Annual Budget July 1, 2007 through June 30, 2008 Budget Summaries 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 Page Click on a topic below Budget Policies ................................................................................................................................................................. 10 Fund Summary.................................................................................................................................................................. 14 Total Financial Program .................................................................................................................................................. 15 Financial Program Summary ........................................................................................................................................... 16 Budget Process Flowchart............................................................................................................................................... 17 Budget Process Summary ............................................................................................................................................... 18 Components of Total Financial Program ........................................................................................................................ 20 General Governmental and Enterprise Funds: Ten Year Fund Balance Trends ........................................................ 21 Strategic Issues Management/Budgeting ....................................................................................................................... 23 Council Committees and Strategic Issues...................................................................................................................... 24 Capital Budget Capital Budget Overview ............................................................................................................................................. 25 Capital Improvements Project Map .............................................................................................................................. 28 Capital Budget Strategic Focus ................................................................................................................................... 29 Capital Improvements Program Summary ................................................................................................................... 30 Capital Improvements Program Source of Funds ........................................................................................................ 31 Capital Improvements Program Changes in Fund Balances ....................................................................................... 32 Capital Improvements Program Project Listings and Descriptions .............................................................................. 33 Relationship Between Operating and Capital Budgets ................................................................................................. 66 Capital Budget and Debt Policy Statements................................................................................................................... 67 Legal Bonded Debt Limits................................................................................................................................................ 68 Long Term Debt Summary ............................................................................................................................................... 69 Capital Budget, Debt Service, and Property Tax Rate: Ten Year Historical Trends................................................... 70 Property Taxes .................................................................................................................................................................. 71 Citywide Overview ............................................................................................................................................................ 72 Program Budget at a Glance............................................................................................................................................ 73 Per Capita Expenditures by Program.............................................................................................................................. 74 Program by Fund Summary ............................................................................................................................................. 75 Program by Department Summary.................................................................................................................................. 76 Impact of Total Budget on Residents.............................................................................................................................. 77 Personnel Summary: Ten Year History.......................................................................................................................... 