks Services 10,030,347 Recreation Services 5,701,814 Total $16,859,088 2004-05 Actual Authorized Personnel Administration Full Time Perm FTE 2005-06 Revised Temp FTE Parks Services Recreation Services Total 178 Full Time Perm FTE Temp FTE 2006-07 Budget Full Time 9 Perm FTE 0.75 Temp FTE 0.22 87 0.50 9.60 32 128 0.75 2.00 68.17 77.99 Administration Parks and Recreation Administration is responsible for the overall management of the City’s parks and recreation resources. In this role, Administration manages services provided at municipal parks, golf courses, stadium facilities, sports complexes, swimming pools, recreation centers, the Double Butte Cemetery, right-of-way landscaping and community special events throughout the City. The Administration Division also administers the Parks and Recreation budget, approves all Parks and Recreation personnel actions, submits recommendations on Parks and Recreation and related activities to the City Council, manages employee safety programs and volunteer programs, and coordinates and administers the Capital Improvements Program, as well as the four advisory boards (Cemetery, Golf, Parks, and Sponsorship Review) for the Parks and Recreation Department. FY 2006-07 Budget Highlights: The Administration Division is part of the newly established Parks and Recreation Department. Staff and budget were previously allocated in the Community Services and Public Works Departments. Expenditures by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $971,360 Supplies and Services 35,355 Internal Services 90,212 Contributions 30,000 Expenditure Total $1,126,927 $6.80 Per Capita Authorized Personnel Administration Total 2004-05 Actual Full Perm Temp Time FTE FTE 179 2005-06 Revised Full Perm Temp Time FTE FTE 2006-07 Budget Full Perm Temp Time FTE FTE 9 0.75 0.22 9 0.75 0.22 Parks Services Parks Services consists of Parks and Golf Maintenance. Parks Services is responsible for managing and maintaining all of the City’s public parks, sports complexes, golf courses, rights-of-way landscaping, and multi-modal paths, as well as administering and implementing the department’s CIP projects and coordination of the park redevelopment plan. The Parks Services Division of the Parks and Recreation Department assists in the planning and development of parkland and facilities. Services provided by this division are as follows: (1) maintain recreation facilities to meet the public demands; (2) maintenance for all parks, special facilities and golf courses; (3) oversight of golf course operations; (4) maintenance for the Diablo Stadium Sports Complex; (5) necessary services for a professional baseball team, other sporting activities, and special events held at the stadium complex; (6) maintain rights-of-way, multi-modal paths, and facility grounds in an attractive state; (7) maintain the Rio Salado linear parks; (8) assist in staging and clean-up for special events at Rio Salado/Town Lake; (9) maintain skate and off-leash dog parks; and (10) park planning and development. This division also provides resources to coordinate improvements and expansions at the Double Butte Cemetery, using monies from the Cemetery Fund. FY 2006-07 Budget Highlights: Funding was approved for one full-time Senior Groundskeeper, one full-time Groundskeeper I/II, and part-time staffing to manage the maintenance of the Rio Salado Arts Park. These positions are responsible for the daily grounds maintenance of the Arts Park as well as for the preparation of the site before and after special events. 2004-05 Actual Expenditures by Type Personal Services 2005-06 Budget 2005-06 Revised 2006-07 Budget $5,199,370 Supplies and Services 3,314,064 Internal Services 1,516,913 Expenditure Total $10,030,347 $60.50 Per Capita Authorized Personnel 2004-05 Actual Full Perm Temp Time FTE FTE 2005-06 Revised Full Perm Temp Time FTE FTE 2006-07 Budget Full Perm Temp Time FTE FTE Parks Services 87 0.50 9.60 Total 87 0.50 9.60 Related Strategic Issue: Community Services Goal: To provide recreational facilities for leisure opportunities that are accessible, attractive, enjoyable and safe Objective: To provide facilities to meet the public’s recreational needs and maintain high standards for all recreational use 2004-05 Actual Measures 2005-06 Budget 2005-06 Revised 2006-07 Budget Golf course rounds of play: Ken McDonald (18 hole rounds)* 74,764 Percent change 0.0% Rolling Hills (9 hole rounds)* 63,028 Percent change 0.0% Total park acreage N/A N/A N/A 1,874 Acres per capita N/A N/A N/A .0114 Developed park acres N/A N/A N/A 1,745 Developed park acres per capita N/A N/A N/A .0106 * History resides in Public Works/Parks and Golf Course Maintenance Division. 180 Recreation Services Recreation Services consist of Aquatics, the Kiwanis Recreation Center, Special Events, Special Interest and Boating, Youth and Adult Sports, and Adapted Recreation. Services provided by the Recreation Services Division are as follows: (1) facilities coordination and scheduling; (2) general recreation; (3) special recreation for retired residents; (4) adapted recreation for special populations; (5) instructional programs; (6) community special events; (7) aquatics maintenance and programming; and (8) youth and adult sports. FY 2006-07 Budget Highlights: Funding was approved for additional staffing to manage and coordinate the use of park space in the Rio Salado area for the purpose of hosting special events. Two full-time Assistant Recreation Coordinators and one part-time Recreation Leader have been authorized on a recurring basis. In addition, funding for temporary staffing has been approved to accommodate an increase in special interest classes at the Kiwanis Recreation Center. 2004-05 Actual Expenditures by Type Personal Services 2005-06 Budget 2005-06 Revised 2006-07 Budget $3,970,647 Supplies and Services 1,141,079 Internal Services 527,764 Contributions 62,324 Expenditure Total $5,701,814 $34.39 Per Capita Authorized Personnel 2004-05 Actual Full Perm Temp Time FTE FTE 2005-06 Revised Full Perm Temp Time FTE FTE 2006-07 Budget Full Perm Temp Time FTE FTE Recreation Services 32 0.75 68.17 Total 32 0.75 68.17 Related Strategic Issue: Community Services Goal: 1) To provide quality recreation services to coordinate the effective use of community parks and recreation resources; 2) provide a variety of recreation programs to meet the needs of the residents of Tempe; and 3) develop and maintain parks to meet the needs of the residents of Tempe and visitors to the community Objective: 1) To maintain and operate parks, recreation programs and facilities at a cost and staffing level that meets the needs of residents of Tempe on a per capita basis; 2) collect fees for programs and services at a level based on a percentage of the total budgeted expenditure for parks and recreation; and 3) provide sufficient open space and parks for the residents of Tempe 2004-05 Actual 2005-06 Budget Operating & Maintenance Cost per capita N/A N/A N/A $34.39 Recreation Services staff per capita N/A N/A N/A .00022 Parks Services staff per capita N/A N/A N/A .00051 Annual Parks and Recreation capital expenditures N/A N/A N/A $1,172,000 Parks and Recreation revenue N/A N/A N/A $2,235,600 Percent of revenue vs. expenditures (Recreation) N/A N/A N/A 34% Measures (Comparative Benchmark) 181 2005-06 Revised 2006-07 Budget Public Works Public Works Administration Engineering Field Services Fleet Services Transportation Streets and Traffic Operations Department Purpose: To serve the residents of Tempe and to assure that they have a clean, safe, well maintained environment, and a sound adequate infrastructure that will serve this community many years into the future. Department Description: The Public Works Department consists of Administration and Engineering, Field Services, Fleet Services, Transportation, and Streets and Traffic Operations. The Engineering Division provides CIP project implementation, utility management, real estate services, property addressing, right-of-way permitting, project design, and construction management. Field Services consists of Solid Waste and Facility Management. Field Services is responsible for performing building maintenance and custodial services and solid waste recycling, collection, and disposal. Fleet Services is responsible for the City’s vehicle and equipment acquisition, repair, preventative maintenance, accident damage, fleet road service, utilization and disposal. The Transportation group currently includes two major sections: Traffic Engineering and Transit. Transportation is responsible for traffic engineering design and studies, traffic calming, transit services, long-range transportation planning including light-rail and public involvement marketing. Streets and Traffic Operations is responsible for pavement marking and striping, traffic signal maintenance and construction, street lighting, alley maintenance, street sweeping, pavement management and street repair and construction. 182 Expenditure by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised $22,037,930 $23,879,663 $23,005,202 $21,696,458 Supplies and Services 36,275,615 37,885,160 38,504,438 37,697,633 2,130,825 4,028,787 3,997,092 4,919,072 (1,085,903) (2,745,557) Capital Outlay Internal Services (1,314,976) Contributions Expenditure Total (667,234) 2006-07 Budget 5,171 6,000 6,000 6,000 $59,134,565 $65,132,376 $64,426,829 $61,573,606 $362.95 $396.27 $391.98 $371.38 Per Capita Expenditures by Division 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Administration and Engineering $1,347,028 $1,821,678 $1,527,493 $2,232,371 Field Services: Administration & Solid Waste 11,494,096 13,033,574 13,033,806 14,207,028 Facility Management 4,721,419 5,185,493 5,571,110 6,339,375 Parks and Golf Course Maintenance 8,871,457 9,594,071 8,932,667 25,518,779 27,737,208 27,896,106 Fleet Services Transportation Streets and Traffic Operations Total 7,181,786 7,760,352 7,465,647 8,488,315 $59,134,565 $65,132,376 $64,426,829 $61,573,606 2004-05 Actual Authorized Personnel Administration and Engineering Field Services 2006-07 Budget Perm FTE Temp FTE Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE 34 211 0.50 0.49 8.69 34 211 1.00 0.49 8.69 40 132 1.00 0.49 0.49 0.50 33 0.50 33 0.50 42 2.00 33 Transportation 37 Total 2005-06 Revised Full Time Fleet Services Streets and Traffic Operations 30,306,517 0.50 39 51 366 52 1.00 9.68 183 369 52 1.00 9.68 299 3.00 1.00 6.48 Administration and Engineering The Public Works Director has overall responsibility for providing the leadership, management and administrative support necessary for the Public Works Department. Services provided are as follows: (1) administer the Public Works operating and capital budget and acquisition of capital outlay; (2) approve all Public Works personnel actions; (3) submit recommendations on Public Works and related activities to the City Council; (4) monitor public improvement projects; (5) plans review, technical standards, design services, and engineering studies; (6) control public rights-of-way: construction permits, construction inspection, Water, Sewer and Storm Drain Extension Ordinance, Grading and Drainage Ordinance, Flood Plain Ordinance and as-built records/information; and (7) provide real estate services (acquisitions, annexations, abandonments, encroachments and appraisals). The Engineering Division has the primary responsibility of providing engineering, surveying, inspection, testing and contractual services for all improvements constructed within the public rights-of-way. FY 2006-07 Budget Highlights: Funding has been approved to hire three full-time engineering positions to address an increased workload in the Private Development and Utilities section. Also funded are one full-time Senior Civil Engineer to oversee the construction of Water/Wastewater infrastructure, and one full-time Principal Civil Engineer and Contract Compliance Auditor to oversee the construction of Transit’s capital improvement program infrastructure. Expenditure by Type Personal Services 2004-05 Actual $2,580,088 2005-06 Budget $2,824,655 2005-06 Revised $2,537,115 2006-07 Budget $3,274,790 Supplies and Services 314,447 435,767 435,767 439,872 Internal Services (1,547,507) (1,438,744) (1,445,389) (1,482,291) Expenditure Total $1,347,028 $1,821,678 $1,527,493 $2,232,371 $8.27 $11.08 $9.29 $13.47 Per Capita 2004-05 Actual Authorized Personnel Administration Engineering Total Full Time 3 31 34 Perm FTE 2005-06 Revised Temp FTE 0.49 0.49 Full Time 3 31 34 Perm FTE 0 Temp FTE 0.49 0.49 2006-07 Budget Full Time 3 37 40 Perm FTE 0 Temp FTE 0.49 0.49 Related Strategic Issue: Central City Development Committee of the Whole Goal: 1) To improve the quality of life by strategic planning, design and construction of various City facilities; 2) function as the custodian of good engineering practices to ensure specifications and applicable codes and ordinances are met; and 3) plan for the maintenance or upgrade of infrastructure to improve the quality of service to the public Objective: 1) To ensure the timely completion of City and private development that meet specifications and applicable codes and ordinances; and 2) attain a 90% target associated with these measures Measures 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Capital Improvement Program dollars budgeted $179.7M $176.9M $182.4M $182.4M Percent of contracts completed on schedule N/A N/A 95% 95% Percent of contracts completed on budget N/A N/A 100% 100% Off-site Private Development Permits Issued 570 350 656 600 Utility Permits Issued Construction projects by private developers Percent of civil plan reviews performed within scheduled time allotment 184 1,397 1,800 1,970 1,900 $302M $230M $320M $300M N/A N/A 85% 90% Field Services/Administration and Solid Waste Services Solid Waste Services is responsible for the collection and disposal of solid waste generated from all residential and selected commercial facilities within the City of Tempe. The solid waste is taken to the Waste Management Sky Harbor Transfer Station. Services provided by this section include: (1) plastic solid waste containers provided to all residential customers, residential solid waste collected and transported to the transfer station; (2) commingled residential recyclables collected at curbside; (3) metal bulk solid waste containers provided to commercial customers, commercial solid waste collected and transported to the transfer station; (4) commercial cardboard and paper recycling program; (5) uncontained/bulk item solid waste collected from residential customers and transported to transfer station; and (6) container repair program featuring repair and maintenance of 90 and 300 gallon plastic solid waste containers, roll off containers and various sizes of solid waste metal containers. FY 2006-07 Budget Highlights: Funding was approved for one full-time Solid Waste Equipment Operator II to address overtime costs resulting from an increase in commercial development accounts and the number of special events. In addition, funds for one fulltime Solid Waste Inspector were authorized to maintain the City’s alleys and to provide inspection and education services. Staffing change due to reorganization. 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $4,348,905 $4,596,870 $4,430,841 $4,786,037 3,367,452 3,732,662 3,790,762 3,791,952 931,039 1,905,181 1,905,181 2,415,282 2,846,700 2,798,861 2,907,022 3,213,757 $11,494,096 $13,033,574 $13,033,806 $14,207,028 $70.55 $79.30 $79.30 $85.69 Expenditure by Type Personal Services Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Field Services Administration Solid Waste 2005-06 Revised Full Time Perm FTE 5 65 0.50 4 65 70 0.50 69 Total Temp FTE Full Time Perm FTE Temp FTE 2006-07 Budget Full Time Perm FTE 0.500 3 67 0.50 0.50 70 0.50 Temp FTE Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To collect and dispose of all contained solid waste and green waste generated by residential customers Objective: 1) To provide excellent service to residential customers by effectively and efficiently managing solid waste collected; and 2) divert 48% of residential recycling waste stream Measures (Comparative Benchmark) 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Residential contained/recycling cost per ton $72.86 $91.01 $91.41 $90.03 34% 35% 45% 48% 339 339 338 342 Residential recycling diversion rate Residential Contained Solid Waste tons per capita (1,000) Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To collect and dispose of solid waste from our commercial customers and multi-family housing units Objective: To provide an efficient and competitive solid waste operation and minimize collection cost per ton to $70 2004-05 Actual Measures Commercial service accounts (per month) Commercial collection cost per ton 185 2005-06 Budget 2005-06 Revised 2006-07 Budget 1,868 2,385 1,875 1,895 $56.79 $55.72 $58.39 $69.75 Field Services/Facility Management The Facility Management Services Section provides maintenance and repair service to all City owned buildings and area lighting for City parks and parking lots. The maintenance and repair activities provided are: carpentry, painting, plumbing, electrical, heating, cooling, ventilation, locks, security, building automation systems, and energy management. The Custodial Services Section provides interior cleaning of City owned buildings and park restrooms. The basic services provided are: trash removal, mopping, waxing, and vacuuming. FY 2006-07 Budget Highlights: Funding has been approved for two full-time Custodians to address an increase in workload resulting from the number of events held at City facilities, a window washing program, and an aerial bucket truck for the Facility Management Division. In addition, budget for a full-time Custodian dedicated to providing cleaning services at Diablo Stadium was transferred to the newly established Parks and Recreation Department. FY 2006-07 Capital Budget Operating Impacts: As part of the Capital Improvements Program Budget, funding was approved for two full-time Custodians and one Building Equipment Technician I/II+ associated with the Apache Boulevard Police Substation capital project. Expenditure by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $2,794,506 $3,125,102 $3,052,703 $3,672,309 Supplies and Services 2,309,856 2,341,874 2,833,887 2,684,399 Capital Outlay 874 Internal Services Expenditure Total Custodial Services Total Perm FTE (18,779) $5,571,110 $6,339,375 $28.98 $31.55 $33.90 $38.24 2005-06 Revised Temp FTE 19 38 57 (317,228) $5,185,493 2004-05 Actual Full Time (281,483) $4,721,419 Per Capita Authorized Personnel Facility Services 1,446 (383,818) 0.49 0.49 Full Time Perm FTE 20 0.50 40 60 0.50 Temp FTE 0.49 0.49 2006-07 Budget Full Time Perm FTE 21 0.50 43 64 0.50 Temp FTE 0.49 0.49 Related Strategic Issue: Community Services Goal: To maintain a high level of maintenance and service to ensure that facilities are physically safe and in good condition Objective: 1) To hold facility maintenance costs per square foot maintained to $2.70; and 2) provide coverage between 70,000 to 74,000 square feet per 10 hour shift for routine maintenance functions Measures - Facility Maintenance Total square feet maintained per FTE 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget 66,868 68,158 68,158 74,263 $2.64 $2.68 $3.05 $2.70 Operating and Maintenance Cost per square foot maintained Related Strategic Issue: Community Services Goal: To maintain a high level of cleanliness and maintain a sanitary environment for City facilities Objective: 1) To hold custodial costs per square foot cleaned to $1.79; and 2) maintain square footage per custodian between 18,000 to 18,500 per 8 hour shift for routine cleaning Measures - Custodial Services 2004-05 Actual Operating and Maintenance Cost per square foot cleaned Total square feet cleaned per FTE 2005-06 Budget 2005-06 Revised 2006-07 Budget $1.72 $1.82 $1.71 $1.79 33,008 23,289 23,343 24,952 186 Field Services/Parks and Golf Course Maintenance The Parks and Golf Course Maintenance section of Field Services assists in the planning and development of parkland and facilities. Services provided by this section are as follows: (1) maintain recreational facilities to meet the public needs; (2) maintenance for all parks, special facilities and golf courses; (3) maintenance of the Diablo Stadium Sports Complex; (4) necessary services for a professional baseball team, other sporting activities and special events held at the stadium complex; (5) maintain rights-of-way and facility grounds in an attractive and pleasing state; and (6) maintain the Rio Salado linear parks. FY 2006-07 Budget Highlights: The Parks and Golf Course Maintenance sections of Field Services are no longer a division of the Public Works Department. As of July 1, 2006, this division is now part of the newly established Parks and Recreation Department. FY 2006-07 expenditures, authorized personnel, and performance measures are included within the Parks Services Division of the Parks and Recreation Department. Expenditure by Type Personal Services 2004-05 Actual 2005-06 Budget 2005-06 Revised $4,562,252 $4,625,839 $4,470,175 Supplies and Services 3,738,065 3,314,808 2,824,563 52,907 82,500 50,500 517,689 1,570,924 1,587,429 $8,871,457 $9,594,071 $8,932,667 $54.45 $58.37 $53.88 Capital Outlay Internal Services Contributions 2006-07 Budget 544 Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Parks Maintenance Baseball Facility Golf Courses Full Time Temp FTE Full Time Perm FTE Temp FTE 50 5.12 49 0 5.12 8 0.56 8 0.56 22 2.42 21 2.42 Landscape Maintenance 1 Rio Salado 4 Double Butte Cemetery 1 Total 86 Perm FTE 2005-06 Revised 0 1 0.10 4 2006-07 Budget Full Time Perm FTE Temp FTE 0 0.10 1 8.20 84 8.20 Related Strategic Issue: Community Services Goal: To provide recreational facilities for leisure opportunities that are accessible, attractive, enjoyable and safe Objective: To provide facilities to meet the public’s recreational needs and maintain high standards for all recreational use 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Golf course rounds of play: Ken McDonald (18 hole rounds) 77,718 Percent change Rolling Hills (9 hole rounds) 65,358 Percent change 187 78,000 74,764 0.4% (4.1%) 70,000 63,028 7.1% (10.0%) Fleet Services The Fleet Services Division of the Public Works Department is responsible for maintaining the municipal vehicular and construction equipment fleet in as high a degree of mechanical readiness as economically possible. Services provided by this division include: (1) vehicular fleet maintenance; (2) preventative maintenance; (3) unscheduled repair and road service; (4) quality control; (5) fuel site maintenance and fuel inventory control; (6) parts inventory control; (7) equipment specifications preparation, and (8) vehicle disposal. FY 2006-07 Budget Highlights: Funding was approved for one laptop computer and software to provide online technician training for Fleet Services employees. There were no changes in staffing levels. Expenditure by Type Personal Services 2004-05 Actual 2005-06 Budget $2,121,712 $2,278,628 $2,248,847 $2,470,298 Supplies and Services 2,385,585 2,530,502 3,065,891 3,120,836 829,109 1,555,680 1,555,680 1,999,204 (6,364,810) (6,870,418) (7,590,338) Capital Outlay Internal Services (5,336,406) Expenditure Total $0 $0 2004-05 Actual Authorized Personnel Full Time Perm FTE 2005-06 Revised $0 2005-06 Revised Temp FTE Full Time Perm FTE 2006-07 Budget $0 2006-07 Budget Temp FTE Full Time Perm FTE Temp FTE Fleet Services 33 0.5 33 0.5 33 0.5 Total 33 0.5 33 0.5 33 0.5 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To maintain the City’s fleet at the lowest cost and highest quality of service and vehicle condition Objective: 1) To contain the growth in maintenance and repair, fuel, and capital costs as measured by cost per mile; and 2) achieve a preventive maintenance compliance rate of 100% 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Police patrol sedans $0.50 $0.61 $0.60 $0.72 Light duty trucks $0.41 $0.47 $0.48 $0.56 Solid Waste trucks $3.08 $3.19 $3.48 $3.93 100% 100% 100% 100% Measures (Comparative Benchmark) Cost per mile (maintenance and repair, fuel and capital cost): Preventive maintenance compliance rate Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To utilize personnel resources in an efficient and effective manner Objective: 1) To maximize utilization of fleet mechanic time at a target of 70% productivity; and 2) maintain an optimum vehicle to mechanic ratio 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Mechanic utilization rate Vehicles per mechanic 188 72% 70% 70% 70% 63 63 65 67 Transportation The Transportation Division is responsible, through its two sections (Traffic Engineering and Transit), for all transportation activities throughout the City. Services provided by this division include: (1) review subdivision plats, site development plans and permits; (2) study and analyze accidents at hazardous locations and conduct traffic engineering studies; (3) provide traffic volume data to general public and other agencies, and provide technical and professional assistance to other divisions; (4) prepare traffic signal, lighting, striping, signing designs, and other plans; (5) provide sight restriction abatements; (6) participate in regional transportation/transit planning and programming; (7) plan, coordinate, benchmark and provide transit services; (8) plan and administer bicycle facilities; and (9) staff the Transportation Commission which provides oversight over the dedicated transit tax. FY 2006-07 Budget Highlights: Funding was approved for one full-time Senior Management Assistant who will be dedicated to the light-rail real estate team, one full-time Traffic Engineering Technician to coordinate barricading and traffic control during construction of the light-rail project, one temporary Administrative Assistant to provide additional coverage, and traffic analysis software to analyze the impact of proposed developments. Funding was also approved to cover an increase in operational costs associated with the bus services and light-rail programs. Traffic Engineering received funding for one temporary Traffic Engineering Technician to handle the increase in workload in this area. FY 2006-07 Capital Budget Operating Impacts: As part of the Capital Improvements Program Budget, funding was approved for one full-time Transit Maintenance Administrator associated with the East Valley Regional Maintenance Facility capital project. Expenditure by Type Personal Services 2004-05 Actual $2,592,187 2005-06 Budget $3,112,736 2005-06 Revised $3,269,894 2006-07 Budget $3,717,445 Supplies and Services 22,073,677 23,436,274 23,436,274 25,340,299 Capital Outlay 128,145 117,100 117,100 35,610 Internal Services 720,144 1,065,098 1,066,838 1,207,163 4,627 6,000 6,000 6,000 $25,518,779 $27,737,208 $27,896,106 $30,306,517 $156.63 $168.76 $169.72 $182.79 Contributions Expenditure Total Per Capita 2004-05 Actual Authorized Personnel Studies and Design Transit Total Full Time Perm FTE 9 28 37 2005-06 Revised Temp FTE Full Time Perm FTE 9 30 0 0.50 0.50 39 Temp FTE 2006-07 Budget Full Time Perm FTE Temp FTE 9 33 0 1.00 1.00 42 2.00 Related Strategic Issue: Transportation Goal: To effectively manage and evaluate transit service provided through regional or City contracts funded by a dedicated Tempe transit tax Objective: To efficiently and cost-effectively provide and monitor regional and local fixed route, circulator and Dial-ARide service 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures (Comparative Benchmark) Vehicle revenue miles (bus) Operating and Maintenance Cost per vehicle revenue mile (bus) Boardings per vehicle revenue mile (bus) 189 4,272,655 4,336,955 4,412,688 4,784,682 $4.59 $4.74 $4.65 $5.00 1.6 2.0 1.9 1.8 Related Strategic Issue: Transportation Goal: 1) To attract people to use the transit system; 2) operate a reliable bus system; and 3) operate a reliable Dial-A-Ride system Objective: 1) To increase bus boardings by 3%; 2) meet the Dial-A-Ride industry standard of 95% of trips on time (minimum); and 3) meet the industry standard of 95% of bus trips on time (minimum) 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Annual boardings (bus) 6,805,383 Percent Change 8,500,000 8,264,705 25% (3%) 8,500,000 3% On-time performance (Dial-A-Ride) 93% 95% 90% 95% On-time performance (bus) 94% 95% 95% 95% Related Strategic Issue: Transportation Goal: To provide outstanding customer service to bus and Dial-A-Ride customers Objective: To meet contract standards by limiting bus service complaints to 15 per 100,000 boardings (maximum) and Dial-A-Ride service complaints to 3 per 1,000 boardings (maximum) 2004-05 2005-06 2005-06 2006-07 Actual Budget Revised Budget Measures Complaints per 100,000 boardings (bus) 17 15 20 15 Complaints per 1,000 boardings (Dial-A-Ride) 2.3 3.0 3.8 3.0 190 Streets and Traffic Operations The Streets and Traffic Operations Division, through its two sections, Street Maintenance and Traffic Operations, is responsible for the following work programs: 1) pavement marking and striping; 2) traffic signal maintenance and construction; 3) street lighting; 4) street sign fabrication, installation, and maintenance; 5) bus shelter maintenance; 6) alley reconstruction and maintenance; 7) street sweeping; 8) pavement management; 9) CIP project management/contract administration of annual street maintenance programs, including major and local street renovation and minor concrete improvements; 10) street repair; and 11) rights-of-way maintenance, including graffiti removal and tree trimming. FY 2006-07 Budget Highlights: Funding was approved for three temporary employees to assist in the installation of new traffic signals, training for Streets and Traffic Operations employees to improve knowledge and skill levels essential to the required job functions, and contracted services to outsource the painting of 13 to 14 modular traffic signal intersections per year. FY 2006-07 Capital Budget Operating Impacts: As part of the Capital Improvements Program Budget, funding was approved for contracted services, pole painting, and electricity expenses associated with the following capital projects: Street Light Upgrades/New Installations, and New Signs/Modular Upgrades. 2004-05 Actual $3,038,282 2,086,533 Expenditure by Type Personal Services Supplies and Services Capital Outlay Internal Services Expenditure Total Perm FTE 2006-07 Budget $3,775,579 2,320,275 188,747 368,326 366,883 467,530 1,982,920 1,985,843 1,924,931 $7,181,786 $7,760,352 $7,465,647 $8,488,315 $44.08 $47.22 $45.42 $51.20 2004-05 Actual Full Time 2005-06 Revised $2,995,627 2,117,294 1,868,223 Per Capita Authorized Personnel Street Maintenance 2005-06 Budget $3,315,833 2,093,273 2005-06 Revised Temp FTE Full Time Perm FTE 0 2006-07 Budget Temp FTE Full Time 27 Perm FTE Temp FTE 27 27 Traffic Operations 24 25 25 0 3.0 Total 51 52 52 3.0 Related Strategic Issue: Transportation Goal: To provide adequate illumination of the transportation system Objective: To respond to a street light outage within three working days Measures Percentage of street light outage calls repaired within three working days 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget N/A 96% 96% 96% 191 Related Strategic Issue: Transportation Goal: To improve and ensure the safety and efficiency of the traffic signal system Objective: To respond to emergency signal service calls within 30 minutes 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Percentage of emergency signal service calls responded to within 30 minutes 99% 98% 98% 98% Preventive maintenance of traffic signal control cabinets (twice annually) 76% 98% 98% 98% Measures Related Strategic Issue: Transportation Goal: To provide safe and well maintained streets for Tempe citizens Objective: To hold maintenance costs below $9.00 per curb mile swept Measures (Comparative Benchmark) Cost per curb mile swept 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $8.53 $8.71 $8.98 $8.98 Related Strategic Issue: Transportation Goal: To perform preventive maintenance on existing streets to ensure safety for the public Objective: To repair 1,600,000 square yards of street surface which includes crack routing, crack sealing, and edge milling Measures Number of square yards repaired 2004-05 Actual 2005-06 Budget 1,884,102 1,628,777 192 2005-06 Revised 1,136,956 2006-07 Budget 1,628,777 This page intentionally left blank. 193 Water Utilities Water Utilities Operations Administration/ CIP Management/ Finance/Aviation Water Resources Sub-Regional Operating Groups (SROG) Department Purpose: To provide the residents, businesses and visitors of Tempe with a reliable and economical supply of drinking water that meets or exceeds all federal, state and local standards of quality, and to protect the health, safety and overall environment of our community through wastewater and storm water management and the collection and disposal of household hazardous materials. Department Description: The Water Utilities Department is responsible for Operations, Water Resources, Administration, and SROG. The Operations Division is comprised of Plant Operations, Field Operations, Environmental Services, Environmental Health & Safety, and Security. Water Resources is responsible for the water conservation program, Tempe Town Lake, and hydrology services. The Administration Division includes Capital Improvement Program (CIP) management, Finance, and Aviation. The Sub-Regional Operating Groups (SROG) division is responsible for administration of the SROG program. FY 2006-07 Budget Highlights: Funding was approved for laboratory supplies and testing, compound meter replacement, sewer cleaning, and a rate study for water, sewer and irrigation. In addition, funding for two temporary intern positions was approved to address an increased workload at the Household Products Collection Center (HPCC). Expenditure by Type Personal Services 2004-05 Actual 2005-06 Budget $9,878,309 $10,846,863 $10,805,993 $11,510,134 Supplies and Services 12,055,360 12,825,110 13,348,528 14,036,150 229,835 222,100 384,933 283,200 3,684,064 3,375,861 3,372,724 3,309,785 $25,848,568 $27,269,934 $27,912,178 $29,139,269 $158.65 $165.91 $169.82 $175.75 Capital Outlay Internal Services Contributions Expenditure Total Operations 2006-07 Budget 1,000 Per Capita Expenditures by Division 2005-06 Revised 2004-05 Actual 2005-06 Budget 2005-06 Revised $16,327,978 $17,574,531 $18,175,519 $19,079,336 Water Resources 2006-07 Budget 607,459 1,073,629 892,387 1,052,672 Administration/CIP Management/Finance/Aviation 4,516,225 4,216,435 4,444,003 4,604,428 SROG 4,396,906 4,405,339 4,400,269 4,402,833 $25,848,568 $27,269,934 $27,912,178 $29,139,269 Total 194 2004-05 Actual Authorized Personnel Operations Full Time Perm FTE 113 0.50 Water Resources 2005-06 Revised Temp FTE 4 Admin./CIP Mgt./Finance/Aviation 130 117 1.00 0.49 11 0.49 133 1 Total Perm FTE 2006-07 Budget Temp FTE 4 12 SROG Full Time Perm FTE 116 1.00 Temp FTE 4 0.50 0.49 12 1.50 0.49 133 1 0.50 Full Time 0.50 0.49 1.50 0.49 1 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To provide a safe and adequate domestic water supply to all citizens in Tempe, while at the same time minimizing cost Objective: 1) To monitor increases in water treatment costs for the Johnny G. Martinez and South Tempe Water Treatment Plants; and 2) maintain an Operating and Maintenance Cost per 1,000 gallons treated under eighty cents 2004-05 2005-06 2005-06 2006-07 Measures (Comparative Benchmark) Actual Budget Revised Budget Total Water Treatment Operating and Maintenance Cost $9,186,874 $10,995,858 $10,995,858 $10,849,927 Number of customer accounts 41,532 41,532 41,532 42,000 Total gallons treated (Million Gallons) 15,152 18,800 17,563 17,900 $0.61 $0.59 $0.63 $0.61 $221.20 $264.76 $264.76 $258.33 Operating and Maintenance Cost per 1,000 gallons treated Operating and Maintenance Cost per customer account Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To reduce operating and maintenance costs of the wastewater collection system Objective: To achieve wastewater collection costs that are less than $10,000 per mile Measures Total Wastewater Collection Operating and Maintenance Cost Miles of mains in collection system Operating and Maintenance Cost per mile 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget $3,153,522 $3,445,996 $3,445,996 $3,453,689 500.0 502.2 502.2 502.2 $6,307 $6,862 $6,862 $6,877 Related Strategic Issue: Neighborhood Quality of Life and Public Safety Goal: To minimize the number of resident complaints related to water quality and respond to those complaints within 24 hours Objective: To maintain low resident complaints and to respond within 24 hours 2004-05 2005-06 Actual Budget Measures 2005-06 Revised 2006-07 Budget Taste and odor complaints 6 N/A 17 <17 Hardness complaints 2 N/A 1 <1 Other complaints 9 N/A 5 <5 100% N/A 100% 100% Response within 24 hours of the complaint 195 This page intentionally left blank. 196 Schedules and Summaries The following section summarizes the comprehensive financial plan which served as the cornerstone for the financial action plan and capital and operating budget decision making. It includes long-range forecasts of revenues and expenditures, issues, trends and resource choices for all fund, and debt management program. Schedules and Summaries Contents Page Budget Resolution ......................................................................................................................................................... 198 Property Tax Ordinance ................................................................................................................................................ 199 Budget Schedules Schedule A-Summary Schedule of Estimated Revenue and Expenditures/Expenses................................................ 200 Schedule B-Summary of Tax Levy and Tax Rate Information .................................................................................... 201 Schedule C-Summary of Revenue Other Than Property Taxes ................................................................................. 202 Schedule D-Summary of Other Financing Sources and Interfund Transfers .............................................................. 204 Schedule E-Summary by Department of Expenditures/Expenses Within Each Fund ................................................. 205 Budget Basis, Units, and Changes............................................................................................................................... 206 Financial Structure and Organization .......................................................................................................................... 207 Annexation Progress..................................................................................................................................................... 208 Tempe Community Profile............................................................................................................................................. 209 Personnel Summary ...................................................................................................................................................... 214 Personnel Schedules..................................................................................................................................................... 215 Glossary of Terms ......................................................................................................................................................... 250 Index ............................................................................................................................................................................... 257 OMB Staff........................................................................................................................................................................ 261 197 Budget Resolution 198 Property Tax Ordinance 199 Schedule A Summary Schedule of Estimated Revenue and Expenditures/Expenses Adopted Budgeted Expenditures/ Expenses FY 2005-06 Unaudited Actual Expenditures/ Expenses FY 2005-06 Fund Balance/ Retained Earnings 7-1-2006 Direct Property Tax Revenue FY 2005-06 $138,273,504 $136,134,077 $52,227,847 $9,754,845 Special Revenue 59,927,996 56,349,861 60,259,919 68,000 Debt Service 14,411,213 13,244,199 19,505,996 17,693,103 189,971,703 189,971,703 10,209,548 62,685,033 58,304,088 63,872,854 $465,269,449 $454,003,928 $206,076,164 Fund General Capital Projects Enterprise Total Fund General Special Revenue Debt Service Estimated Proceeds Revenue Other From Other than Property Financing Taxes Sources 2006-07 2006-07 TOTAL In (Out) $150,772,843 75,809,390 887,276 Capital Projects Enterprise Interfund Transfers 2006-07 $158,994,288 ($20,736,279) 115,401,030 67,318,749 (862,750) 40,973,625 16,495,505 197,736,234 196,728,491 (762,166) 125,851,971 71,307,083 ($22,361,195) $692,718,395 $510,844,116 18,611,195 62,741,283 $290,210,792 $168,915,491 $22,361,195 Total Financial Budgeted Resources Expenditures/ Available Expenses 2006-07 2006-07 $212,755,535 $3,750,000 $168,915,491 $27,515,948 Expenditure Limitation Comparison 2005-06 2006-07 1. Budgeted Expenditures/Expenses $465,269,449 $510,844,116 2. Less: Estimated Exclusions (220,711,800) (257,589,509) 244,557,649 253,254,607 $244,557,649 $253,254,607 3. Total Estimated Expenditures/Expenses Subject to Expenditure Limitation 4. Expenditure Limitation* * FY 2006-07 Estimate from the League of Arizona Cities and Towns. 200 Schedule B Summary of Tax Levy and Tax Rate Information FY 2005-06 1. Maximum Allowable Primary Property Tax Levy (A.R.S. 42-17051(A)) Estimated FY 2006-07 $9,822,845 2. Amount Received from Primary Property Taxation in the 2005-06 Fiscal Year in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy (A.R.S. 42-17102(A)(18)) 3. Property Tax Levy Amounts A. Primary Property Taxes B. Secondary Property Taxes C. Total Property Tax Levy Amounts 9,413,934 9,822,845 16,707,531 17,693,103 $26,121,465 $27,515,948 4. Property Taxes Collected A. Primary Property Taxes 1. 2005-06 Levy $9,413,934 2. Prior Years' Levies 3. Total Primary Property Taxes 9,413,934 B. Secondary Property Taxes 1. 