78 9 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 2007-08 estimated General Fund operating revenue ($179.6 million) to expenditures ($173.1 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 2006 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 2007-08 11.2% 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 2007-08 with a 20 year debt amortization period: $17.1 million for police and fire projects; $10.6 million for transportation projects; $11.5 million for parks, community services, and facility rehabilitation projects; $47.8 million for transit system projects; $52.6 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 2007-08 Annual CIP budget of $212.7 million adopted representing the first year of a 5-year, $519.1 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 $710,000 The City will maintain all its physical assets at a level adequate to protect its capital investment and to minimize future maintenance and replacement costs. • Status: Aggressive capital maintenance program approved in Capital Improvements Program budget, including City facilities rehabilitation, local and major street reconstruction, and neighborhood park improvements 10 The City will establish an appropriate mix of bonded debt and pay-as-you-go financing in the funding of capital projects. • Status: Sources of Funds ($ Millions) FY 2007-08 General Obligation/Excise Tax Bonds $148.5 Pay-As-You-Go Financing 26.2 Outside Revenue 32.2 Capital Projects Fund Balance 5.8 Total Sources of Funds $212.7 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 06 Revenue FY 2005-06 Unreserved Fund Balance Coverage $40.9 M $158.6 M 25.8% Estimated Unreserved Fund Balance FYE 07 Revenue FY 2006-07 Unreserved Fund Balance Coverage $51.4 M $167.8 M 30.6% Estimated Unreserved Fund Balance FYE 08 Revenue FY 2007-08 Unreserved Fund Balance Coverage $57.7 M $179.4 M 32.2% 11 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 06 $65.6 M Revenue FY 2005-06 $45.9 M Unreserved Fund Balance Coverage 142.9% Days Coverage 522 $3.0 M $13.2 M 22.7% 83 $0.5 M $2.0 M 25.0% 91 Estimated Unreserved Fund Balance FYE 07 Revenue FY 2006-07 $60.0 M $50.0 M 120.0% 498 $2.8 M $13.8 M 20.3% 74 $0.3 M $2.0 M 15.0% 55 Unreserved Fund Balance Coverage Days Coverage Estimated Unreserved Fund Balance FYE 08 Revenue FY 2007-08 Water/Wastewater $46.1M $50.8 M 90.8% 331 Solid Waste $2.9 M $14.5 M 20.0% 73 Golf $0.2 M $2.0 M 10.0% 37 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 2007-08 $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 with Special Performance Measures Recognition 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 12 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: • Prepared the Long-Range Forecast for all funds projecting revenue and expenditures over the next five 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 residents. • 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. • Submit Retiree Health Care (OPEB) issue to FEVA committee for review. 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 evaluate the competitiveness of City services 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. 13 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 2007-08 fiscal year. Beginning balances total $210.4 million and the ending fund balances are estimated at $170.5 million. The decreases in fund balances reflect planned drawdowns 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’s $25.4 million transfer out is primarily for multi-use paths, light rail, bus expansions and a parking structure. Rio Salado’s negative fund balance is due to planned drawdowns to fund operating and capital expenses. Also, the FY 2007-08 estimated shortfall will be absorbed by the Rio Salado and Community Facilities District reserves which have a current balance of $5.1 million. 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 2007-08 shortfall will be absorbed by an interfund loan. Drawdowns of fund balances for the Performing Arts, Golf, and Water/Wastewater operations are consistent with their financial plans and include expenses for debt, capital outlay, and mandatory environmental compliance. FY 2007-08 Fund General Special Revenue: HURF/LTAF Estimated Fund Balance 6/30/07 Revenue Total Financial Resources Budgeted Expenditures $51,395,254 $179,417,531 $230,812,785 $173,148,855 10,130,199 CDBG/Section 8 13,011,060 23,141,259 10,297,962 11,016,572 11,016,572 11,016,572 Adjusted Financial Resources In (Out) $57,663,930 62,853 13,432,999 1,358,770 8,077,567 1,421,623 21,510,566 2,078,346 8,598,850 (656,723) 12,911,716 Transit 47,093,217 44,667,414 91,760,631 51,893,704 39,866,927 19,613,874 22,252,163 41,866,037 17,513,497 24,352,540 Estimated Fund Balance 6/30/08 $57,663,930 12,843,297 Rio Salado Performing Arts Debt Service Interfund Transfer (2,770,000) 10,073,297 (656,723) 12,911,716 (25,373,671) 2,770,000 14,493,256 