2005-06 Levy 16,707,531 2. Prior Years' Levies 3. Total Secondary Property Taxes 16,707,531 C. Total Property Taxes Collected $26,121,465 5. Property Tax Rates A. City Tax Rate 1. Primary Property Tax Rate 2. Secondary Property Tax Rate 3. Total City Tax Rate B. Special District Tax Rates 201 0.5227 0.5183 0.8773 0.8817 $1.4000 $1.4000 Schedule C Summary by Fund of Revenue Other Than Property Taxes Source of Revenue Budgeted Revenue FY 2005-06 Estimated Revenue FY 2005-06 Budgeted Revenue FY 2006-07 General Fund Local Taxes City Sales Tax $66,170,000 $74,360,000 $78,948,000 Hotel Bed Tax 2,402,000 2,900,000 3,079,800 Franchise Taxes 1,328,567 1,531,500 1,571,500 1,090,900 1,250,088 1,449,506 32,139,707 32,139,707 34,099,892 6,100,000 6,800,000 6,709,600 Charges for Services 7,477,396 9,031,729 10,922,429 Fines and Forfeitures 6,012,750 6,640,519 7,491,027 Interest on Investments 3,569,155 3,929,213 3,534,039 500,000 535,000 521,600 2,137,095 2,071,225 2,445,450 128,927,570 141,188,981 150,772,843 13,789,041 13,788,207 12,427,820 13,789,041 13,788,207 12,427,820 Intergovernmental 535,456 536,306 524,700 Total LTAF 535,456 536,306 524,700 27,996,400 32,000,000 33,984,000 Lottery Transfer In 263,730 263,730 258,500 ASU-Flash Transit 496,403 496,403 508,434 Interest Earned-Trust Investment 1,690,921 1,210,347 989,577 Miscellaneous Revenue 7,475,294 6,591,288 7,235,888 37,922,748 40,561,768 42,976,399 Licenses and Permits Business Licenses Intergovernmental Revenue State Shared County Voluntary Contributions SRP In-Lieu Tax Miscellaneous Revenue Total General Fund Special Revenue Funds Highway Users Revenue Fund Intergovernmental Total Highway Users Revenue Fund Local Transportation Assistance Fund (LTAF) Transit Fund Transit Tax Total Transit Fund 202 Summary by Fund of Revenue Other Than Property Taxes Source of Revenue Budgeted Revenue FY 2005-06 Estimated Revenue FY 2005-06 Budgeted Revenue FY 2006-07 Rio Salado Fund City Sales Tax 364,600 455,800 484,060 Miscellaneous Revenue 302,900 490,393 500,687 667,500 946,193 984,747 Performing Arts Tax/Interest Income 5,881,072 6,897,355 7,393,250 Total Performing Arts Fund 5,881,072 6,897,355 7,393,250 11,731,640 11,730,640 11,502,474 70,527,457 74,460,469 75,809,390 676,495 676,495 887,276 676,495 676,495 887,276 127,628 20,000 171,000 2,073,194 2,068,256 2,065,729 Water/Wastewater 45,953,569 44,904,194 47,345,297 Solid Waste 12,809,949 12,851,834 13,159,257 60,964,340 59,844,284 62,741,283 $ 261,095,862 $ 276,170,229 $ 290,210,792 Total Rio Salado Fund Performing Arts Fund Community Dev. Block Grant (CDBG) Total Special Revenue Funds Debt Service Fund SRP In-Lieu Tax Total Debt Service Fund Enterprise Funds Cemetery Golf Total Enterprise Funds TOTAL ALL FUNDS 203 Schedule D Summary by Fund of Other Financing Sources and Interfund Transfers Fund Proceeds From Other Financing Sources FY 2006-07 Interfund Transfers FY 2006-07 In Out Special Revenue Funds HURF/LTAF ($3,750,000) Transit (16,986,279) Total Special Revenue Funds Total Debt Service Fund $3,750,000 Capital Project Funds 18,611,195 (20,736,279) (862,750) Bond/Note Proceeds CIP-Other Funding 46,811,748 Total Capital Project Funds 168,915,491 18,611,195 Enterprise Funds Water/Wastewater (762,166) Total Enterprise Funds (762,166) Total All Funds $168,915,491 204 Schedule E Summary by Department of Expenditures/Expenses Within Each Fund Adopted Budgeted Expenditures/ Expenses FY 2005-06 Expenditure/ Expense Adjustments Approved FY 2005-06 Revised Expenditures/ Expenses FY 2005-06 Budgeted Expenditures/ Expenses FY 2006-07 General Fund Mayor and Council City Manager Community Relations Diversity Program Internal Audit City Clerk City Court Human Resources City Attorney Financial Services Community Development Development Services Police Fire Community Services* Parks and Recreation* Public Works-General* Non-Departmental Contingencies Total General Fund Special Revenue Funds Highway Users Revenue Fund Transit CDBG Section 8 Housing Rio Salado Performing Arts Total Special Revenue Funds Debt Service Fund Debt Service Total Debt Service Fund Capital Project Funds All Capital Projects Total Capital Project Funds Enterprise Funds Water/Wastewater Golf Cemetery Solid Waste Total Enterprise Funds Total All Funds $386,716 307,987 2,556,094 150,000 61,400 558,314 453,147 726,757 3,759,540 2,461,483 2,453,274 4,102,465 3,223,928 4,795,089 53,475,942 18,233,524 18,281,121 50,996 2,000 53,000 27,297 200,403 78,900 13,400 $394,797 397,592 2,537,259 $399,696 422,762 2,952,643 526,001 442,035 732,197 464,381 712,033 3,637,538 2,577,485 2,310,429 4,004,918 3,139,298 4,890,506 53,606,179 18,177,287 18,093,272 621,974 3,943,906 2,932,056 2,786,507 4,674,269 3,578,934 6,310,149 59,512,347 20,063,940 13,081,200 14,736,143 8,822,891 9,858,293 3,100,000 15,113,763 6,158,296 1,226,064 85,199 (72,673) (597,096) 14,622,005 6,065,443 138,273,504 52,826 136,134,077 158,994,288 8,336,532 27,405,888 2,848,008 8,882,632 1,067,042 7,809,759 56,349,861 9,413,469 35,313,568 2,453,715 9,048,759 1,983,090 9,106,148 67,318,749 14,411,213 14,411,213 13,244,199 13,244,199 16,495,505 16,495,505 189,971,703 189,971,703 189,971,703 189,971,703 196,728,491 196,728,491 54,797,488 2,195,431 358,281 13,955,883 71,307,083 $510,844,116 8,656,870 31,118,922 2,849,008 8,882,632 1,551,834 6,868,730 59,927,996 3,575,535 3,575,535 47,720,279 2,071,538 290,248 12,602,968 62,685,033 61,802 61,802 43,419,727 2,025,027 287,646 12,571,688 58,304,088 $465,269,449 $3,690,163 $454,003,928 * FY 2006/07 budgets for Community Services and Public Works - General are reduced due to a reorganization of resources from these departments to the newly established Parks and Recreation Department. 205 Budget Basis, Units, and Changes Accounting/Budgetary Basis The City of Tempe’s operating budget is legally adopted by Council resolution each fiscal year on a modified accrual basis, which is consistent with Generally Accepted Accounting Principles (GAAP). With modified accrual basis, revenue is recognized when it becomes available and measurable and expenditures as they are made. By contrast, Government-wide financial statements in the Comprehensive Annual Financial Report (CAFR) must be recorded on a full accrual basis. This is where revenue is recognized as soon as it is earned and expenses are recognized as soon as a liability is incurred, regardless of the timing of related cash inflows and outflows. Fund Statements, in the CAFR, are modified accrual basis for the General Fund, Debt Service Fund, Special Revenue Funds, and Capital Project Funds and accrual basis for Proprietary Funds. Budget Units • Funds (Fund Accounting) The City's Operating Budget is organized by funds in conformity with GAAP with guidelines established by the Governmental Accounting Standards Board (GASB). The accounts of the City are organized on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts. With this account structure, the revenue and expenditures/expenses are budgeted and approved prior to the beginning of each fiscal year by a resolution passed by the City Council. The various funds are grouped by two types, governmental and proprietary. Governmental funds are those through which most governmental functions of the City are financed and include the General Fund, Debt Service Fund, Special Revenue Funds, and Capital Project Funds. Proprietary funds are used to account for the City's organizations and activities which are similar to those often found in the private sector. The Proprietary (Enterprise) Funds include the Water/ Wastewater, Solid Waste, Golf and Cemetery Funds. The Comprehensive Annual Financial Report includes the combined financial statements of all funds. • Programs Presentation of the operating budget is also structured by programs which delineate budget expenditures in terms of broad goals and objectives. Major programs include 1) General Services, 2) Development Services, 3) Public Safety, 4) Environmental Health, 5) Community Services, and 6) Transportation. Programs may transcend specific fund or departmental boundaries in that a program encompasses all associated activities, regardless of fund or department, directed toward the attainment of a general goal or objective. The relationship between programs and funds is presented in summary form in the Budget Summaries section as is their relation to the Departments and Divisions engaged in the pursuit of the respective goals and objectives. • Departments Finally, the Performance Budget section of the operating budget illustrates the distribution of budget appropriations along the major organization units of City departments and their divisions. Changes to the Budget • Mid-Year Program/Personnel Adjustment Request Should the need arise for additional personnel or program enhancements during the fiscal year to meet some unforeseen need, a mid-year program/personnel request is submitted to the Budget Office for a needs assessment and fiscal impact review. If after evaluation, the request is approved and involves either additional personnel or the abolition of a position(s), the request is forwarded to either the relevant Council Committee or full Council with recommended action. • Budget Transfers The department should process a budget transfer request form anytime a shortfall is anticipated in a departmental subtotal budget. Budget transfers are no longer necessary to address a shortfall within summary account groups as long as sufficient monies are available in the subtotal departmental budget. The subtotal budget includes salaries and wages, fringe benefits, materials and supplies, fees and services, travel and other expenses, contributions, and capital outlay, and excludes internal services. Only as a last resort are contingency monies used to fund a shortfall. Alternative courses of action should be sought before contingency monies will be considered. Purchase orders and requisitions will be held until the budget shortfall is addressed. • Transfer of Appropriation At any time during the fiscal year, the City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department, office, or agency. Upon written request by the City Manager, the Council may by ordinance transfer part or all of any unencumbered appropriation balance from one department, office, or agency to another (Section 5.08, City of Tempe Charter). • Permission to Exceed Budget In the event of an emergency, the Council may seek permission from the State Board of Tax Appeals (previously State Tax Commission) to exceed the adopted budget (Section 5.09, City of Tempe Charter). 206 Financial Structure and Organization • basis) as opposed to an expense of the following accounting period (GAAP); b) certain items, e.g., principal expense and capital outlay, are recorded as expenditures for budgetary purposes as opposed to adjustments of the appropriate balance sheet accounts (GAAP); and c) depreciation is recorded as an expense (GAAP) and not recognized for budgetary purposes. Types of Budgeting Two separate budgets are adopted at the aggregate level for both the Operating and Capital Improvements Program and are then presented in program budget, performance and line-item form. The program budget portrays total and per capita expenditures along six broad programs or functions, including General Services, Development Services, Public Safety, Environmental Health, Community Services, and Transportation. This budget information is presented in the Budget Summaries section of the Annual Budget. The performance budget focuses on departmental and divisional goals and objectives. Benchmark and other workload data are collected to assess the effectiveness and efficiency of services. This information is published in the performance budget section of our Annual Budget. Finally, the line-item budget lists dollar amounts budgeted for each cost center and expenditure category and is published separately. Fund Structure • Governmental Funds Capital Projects Funds: Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds and Trust Funds). Debt Service Fund: Debt Service Funds are set up to receive dedicated revenue used to make principal and interest payments on City debt. They are used to account for the accumulation of resources and the payment of general obligation and special assessment debt principal, interest and related costs, except the debt service accounted for in the Special Revenue Funds and Enterprise Funds. • Level of Revenue and Expenditure Detail Revenue is presented at several levels within the revenue information section of the Annual Budget. Revenue is given by fund type (General Governmental, Special Revenue, and Enterprise), by revenue category, and by major source. Additionally, all key revenue is addressed in terms of a ten year history, underlying assumptions, and major influences with graphic illustration of the trends to facilitate review of the revenue patterns. Summary schedules of estimated revenue is also presented in the Schedules and Summaries section of the Annual Budget. Expenditures are presented at several levels of detail including information by line-item, organizational unit performance, program, and fund. Line-item detail of expenditures is given in the Annual Line-Item Budget. Performance, program, and fund level expenditure data are presented in the Annual Budget. General Fund: The General Fund is the general operating fund of the City. It is used to account for all activities of the City not accounted for in some other fund. Special Revenue Funds: Special Revenue Funds are established to account for legally restricted funding. Our Special Revenue Funds include the: Performing Arts, Highway User Revenue, Local Transportation Assistance, Rio Salado, Community Facilities District, Transit, Community Development Block Grant and the Housing Assistance. • Relationship Between Budgeting and Accounting This budget is adopted on a basis consistent with GAAP, except for certain items which are adjusted on the City's accounting system at fiscal year end. During the year, the City's accounting system is maintained on the same basis as the adopted budget. This enables departmental budgets to be easily monitored via accounting system reports on a monthly basis. • Proprietary Funds Enterprise Funds: Enterprise Funds are used to account for operations including debt service that are: (a) financed and operated in a manner similar to private businesses, where the intent of the government body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis are financed or recovered primarily through user charges; or (b) where the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Our Enterprise Funds include: the Water and Wastewater, Solid Waste, Cemetery and the Golf . The major differences between this adopted budget and GAAP for governmental funds are: a) encumbrances are recorded as the equivalent of expenditures (budget) as opposed to a reservation of fund balance (GAAP); b) certain revenue and expenditures, not recognized for budgetary purposes are accrued (GAAP); c) supply inventory and selfinsurance contributions are recognized as expenditures for budgetary purposes only. Enterprise Fund differences consist of the following: a) encumbrances are recorded as the equivalent of expenses (budget 207 Annexation Progress City Limits 19992006City Limits 1960 1893 - 1940 Salt River Channel McKellips Rd Salt River Channel Van Buren St S.P. R.R. Curry Rd Sa lt River RedCh Mountain Freeway annel Rio Salado Pkwy University Dr Apache Blvd Broadway Rd 1970 I-10 Southern Ave Salt 48th St Superstition Freeway River Channel Baseline Rd 1950 Guadalupe Rd Salt River Channel Western Canal Price Rd Warner Rd McClintock Dr Rural Rd Kyrene Rd I-10 Priest Dr Elliot Rd 1980 Ray Rd Salt River Year Area Year Area 1893 1.0 1940 1.8 1.8 1975 1894 1894 1.81.8 1950 1950 2.6 2.6 1980 36.0 1900 1900 1.81.8 1955 1955 4.5 4.5 1985 1985 38.5 38.5 Scale 1910 1910 1.81.8 1960 1960 17.5 17.5 1990 1990 39.3 39.3 1/2 1920 1920 1.81.8 1965 1965 21.7 21.7 1995 1995 39.8 39.8 25.3 2000 40.0 Year 1893 0 1 mile 1930 1930 Year 1.0 1.8 1.8 Year 1940 1970 1970 Year 25.3 208 Year Year 1975 1980 2006 Area Year 36 36.0 36 40.1 Channel Tempe Community Profile Date of Incorporation - November 26, 1894 Date Charter Adopted - October 19, 1964 Form of Government - Council - Manager History-Tempe’s History dates back to 1867 when Mr. Charles T. Hayden, father of former U.S. Senator Carl Hayden, constructed a cable ferry on the then uncontrolled waters of the Salt River. In 1871, Mr. Hayden and four others organized the Hayden Milling operations and related agricultural enterprises. Soon after, the Town of Hayden’s Ferry was founded. The name of the town was changed from Hayden’s Ferry to Tempe in 1880 and was incorporated in 1894. Government and Organization-The City operates under a council-manager form of government. The Mayor is elected for four years and six council members are elected at large on a non-partisan ballot for staggered four-year terms. The City Council appoints the City Manager who has full responsibility for carrying out Council policies and administering City operations. The City Manager appoints City department heads as specified in the City’s Charter. Current Profile-Tempe is unique among valley cities, due to the youth of its population and education levels that exceed valley and state norms, with 72% of the population having at least some college and 40% with four or more years of college education. Tempe also stands out due to presence of the Tempe Town Lake, which provides both recreational and business opportunities for residents and visitors. The Hayden Ferry Lakeside office complex, Tempe Beach Park ,and the Town Lake Marina will be joined by the Tempe Center for the Arts in 2007. This project will further enhance the status of both the Lake and Tempe downtown as valley destinations. Tempe is currently home to Arizona State University, the Insight Bowl, and the California Angels' spring training. Due to the selection of Phoenix as the headquarters for the International Genomics Consortium and the Translational Genomics Research Institute, the Arizona State University campus will be the site of the Arizona Biodesign Institute. The Institute’s work in the field of biotechnical and biodesign research will put Tempe in the position to attract new businesses spawned by this research. Tempe 209 DEMOGRAPHICS Area– Square Miles (1) 2006 2005 1999 1998 1997 1996 1995 1994 Land Use (2003)(%)(4) 40.1 40.0 39.8 39.8 39.8 39.8 39.8 39.8 1993 1992 1991 1990 1980 1970 1960 1950 39.6 39.3 39.3 39.3 38.1 25.3 17.5 2.7 Residential Commercial/Industrial Open/Cultural/Recreational Mixed-Use/Vacant Civic/Educational Commercial/ Industrial 30.0% Population (2) 2005 2000 1995 1990 1985 1980 1970 1960 1950 Interim Census U.S. Census Interim Census U.S. Census Interim Census U.S. Census U.S. Census U.S. Census U.S. Census Residential 44.8% Mixed-Use/ Vacant 7.9% Civic/ Educational 5.0% 165,796 158,625 153,821 142,165 132,942 106,743 63,550 24,897 7,906 44.8 30.0 12.3 7.9 5.0 Open/Cultural/ Recreational 12.3% Building Permits (Calendar Year Data) (3) Number Value ($000) 2004-05 2003-04 2002-03 2001-02 2000-01 1,416 1,183 1,303 1,321 1,301 287,539 253,451 174,689 128,924 189,010 1999-00 1998-99 1997-98 1996-97 1995-96 1994-95 1,494 1,905 2,533 1,984 2,038 2,291 309,831 304,600 492,419 406,821 248,476 275,409 Elections (2006) (5) Registered voters Primary 76,613 General 70,431 Primary General 13,283 12,550 Primary General 17% 18% Voter Turnout % Voting 210 DEMOGRAPHICS, continued School Registration (6) Household Income (1999)(%) (10) Tempe Elementary District 13,800 Less than $15,000 14.6 Tempe Union High School District 13,000 $15,000 -$34,999 25.5 ASU University (Fall 2005) 61,033 $35,000-$49,999 17.3 $50,000-$100,000 29.9 $100,000+ 12.7 Education Attainment (%) (7) 4 years or more College 39.6 1-3 years College 32.6 High School degree 17.9 Less than High School degree Major Employers Median Household Income Occupational Composition (%) (11) 9.9 (8) Arizona State University US Airways $42,361 12,569 3,916 Sales and Office 29.4 Managerial and Professional 39.7 Service Construction, Extraction, Maintenance 14.6 6.8 Motorola, Inc. 3,510 Production, Transportation, Material Moving JP Morgan Chase Bank 2,300 Farming, Forestry and Fishing City of Tempe 1,734 Meditronic Microelectronics 1,363 Industrial Composition (%) (11) State Farm Insurance 1,149 Agriculture, Forestry, Fishing, Hunting and Mining 0.1 Bank One Corp. 1,000 Construction 5.2 Financial & Credit Services Group 914 Wilson Electric 850 Employment Trends(9) Employment 2005 109,631 Unemployment Rate 3.5% 2004 105,306 3.8% 2003 101,619 4.5% 2002 99,507 4.9% 2001 98,566 3.6% Manufacturing Wholesale trade 11.4 3.7 Retail trade 11.1 Transportation, Warehousing and Utilities Information Finance, Insurance, Real Estate, and Rental and Leasing 8.8 Professional, Scientific, Management, Administrative, and Waste Management Services 12.6 Educational, Health, and Social Services Arts, Entertainment, Recreation, Accommodation, and Food Services 211 9.4 0.1 5.1 3.6 19.4 11.8 Other Services 3.6 Public Administration 3.6 ECONOMICS Property Tax Rate (12) Fire Primary Secondary Total Largest Property Taxpayers (13) Qwest Communications 0.52 Sworn Personnel 0.88 Non-Sworn Personnel Total $1.40 % 2005-06 Secondary Assessed Value Fire Stations 137 22 159 6 1.81 Arizona Mills LLC 1.49 Avg. Emergency Response Time (min.) 4:21 Arizona Public Service Company 1.34 Response to emergency medical incidents 13,400 Amberjack Ltd 0.88 Total number of calls 18,900 AT&T Allied Signal Papago Buttes Corporate LLC 0.82 0.79 0.78 Solid Waste Residential Accounts Serviced 33,021 Freescale Semiconductor Inc. 0.71 Commercial Accounts Serviced 1,976 State Farm Mutual Auto Insurance 0.71 Solid Waste Collected (tons) Wells Fargo Bank 0.63 160,267 Parks/Golf Courses City Sales Tax (14) 1.8% Bond Rating Developed Parks 47 Parks Acres Maintained 1,684 Municipal Golf Courses: 2 Fitch AAA Rounds of Play: Standard and Poor's AA+ Ken McDonald (18 holes) 74,764 Moody's Aa1 Rolling Hills (18 holes) 63,028 SERVICE STATISTICS Water/Wastewater Police (15) Active Accounts Serviced 40,822 Sworn Personnel 339 Water Treated and Distributed Non-Sworn Personnel 186 (billions of gallons) 17.6 525 Sanitary Sewers (miles) 549 Total Avg. Emergency Response Time (min.) Crime Index (CY 2004) Part I Crime Per 1,000 Capita 4:36 14,229 86 Source: (1) Area-Square Miles, City of Tempe-Development Services; (2) Population for 2005 based on mid-decade Special Census; (3) Building Permits, City of Tempe-Development Services; (4) Land Use, City of TempeGeneral Plan 2030; (5) Elections, City of Tempe-City Clerk's Office; (6) School Registration, Tempe Elementary & High School District, ASU; (7) Education Attainment, 2000 U.S. Census; (8) Major Employers, City of Tempe-Community Development; (9) Employment Trends, Arizona Department of Economic Security; (10) Household Income, 1999 Special Census; (11) Occupational, Industrial Composition, 2000 U.S. Census; (12) Property Tax Rate, City of Tempe-Financial Services; (13) Largest Property Taxpayers, Maricopa County Treasurer (14) City Sales Tax, Bond Rating, City of Tempe-Financial Services; (15) Police, Fire, Solid Waste, Parks/Golf Courses, Water/Wastewater, City of Tempe Annual Budget-Performance Section. 