27,122,540 Enterprise: Cemetery (319,216) 120,000 389,084 (588,300) (588,300) Golf Solid Waste 259,332 2,825,937 2,038,205 14,450,403 2,297,537 17,276,340 2,078,836 14,380,842 218,701 2,895,498 218,701 2,895,498 59,990,903 50,751,164 110,742,067 63,890,154 46,851,913 204,485,352 347,160,849 551,646,201 355,286,702 196,359,499 Water/Wastewater TOTAL OPERATING Capital Improvements1 TOTAL FUNDS 1 (199,216) 5,865,743 180,965,768 186,831,511 212,706,469 $210,351,095 $528,126,617 $738,477,712 $567,993,171 Capital Improvements line includes Capital Improvements Reserves 14 (801,410) 46,050,503 2,770,000 (28,945,081) 170,184,418 (25,874,958) 26,175,081 $170,484,541 $28,945,081 $(28,945,081) 300,123 $170,484,541 Total Financial Program The Total Financial Program adopted for FY 2007-08 is $568 million, representing an 11.2% increase from the FY 2006-07 Total Financial Program. The FY 2007-08 amount includes an Operating Budget of $355 million and a $213 million Capital Budget. The operating budget growth of 13.1% in FY 2007-08 is related primarily to an increase in funding for new personnel, employee compensation, health care and retirement contributions. The 8.1% increase in the Capital Budget is largely attributed to Public Safety facilities improvements and the renovation of three parks per year. FY 2007-08 Contingencies 1% CIP Budget $213 M / 37% Non-Departmental 3% CDBG/Section 8 3% Operating Budget $355 M / 63% Debt Service 18% Dept Op Budget 75% Total Financial Program FY 2006-07 FY 2007-08 $263,766,281 $265,625,763 51,062,909 64,240,431 Non-Departmental 9,858,293 9,274,500 Contingencies 4,925,668 5,129,436 11,502,474 11,016,572 TOTAL OPERATING BUDGET $314,115,625 $355,286,702 TOTAL CAPITAL BUDGET $196,728,491 $212,706,469 TOTAL FINANCIAL PROGRAM $510,844,116 $567,993,171 OPERATING BUDGET Departmental Operating Budget Debt Service CDBG/Section 8 Housing 15 Financial Program Summary The following tables summarize the revenues and expenditures for the City’s Financial Program. REVENUE EXPENDITURES Operating Revenue Operating Budget FY 2006-07 FY 2007-08 FY 2006-07 General Governmental Local Taxes/Licenses Intergovernmental Charges for Services Interest Fines & Forfeitures Other $113,905,630 40,809,492 10,922,429 3,534,039 7,491,027 2,445,450 $126,343,034 48,496,600 11,463,351 5,424,874 7,271,553 2,670,282 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 42,976,399 12,427,820 11,502,474 7,393,250 1,052,747 524,700 44,667,414 12,497,060 11,016,572 8,077,567 1,358,770 514,000 47,345,297 13,159,257 2,065,729 171,000 50,751,164 14,450,403 2,038,205 120,000 Subtotal Operating Revenue $317,726,740 $347,160,849 Transit Highway User Revenue Fund Performing Arts Section 8 Housing CDBG Rio Salado $92,584,925 35,614,263 30,428,786 17,513,497 13,413,017 1,850,000 251,145 870,000 237,864 35,313,568 9,413,469 9,106,148 9,048,759 2,453,715 1,983,090 51,893,704 10,297,962 8,598,850 8,702,388 2,314,184 2,078,346 54,797,488 13,955,883 2,195,431 358,281 63,890,154 14,380,842 2,078,836 389,084 $314,115,625 $355,286,702 7,289,648 7,286,358 1,172,000 1,089,400 200,000 17,243,022 16,544,134 10,388,724 3,863,798 250,000 111,901,276 3,700,000 94,585,115 4,012,100 31,257,580 24,959,000 50,000 29,391,000 25,750,000 50,000 6,703,229 9,103,576 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 $84,489,365 33,740,080 26,868,171 16,495,505 11,795,527 Special Revenue Enterprise Water/Wastewater Solid Waste Golf Cemetery FY 2007-08 General Governmental Subtotal Operating Budget Capital Budget 51,844,979 49,938,037 52,641,000 56,679,557 20,320,727 39,215,396 46,123,748 1,500,000 23,389,885 28,124,405 2,500,000 33,546,111 Subtotal Capital Revenue $193,117,376 $212,706,469 Special Purpose TOTAL PROGRAM $510,844,116 $559,867,318 Transit Rio Salado Performing Arts General Purpose Police General Government Park Improvements Fire Storm Drains The difference between revenue and expenditures is due to a planned drawdown of Transit’s fund balance for light rail construction. Enterprise Water Wastewater Golf Cemetery Transportation Streets Street Lighting & Traffic Signals 16 1,120,000 1,525,000 Subtotal Capital Budget $196,728,491 $212,706,469 TOTAL PROGRAM $510,844,116 $567,993,171 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 Department 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 17 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 April and adopted in May, 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’s budget. The Council identifies key strategic issues that will provide the direction and framework for the budget. It is within this general framework that departmental 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 18 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. 19 Components of Total Financial Program FY 2007-08 Total Financial Program $567,993,171 Operating Budget $355,286,702 Capital Budget $212,706,469 General Governmental Enterprise Special Revenue General Purpose Enterprise Transportation Special Purpose $190,662,352 $80,738,916 $83,885,434 $48,289,678 $55,191,000 $10,628,576 $98,597,215 Public Safety Water/ Wastewater Transit General Governmental Water Streets Transit $92,584,925 $63,890,154 $51,893,704 $16,544,134 $29,391,000 $9,103,576 $94,585,115 ________________________ _______________________ ________________________ _______________________ ________________________ _______________________ _______________________ General Services Solid Waste Highway User Park Improvements Wastewater Signals Rio Salado $1,525,000 $4,012,100 $35,614,263 $14,380,842 $10,297,962 $10,388,724 $25,750,000 ________________________ _______________________ ________________________ _______________________ ________________________ Community Services Golf Section 8 Housing Storm Drains Golf $50,000 $30,428,786 $2,078,836 $8,702,388 $250,000 ________________________ _______________________ ________________________ _______________________ Debt Service Cemetery Performing Arts Police $17,513,497 $389,084 $8,598,850 $17,243,022 ________________________ ________________________ _______________________ Development Services CDBG Fire $3,863,798 $13,413,017 $2,314,184 ________________________ ________________________ Environmental Health Rio Salado $237,864 $2,078,346 ________________________ Transportation (Maintenance of Effort) $870,000 20 General Governmental Funds: Ten Year Fund Balance Trends General Fund Unreserved Fund Balance $ Millions 60.0 50.0 40.0 30.0 20.0 51.4 34.7 38.2 38.6 '98 '99 '00 37.0 35.1 34.5 34.5 37.8 40.9 '01 '02 '03 '04 '05 '06 10.0 0.0 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 2007, the General Fund unreserved fund balance is estimated at $51.4 million. This projected 26% 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. '07 Fiscal Year Ending June 30 Debt Service Fund Balance $ Millions The Debt Service reserve was established a number of years ago to address increasing debt service payments without impacting future operating budgets. 25.0 20.0 15.0 10.0 5.0 7.6 7.3 8.0 9.3 12.1 13.5 13.4 '02 '03 '04 16.0 18.5 21.1 0.0 '98 '99 '00 '01 '05 '06 '07 Fiscal Year Ending June 30 Highway User Revenue/Local Transportation Assistance Fund Balances $ Millions 15.0 10.0 11.1 5.0 4.1 5.8 7.6 8.4 8.9 7.3 8.0 9.4 10.1 0.0 '98 '99 '00 '01 '02 '03 '04 '05 '06 Fiscal Year Ending June 30 21 '07 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. Enterprise Funds: Ten Year Fund Balance Trends Water/Wastewater Fund Unreserved Retained Earnings $ Millions 70.0 60.0 50.0 40.0 30.0 55.2 56.4 55.7 59.8 '99 '00 '01 '02 65.2 67.5 '03 '04 60.8 65.6 '05 '06 60.0 41.0 20.0 10.0 0.0 '98 '07 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-asyou-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. Fiscal Year Ending June 30 Solid Waste Fund Unreserved Retained Earnings $ Millions 5.0 4.0 3.0 4.3 4.1 2.0 3.0 2.3 1.0 .05 .02 .05 2.8 2.2 A planned drawdown of unreserved retained earnings began in FY 1999-00, 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. 1.1 0.0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 Fiscal Year Ending June 30 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 1,398 1,638 1,538 600 894 400 792 680 605 540 200 469 259 0 '98 '99 '00 '01 '02 '03 '04 '05 '06 Fiscal Year Ending June 30 22 '07 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 July 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 2008-09 budget requests from departments (based on FY 2008-09 goals and action plans). City Council Executive Team February Evaluate status of FY 2007-08 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 2008-09 goals and action plans). Executive Team March/April Conduct public sessions on operating and capital improvement budget program (FY 2008-09). 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 23 August Council Summit Council Committees and Strategic Issues Arts and Community Services Address arts and community service related programs and capital improvement projects. Work Plan should include oversight of (1) development, coordination and assessment of arts programs and services, including programs resulting from partnerships with community organizations; (2) completion of Tempe Center for the Arts (TCA) and, with community partners, seeking community funding for and plan TCA's opening; (3) planning and execution of TCA operations; (4) planning, development and community fundraising for Arts Park adjacent to TCA; (5) planning, execution and completion of capital improvement programs for Historic Museum and Library facilities; (6) development of programs to identify and prioritize regional park improvements, including Rio Salado Park area; (7) improvements to citywide recreation programs; and (8) golf program operations and capital improvement programs for enhancing and stabilizing golf program revenues and expenses. Transportation and Affordable Housing Address transportation and affordable housing programs and