212 COMMUNITY COMPARISONS Tempe is part of the greater Phoenix metropolitan area, which is the economic, political, and population center of the state. Popularly referred to as the Valley of the Sun, this area includes a number of adjacent communities with distinct municipal jurisdictions. The following section provides a perspective on the relative populations of the largest cities in the Valley as well as key comparative cost of service data. This information was obtained from city Budget Offices, as well as, printed and online budget documents. Population (as of September 2005) Phoenix Operating Budget (FY 2006-07) 1,475,834 Phoenix Million $ 3,187.6 Mesa 448,096 Glendale 913.0 Glendale 242,369 Chandler 850.5 Scottsdale 234,752 Mesa 836.9 Chandler 230,845 Scottsdale 457.7 Gilbert 173,072 Tempe 314.1 Tempe 165,796 Gilbert 495.8 Peoria 138,143 Peoria 300.7 Property Tax (as of July 1, 2006) Phoenix Glendale Peoria (per $100 assessed Value) $1.82 1.72 1.49 Incorporated City Limits sq. miles Phoenix Scottsdale Peoria 475.1 184.2 141.7 Tempe 1.40 Chandler 1.25 Mesa Chandler 125.2 58.0 Gilbert 1.15 Glendale 55.8 Scottsdale 0.97 Gilbert 43.2 Mesa N/A Tempe 40.1 Sales Tax (as of July 1, 2006) Phoenix 1.80% Glendale 1.80% Tempe 1.80% Mesa 1.75% Scottsdale 1.65% Chandler 1.50% Gilbert 1.50% Peoria 1.50% 213 Personnel Summary 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget Full Perm Temp Full Perm Temp Full Perm Temp Full Perm Temp Department Time FTE FTE Time FTE FTE Time FTE FTE Time FTE FTE Mayor and Council 7 7 7 7 City Manager 2 0.50 2 0.50 3 0.50 3 0.50 Diversity Program 3 0.50 3 0.50 3 0.50 3 0.50 Internal Audit 4 4 4 4 Community Relations 16 1.83 16 1.83 16 1.83 18 1.83 City Clerk 4 0.58 4 0.58 4 0.58 4 0.58 City Court 33 0.65 4.20 33 0.65 4.20 33 0.65 7.20 36 0.65 4.20 City Attorney 24 0.75 0.62 24 0.75 0.62 24 1.25 0.62 26 1.75 0.62 Financial Services 67 0.50 1.25 67 0.50 1.25 67 0.50 1.25 70 0.50 1.25 Economic Development 4 1.00 Rio Salado 8 0.49 Human Resources 18 0.50 18 0.50 18 0.50 20 0.50 Information Technology 72 72 72 73 Development Services 86 2.86 48 2.86 49 2.86 58 3.86 Police 515 1.00 6.25 524 6.25 529 6.25 525 6.25 Fire 156 1.00 169 1.00 1.00 169 1.00 1.00 159 1.00 Community Services 130 11.15 167.22 148 11.65 180.49 148 11.65 180.49 111 9.65 113.14 Parks and Recreation 128 2.00 77.99 Community Development 50 1.49 52 1.49 54 6.49 Public Works Admin & Engineering 34 0.49 34 0.49 34 0.49 40 0.49 Field Services 211 0.50 8.69 211 1.00 8.69 211 1.00 8.69 132 1.00 0.49 Fleet Services 33 0.50 33 0.50 33 0.50 33 0.50 Transportation 88 0.50 91 91 94 5.00 Total Public Works 366 1.00 9.68 369 1.00 9.68 369 1.00 9.68 299 1.00 6.48 Water Utilities 130 0.50 0.49 134 0.50 0.49 133 1.50 0.49 133 1.50 0.49 Sub Total 1,645 17.55 196.97 1,692 17.05 211.24 1,700 18.55 214.24 1,731 19.05 223.68 Total Personnel 1,859.52 1,920.29 1,932.79 1,973.73 The number of full-time employees for FY 2006-07 totals 1,973.73 full-time equivalents (FTE), including 1,731 fulltime, 19.05 permanent full-time equivalents, and 223.68 temporary full-time equivalent employees. This total translates to a 2.8% increase over the 1,920.29 full-time equivalents budgeted in FY 2005-06. Public Works and Police account for over 42% of the total work force, representing 306.48 and 531.25 full-time equivalents in FY 2006-07. 214 Personnel Schedules Cost Center Position 1110 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget MAYOR & COUNCIL Mayor Council Member Mayor & Council Department Total Full-Time 99 98 1 6 7 1 6 7 1 6 7 1 6 7 103 178 36 1 0 1 1 0 1 1 1 1 1 1 1 0.5 2 0.5 2 0.5 3 0.5 3 0.50 0.50 0.50 0.50 CITY MANAGER 1210 Administration City Manager Assistant City Manager Executive Assistant to the City Manager/Mayor II Administrative Intern* City Manager Department Total Full-Time City Manager Department Total Temp FTE* 1212 1213 DIVERSITY Diversity Manager 163 1 1 1 1 Diversity Specialist 40 1 1 1 1 ADA Compliance Specialist 40 0 0 0 0 Executive Assistant 30 1 1 1 1 ADA Compliance Specialist** Diversity Department Total Full-Time 0.50 3 0.50 3 0.50 3 0.50 3 Diversity Department Total Perm FTE** 0.50 0.50 0.50 0.50 163 1 1 1 1 43 36 2 1 4 2 1 4 2 1 4 2 1 4 Community Relations Manager 167 1 1 1 1 Mayor's Chief of Staff 161 1 1 1 1 Executive Assistant to the City Manager/Mayor II 36 1 1 1 1 INTERNAL AUDIT Internal Audit Manager Internal Auditor Contract Administrator Internal Audit Department Total Full-Time COMMUNITY RELATIONS 1219 Administration Mayoral/Council Aide II+ 36 1 1 1 1 Mayoral/City Council Aide I+ 32 2 2 2 3 Executive Assistant 30 1 1 1 1 Administrative Assistant I/II+ 20 0 0 0 1 Administrative Intern* 0.49 0.49 0.49 0.49 COE* 0.49 0.49 0.49 0.49 7 7 7 9 0.98 0.98 0.98 0.98 1 1 1 1 Total Full-Time Total Temp FTE* 1214 Communication & Media Relations Communication & Media Relations Director 215 156 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Media Services Administrator 48 1 1 1 1 Communications Relations Coordinator 40 2 2 2 2 Media Services Producer I/II+ 34 2 2 2 2 Media Services Assistant * 0.19 0.19 0.19 0.19 Media Services Intern* 0.66 0.66 0.66 0.66 Total Full-Time Total Temp FTE* 1215 6 0.85 156 1 1 1 1 Neighborhood Services Specialist 42 1 1 1 1 2 2 2 2 1 1 1 1 1 1 1 1 Government Relations Government Relations Director 158 Community Relations Department Total Full-Time Community Relations Department Total Temp FTE* 1410 6 0.85 Neighborhood Program Director Total Full-Time 1310 6 0.85 Neighborhood Program Total Full-Time 1216 6 0.85 16 16 16 18 1.83 1.83 1.83 1.83 1 1 1 1 CITY CLERK City Clerk 100 Executive Assistant 30 3 3 3 3 COE * City Clerk Department Total Full-Time 0.58 4 0.58 4 0.58 4 0.58 4 City Clerk Department Total Temp FTE* 0.58 0.58 0.58 0.58 1 1 1 1 CITY COURT Administration/Judicial Division Presiding City Judge 101 Court Manager 159 1 1 1 1 City Judge 104 2 2 2 2 Deputy Court Manager 49 2 2 2 2 Hearing Officer Executive Assistant 45 30 2 1 2 1 2 1 2 1 Court Interpreter 29 Court Interpreter** (Position funded by State Fill the Gap Grant) Total Full-Time Total Perm FTE** 1411 Criminal Division Court Services Supervisor Court Services Specialist I/II+ Court Services Specialist I/II+ * COE* 34 21 216 1 1 1 1 0.65 0.65 0.65 0.65 10 10 10 10 0.65 0.65 0.65 0.65 2 7 0.0 2.1 2 7 0.0 2.1 2 7 1.0 2.1 2 8 0.0 2.1 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Total Full-Time Total Temp FTE* 1412 Civil Division Court Services Supervisor Court Services Specialist I/II+ Court Services Specialist I/II+ * COE* Total Full-Time Total Temp FTE* 34 21 City Court Department Total Full-Time City Court Department Total Perm FTE** City Court Department Total Temp FTE* 9 2.1 9 2.1 9 3.1 10 2.1 3 11 0.0 2.1 14 2.1 3 11 0.0 2.1 14 2.1 3 11 2.0 2.1 14 4.1 3 13 0.0 2.1 16 2.1 33 0.65 4.20 33 0.65 4.20 33 0.65 7.20 36 0.65 4.20 CITY ATTORNEY 1710 Legal Services City Attorney 102 1 1 1 1 Deputy City Attorney City Prosecutor 66 64 1 1 1 1 1 1 1 1 Sr. Assistant City Attorney Assistant City Attorney Prosecutor I/II+ 61 305 47 1 3 5 1 3 5 1 8 0 1 9 0 Paralegal II+ 33 1 1 1 1 Legal Executive Assistant 32 1 1 1 1 Administrative Support Supervisor 32 0 1 1 1 Paralegal I+ 29 1 1 1 1 1 4 1 4 1 5 (1 position 60% funded by General Fund / 40% by Victim's Rights Grants) Legal Specialist I/II+ Legal Assistant 24 23 Senior Legal Assistant 19 1 0 0 0 Paralegal** Assistant City Attorney** 0.75 0.00 0.75 0.00 0.75 0.50 0.75 1.00 Law Intern* 0.62 0.62 0.62 0.62 21 21 21 23 Total Perm FTE** 0.75 0.75 1.25 1.75 Total Temp FTE* 0.62 0.62 0.62 0.62 Total Full-Time 3115 1 4 City Attorney/Water Sr. Assistant City Attorney 61 1 1 1 1 Assistant City Attorney Administrative Assistant I/II+ Total Full-Time 305 20 1 1 3 1 1 3 1 1 3 1 1 3 City Attorney Department Total Full-Time 24 24 24 26 City Attorney Department Total Perm FTE** 0.75 0.75 1.25 1.75 City Attorney Department Total Temp FTE* 0.62 0.62 0.62 0.62 217 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget FINANCIAL SERVICES 1810 Administration Financial Services Manager Executive Assistant 170 1 1 1 1 30 1 1 1 1 2 2 2 2 Total Full-Time 1812 Budget Deputy Financial Services Manager 161 1 1 1 1 Lead Budget and Finance Analyst Senior Budget and Finance Analyst 45 42 1 2 1 2 1 2 1 2 4 4 4 4 1 1 1 1 0 0 0 1 1 Total Full-Time 2621 Risk Management Risk Manager 54 Safety and Risk Coordinator Claims Officer - Liability 35 1 1 1 Risk Management Specialist 25 1 1 1 1 Administrative Assistant II** 20 0.5 0.5 0.5 0.5 Total Full-Time Total Perm FTE** 1831 3 4 0.5 0.5 Controller 56 1 1 1 1 Senior Accountant 46 1 1 1 1 Cash Management Specialist 43 1 1 1 1 Payroll Supervisor 39 1 1 1 1 Accountant 35 1 1 1 1 Payroll Specialist Financial Services Technician I/II+ 23 23 1 4 1 4 1 4 1 4 0.63 0.63 0.63 0.63 Total Full-Time 10 10 10 10 0.63 0.63 0.63 0.63 52 44 44 36 34 28 28 23 1 1 1 5 1 1 3 4 17 1 1 1 5 1 1 3 4 17 1 1 1 5 1 1 3 4 17 1 1 1 5 1 1 3 4 17 161 52 1 1 1 1 1 1 1 1 Total Temp FTE* 1841 3 0.5 Accounting Accounting Assistant* 1832 3 0.5 Tax and Licensing Tax and License Administrator License & Collections Supervisor Tax Audit Supervisor Tax Auditor I/II+ Specialty Licenses Coordinator Tax Analyst Revenue Compliance Officer I/II Financial Services Technician I/II+ Total Full-Time Customer Services Deputy Financial Services Manager Customer Services Administrator 218 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Customer Services Office Supervisor Customer Services Field Supervisor Financial Services Technician I/II+ Water Meter Reader Tech Water Meter Reader Total Full-Time 1851 1852 Central Services/Purchasing Central Services Administrator Procurement Officer Financial Services Technician I/II+ Administrative Assistant II+ Unclassified Temporary-Office* Total Full-Time Total Temp FTE* Central Services/Duplicating & Supplies Reprographics Supervisor Reprographics Operator Distribution Clerk 38 37 23 17 15 1 1 9 1 6 20 1 1 9 1 6 20 1 1 9 1 6 20 1 1 9 1 7 21 54 40 23 20 1 2 3 1 0.62 7 0.62 1 2 3 1 0.62 7 0.62 1 2 3 1 0.62 7 0.62 1 3 3 1 0.62 8 0.62 25 17 11 2 1 1 2 1 1 2 1 1 2 1 1 4 4 4 4 67 0.50 1.25 67 0.50 1.25 67 0.50 1.25 70 0.50 1.25 1 0 0 0 Total Full-Time Financial Services Department Total Full-Time Financial Services Department Total Perm FTE** Financial Services Department Total Temp FTE* 1870 Economic Development Economic Development Manager 163 Dep Economic Development Manager 157 1 0 0 0 Technology Development Specialist Executive Assistant 45 26 1 1 0 0 0 0 0 0 1.00 4 1.00 0.00 0 0.00 0.00 0 0.00 0.00 0 0.00 COE* Economic Development Division Total Full-Time Economic Development Department Total Temp FTE* 4410 Economic Development - Rio Salado Deputy Economic Development Manager 153 1 0 0 0 Rio Salado Financial Analyst 40 1 0 0 0 Senior Planner 39 1 0 0 0 Community Relations Coordinator 36 1 0 0 0 Management Assistant I/II+ 35 1 0 0 0 Administrative Assistant II+ 18 1 0 0 0 0.49 0.00 0.00 0.00 6 0 0 0 0.49 0.00 0.00 0.00 2 0 0 0 2 0 0 0 COE* Total Full-Time Total Temp FTE * 4413 Rio Salado Park Administrative Assistant I 10 Total Full-Time 219 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Rio Salado Division Total Full-Time 8 0 0 0 0.49 0.00 0.00 0.00 168 161 52 51 43 37 32 30 28 28 20 1 1 0 1 4 1 1 1 1 4 1 0 0.5 16 0.5 1 1 0 1 4 1 1 1 1 3 1 0.5 0.0 15 0.5 1 1 1 1 3 1 1 1 1 3 1 0.5 0.0 15 0.5 1 1 1 1 4 1 1 1 1 3 1 0.5 0.0 16 0.5 51 1 0 0 1 0 0 2 1 0 0 1 0 1 3 1 0 1 0 1 0 3 1 1 1 0 1 0 4 Human Resources Department Total Full-Time 18 18 18 20 Human Resources Department Total Perm FTE** 0.5 0.5 0.5 0.5 169 1 1 1 1 161 30 2 1 4 2 1 4 2 1 4 2 1 4 51 45 39 1 2 5 8 1 2 5 8 1 2 5 8 1 2 5 8 54 52 1 1 1 1 1 1 1 1 Rio Salado Division Total Temp FTE* 1911 1920 1981 HUMAN RESOURCES Human Resources -Administration Human Resources Manager Deputy Human Resources Manager Human Resource Administrator Employee Benefits Administrator Sr./Human Resources Analyst + Sr./Benefits Coordinator + Human Resources Specialist Executive Assistant Benefits Specialist Human Resources Technician I/II+ Administrative Assistant I/II+ Human Resources Technician I/II+** Human Resources Analyst I/II+** Total Full-Time Total Perm FTE** Tempe Learning Center Org Development Administrator Performance Management Instructor Designer Sr. Learning & Organizational Development Assoc. Management Assistant I/II+ Learning & Organizational Development Assoc. Administrative Assistant I Total Full-Time INFORMATION TECHNOLOGY Information Technology/Administration Information Technology Manager Deputy Information Tech Manager Executive Assistant Total Full-Time 1982 1983 Information Technology/Customer Support PC Services Supervisor Sr. PC Services Consultant PC Services Consultant I/II+ Total Full-Time Information Technology/Technical Services System Network Supervisor Data Center & Network Operations Supervisor 220 38 38 30 10 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Sr. Enterprise Network Engineer Sr. Tech Support Enterprise Network Engineer I/II+ Technical Support Analyst Production Control Coordinator Senior Data Center Support Specialist Data Center Support Specialist Total Full-Time 1984 1985 Information Technology/Application Services Application Services Supervisor IT Project Coordinator Business Analyst (1 position funded by Water/Wastewater) Database Administrator Webmaster IT Support Analyst Supervisor Senior Programmer Analyst (1 position funded by Water/Wastewater) Programmer Analyst I/II+ (1 position funded by Water/Wastewater) IT Training Coordinator IT Support Analyst I/II+ Total Full-Time Information Technology/Telecommunications Telecommunications Operations Supervisor Management Assistant I/II+ Sr Communication Network Technician Communication Network Technician Total Full-Time 51 51 49 45 37 27 26 1 2 4 3 1 1 3 17 1 2 4 4 1 1 3 18 1 2 4 4 1 1 3 18 1 2 5 4 1 1 3 19 55 53 52 1 1 8 1 1 8 1 1 8 1 1 8 51 51 51 50 3 2 1 9 2 2 1 10 2 2 1 10 2 2 1 10 46 6 6 6 6 44 35 1 5 37 1 5 37 1 5 37 1 5 37 43 38 34 31 1 1 1 3 6 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 72 72 72 73 170 51 44 39 38 30 1 1 1 1 1 1 6 1 0 1 0 1 1 4 1 0 0 0 1 1 3 1 0 0 0 1 1 3 162 51 45 43 42 40 38 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 2 1 4 1 Information Technology Department Total Full-Time 2710 2721 DEVELOPMENT SERVICES Development Services - Administration Development Services Manager Principal Planner Senior Planner Planner I/II+ Management Assistant I/II+ Executive Assistant Total Full-Time Building Safety and Permits Deputy Dev Services Manager Plan Review Administrator Bldg. Inspection Superintendent Senior Plan Check Engineer Sr Building Inspector Plan Check Engineer Building Code Complaint Investigator 221 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Plans Examiner Permit Center Supervisor Building Inspector I/II+ Code Inspector I/II+ Dev Services Specialist I/II + Administrative Assistant I/II+ Building Inspector I/II+ * Total Full-Time Total Perm FTE** Total Temp FTE* 2722 2723 2724 2725 2726 2731 37 36 36 31 27 20 0 0 0 0 0 0 0.0 0 0 0.0 0 0 0 0 0 0 0.0 0 0 0.0 0 0 0 0 0 0 0.0 0 0 0.0 2 1 8 1 6 4 2.0 33 0 2.0 Planning/Building Safety-Administration Deputy Dev Services Manager-Dev. Administrative Assistant I/II+ Total Full-Time 157 18 1 4 5 1 4 5 1 2 3 0 0 0 Inspection Building Inspection Supt Sr. Building Inspector Building Code Complaint Investigator Building Inspector I/II+ Code Inspector I/II+ Administrative Assistant II Total Full-Time 41 37 33 31 28 18 1 1 1 6 2 1 12 1 1 1 6 2 1 12 1 1 1 6 1 1 11 0 0 0 0 0 0 0 158 47 40 34 28 18 0 2 3 7 0 0 1.86 12 1.86 0 2 3 7 0 0 1.86 12 1.86 1 2 5 6 1 2 1.86 17 1.86 0 0 0 0 0 0 0.00 0 0.00 35 22 1 5 1.00 6 1.00 1 5 1.00 6 1.00 1 5 1.00 6 1.00 0 0 0.00 0 0.00 49 41 37 32 1 2 4 2 9 1 2 4 2 9 1 2 4 2 9 0 0 0 0 0 162 0 0 0 1 Current and Advanced Planning Deputy Dev Services Manager - Planning Principal Planner Sr. Planner Planner I/II+ Code Inspector I/II+ Administrative Assistant I/II+ COE* Total Full-Time Total Temp FTE* Customer Service Counter Permit Center Supervisor Development Services Specialist I/II+ Dev Services Specialist I/II+* Total Full-Time Total Temp FTE* Plan Check Plan Review Administrator Sr. Plan Check Engineer Plan Check Engineer Plans Examiner Total Full-Time Planning Deputy Dev Services Manager 222 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Principal Planner Senior Planner Planner I/II+ Senior Code Inspector Specialist Code Inspector I/II + Administrative Assistant II+ COE* Total Full-Time Total Temp FTE* 2732 2733 2734 27612779 51 44 39 37 31 20 0 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0 0.00 0 0.00 2 5 7 1 3 3 1.86 22 1.86 Code Compliance Code Enforcement Administrator Senior Code Inspector Specialist Senior Code Inspector Code Inspector I/II+ Administrative Assistant II Administrative Assistant I Total Full-Time 48 32 27 28 18 8 1 1 1 8 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Redevelopment/Special Projects Principal Planner Senior Planner Planner I/II+ Total Full-Time 45 40 34 2 3 2 7 0 0 0 0 0 0 0 0 0 0 0 0 Redevelopment/Revitalization Administrative Assistant II Administrative Assistant I Total Full-Time 18 10 1 1 2 0 0 0 0 0 0 0 0 0 Housing Services Division Dep Dev Svs Manager - Housing Srvs Housing Services Supervisor Accountant Homeless Coordinator Rehabilitation Specialist Family Self Sufficiency Specialist Housing Services Specialist (CDBG & HOME) Housing Services Specialist (Section 8) Administrative Assistant II Total Full-Time 157 40 32 31 27 27 25 21 18 1 1 1 1 3 2 0 6 1 16 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 86 2.86 48 2.86 49 2.86 58 3.86 1 0 1 2 1 1 1 2 1 1 1 2 1 1 1 2 Development Services Department Total Full-Time Development Services Department Total Temp FTE* 2210 POLICE Office of the Chief Police Chief Police Legal Advisor Fiscal-Research Administrator Management Assistant II 175 61 52 38 223 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Crime Analyst I/II+ Executive Assistant Alarm Coordinator Administrative Assistant I/II+ Police Records Clerk II Administrative Assistant I Total Full-Time 2222 2231 2232 2233 2235 RICO Police Officer - CIB Detective (Funded through FY 06-07) Total Full-Time Detention Facility Operational Support Administrator Detention Administrator Detention Supervisor Police Property Supervisor Police Identification Supervisor Fingerprint Technician Police ID Technician Detention Officer Police Property Technician Detention Officer Trainee (Positions funded through December 2006) Detention Officer** Total Full-Time Total Perm FTE** 37 30 30 20 19 10 3 1 1 1 1 1 12 3 1 1 1 1 1 13 3 1 1 1 1 1 13 3 1 1 3 1 0 14 36 0 1 1 1 0 1 1 1 1 0 6 1 1 2 5 19 5 0 1 0 6 1 0 0 0 20 5 0 0 1 6 1 0 0 0 20 6 4 0 1 6 1 0 0 0 20 6 4 1 40 1.0 0 33 0.0 0 38 0.0 0 38 0.0 1 6 36 1 6 38 1 6 38 1 6 36 43 45 45 43 53 33 20 19 15 1 3 1 15 8 1.00 28 1.00 1 3 1 15 8 1.00 28 1.00 1 3 1 15 8 1.00 28 1.00 1 3 1 15 8 1.00 28 1.00 45 36 25 0 0 0 0 1 5 2 8 1 5 2 8 1 5 2 8 49 44 34 33 31 23 22 22 21 18 Communications Bureau Police Communications Administrator 47 Police Communications Shift Supvr. 