capital improvement projects. Work Plan should include oversight of (1) completion of Light Rail project; (2) planning and execution of Light Rail and bus operations, including monitor Valley Metro Rail, Regional Public Transportation Authority (RPTA) and Maricopa Association of Governments (MAG) Transportation Policy Committee activities and make recommendations for actions by representatives to regional transportation bodies; (3) planning, development, coordination and implementation of multi-modal transportation elements; (4) improved implementation of bus shelter and bus pull-out improvements; (5) in conjunction with Education Committee, transportation programs directed to assist students in Tempe schools; (6) arterial street and public works programs to reduce citywide and regional traffic congestion and improve traffic flows; (7) planning, development, coordination and implementation of affordable and workforce housing concepts and programs, including overseeing coordination of spectrum of services targeted at moving individuals and families from homelessness to home ownership. Finance, Economy and Veterans Affairs Address finance, real estate and economic development issues. Work Plan should include oversight of (1) policy formation, implementation and assessment of finance and budget plans, including examination of sales and property tax programs, bondfinancing capacity models, development incentive programs, bonding and preliminary budgets; (2) policy formation, implementation and assessment of employment policies regarding range adjustment programs, benefits and other employment finance issues; (3) policy formation, implementation and assessment of financial analysis of and solutions to meet requirements of OPEB accounting disclosures; (4) redevelopment and development services policy formation and implementation of council-approved projects; (5) development, implementation and assessment of economic development approaches, projects and proposals; (6) development and implementation of veterans outreach programs and efforts. Tourism and Amateur Sports Address tourism and amateur sports opportunities. Work Plan should include oversight of (1) efforts to identify, attract, develop and implement cost-effective youth and amateur sports facilities; (2) efforts to attract additional hotel and conference facilities within Tempe; (3) efforts to develop, implement and execute plans for Insight Bowl; (4) efforts to enhance Spring Training and capture community benefits from Diablo Stadium improvements and presence of Los Angeles Angels of Anaheim; (5) efforts, in conjunction with Arizona State University, to enhance and expand community use of ASU facilities for youth and amateur sports programs, including Senior Olympics, Arizona State Games and similar programs. Neighborhood Quality of Life, Public Safety, and Parks and Recreation Address neighborhood public safety, neighborhood parks and recreation programs and property enhancement standards. Work Plan should include oversight of (1) development, implementation and assessment of public safety initiatives for neighborhood policing, traffic enforcement to reduce neighborhood speeding and cut-through traffic, and enforcement of the loud-party ordinance; (2) enforcement and assessment of effectiveness of neighborhood enhancement and rental housing codes, including working with Arizona State University (ASU) on its efforts to educate students about these codes; (3) assist ASU's efforts to improve student housing at ASU and address those efforts' impact on neighborhoods; (4) development of programs to identify and prioritize neighborhood parks for rehabilitation, and for creating neighborhood parks design and rehabilitation master plans with neighborhood involvement; (5) development, coordination, implementation and assessment of community service programs, including Tempe Community Council, programs and services administered by and with Tempe Community Council and programs and services resulting from partnerships with other community organizations; (6) improvements to street and alley reconstruction programs; (7) development and implementation of programs to encourage rehabilitation of neighborhood shopping centers and neighborhoodsupportive business districts. Education and Technology Advancement Address opportunities for attracting and advancing development of technology and improvement of education programs for all ages. Work Plan should include oversight of: (1) facilitating the partnering between all educational entities and the City; (2) facilitating the development of programs to improve schools, including community-in-schools programs and other information resources for parents; (3) facilitating and developing services to provide life-long learning opportunities, including workforce development, drop out prevention, special education, literacy programs, and visual and performing arts education; (4) developing and providing City services through school facilities; (5) identifying and facilitating resource sharing between all elementary and high schools, Arizona State University, Maricopa Community College District and the City; (6) facilitating ASU's and Maricopa Community College District's participation in education improvement in all Tempe schools; (7) identifying and consolidating purchasing and maintenance programs between the City and educational agencies; (8) identifying and facilitating joint facilities development for school-resident use (e.g., North Tempe Multi-Generational Center) and joint transportation solutions; (9) facilitating, and working with ASU for, development of High-Tech, Bio-Tech, Nano-Tech facilities within Tempe. 