37 Police Communications Dispatcher I/II+ 26 (2 overhires are non-recurring through FY 05-06) Total Full-Time Records Bureau Records & Identification Administrator Police Records Supervisor Administrative Assistant I/II+ Police Records Clerk II Police Records Clerk I COE* Total Full-Time Total Temp FTE* Identification Unit Police Identification Supervisor Police ID Technician Fingerprint Technician Total Full-Time 224 Cost Center Position 2236 2241 2242 2243 2248 2251 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Crime Prevention Police Sergeant Police Officer Crime Free Multi-Housing Coordinator Administrative Assistant I/II+ Total Full-Time Investigations/Criminal Investigations Assistant Police Chief Police Commander Police Sergeant Police Officer Administrative Support Supervisor Police Community Service Officer Police Investigative Assistant Administrative Assistant I/II+ COE* Total Full-Time Total Temp FTE* Investigations/Traffic Investigations Police Commander Police Sergeant Police Officer Community Service Officer Administrative Assistant I/II+ Traffic Enforcement Aide Administrative Assistant I Total Full-Time SEU Police Commander Police Sergeant Police Officer (1 position is a Senior Intelligence Officer) Criminal Intelligence Analyst Police Community Service Officer Police Investigative Assistant Administrative Assistant I/II+ Total Full-Time Downtown Unit Police Commander Police Sergeant Police Officer Police Licensing Specialist Total Full-Time Administration Assistant Chief Police Commander Police Sergeant 225 44 36 30 20 1 5 1 1 8 1 4 1 1 7 1 4 1 1 7 1 4 1 1 7 165 59 44 36 32 23 21 20 1 1 6 39 1 3 3 1 1.26 55 1.26 1 1 6 38 1 3 3 1 1.26 54 1.26 1 1 6 38 1 3 3 1 1.26 54 1.26 1 1 6 38 1 3 3 1 1.26 54 1.26 59 44 36 23 20 14 10 1 5 25 0 1 7 1 40 1 5 25 0 2 7 0 40 1 5 25 0 2 7 0 40 1 5 24 1 2 7 0 40 59 44 36 1 5 22 1 5 23 1 5 23 1 5 23 35 23 21 20 1 1 1 1 32 1 1 1 1 33 1 1 1 1 33 1 1 1 1 33 59 44 36 29 1 3 16 1 21 1 3 13 1 18 1 3 13 1 18 1 3 13 1 18 165 59 44 1 1 8 1 1 8 1 1 8 1 1 8 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Police Polygraph Examiner I/II+ (1 position sworn, 1 non-sworn) Management Assistant I/II Police Officer Policy Procedures Officer 42 2 2 2 2 38 36 36 1 4 1 1 5 1 1 5 1 1 5 1 34 24 20 10 1 0 2 1 0.7 22 0.7 1 0 2 1 0.7 23 0.7 1 0 2 1 0.7 23 0.7 1 1 1 0 0.7 22 0.7 Rio Salado - Park Rangers Park Ranger Total Full-Time 21 6 6 6 6 6 6 6 6 Rio Salado - Sworn Police officer Total Full-Time 36 5 5 5 5 5 5 5 5 165 59 44 36 20 10 1 1 2 1 2 2 0.16 2.5 0.63 9 3.29 1 0 2 1 2 2 0.16 2.5 0.63 8 3.29 1 0 2 1 2 2 0.16 2.5 0.63 8 3.29 1 0 2 1 5 0 0.16 2.5 0.63 9 3.29 59 44 36 23 5 23 137 10 175 6 24 140 10 180 6 24 140 10 180 6 24 141 10 181 44 2 1 1 1 21 9 11 9 10 9 10 9 10 8 12 12 8 8 12 12 8 Volunteer Coordinator Police Support Services Specialist Administrative Assistant I/II+ Administrative Assistant I COE* Total Full-Time Total Temp FTE* 2258 2259 2271 2272 2273 2274 Patrol-Administration Assistant Police Chief Police Commander Police Sergeant Police Officer Administrative Assistant I/II+ Administrative Assistant I Police Reserves* Service Aide* COE* Total Full-Time Total Temp FTE* Patrol Police Commander Police Sergeant Police Officer Police Community Service Officer Total Full-Time City Security Team Police Sergeant (.5 funded by Rio Salado Fund) Park Ranger Total Full-Time Recruits Police Officer 36 (4 Police Officers non-recurring through FY 05-06) Total Full-Time 226 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Police Department Total Full-Time Police Department Total Perm FTE** Police Department Total Temp FTE* 2310 2330 FIRE Administration Fire Chief Assistant Fire Chief Fire Battalion Chief Senior Management Assistant Executive Assistant Administrative Assistant I/II+ Total Full-Time 2350 2363 2361 (2364) 524 0.0 6.25 529 0.0 6.25 525 0.0 6.25 173 163 50 44 30 20 1 1 3 0 0 1 6 1 1 3 0 0 1 6 1 1 3 0 0 1 6 1 1 3 1 1 0 7 163 38 33 20 1 7 2 1 0.0 11 0.0 1 7 2 1 1.0 11 1.0 1 7 2 1 1.0 11 1.0 1 8 2 1 0.0 12 0.0 30 33 74 30 33 74 30 33 62 137 137 125 Fire Prevention Assistant Fire Chief Fire Inspector I/II+ Fire Education Specialist Administrative Assistant I/II+ Unclassified Temporary* Total Full-Time Total Temp FTE* 2340 515 1.0 6.25 Fire Emergency Services Fire Captain 38 30 Fire Engineer 34 33 Firefighter 30 62 (12 overhires authorized through FY 05-06) (57 Firefighter, Engineer or Captain positions are paramedic assignment) Total Full-Time 125 Training/Professional Development Fire Battalion Chief Fire Captain - Assgt. Administrative Assistant II Total Full-Time Fire Apparatus Maintenance Senior Fire Mechanic Fire Mechanic Inventory Services Specialist ** Total Full-Time Total Perm FTE** Support Services - Administration Fire Battalion Chief Fire Services Inventory Technician Fire Support Services Technician Service Aide ** Total Full-Time Total Perm FTE** 227 50 39 20 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 37 32 17 1 1 0.5 2 0.5 1 1 0.5 2 0.5 1 1 0.5 2 0.5 1 1 0.5 2 0.5 50 26 23 1 1 1 0.50 3 0.50 1 1 1 0.50 3 0.50 1 1 1 0.50 3 0.50 1 1 1 0.50 3 0.50 Cost Center Position 2370 2380 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Medical Services Fire Battalion Chief Fire Captain - Paramedic-Assgt. Emergency Medical Services Coordinator Medical Transport Contract Supervisor Total Full-Time 50 40 40 35 1 1 1 0 3 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 Special Operations Fire Battalion Chief Haz Mat Program Specialist Fire Captain - Paramedic-Assgt. Total Full-Time 50 41 40 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 156 1.00 0.00 169 1.00 1.00 169 1.00 1.00 159 1.00 0.00 170 38 30 1 1 1 0.52 3 0.52 1 1 1 0.52 3 0.52 1 1 1 0.52 3 0.52 1 1 1 0.52 3 0.52 159 35 31 19 18 1 1 1 1 3 0.75 0.22 7 0.75 0.22 1 1 1 1 3 0.75 0.22 7 0.75 0.22 1 1 1 1 3 0.75 0.22 7 0.75 0.22 0 0 0 0 0 0.00 0.00 0 0.00 0.00 39 31 23 1 2 1 1.18 4 1.18 1 2 0 1.18 3 1.18 1 2 0 1.18 3 1.18 0 0 0 0.00 0 0.00 35 23 18 1 2 1 2.87 4 2.87 1 2 1 2.87 4 2.87 1 2 1 2.87 4 2.87 0 0 0 0.00 0 0.00 Fire Department Total Full-Time Fire Department Total Perm FTE** Fire Department Total Temp FTE* 2410 2421 COMMUNITY SERVICES Administration Community Services Manager Sr. Social Services Coordinator Executive Assistant Unclassified Temporary* Total Full-Time Total Temp FTE* Recreation/Administration Dep Comm. Svs. Mgr. - Parks & Rec Management Assistant II+ Recreation Coordinator Community Services Registration Tech Administrative Assistant II Administrative Assistant II** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* 2422 (2483) Recreation/Community Events Community Services Supervisor Recreation Coordinator Assistant Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* 2423 Recreation/Special Populations Senior Recreation Coordinator Asst. Recreation Coordinator Administrative Assistant II Unclassified Temporary* Total Full-Time Total Temp FTE* 228 Cost Center Position 2424 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Recreation/Rec. Instructional Community Services Supervisor 39 1 1 1 0 Recreation Coordinator Assistant Recreation Coordinator Recreation Leader III* Unclassified Temporary* 31 23 2 0 1.93 4.72 2 1 1.93 4.72 2 1 1.93 4.72 0 0 0.00 0.00 3 6.65 4 6.65 4 6.65 0 0.00 31 31 1 1 3.84 2 3.84 0 2 3.84 2 3.84 0 2 3.84 2 3.84 0 0 0.00 0 0.00 39 31 1 2 3.89 3 3.89 1 2 3.89 3 3.89 1 2 3.89 3 3.89 0 0 0.00 0 0.00 31 1 4.1 1 4.1 1 4.1 1 4.1 1 4.1 1 4.1 0 0.0 0 0.0 35 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 1 2.41 0 0.00 0 0.00 39 32 23 18 1 2 2 2 0.75 0.75 0.50 18.46 7 0.75 19.71 1 1 2 2 0.75 0.75 0.50 18.46 6 0.75 19.71 1 1 2 2 0.75 0.75 0.50 18.46 6 0.75 19.71 0 0 0 0 0.00 0.00 0.00 0.00 0 0.00 0.00 1.99 1.99 1.99 1.99 1.99 1.99 0.00 0 Total Full-Time Total Temp FTE* 2425 2426 2427 Recreation/Youth Sports Social Services Coordinator Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* Recreation/Adult Sports Community Services Supervisor Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* Recreation Resources Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* 2429 Recreation/Diablo Stadium Operation Senior Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* 2431 2432 Recreation/Kiwanis Center Community Services Supervisor Recreation Coordinator Asst. Recreation Coordinator Administrative Assistant II Administrative Assistant II** Recreation Leader I* Recreation Worker* Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Recreation/Kiwanis Concession Unclassified Temporary* Total Temp FTE* 229 Cost Center Position 2433 2434 2435 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Recreation/Aquatics Community Services Supervisor Recreation Coordinator Swimming Pool Maint Mechanic Swimming Pool Maint Technician Unclassified Temporary* Total Full-Time Total Temp FTE* 39 31 27 21 1 1 1 1 18.08 4 18.08 1 1 1 1 18.08 4 18.08 1 1 1 1 18.08 4 18.08 0 0 0 0 0.00 0 0.00 Adapted Recreation Senior Recreation Coordinator Total Full-Time 35 1 1 1 1 1 1 0 0 Recreation/Kiwanis Batting Cage Batting Cage Coordinator Unclassified Temp* 27 1 2.41 1 2.41 1 2.41 0 0.00 1 2.41 1 2.41 1 2.41 0 0.00 162 41 38 37 33 30 21 20 13 13 1 4 1 11 1 1 9 1 1 3 0.50 1.00 4.50 9.84 33 6.00 9.84 1 4 1 11 1 1 9 1 1 3 0.50 1.00 4.50 9.84 33 6.00 9.84 1 4 1 11 1 1 9 1 1 3 0.50 1.00 4.50 9.84 33 6.00 9.84 1 4 1 11 1 1 9 1 0 3 0.50 1.00 4.50 9.84 32 6.00 9.84 Dep Comm Svcs Mgr - Social Services 162 1 1 1 1 Management Assistant II 38 1 1 1 1 Administrative Assistant II 20 Total Full-Time Total Temp FTE* 2440 2486 Library Dep Comm Svcs Mgr - Library Library Supervisor Sr. Social Services Coordinator Librarian I/II+ Catalog Services Coordinator Circulation Services Coordinator Library Specialist I/II+ Administrative Assistant II Administrative Assistant I Library Assistant Librarian I/II+** Library Specialist II** Library Assistant** Unclassified Temp - Office* Total Full-Time Total Perm FTE** Total Temp FTE* Social Services/Administration 3 3 3 3 Administrative Assistant II** 1.00 1.00 1.00 1.00 Unclassified Temporary* 0.85 0.85 0.85 0.85 5 5 5 5 Total Full-Time Total Perm FTE** 1.00 1.00 1.00 1.00 Total Temp FTE* 0.85 0.85 0.85 0.85 230 Cost Center Position 2451 2457 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Social Services/Diversion Social Services Supervisor Social Services Counselor I/II+ Social Services Counselor** Total Full-Time Total Perm FTE** Social Services/KID ZONE Kid Zone Program Administrator Social Services Coordinator Social Services Specialist Assistant Recreation Coordinator Inventory Services Specialist 45 38 1 3 0.65 4 0.65 1 3 0.65 4 0.65 1 3 0.65 4 0.65 1 3 0.65 4 0.65 49 34 30 26 17 1 5 3 9 1 1 5 3 9 1 1 5 3 9 1 1 5 3 9 1 65.93 65.93 65.93 65.93 19 19 19 19 65.93 65.93 65.93 65.93 2 1 1 1 1 2 1 1 1 1 2 1 1 1 1 2 1 1 1 3 7.43 6 7.43 7.43 6 7.43 7.43 6 7.43 7.43 8 7.43 49 38 34 26 20 1 2 1 2 1 0.00 0.75 0.75 7.28 7 1.50 7.28 1 2 2 2 1 0.00 0.75 0.75 7.28 8 1.50 7.28 1 2 2 2 1 0.00 0.75 0.75 7.28 8 1.50 7.28 1 1 3 0 1 0.75 0.00 0.75 7.28 6 1.50 7.28 38 20 0 0 0 0 0 0 0 0 0 2 1 3 1 1 1 1 1 1 Unclassified Temporary* Total Full-Time Total Temp FTE* 2485 2487 2415 2481 Social Services/Partnerships Social Services Supervisor Sr. Social Services Coordinator Social Services Counselor II Social Services Coordinator Crisis Intervention Specialist (2 positions funded through FY 06/07) Unclassified Temporary * Total Full-Time Total Temp FTE* Social Services/Escalante Social Services Administrator Sr. Social Services Coordinator Social Services Coordinator Assistant Recreation Coordinator Administrative Assistant II Social Services Coordinator** IT Support Specialist I** Administrative Assistant I** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Social Services/North Side Multigenerational Center Sr. Social Services Coordinator Administrative Assistant I/II+ Total Full-Time 45 38 38 34 33 Cultural Services - Administration Dep Comm Svcs Mgr - Cultural Services 162 1 (50% funded by General Fund, 50% by Performing Arts Fund) Arts Administrator 47 1 231 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Arts Coordinator Administrative Assistant II Recreation Leader III* Recreation Leader IV* Unclassified Temporary* Total Full-Time Total Temp FTE* 2484 (2445) Historical Museum Museum Administrator Museum Curator Museum Registrar Administrative Assistant II Museum Aide** Unclassified Temp - Office* Total Full-Time Total Perm FTE** Total Temp FTE* 3310 Cemetery Administration Executive Assistant Administrative Assistant I** Total Full-Time Total Perm FTE** 3311 3610 Cemetery Maintenance Groundskeeper I Total Full-Time Performing Arts - Administration Cultural Facilities Administrator Management Assistant II Technical Director Gallery Coordinator Arts Coordinator Facility Automation Tech Asst. Tech Director - Lighting Asst. Tech Director - Audio Box Office Manager Custodial Supervisor Facility Technician II Administrative Assistant II Groundskeeper I/II Box Office Assistant Manager Custodian Unclassified Temp* Total Full-Time Total Temp FTE* Community Services Department Total Full-Time Community Services Department Total Perm FTE** Community Services Department Total Temp FTE* 232 36 20 2 1 0.95 0.36 6.01 5 7.32 2 1 0.95 0.36 6.01 5 7.32 2 1 0.95 0.36 6.01 5 7.32 2 1 0.95 0.36 6.01 5 7.32 49 36 30 20 1 4 1 1 0.5 0.7 7 0.5 0.7 1 4 1 1 0.5 0.7 7 0.5 0.7 1 4 1 1 0.5 0.7 7 0.5 0.7 1 4 1 1 0.5 0.7 7 0.5 0.7 30 0 0.00 0 0.00 1 0.50 1 0.50 1 0.50 1 0.50 0 0.00 0 0.00 8 0 0 1 1 1 1 0 0 56 38 36 36 36 34 29 29 29 28 23 20 19 18 9 1 0 0 0 1 0 0 0 0 0 0 1 0 0 0 0.00 3 0.00 1 1 1 1 1 1 1 1 1 1 1 1 3 1 3 13.27 19 13.27 1 1 1 1 1 1 1 1 1 1 1 1 3 1 3 13.27 19 13.27 1 1 1 1 1 1 1 1 1 1 1 1 3 1 3 13.27 19 13.27 130 148 148 111 11.15 11.65 11.65 9.65 167.22 180.49 180.49 113.14 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget PARKS AND RECREATION 2511 2512 2521 2522 2523 Rolling Hills Golf Course Senior Groundskeeper Parks & Golf Course Mechanic Sprinkler Systems Maint. Worker I/II+ Equipment Operator II Groundskeeper I/II+ Equipment Operator I Groundskeeper I/II+* Total Full-Time Total Temp FTE* Ken McDonald Golf Course Parks & Golf Course Supervisor Senior Groundskeeper Parks & Golf Course Mechanic Sprinkler System Maint. Worker I/II+ Equipment Operator II Groundskeeper I/II+ Equipment Operator I Groundskeeper I/II+* Total Full-Time Total Temp FTE* Parks & Recreation - Administration Parks and Recreation Manager Dep Comm. Svs. Mgr. - Parks & Rec Parks & Golf Course Supervisor Sr. Recreation Coordinator Management Assistant II+ Administrative Assistant II Administrative Assistant II** Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* Special Events Community Services Supervisor Sr. Recreation Coordinator Assistant Recreation Coordinator (Positions funded by Performing Arts Fund) Recreation Leader* Unclassified Temporary* Total Full-Time Total Temp FTE* Senior Adults Senior Recreation Coordinator Asst. Recreation Coordinator 26 25 24 23 19 19 0 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0 0.00 0 0.00 1 1 1 1 4 1 1.07 9 1.07 40 26 25 24 23 19 19 0 0 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0 0 0.00 0 0.00 1 1 1 1 2 5 1 1.35 12 1.35 170 162 40 38 38 20 0 0 0 0 0 0 0.00 0.00 0 0.00 0.00 0 0 0 0 0 0 0.00 0.00 0 0.00 0.00 0 0 0 0 0 0 0.00 0.00 0 0.00 0.00 1 2 2 1 2 3 0.75 0.22 11 0.75 0.22 46 38 26 0 0 0 0 0 0 0 0 0 1 2 2 0.00 0.00 0 0.00 0.00 0.00 0 0.00 0.00 0.00 0 0.00 1.00 1.18 5 2.18 0 0 0 0 0 0 1 2 38 26 233 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Administrative Assistant II Unclassified Temporary* Total Full-Time Total Temp FTE* 2524 20 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 1 2.87 4 2.87 Community Services Supervisor 46 0 0 0 1 Sr. Recreation Coordinator Assistant Recreation Coordinator Recreation Leader III* Unclassified Temporary* 38 26 0 0 0.00 0.00 0 0 0.00 0.00 0 0 0.00 0.00 2 1 1.93 4.72 0 0.00 0 0.00 0 0.00 4 6.65 38 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 2 3.84 2 3.84 46 38 0 0 0.00 0 0.00 0 0 0.00 0 0.00 0 0 0.00 0 0.00 1 2 3.89 3 3.89 38 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 0 0.0 1 4.1 1 4.1 38 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 1 2.41 1 2.41 46 38 26 20 0 0 0 0 0.00 0.00 0.00 0.00 0 0.00 0.00 0 0 0 0 0.00 0.00 0.00 0.00 0 0.00 0.00 0 0 0 0 0.00 0.00 0.00 0.00 0 0.00 0.00 1 1 2 2 0.75 0.75 0.50 18.50 6 0.75 19.75 Special Interest and Boating Total Full-Time Total Temp FTE* 2525 2526 2527 Adult Sports Sr. Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* Youth Sports Community Services Supervisor Sr. Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* Facility Resources Sr. Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* 2529 Diablo Stadium Sr. Recreation Coordinator Unclassified Temporary* Total Full-Time Total Temp FTE* 2531 Kiwanis Recreation Center Community Services Supervisor Sr. Recreation Coordinator Asst. Recreation Coordinator Administrative Assistant II Administrative Assistant II** Recreation Leader I* Recreation Worker* Unclassified Temporary* Total Full-Time Total Perm FTE** Total Temp FTE* 234 Cost Center Position 2532 2533 2534 2535 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Kiwanis Concessions Unclassified Temporary* Total Temp FTE* 0.00 0.00 0.00 0.00 0.00 0.00 1.99 1.99 46 38 29 25 0 0 0 0 0.00 0 0.00 0 0 0 0 0.00 0 0.00 0 0 0 0 0.00 0 0.00 1 1 1 1 18.08 4 18.08 Adapted Recreation Sr. Recreation Coordinator Total Full-Time 38 0 0 0 0 0 0 1 1 Kiwanis Batting Cage Batting Cage Coordinator Unclassified Temp* 30 0 0.00 0 0.00 0 0.00 1 2.41 0 0.00 0 0.00 0 0.00 1 2.41 26 19 0 0 0 0 0 0 0 0 0 1 2 3 40 26 24 19 0 0 0 0 0.00 0 0.00 0 0 0 0 0.00 0 0.00 0 0 0 0 0.00 0 0.00 1 2 1 5 0.56 9 0.56 26 0 0 0 2 19 0 0 0 2 0.0 0.0 0 0.0 0.0 0.0 0 0.0 0.0 0.0 0 0.0 0.1 1.4 4 1.5 0 0 0 0 0 0 1 1 Aquatics Community Services Supervisor Sr. Recreation Coordinator Swimming Pool Maint Mechanic Swimming Pool Maint Technician Unclassified Temporary* Total Full-Time Total Temp FTE* Total Full-Time Total Temp FTE* 2551 2553 2554 2555 Sports Complex Maintenance Senior Groundskeeper Groundskeeper I/II+ Total Full-Time Diablo Stadium Maintenance Parks and Golf Course Supervisor Senior Groundskeeper Sprinkler Sys. Maint. Worker I/II+ Groundskeeper I/II+ Groundskeeper* Total Full-Time Total Temp FTE* Rio Salado Maintenance Senior Groundskeeper (1 Position funded by Rio Salado Fund) Groundskeeper I/II+ (1 Position funded by Rio Salado Fund) Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* Landscape Maintenance Parks and Golf Course Supervisor Total Full-Time 40 235 Cost Center Position 2556 2557 2558 2559 3310 3311 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget North Parks Building Equip Technician I/II+ Parks & Golf Course Mechanic Sprinkler Sys. Maint. Worker I/II+ Equipment Operator II Senior Groundskeeper Pest Control Technician Groundskeeper I/II+ Equipment Operator I Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* 30 25 24 23 21 21 19 19 0 0 0 0 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0 0 0 0 0.00 0 0.00 0 0 0 0 0 0 0 0 0 0.00 0 0.00 1 1 3 2 4 2 7 1 1.75 1.67 21 3.42 Rio Salado - Ent. Zone Groundskeeper I/II+ Total Full-Time 19 0 0 0 0 0 0 2 2 Cemetery Maintenance Groundskeeper I/II+ Total Full-Time 19 0 0 0 0 0 0 1 1 40 30 26 23 24 21 19 19 0 0 0 0 0 0 0 0 0.00 0.00 0 0.00 0 0 0 0 0 0 0 0 0.00 0.00 0 0.00 0 0 0 0 0 0 0 0 0.00 0.00 0 0.00 1 1 3 3 3 2 5 3 0.87 0.83 21 1.70 30 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 1 0.50 1 0.50 15 0 0 0 0 0 0 1 1 0 0.00 0.00 0 0.00 0.00 0 0.00 0.00 128 2.00 77.99 South Parks Parks and Golf Course Supervisor Parks Facility Maint. Wkr. I/II+ Senior Groundskeeper Equipment Operator II Sprinkler Sys. Maint. Worker I/II+ Pest Control Technician Groundskeeper I/II+ Equipment Operator I Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* Cemetery Administration Executive Assistant Administrative Assistant I** Total Full-Time Total Perm FTE** Cemetery Maintenance Groundskeeper I Total Full-Time Parks & Recreation Department Total Full-Time Parks & Recreation Department Total Perm FTE** Parks & Recreation Department Total Temp FTE* 2810 COMMUNITY DEVELOPMENT Community Development - Admin 236 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Community Development Manager Dep Comm Dev Manager - Economic Dev Principal Planner Technology Development Specialist Economic Development Specialist Planner I/II+ Executive Assistant COE* Total Full-Time Total Temp FTE* 2811 2812 2813 28612869 4410 Neighborhood Enhancement Code Enforcement Administrator Senior Code Inspector Specialist Neighborhood Enhance Program Coord Code Inspector I/II+ Unclassified Temporary* (Positions funded through FY 2006-07) Total Full-Time Total Temp FTE* Redevelopment/Special Projects Principal Planner (1 position funded by Federal Grant) Senior Planner (1 position funded by Federal Grant) Planner I/II+ (1 position 50% funded by Federal Grant) Total Full-Time Redevelopment/Revitalization Administrative Assistant II Administrative Assistant I Total Full-Time Housing Services Division Dep Comm Dev Manager - Revitalization & Redev (50% funded by General Fund) Housing Services Administrator Housing Services Supervisor Accountant Homeless Coordinator Rehabilitation Specialist Family Self Sufficiency Specialist Housing Services Specialist Administrative Assistant II Total Full-Time Community Development - Rio Salado Deputy Community Development Manager Rio Salado Financial Analyst Senior Planner 237 170 162 51 47 45 39 30 0 0 0 0 0 0 0 0.00 0 0.00 1 1 1 1 0 1 1 1.00 6 1.00 1 0 1 1 1 1 1 1.00 6 1.00 1 0 1 1 1 1 1 1.00 6 1.00 53 37 34 31 0 0 0 0 0.00 1 1 1 8 0.00 1 1 1 8 0.00 1 1 1 8 5.00 0 0.00 11 0.00 11 0.00 11 5.00 51 0 2 2 2 44 0 3 3 4 39 0 2 2 2 0 7 7 8 20 13 0 0 0 1 1 2 1 1 2 2 0 2 162 0 1 1 1 53 40 35 34 33 31 23 20 0 0 0 0 0 0 0 0 0 1 0 1 1 3 2 6 1 16 1 1 1 1 3 2 6 2 18 1 1 1 1 3 2 6 2 18 162 44 44 0 0 0 1 1 1 1 1 1 1 1 2 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Community Relations Coordinator Management Assistant I/II+ Administrative Assistant II COE* Total Full-Time Total Temp FTE * 4413 3210 3221 3222 3223 40 38 20 0 0 0 0.00 0 0.00 1 1 1 0.49 6 0.49 1 1 1 0.49 6 0.49 1 1 1 0.49 7 0.49 13 0 0 2 2 2 2 2 2 Rio Salado Division Total Full-Time Rio Salado Division Total Temp FTE* 0 0.00 8 0.49 8 0.49 9 0.49 Community Development Department Total Full-Time Community Development Department Total Temp FTE* 0 0.00 50 1.49 52 1.49 54 6.49 171 44 38 30 1 0 1 1 0.49 3 0.49 1 0 1 1 0.49 3 0.49 1 1 0 1 0.49 3 0.49 1 1 0 1 0.49 3 0.49 165 1 0 1 0 1 0 1 1 44 36 29 24 1 1 0 2 5 1 1 0 2 5 1 1 0 2 5 1 1 1 2 7 53 49 44 38 38 1 1 1 1 4 8 1 1 1 1 4 8 1 1 1 1 4 8 1 1 1 1 6 10 1 2 1 2 1 2 2 3 4 7 4 7 4 7 4 9 Rio Salado Park Administrative Assistant I Total Full-Time PUBLIC WORKS Administration Public Works Manager Sr. Management Assistant Management Assistant II Executive Assistant COE* Total Full-Time Total Temp FTE* Engineering/Admin. Support/Contract Admin. Deputy PW Manager-Engineering Contract Compliance Auditor (1 position funded by Transit) Senior Management Assistant Contract Administrator Engineering Technician I/II+ Engingeering Contract Services Specialist Total Full-Time Engineering/Private Development and Utility Principal Civil Engineer Senior Civil Engineer+ Engineering Permit Inspection Coordinator Utility Infrastructure Coordinator Senior Engineering Associate+ Total Full-Time Engineering/Capital Improvements Principal Civil Engineer 53 Senior Civil Engineer+ 49 (2 positions funded by Water/Wastewater; 1 by Transit) Senior Engineering Associate+ 38 Total Full-Time 238 Cost Center Position 3225 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Engineering/Information & Technical Services Engineering Services Administrator Engineering GIS Supervisor Real Estate Property Specialist GIS Coordinator GIS Analyst/Technician Engineering Technician I/II+ Survey Technician II+ Total Full-Time 50 44 41 39 34 29 25 1 1 1 3 0 4 1 11 1 1 1 3 0 4 1 11 1 1 1 3 2 2 1 11 1 1 1 3 2 2 1 11 34 0.49 34 0.49 34 0.49 40 0.49 160 44 38 20 1 1 1 2 5 1 1 1 2 5 0 1 1 2 4 0 1 0 2 3 151 44 36 34 30 28 0 1 1 1 15 1 0 19 0 0 1 1 1 15 1 0.5 19 0.5 1 1 1 1 15 1 0.5 20 0.5 1 1 1 2 15 1 0.5 21 0.5 Field Services/Custodial 1 Custodial Services Superintendent Custodial Supervisor Custodian Total Full-Time 39 28 9 0 1 10 11 0 1 10 11 1 0 10 11 1 0 12 13 Field Services/Custodial 2 Custodial Supervisor Custodian Total Full-Time 28 9 1 8 9 1 8 9 1 8 9 1 7 8 Field Services/Custodial 3 Custodial Supervisor Custodian Total Full-Time 28 9 1 7 8 1 7 8 1 7 8 1 7 8 Field Services/Custodial 4 Custodial Supervisor Custodian Custodian* 28 9 1 9 0.49 1 11 0.49 1 11 0.49 1 13 0.49 Admin & Engineering Division Total Full-Time Admin & Engineering Division Total Temp FTE* 3231 3241 3271 3272 3273 3274 Field Services/Administration Deputy PW Manager-Field Services Senior Management Assistant Management Assistant I/II+ Administrative Assistant II Total Full-Time Field Services/Facility Maintenance Administration Facility Maintenance Director Asst. Field Serv. Supt.- Facility Maintenance Facility Maintenance Supervisor Facility Automation Technician Building Equipment Technician I/II+ Facility Electrician Building Equipment Technician I/II+ ** Total Full-Time Total Perm FTE** 239 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Total Full-Time Total Temp FTE* 3252 3212 3213 3214 Field Services/Parks Maintenance Asst. Field Services Director Park/Golf Course Maintenance Parks and Golf Course Supervisor Parks Facility Maint. Wkr. I/II+ Senior Groundskeeper Parks & Golf Course Mechanic Equipment Operator II Sprinkler Sys. Maint. Worker I/II+ Groundskeeper I/II+ Equipment Operator I Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* Central Parks and Rio Salado District Parks and Golf Course Supervisor Senior Groundskeeper Sprinkler Sys. Maint. Worker I/II+ Pest Control Technician Groundskeeper I/II+ Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* North Parks District Parks and Golf Course Supervisor Parks Facility Maint. Wkr. I/II+ Senior Groundskeeper Parks & Golf Course Mechanic Equipment Operator II Sprinkler Sys. Maint. Worker I/II+ Pest Control Technician Groundskeeper I/II+ Equipment Operator I Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* South Parks and Sports Complex Parks and Golf Course Supervisor Parks Facility Maint. Wkr. I/II+ Senior Groundskeeper Equipment Operator II Sprinkler Sys. Maint. Worker I/II+ Pest Control Technician 240 10 0.49 12 0.49 12 0.49 14 0.49 44 34 23 21 21 19 17 17 11 1 3 2 8 1 5 7 15 4 2.62 2.5 46 5.12 0 0 0 0 0 0 0 0 0 0 0.0 0 0.00 0 0 0 0 0 0 0 0 0 0 0.0 0 0.00 0 0 0 0 0 0 0 0 0 0 0.0 0 0.00 34 21 17 17 17 0 0 0 0 0 0.00 0.00 0 0.00 1 2 1 1 4 0.88 0.84 9 1.72 1 2 1 1 4 0.88 0.84 9 1.72 0 0 0 0 0 0.00 0.00 0 0.00 34 23 21 21 19 17 17 17 11 0 0 0 0 0 0 0 0 0 0.00 0.00 0 0.00 1 1 2 1 2 3 1 3 1 0.87 0.83 15 1.70 1 1 2 1 2 3 1 3 1 0.87 0.83 15 1.70 0 0 0 0 0 0 0 0 0 0.00 0.00 0 0.00 34 23 21 19 17 17 0 0 0 0 0 0 1 1 4 3 3 2 1 1 4 3 3 2 0 0 0 0 0 0 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Groundskeeper I/II+ Equipment Operator I Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* 3253 3254 3255 3256 3257 3258 3712 3713 17 11 0 0 0.00 0.00 0 0.00 8 3 0.87 0.83 25 1.70 8 3 0.87 0.83 25 1.70 0 0 0.00 0.00 0 0.00 34 21 17 1 2 5 0.56 8 0.56 1 2 5 0.56 8 0.56 1 2 5 0.56 8 0.56 0 0 0 0.00 0 0.00 21 17 1 1 0.10 2 0.10 1 1 0.10 2 0.10 1 1 0.10 2 0.10 0 0 0.00 0 0.00 Field Services/Landscape Maintenance Contract Parks and Golf Course Supervisor Total Full-Time 34 1 1 1 1 1 1 0 0 Field Services/Pest Control Pest Control Technician Total Full-Time 17 4 4 0 0 0 0 0 0 Field Services/Rio Salado - CFD Groundskeeper I/II+ Total Full-Time 17 2 2 2 2 2 2 0 0 Double Butte Cemetery Groundskeeper I/II+ Total Full-Time 17 1 1 1 1 1 1 0 0 Field Services/Solid Waste Support Services Solid Waste Services Superintendent Solid Waste/Recycling Supervisor Solid Waste Services Specialist Solid Waste Inspector Administrative Assistant II Total Full-Time 51 38 28 28 18 1 1 1 0 1 4 1 1 1 0 1 4 1 1 1 0 1 4 1 1 1 1 1 5 Field Services/Baseball Facility Parks and Golf Course Supervisor Senior Groundskeeper Groundskeeper I/II+ Groundskeeper* Total Full-Time Total Temp FTE* Field Services/Rio Salado Senior Groundskeeper Groundskeeper I/II+ Groundskeeper* Total Full-Time Total Temp FTE* Field Services/Solid Waste Residential Refuse Solid Waste/Recycling Supervisor Solid Waste Equipment Operator II Total Full-Time 241 38 1 1 1 1 23 19 20 19 20 19 20 19 20 Cost Center Position 3714 3715 3716 3718 2511 2512 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Field Services/Solid Waste Commercial Refuse Solid Waste/Recycling Supervisor Senior Equipment Operator Solid Waste Equipment Operator II Total Full-Time 38 29 23 1 0 15 16 1 2 13 16 1 3 12 16 1 3 13 17 Field Services/Roll Off Tilt Frame Senior Equipment Operator Solid Waste Equipment Operator II Total Full-Time 29 23 3 0 3 1 2 3 0 3 3 0 3 3 23 20 1 3 0.5 4 0.5 1 3 0.5 4 0.5 1 3 0.5 4 0.5 1 3 0.5 4 0.5 38 23 1 15 16 1 15 16 1 15 16 1 15 16 34 21 21 19 17 17 11 1 1 1 1 1 4 1 1.07 10 1.07 0 1 1 1 1 4 1 1.07 9 1.07 0 1 1 1 1 4 1 1.07 9 1.07 0 0 0 0 0 0 0 0 0 0 34 21 21 19 17 17 11 1 1 1 2 1 5 1 1.35 12 1.35 1 1 1 2 1 5 1 1.35 12 1.35 1 1 1 2 1 5 1 1.35 12 1.35 0 0 0 0 0 0 0 0 0 0.00 211 0.5 8.69 211 1.0 8.69 211 1.0 8.69 132 1.0 0.49 Field Services/Solid Waste Support Services Lead Solid Waste Technician Solid Waste Equipment Technician Wash Bay Attendant** Total Full-Time Total Perm FTE** Field Services/Solid Waste Uncontained Refuse Solid Waste/Recycling Supervisor Solid Waste Equipment Operator II Total Full-Time Field Services/Rolling Hills Golf Parks & Golf Course Supervisor Senior Groundskeeper Parks & Golf Course Mechanic Equipment Operator II Sprinkler Systems Maint. Worker I/II+ Groundskeeper I/II+ Equipment Operator I Groundskeeper I/II+* Total Full-Time Total Temp FTE* Field Services/Ken McDonald Golf Parks & Golf Course Supervisor Senior Groundskeeper Parks & Golf Course Mechanic Equipment Operator II Sprinkler System Maint. Worker I/II+ Groundskeeper I/II+ Equipment Operator I Groundskeeper I/II+* Total Full-Time Total Temp FTE* Field Services Division Total Full-Time Field Services Division Total Perm FTE** Field Services Division Total Temp FTE* 242 Cost Center Position 3261 3262 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Fleet Services/Fleet Management Fleet Director Fleet Analyst Fleet Supervisor Equipment Control Coordinator Fleet Parts Specialist Sr. Auto Parts Specialist Administrative Assistant II Parts Messenger* Total Full-Time Total Temp FTE* 155 42 40 33 26 23 20 3822 1 1 1 1 3 0 1 0.50 8 0.50 1 1 1 1 3 0 1 0.50 8 0.50 Fleet Supervisor 40 3 3 3 3 Lead Equipment Mechanic 33 3 3 3 3 Equipment Mechanic 31 14 14 14 14 Equipment Paint & Body Repair Worker 28 1 1 1 1 Equipment Service Worker II 16 4 4 4 4 25 25 25 25 33 0.50 33 0.50 33 0.50 33 0.50 1 1 1 3 1 19 1 1 1 3 1 19 1 27 1 27 Fleet Services Division Total Full-Time Fleet Services Division Total Temp FTE* 3821 1 1 1 1 2 1 1 0.50 8 0.50 Fleet Services/Fleet Maintenance Total Full-Time 3813 1 1 1 1 2 1 1 0.50 8 0.50 Streets & Traffic Operations/Street Maintenance Street Maintenance Superintendent 49 1 1 Senior Civil Engineer + 49 1 1 Street Maintenance Supervisor 36 1 1 Street Maintenance Team Leader 29 3 3 Senior Pest Control Technician 28 1 1 Street Maintenance Equip Operator I/II 24 19 19 (2 positions funded by Solid Waste for Alley Management Program) (4 positions funded by Water/Wastewater for Street sweeping-stormwater program) Administrative Assistant II 20 1 1 Total Full-Time 27 27 Streets & Traffic Operations/Administration Deputy PW Manager - Trans. Ops. & Streets Deputy PW Manager - Admin. & Cust. Svcs Total Full-Time Transportation/Studies & Design Traffic Engineering Supervisor Intelligent Trans. System Coordinator Senior Civil Engineer+ Senior Transportation Planner Traffic Engineering Analyst Traffic Engineering Technician+ Administrative Assistant II Traffic Engineering Technician+ * (Position funded through December 2006) Total Full-Time Total Temp FTE* 243 163 162 1 1 2 1 1 2 1 1 2 1 1 2 51 51 49 43 38 30 20 1 1 1 1 3 1 1 0.00 1 1 1 1 3 1 1 0.00 1 1 1 1 3 1 1 0.00 1 1 1 1 3 1 1 1.00 9 0.00 9 0.00 9 0.00 9 1.00 Cost Center Position 3823 3824 3825 3911 3914 3915 3916 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Streets & Traffic Operations/Operations Traffic Operations Supervisor Senior Sign Technician Traffic Operations Crew Leader Sign Technician Transportation Worker I/II+ Administrative Assistant II Total Full-Time 49 33 27 23 21 20 1 1 2 1 4 1 10 1 1 2 1 4 1 10 1 1 2 1 4 1 10 1 1 2 1 4 1 10 Streets & Traffic Operations/Street Lighting Management Assistant I/II+ Lighting Systems Coordinator Total Full-Time 38 38 1 1 2 1 1 2 1 1 2 1 1 2 41 36 31 30 25 24 1 0 3 0 5 1 0 1 0 4 0 5 1 0 1 1 3 1 4 1 0 1 1 3 1 4 1 3 10 0.00 11 0.00 11 0.00 11 3.00 162 44 38 24 20 1 1 1 1 0 0.00 4 0.00 1 1 1 1 1 0.00 5 0.00 1 1 1 1 1 0.00 5 0.00 1 1 1 1 1 1.00 5 1.00 Transit Operations Transit Administrator Transit Maintenance Administrator Sr. Transit Operations Cooordinator Transit Operations Coordinator I/II + Transit Operations Technician Total Full-Time 52 52 40 36 27 1 0 1 1 1 4 1 0 1 2 0 4 1 0 1 2 0 4 1 1 1 2 0 5 Transportation/Transit Store Lead Transit Store Technician Total Full-Time 27 3 3 3 3 3 3 3 3 47 40 1 0 1 2 1 2 1 2 Streets and Traffic Operations/Signal System Traffic Signal Supervisor Traffic Signal Tech Crew Lead Traffic Signal Technician I/II+ Traffic Signal Services Crew Lead Traffic Signal Service Worker I/II+ Underground Utilities Coordinator Unclassified Temporary* (Positions funded through FY 2006-07 only) Total Full-Time Total Temp FTE* Transportation/Transit Deputy Public Works Manager-Transit & Transp. Transportation Financial Analyst Management Assistant I/II Transportation Support Specialist Administrative Assistant I/II+ Administrative Assistant I/II+ * Total Full-Time Total Temp FTE* Marketing and Public Information Community Outreach & Marketing Supervisor Community Outreach Marketing Coordinator I/II+ 244 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Alternative Modes Specialist Transit Information Specialist Total Full-Time 3917 3921 3922 3923 3002 32 32 1 1 3 0 0 3 0 0 3 0 0 3 21 5 5 5 5 5 5 5 5 162 53 44 43 38 33 26 1 1 0 1 0 0 1 0.50 4 0.50 1 1 0 1 1 0 1 0.00 5 0.00 1 1 0 1 1 0 1 0.00 5 0.00 1 1 1 1 1 1 1 0.00 7 0.00 Transportation Systems Sr Civil Engineer+ Total Full-Time 49 1 1 1 1 1 1 1 1 Operations/Transportation Principal Planner Sr. Transportation Planner + Total Full-Time 51 43 2 2 4 2 2 4 2 2 4 2 2 4 Transportation Division Total Full-Time Transportation Division Total Perm FTE** Transportation Division Total Temp FTE** 88 0.5 0.00 91 0.0 0.00 91 0.0 0.00 94 0.0 5.00 Public Works Department Total Full-Time Public Works Department Total Perm FTE** Public Works Department Total Temp FTE* 366 1.0 9.68 369 1.0 9.68 369 1.0 9.68 299 1.0 6.48 1 1 1 0 1 1 0 1 1 0 0 1 1 1 0 1 1 0 1 1 0 0 1 1 1 1 0 1 1 1 0 0 0 1 1 1 1 0 1 1 1 0 0 1 Transportation/Bus Stop Maintenance Transportation Operations Worker I/II+ Total Full-Time CP/EV Light Rail Project Dep PW Manager - LRT Project Manager Principal Civil Engineer Sr. Management Assistant Senior Transportation Planner + LRT Transportation Planner Sr. / Traffic Engineering Technician Transit Support Services Supervisor Management Intern** Total Full-Time Total Perm FTE** WATER UTILITIES Water Utilities - Administration Water Utilities Dept. Manager Deputy Water Utilities Manager - Operations Principal Infrastructure Engineering Planner Assistant to the WUD Manager Senior Management Assistant Planning and Research Analyst Environmental Quality Specialist Management Assistant I/II+ Water Utility Safety & Training Coordinator Executive Assistant Engineering Tech II+ 245 171 163 49 46 44 44 41 38 36 30 29 Cost Center Position 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Administrative Assistant II COE* Total Full-Time Total Temp FTE* 3003 3004 3011 3012 3013 3014 3021 3022 20 2 0.49 9 0.49 2 0.49 9 0.49 2 0.49 9 0.49 2 0.49 10 0.49 31 17 1 2 0.0 3 0.0 1 2 0.0 3 0.0 1 1 0.5 2 0.5 1 1 0.5 2 0.5 37 18 1 2 0.0 3 0.0 1 2 0.0 3 0.0 1 2 0.5 3 0.5 1 2 0.5 3 0.5 Water Quality - Administration Plant Operations Administrator Total Full-Time 53 1 1 1 1 1 1 1 1 Control Center Operations Control Center Supervisor Instrumentation and Control Tech (4 SBP) Control Center Operator Total Full-Time 41 32 31 1 4 4 9 1 4 4 9 1 4 4 9 1 4 4 9 40 32 29 28 1 1 2 8 1 1 3 9 1 1 3 9 1 1 3 9 12 14 14 14 1 1 2 4 1 1 1 5 1 1 1 5 1 1 1 5 8 8 8 8 Water Utilities Warehouse Warehouse Supervisor Inventory Services Specialist Inventory Services Specialist** Total Full-Time Total Perm FTE** Water Utilities Security WUD Security Coordinator Water Utility Security Guard Water Utility Security Guard** Total Full-Time Total Perm FTE** Johnny G. Martinez Water Plant Plant Team Leader Plant Electrician (SBP) Plant Mechanic (SBP) Plant Operator I/II+ (6 SBP) (1 position funded through FY 08/09 only) Total Full-Time South Tempe Water Plant Plant Team Leader Plant Electrician (1 SBP) Plant Mechanic (SBP) Plant Operator I/II+ (4 SBP) (1 position funded through FY 08/09 only) Total Full-Time 40 32 29 28 Distribution System Services - Administration Transmission and Collection Administrator Total Full-Time 53 1 1 1 1 1 1 1 1 Distribution System Maintenance Utility Services Supervisor Utility Services Team Lead Utility Services Tech I/II+ (SBP) Total Full-Time 39 30 25 1 2 10 13 1 2 10 13 1 2 10 13 1 2 10 13 246 Cost Center Position 3024 3025 3027 3028 3029 3031 3033 3034 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Irrigation Water Systems Supervisor Irrigator Total Full-Time 37 15 1 7 8 1 7 8 1 7 8 1 7 8 Technical Support Team Engineering Tech II+ CMMS Tech II TV Truck Technician Underground Utilities Coordinator Administrative Assistant II Total Full-Time 29 28 28 24 20 2 4 1 2 1 10 2 4 1 2 1 10 2 4 1 2 1 10 1 4 1 2 1 9 51 51 41 37 30 1 1 3 1 1 0.5 7 0.5 1 1 3 1 1 0.5 7 0.5 1 1 2 1 1 0.5 6 0.5 1 1 2 1 1 0.5 6 0.5 Sr. Environmental Investigator Environmental Investigator I/II+ 42 31 1 6 1 6 1 6 1 6 Environmental Technician I/II+ Administrative Assistant II Total Full-Time 24 20 4 2 13 4 2 13 4 2 13 4 2 13 Environmental Health & Services Environmental Haz. Mat. Supervisor Industrial Hygienist Hazardous Material Safety Specialist Water Utility Safety & Training Coordinator Total Full-Time 51 41 38 36 1 1 1 1 4 1 1 1 1 4 1 1 1 2 5 1 1 1 2 5 Wastewater Services - Administration S.R.O.G Program Administrator Total Full-Time 51 1 1 1 1 1 1 1 1 Wastewater Utility Services Utility Services Team Lead (SBP) Utility Services Tech I/II+ (SBP) Total Full-Time 30 25 2 8 10 2 8 10 2 8 10 2 8 10 Kyrene Water Reclamation Plant Plant Team Leader Plant Electrician Plant Mechanic+ (SBP) Plant Operator I/II+ (SBP) Total Full-Time 40 32 29 28 1 0 1 1 3 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 Environmental Environmental Services Administrator Environmental Program Supervisor Environmental Quality Specialist Cross Connection Control Supervisor Cross Connection Control Inspector Administrative Assistant II** Total Full-Time Total Perm FTE** Environmental - Pretreatment 247 Cost Center Position 3035 3041 3051 3052 2004-05 2005-06 2005-06 2006-07 Range Actual Budget Revised Budget Field Facilities - Wastewater Plant Team Leader (SBP) Plant Mechanic+ (SBP) Total Full-Time 40 29 1 2 3 1 2 3 1 2 3 1 2 3 Laboratory Services - Administration Laboratory Supervisor Chemist I/II+ Water Quality Specialist Administrative Assistant II Total Full-Time 46 36 28 20 1 5 1 1 8 1 5 1 1 8 1 5 1 1 8 1 5 1 1 8 Water Resources - Administration Water Resource Administrator Water Resources Hydrologist Total Full-Time 53 46 1 1 2 1 1 2 1 1 2 1 1 2 Water Conservation Water Conservation Coordinator Water Conservation Specialist Total Full-Time 39 35 1 1 2 1 1 2 1 1 2 1 1 2 130 0.50 0.49 134 0.50 0.49 133 1.50 0.49 133 1.50 0.49 Water Utilities Department Total Full-Time Water Utilities Department Total Perm FTE* Water Utilities Department Total Temp FTE* Grand Total Full-Time Grand Total Perm FTE** Grand Total Temp FTE* **Permanent Full-Time Equivalent 1,645 1,692 1,700 1,731 17.55 17.05 18.55 19.05 196.97 211.24 214.24 223.68 *Temporary Full-Time Equivalent 248 ( )Former Cost Center Number Grant Funded Personnel (Included in above totals) City Attorney Legal Services (Victims Right Grant) City Court Development Services Redevelopment/Section 8 Housing Redevelopment, Neighborhood Planning and Urban Design Total Police Grant Funded Total 2004-05 2005-06 2005-06 2006-07 Revised Budget Budget Budget Grand Total Personnel by Fund (Full-Time Only) 1 1 1 0 1 0 1 0 16 3 16 3 18 3 18 3 19 19 21 21 0 0 1 1 1 1 1 1 20 21 23 23 2004-05 2005-06 2005-06 2006-07 Revised Budget Budget Budget General Fund Risk Management Fund Special Revenue Funds HURF Transit Rio Salado Performing Arts CDBG/Section 8 Enterprise Funds Golf Cemetery Water/Wastewater Solid Waste Grand Total 1,272 3 249 1,295 3 1,302 3 1,319 4 54 28 19 3 16 55 30 19 19 16 55 30 19 19 18 55 35 22 21 18 22 1 162 65 1,645 21 3 166 65 1,692 21 3 165 65 1,700 21 3 166 67 1,731 Glossary of Terms Accrual Basis - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. bonds, to obtain better interest rates and/or bond conditions. Budget - A plan of financial operation for a specified period of time (fiscal year). The annual Budget authorizes, and provides the basis for control of, financial operations during the fiscal year. Adopted Budget - The financial plan of revenue and expenditures for a fiscal year as approved by the governing entity. Capital Budget - A Capital Budget is a separate budget from the operating budget. Items in the CIP are usually construction or renovation projects designed to improve the value of the government assets. Examples of capital improvement projects include new roads, sewer lines, buildings, recreational facilities and large scale remodeling. The City Council receives a separate document that details the CIP costs for the upcoming fiscal year. Annexation - Is the legal merging of some territory into another. A city might annex unincorporated areas or a county might annex other disputed territories. Also used to refer to mergers of countries. Appropriation - An authorization made by the City Council which permits the City to incur obligations to make expenditures for specific purposes. Assessed Valuation - A value that is established for real and personal property for use as a basis for levying property taxes (note: Property values are established by the County). Line-Item Budget - A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. Asset - Resources owned or held by a government which have monetary value. Available (Undesignated) Fund Balance - Refers to the funds remaining from the prior year which are available for appropriation and expenditure in the current year. Operating Budget - The portion of the budget that pertains to daily operations that provide basic governmental services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel, and fuel. Balance Sheet - A financial statement showing the assets, liabilities, and net worth of an entity as of a specific date. Performance Budget - A budget that focuses upon departmental goals and objectives rather than line items, programs, or funds. Workload and unit cost data are collected in order to assess the effectiveness and efficiency of services. Typical measures collected might include average emergency response time for fire or cost per man-hour of garbage collection. Balanced Budget - A balanced budget arises when the government entity estimates the same amount of money from revenue collection as it is appropriating for expenditures. Benchmarking - The process of comparing a entities performance against the practices of other leading entities -in or outside of an industry -for the purpose of improving performance. Entities also benchmark internally by tracking and comparing past performance. Program Budget - A budget that focuses upon broad functions or activities of an agency or jurisdiction rather than upon its organizational budget units or object classes of expenditure. The City's programs: (1) General Services; (2) Development Services; (3) Public Safety; (4) Environmental Health; (5) Community Services; and (6) Public Transportation. Bond - A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation, revenue bonds, and special improvement district bonds. These are most frequently used to finance capital projects. Budget Adjustment - A procedure to revise a budget appropriation either by City Council approval through the adoption of a supplemental appropriation ordinance for any interdepartmental or interfund adjustments or by City Manager authorization to adjust appropriations within a departmental budget. Bond Rating - Is the measure of the quality and safety of a bond. It indicates the likelihood that a debt issuer will be able to meet scheduled repayments, and dictates the interest rate paid. Bond Refinancing - The payoff and re-issuance of Budget Calendar - The schedule of key dates or milestones which the City follows in the preparation, 250 Capital Outlay - Expenditures which result in the acquisition of or addition to fixed assets. adoption, and administration of the budget. Budget Document - The instrument used by the budget-making authority to present a comprehensive financial program to the City Council. Cash Basis - A basis of accounting in which transactions are recognized only when cash is increased or decreased. Budget Group - A fun group of hard working employees responsible for budget preparation, benchmarking, forecasting, and financial analysis. Community Development Block Grant (CDBG) Program authorized by the Housing and Community Development Act of 1974 in place of several community development categorical grant programs. CDBG provides eligible metropolitan cities and urban counties (called "entitlement communities") with annual direct grants that they can use to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benefit low and moderate income persons. Budget Message - The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the upcoming period. Budgetary Basis - This refers to the form of accounting utilized throughout the budget process. These generally take one of three forms: GAAP, Cash, Modified Accrual or some type of statutory form budgets are adopted on a basis consistent with generally accepted accounting principles (GAAP) except that (a) encumbrances are considered to be an expenditure chargeable to appropriations, (b) no depreciation is budgeted for in enterprise funds, (c) investments in supply inventories and assets restricted for self-insurance purposes are not considered to be appropriable, (d) revenue accruing to sinking funds are not appropriable, and (e) contributions into sinking funds are budgeted, whereas disbursements from sinking funds are not budgeted. Unencumbered appropriations lapse at the close of the fiscal year. Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Cost Center - An organizational budget/operating unit within each City division or department, i.e., Radio Maintenance is a cost center within the Communications Division. Debt Management (Capacity) Plan - The City's basis to evaluate upcoming and future debt financing in relation to the impact the borrowing will have on the City's debt ratios and related to the City's credit position as determined by the major rating agencies. Budgetary Control - The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenue. Debt Ratios - Ratios which provide measure of assessing debt load and ability to repay debt which play a part in the determination of credit ratings. They are also used to evaluate the City's debt position over time and against its own standards and policies. The four major debt ratios used by the City are (1) Debt Per Capita; (2) Debt to Full Value; (3) Debt to Personal Income; and (4) Debt Services to Revenue. Capital Budget - The appropriation of bonds or other revenue for improvements to facilities and other infrastructure. Debt Service - The amount of interest and principal that a City must pay each year on net direct long-term debt plus the interest it must pay on direct short-term debt. Capital Expenditures - Expenditures approved in the Capital Budget related to the acquisition, expansion or rehabilitation of an element of the government's physical plant. Direct Debt - The sum of the total bonded debt and any unfunded debt (e.g. short-term notes) of the City for which the City has pledged its "full faith and credit." It does not include the debt of overlapping jurisdictions. Capital Improvements - The acquisition, expansion or rehabilitation of an element of the government's physical plant; sometimes referred to as infrastructure. Capital Improvements Program - A plan for capital expenditures to provide long-lasting physical improvements to be incurred over a period of several future years. Tempe's City Charter requires annual submission of a five-year capital program for City Council approval. Self-Supporting Debt - Debt for which the City has pledged a repayment source separate from its general tax revenue (e.g. water bond repaid from water utility income/special assessment bonds). 251 Outstanding Tax Supported Debt - Direct debt minus self-supporting debt. Debt for which the City has pledged a repayment from its secondary property taxes. appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. Estimated Revenue - The amount of projected revenue to be collected during the fiscal year. Overall Net Debt - Net direct debt plus overlapping debt. Expenditure/Expense - This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. Overlapping Debt - The City's proportionate share of the debt of other local overlapping governmental jurisdictions . The debt is generally apportioned based on relative assessed value. Fiscal Year - The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Tempe has specified July 1 to June 30 as its fiscal year. Debt Service Fund Requirements - The amounts of revenue which must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. Fixed Assets - Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. Deficit - The excess of an entity’s liabilities over its assets or the excess of expenditures over revenue during a single accounting period. Franchise Fees - Annual fees paid by utilities (electricity, telephone, cable TV, natural gas) for the use of the city's public rights-of-way, or that are granted a service monopoly that is regulated by the city (garbage collection). The franchise fee is typically a set percentage of gross revenue within the city. Department - A major administrative division of the City which indicates overall management responsibility for an operation or a group of related operations within a functional area. Department Goal - Specific intended result of a strategy; used interchangeably with objective. The term "goal" is used in a wide variety of ways in planning; e.g. as a strategic result or outcome; an objective, a measure, a target, etc. Full Faith and Credit - A pledge of a government’s taxing power to repay debt obligations. Full-Time Equivalent (FTE) - There are three types of classifications: (1) Full-time - works 40 hrs/week (full-time) and is benefitted; (2) Permanent FTE works more than 19.5 hours per week and less than 40 hrs/week, is not seasonal, is not of specific limited duration, and is not for educational training; and (3) Temporary FTE - works less than 40 hrs/week, is seasonal, and is of specific limited duration, or is for educational training. Depreciation - Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence. Distinguished Budget Presentation Awards Program - A voluntary awards program administered by the Government Finance Officers Association to encourage governments to prepare effective budget documents. Fund - A set of inter-related accounts to record revenue and expenditures associated with a specific purpose. Fund structure consists of Governmental Funds (e.g., General Fund, Special Revenue Fund, Debt Service Fund), Proprietary Funds, and Fiduciary Funds (See previous section on "Financial Structure and Operations" for complete description of funds). Division - A group of homogeneous cost centers within a department, i.e., all traffic engineering, traffic operations and transit cost centers make up the Transportation Division within the Public Works Department. Governmental Funds Effective Measure - Degree to which an activity or initiative is successful in achieving a specified goal. Also, the degree to which activities of a unit achieve the unit's mission or goal. Capital Projects Fund - Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds and Trust Funds). Efficiency Measure - Degree of capability or productivity of a process, such as the number of cases closed per year or tasks accomplished per unit cost. Encumbrance - The legal commitment of Debt Service Fund - Debt Service Funds are set up to receive dedicated revenue used to make principal and interest payments on City debt. They are used to account for the accumulation of 252 resources for, and the payment of, general obligation and special assessment debt principal, interest and related costs, except the debt service accounted for in the Special Revenue Funds, and Enterprise Funds. and procedures that define accepted accounting principles. General Fund - The General Fund is the general operating fund of the City. It is used to account for all activities of the City not accounted for in some other fund. Governmental Accounting Standards Board (GASB) - An accounting standards board formed in 1984 by the Financial Accounting Foundation (FAF) to develop accounting standards for state and local governmental entities. Goal - A long-term, attainable target for an organization–its vision of the future. Special Revenue Fund - Special Revenue Funds are set up as accounts for Federal or State grants legally restricted to expenditures for specific purposes. Our Special Revenue Funds include the Highway User Fund, the Local Transportation Assistance Fund, the Performing Arts Fund, the Community Development Fund, and the Housing Assistance Fund. Grant - A contribution by the State or Federal government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee. Highway User Revenue Fund (HURF) - Special revenue fund to account for the receipts and expenditures of highway user monies. Arizona cities/ towns are entitled to receive a portion of the highway user revenue collected by the state. The highway user revenue consist of the gasoline and diesel fuel taxes as well as other transportation related fees. One half of the money is distributed on the basis of the' population of an incorporated city/town as a percentage of the total of all incorporated cities/towns in the state. The remaining half of the money is distributed based on the level of gasoline sales in the county in which the municipality is located and the population of each city or town in the county. Highway user revenue funds may only be used for street and highway purposes. Proprietary Funds Enterprise Funds - Enterprise Funds are used to account for operations including debt service (a) that are financed and operated in a manner similar to private businesses - where the intent of the government body is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis is financed or recovered primarily through user charges; or (b) where the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control accountability, or other purposes. Our Enterprise Funds include the Water and Wastewater Fund, the Solid Waste Fund, the Cemetery Fund and the Golf Course Fund. Indirect Cost - A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned, such as administrative support, facility maintenance or custodial services. Fund Balance - The difference between revenue and expenditures. The beginning fund balance represents the residual funds brought forward from the previous year (ending balance). Infrastructure - The basic facilities, services, and installations needed for the functioning of a community or society, such as transportation and communications systems, water and power lines, and public institutions including schools, post offices, and prisons. General Governmental Revenue - The revenue of a government other than those derived from and retained in an enterprise fund. General Governmental revenue include those from the General, Debt Service, and Special Revenue Funds. Interfund Transfer - The movement of monies between funds of the same governmental entity. General Obligation Bonds - Bonds that finance a variety of public projects such as streets, buildings, and improvements; the repayment of these bonds is usually made from secondary property taxes, and these bonds are backed by the "full faith and credit" of the issuing government. Intergovernmental Revenue - Funds received from federal, state and other local government sources in the form of grants, shared revenue, and payments in lieu of taxes. Internal Services Charges - The charges to user departments for internal services provided by another government agency, such as data processing, fleet services and communications. Liability - Amounts owed for items received, services Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, 253 rendered, expenses incurred, assets acquired, construction performed, and amounts received but not as yet earned. receives as income to pay for ongoing operations, including such items as taxes, user fees, interest earnings, and grant revenue. Operating revenue is used to pay for day-to-day services. Local Transportation Assistance Fund (LTAF) Special revenue fund to account for the receipts and expenditures associated with LTAF monies. This state shared revenue is generated by the state lottery. Distribution is based upon the population of the city/ town in relation to the total population of all cities/ towns. Each city/town is entitled to receive a minimum of $10,000. A maximum of $23 million (if that amount is generated by the lottery) is distributed each year to cities/towns. The principal use of these funds is for transportation purposes. Other Post Employment Benefits - in addition to salary, an employee may earn benefits over their years of service that will not be received until after their employment ends. Post-employment benefits other than pensions generally take the form of health insurance and dental, vision, prescription or life insurance benefits provided to eligible retirees. As a group, these are referred to as Other Post-employment Benefits, or OPEB. Levy - To impose taxes for the support of government activities. Pay-As-You-Go Financing - A term used to describe a financial policy by which the capital program is financed from current revenue rather than through borrowing. Line-Item Budget - A budget prepared along departmental lines that focuses on what is to be bought. Per Capita - Applies to a unit of population or a person and shows how much each would have if a commodity/expense was divided equally. Long-Term Debt - Debt with a maturity of more than one year after the date of issuance. Performance Budget - A budget wherein expenditures are based primarily upon measurable performance of activities and work programs. Maintenance of Effort - A transfer of General Fund dollars to Transportation to fulfill the statutory requirement placed on cities to maintain the expenditure of local revenue for streets at a level computed as an average of local funds expended for any four of the FY 1981-82 through FY 1985-86. That obligation is calculated at $1,850,705. Performance Indicators - Specific quantitative and qualitative measure of work performed as an objective of the department. Performing Arts Fund - Used to account for the receipts and expenditures of Performing Arts monies. This tax is for the construction and operation of the performing and visual arts center. Mandate - Is a binding obligation issued from an intergovernmental organization for example the state to a county which is bound to follow the instructions of the organization. Personal Services - Expenditures for salaries, wages, and fringe benefits of a government's employees. Modified Accrual Basis - Refers to the accrual basis of accounting, which recognizes increases and decreases in financial resources only to the extent that they reflect near-term inflows or outflows of cash. Thus, under modified accrual basis of accounting, then, amounts are recognized as revenue when earned, only so long as they are collectible within the period or soon enough afterwards to be used to pay liabilities of the current period. Policy - A plan, course of action or guiding principle, designed to set parameters for decisions and actions. Prior Year Encumbrances - Obligations from previous years in the form of purchase orders or contracts which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated. Municipality - An urban district having corporate status and powers of self-government. Program Budget - A budget which allocates money to the functions or activities of a government rather than to specific items of cost or to specific departments. The City’s program budget is divided into six major programs: Objective - A specific measurable and observable result of an organization's activity which advances the organization toward its goal. Operating Expenses - The cost for personnel, materials and equipment required for a department to function. (1) General Services consists of: Mayor and Council; City Manager; Internal Audit; Diversity Program; Community Relations; City Clerk; Human Resources; City Attorney; Financial Operating Revenue - Funds that the government 254 Services; Public Works; Information Technology; and Other Programs. Revenue Bonds - Bonds usually sold for constructing a project that will produce revenue for the government. That revenue is pledged to pay the principal and interest of the bond. (2) Development Services consists of: Development Services, Community Development, and Public Works – Design/Construction/ Landscape maintenance. Revised Budget - A revised budget is a revision of the adopted budget previously submitted and authorized by a governing board. (3) Public Safety consists of: City Court; Police; and Fire. Right-of-Way - The land used by a public utility, road, or railroad. (4) Environmental Health consists of: Water Utilities; Public Works- Solid Waste; and Development Services – Code Enforcement. Rio Salado - Spanish for Salt River was a project to reintroduce water into a dry riverbed. In 1999, Tempe Town Lake was filled and it extends about 5.5 miles in length and one mile in width. (5) Community Services consists of: Community Services – Recreation/Library/ Social Services; Public Works – Park Maintenance; and Cemetery. Rio Salado Community Facilities District Fund Special revenue fund established in 1987, under the laws of the State of Arizona. The purpose is to account for the receipts and expenditures associated with Tempe Town Lake. (6) Transportation consists of: Public Works – Transit/Street Maintenance. Property Tax - A levy upon the assessed valuation of the property within the City of Tempe upon each $100 of valuation. Property taxes in Arizona consist of both primary and secondary levies. Rio Salado Fund - Special revenue fund to account for the receipts and expenditures of miscellaneous monies used to foster the development of Rio Salado. Primary Property Tax - A statutory limited tax levy which may be imposed for any purpose. Risk Management - An organization goal to protect a government's assets against accidental loss in the most economical method. Secondary Property Tax - An unlimited tax levy which may be used only to retire the principal and interest or redemption charges on bond indebtedness. R.O.W. - Abbreviated form, see Right-of-Way. Source of Revenue - Revenue are classified according to their source or point of origin. Purpose - A broad statement, in terms of meeting public service needs, that a department is organized to meet. Surplus - An excess of receipts over disbursements. Tax Levy - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. Reserve - An account used to indicate that a portion of a fund's assets are restricted for a specific purpose and is, therefore, not available for general appropriation. Taxes - Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Resolution - A special or temporary order of a legislative body requiring less legal formality than an ordinance or statute. Resources - Total amounts available for appropriation including estimated revenue, fund transfers, and beginning balances. Transfers In/Out - Amounts transferred from one fund to another to assist in financing the services for the recipient fund. Retained Earnings - An equity account reflecting the accumulated earnings of an enterprise or internal service fund. Unencumbered Balance - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. Revenue - Funds that the government receives as income. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenue and interest income. Unreserved Fund Balance - The portion of a fund's balance that is not restricted for a specific purpose and is available for general appropriation. 255 User Charges - The payment of a fee for direct receipt of a public service by the party who benefits from the service. Workload Indicator - A unit of work to be done (e.g., number of permit applications received, the number of households receiving refuse collection service, or the number of burglaries to be investigated). Acronyms ADA-American with Disabilities Act ADDI-American Dream Downpayment Initiative APS-Arizona Public Service A.R.S.– Arizona Revised Statutes AWA-America West Airlines AWWA-American Water Works Association ASU-Arizona State University CAD-Computer Assisted Dispatch CAFR-Comprehensive Annual Financial Report CAP-Central Arizona Project CAWCD-Central Arizona Water Conservation District CDBG-Community Development Block Grant CIP-Capital Improvement Plan COE-Cooperative Office Education COPS-Community Oriented Policing System CP/EV-Central Phoenix/East Valley EEOC-Equal Employment Opportunity Commission DUI-Driving Under the Influence FTE-Full Time Equivalent FRWS-Field Report Writing System FY-Fiscal Year FYE-Fiscal Year Ending GAAP-Generally Accepted Accounting Principles GASB-Governmental Accounting Standards Board GIS-Geographical Information System G.O.-General Obligation HBN-High Tech, Nanotech, Biotech HOME-Home Ownership Made Easier HPCC-Household Products Collection Center HUD-Housing and Urban Development HURF-Highway User Revenue Fund HVAC-Heating, Ventilation, and Air Conditioning ICMA-International City Management Association IMP-Integrated Master Plan ITD-Information Technology Department JGMWTP-Johnny G. Martinez Water Treatment Plant LTAF-Local Transportation Assistance Fund MGD-Million Gallons per Day N/A-Not Applicable O&M-Operation and Maintenance OPEB-Other Post Employment Benefits OSHA-Occupational Safety& Health Administration RICO-Racketeer Influenced and Corrupt Organizations RMS-Records Management System SAI-Southern Avenue Interceptor SCADA-Supervisory Control and Data Acquisition 256 Index Community Relations Performance Budget ....... 126 Community Services Performance Budget....................................... 172 Administration ................................................ 173 Library............................................................. 174 Cultural Services............................................. 175 Social Services ............................................... 176 Comparative Revenue by Source ........................ 91 Comprehensive Financial Plan Assumptions ..................................................... 64 Economic Outlook............................................. 67 Enterprise Funds .............................................. 76 Financial Action Plan ........................................ 84 General Fund.................................................... 68 Methodology ..................................................... 63 Performing Arts................................................. 72 Transit Fund ..................................................... 70 Transportation Funds........................................ 74 Rio Salado/Community Facilities District Funds ................................................ 82 A Annexation Progress.......................................... 208 Assessed Valuation: Ten Year Historical Trends............................... 52 B Bed Tax (Transient Lodging Tax)......................... 96 Benchmarking, Performance.............................. 118 Bonded Debt Limits Summary ............................. 51 Budget Basis, Budgetary Units, and Changes to Budget......................................... 206 Budget Message .................................................... 1 Budget Per Capita........................................ 56, 115 Budget Policies .................................................... 12 Budget Process Flowchart ................................... 19 Budget Process Summary ................................... 20 Budget Resolution.............................................. 198 Budget Schedules Estimated Revenue and Expenditures Summary .................................................... 200 Tax Levy and Tax Rate Information ............... 201 Revenue Other Than Property Taxes............. 202 Other Financing Sources and Interfund Transfers Summary .................................... 204 Expenditures Within Each Fund Summary ..... 205 D Debt Policy ........................................................... 51 Debt Service Requirements ................................. 52 Debt Service Ten Year Historical Trends ............. 52 Departmental, Per Capita Performance Budget ............................................................ 115 Departments, Performance Budget City Attorney ................................................... 138 City Clerk ........................................................ 150 City Court........................................................ 132 City Manager .................................................. 122 Community Development ............................... 152 Community Relations...................................... 126 Community Services....................................... 172 Development Services.................................... 150 Diversity Program ........................................... 124 Financial Services........................................... 140 Fire ................................................................. 164 Human Resources .......................................... 134 Information Technology .................................. 148 Internal Audit .................................................. 123 Mayor and Council.......................................... 120 Police.............................................................. 158 Public Works................................................... 182 Water Utilities ................................................. 194 C Capital Improvements Program Capital Expenditures Policy.............................. 12 Fund Balances ................................................. 31 Overview .......................................................... 25 Project Listing................................................... 32 Relationship Between Operating and Capital Budgets........................................... 48 Summary .......................................................... 29 Ten Year Historical Trends............................... 52 Charges for Services Development Related ..................................... 102 Recreation and Social Services...................... 101 City Attorney Performance Budget..................... 138 City Clerk Performance Budget.......................... 131 City Court Performance Budget ......................... 132 City Manager...................................................... 122 Citywide Overview of Operating Budget .............. 54 Debt Service, Revenue and Staffing ................ 54 Community Development................................... 152 Administration/Economic Development .......... 154 Revitalization/Redevelopment ........................ 155 Rio Salado...................................................... 157 Community Development Block Grant Revenue ......................................................... 108 Community Profile.............................................. 209 E Engineering Performance Budget ...................... 184 257 Enterprise Funds.................................................. 76 Revenue Golf Fees........................................................ 111 Solid Waste Fees ........................................... 110 Unreserved Retained Earnings (10 Years)....... 24 Water/Wastewater User Fees ........................ 109 General Governmental Revenue Charges for Services Development Related.................................. 102 Recreation and Social Services .................. 101 City Property Tax .............................................. 95 City Sales Tax .................................................. 94 Fines and Forfeitures...................................... 103 Salt River Project In-Lieu Tax ........................... 97 State Shared Income Tax ................................................. 100 Sales Tax ...................................................... 98 Vehicle License Tax ...................................... 99 Transient Lodging Tax ...................................... 96 Glossary of Terms .............................................. 250 Golf Fund ............................................................. 80 Comprehensive Financial Plan ......................... 80 Revenue ......................................................... 111 F Field Services Facility Management ...................................... 186 Parks & Golf Course Maintenance ................. 187 Solid Waste Services ..................................... 185 Financial Action Plan ........................................... 84 Financial Program................................................ 17 Financial Program Components........................... 22 Financial Program Summary................................ 18 Financial Reporting Policies................................. 14 Financial Services.............................................. 140 Accounting...................................................... 143 Administration and Budget ............................. 142 Central Services ............................................. 145 Customer Services ......................................... 147 Risk Management .......................................... 144 Tax and License ............................................. 146 Financial Structure and Organization Type of Budgeting .......................................... 206 Relationship Between Budgeting and Accounting .................................................. 206 Fund Structure................................................ 207 Fines and Forfeitures ......................................... 103 Fire Performance Budget ...................................... 164 Administration/Fire Prevention/ Personnel Safety ....................................... 166 Emergency/Medical Services ......................... 167 Training/Professional Development................ 168 Special Operations ......................................... 169 Support Services ............................................ 170 Fleet Services Performance Budget .................. 188 Fund Balances, Unreserved General Fund ................................................... 23 Highway User Revenue Fund........................... 23 Local Transportation Assistance Fund ............. 23 Fund Structure ................................................... 207 Fund Summary .................................................... 16 H Highway User Tax Fund (HURF) ......................... 74 Fund Balances, Unreserved (10 Years)............ 23 Comprehensive Financial Plan ......................... 74 Revenue ......................................................... 106 Human Resources Performance Budget............ 134 I Impact of Budget on Residents ............................ 59 Information Technology Performance Budget....................................... 148 Internal Audit Performance Budget .................... 123 L Library Performance Budget .............................. 174 Local Sales Tax.................................................... 94 Local Transportation Assistance Fund (LTAF) Fund Balances, Unreserved (10 Years)............ 23 Comprehensive Financial Plan ......................... 74 Revenue ......................................................... 107 M Mayor and Council Performance Budget............ 120 Mission Statement..................................................ix G General Fund Fund Balances, Unreserved (10 Years) ........... 23 Comprehensive Financial Plan......................... 68 258 N R Needs Assessment Phase ................................. 120 Neighborhood Services Performance Budget .... 129 Recreation Performance Budget ........................ 178 Relationship Between Operating and Capital Budgets ................................................ 48 Reserve Policies .................................................. 13 Retained Earnings, Unreserved Golf Fund.............................................. 14, 81, 24 Solid Waste Fund ................................. 14, 78, 24 Water and Wastewater Fund ................ 14, 77, 24 Revenue By Source ......................................................... 89 Charges for Service Development Related.................................. 102 Recreation and Social Services .................. 101 City Property Tax .............................................. 95 City Sales Tax .................................................. 94 Community Development Block Grant............ 108 Comparative Revenue by Source ..................... 91 Fines and Forfeitures...................................... 103 Golf Course Fees............................................ 111 Highway User Tax .......................................... 106 Local Transportation Assistance Fund............ 107 Performing Arts Fund...................................... 105 Salt River Project In-Lieu Tax ........................... 97 Solid Waste Fees............................................ 111 Section 8 Housing Grant................................. 108 State Shared Income Tax ............................... 100 State Shared Sales Tax.................................... 98 State Shared Vehicle License Tax.................... 99 Total Revenue .................................................. 88 Transit Tax...................................................... 104 Transient Lodging Tax (Bed Tax) ..................... 96 Water/Wastewater User Fees......................... 109 Rio Salado Performance Budget ........................ 157 O Operating Budget Policies.............................. 12, 84 Operating Revenue.............................................. 88 Organization Chart..................................................v P Parks and Recreation Performance Budget....... 178 Administration................................................. 179 Parks Services ............................................... 180 Recreation Services ....................................... 181 Per Capita Operating Expenditures by Program....................................................... 56 Per Capita Performance Budget ........................ 115 Performance Benchmarking............................... 118 Performance Budget Summary.......................... 114 Performance Budget, Departmental Per Capita ...................................................... 115 Personnel Schedules....................................................... 215 Summary by Department................................ 214 Summary by Fund .......................................... 249 Ten-Year History .............................................. 60 Police Performance Budget ...................................... 158 Office of the Chief........................................... 159 Patrol .............................................................. 160 Support Services ............................................ 161 Investigations ................................................. 162 Program Budget At a Glance....................................................... 55 Department Summary ...................................... 58 Fund Summary................................................. 57 Per Capita ........................................................ 56 Property Tax Levy and Rate ................................................ 201 Ordinance....................................................... 199 Ten Year Historical Trends............................... 53 Public Works Performance Budget ...................................... 182 Administration and Engineering...................... 184 Field Services Solid Waste Services .................................. 185 Facility Management................................... 186 Parks and Golf Course Maintenance .......... 187 Transportation ................................................ 189 S Sales Tax, City ..................................................... 94 Salt River Project In-Lieu Tax............................... 97 Solid Waste Fund Comprehensive Financial Plan ......................... 78 Performance Budget....................................... 185 Retained Earnings, Unreserved (10 Years) Revenue ................................................... 23, 110 Schedule A......................................................... 200 Schedule B......................................................... 201 Schedule C......................................................... 202 Schedule D......................................................... 204 Schedule E......................................................... 205 259 Section 8 Housing Revenue Trends............................................. 108 Social Services Performance Budget................. 111 Special Revenue Highway User Revenue Fund......................... 106 Local Transportation Assistance Fund ........... 107 Community Development Block Grant ........... 108 Section 8 Housing Grant ................................ 108 Transit Tax ..................................................... 104 Performing Arts Tax ....................................... 105 State Shared Revenue Income Tax..................................................... 100 Sales Tax ......................................................... 98 Vehicle License Tax ......................................... 99 Strategic Issues: Goals and Strategy/Action Plan Ad-Hoc Long-range Budget and Finance Planning Committee.................................... 117 Central City Development Committee of the Whole................................................ 117 Community Services Committee .................... 117 Education Partnerships Committee ................ 117 Finance, Aviation, Diversity, and Human Resources Committee ................................ 117 Neighborhood Quality of Life Committee........ 117 Transportation Committee .............................. 117 Technology Advancement, Tourism and Redevelopment Committee ........................ 117 Streets and Traffic Operations Performance Budget ...................................... 191 T Transient Lodging Tax (Bed Tax)......................... 96 Transit Fund Comprehensive Financial Plan......................... 70 Performance Budget ...................................... 191 Revenue ......................................................... 104 Transportation Comprehensive Financial Plan......................... 74 Performance Budget ...................................... 191 Revenue Highway User Tax ...................................... 106 Local Transportation Assistance Fund........ 107 Transit Tax.................................................. 104 W Water Utilities Performance Budget ................... 194 Water/Wastewater Fund Comprehensive Financial Plan......................... 76 Retained Earnings, Unreserved (10 Years).......................14, 23, 77 Revenue ......................................................... 109 260 Office of Management and Budget Staff Cecilia Velasco-Robles Deputy Financial Services Manager Even though the budget is heard by the Mayor and Council in March and April, its preparation begins months prior, with projections of City funding sources, remaining bond authorization, reserves, revenue, and expenditures. It continues through numerous phases and culminates with adoption in June. We recognize and appreciate that budgeting is an ongoing process of planning, monitoring, problem solving, and customer service throughout the fiscal year. Each year, every effort is made to improve both the budget process and the usefulness of budget documents. Debbie Bair Lead Budget and Finance Analyst Michelle Caruso Senior Budget and Finance Analyst Tom Mikesell Senior Budget and Finance Analyst Anita Erspamer Executive Assistant Please see City of Tempe budget documents on the World Wide Web. We’re at: www.tempe.gov If you have any questions, call us at (480) 350-8350 Our mailing address is: City of Tempe Financial Services/Budget P.O. Box 5002 Tempe, Arizona 85280 261 This page intentionally left blank. 262