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. 24 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, public safety facilities and park renovations, and Transportation reconstruction and renovation projects. The Capital Improvement Program continues the City’s emphasis on quality of life programs, maintenance of capital assets, streets and highways, and coordinated land use planning and development. 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 Capital Budget is grouped into four major programs. Expenditures for these programs in the FY 2007-08 budget include: • • • 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 • $55.2 million for Enterprise capital programs; $98.6 million for Special Purpose capital programs; $48.3 million for General Purpose capital programs; and $10.6 million for Transportation capital programs. Transit projects in the Special Purpose program represent the largest appropriation area in FY 2007-08 at $94.6 million, which accounts for 44.5% of the total Capital Budget. Other major areas include $29.4 million for Water projects, $25.8 million for Wastewater projects, and $17.2 million for Police Protection projects. The table below compares the FY 2006-07 Capital Budget with the FY 2007-08 budget. The FY 2007-08 Capital Budget expenditures total $212,706,469, an 8.1% increase from the FY 2006-07 amount. This increase in the budget is driven largely by capacity expansion in the Water/Wastewater Comparison of FY 2006-07 and FY 2007-08 Capital Budgets FY 2006-07 Budget Capital Program Enterprise Water Wastewater Golf Cemetery Special Purpose Transit Rio Salado General Purpose Police Fire Storm Drains Park Improvements General Governmental Transportation Transportation and R.O.W Traffic Signals/Street Lighting Total 25 FY 2007-08 Budget $31,257,580 24,959,000 50,000 $29,391,000 25,750,000 50,000 111,901,276 3,700,000 94,585,115 4,012,100 7,289,648 1,089,400 200,000 1,172,000 7,286,358 17,243,022 3,863,798 250,000 10,388,724 16,544,134 6,703,229 1,120,000 $196,728,491 9,103,576 1,525,000 $212,706,469 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 $29.4 million or 53.2% of the Enterprise Capital Budget in FY 2007-08. Major projects include $12.0 million for expansion and membrane conversion at the Johnny G. Martinez Water Treatment Plant and $5.3 million for Water Utilities Department Security Improvements. Transit projects represent $94.6 million or 95.9% of the Special Purpose Capital Budget. Major projects include $62 million for planning, design, and construction of the Central Phoenix and East Valley (C.P.& E.V.) Light Rail Transit System, $6.9 million for the Western Canal Multi-Use Path, and $1.9 million for the Tempe Transportation Center. Wastewater projects comprise $25.8 million or 46.7% of the Enterprise program in FY 2007-08. This includes $20.2 million for the City’s share of improvements at the 91st Avenue Wastewater Treatment Plant and $2.0 million for the continued rehabilitation of the Southern Avenue Interceptor. The Transit capital program is funded from Excise Tax bonds, Transit Fund balances, and outside revenue sources. Rio Salado projects represent 4.1% of the Special Purpose Program. The primary project in this program includes $3.8 million for the Tempe Town Lake Pedestrian Bridge. Golf projects represent only 0.1% or $50,000 of the Enterprise program in FY 2007-08, 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 $47.8 million or 48.5% in FY 2007-08. The next largest funding source is the Transit Fund, totaling $25.0 million or 25.3%. The balance of the program is funded with a variety of outside revenue sources, including Federal grants and Regional Participation, which represent $25.8 million, or 26.2% of the Special Purpose program funding in FY 2007-08. The primary funding for the Enterprise capital projects comes from bond proceeds that total $52.7 million or 95.5% in FY 2007-08. The balance of the Enterprise program is funded with development fee revenue, which contributes $2.5 million or 4.5% in FY 2007-08. Enterprise – Sources of Funds ($ Millions) Bonds Development Fees Total Special Purpose – Sources of Funds ($ Millions) FY 2007-08 FY 2007-08 $52.7 Excise Tax Bonds $47.8 2.5 Outside Revenue 25.8 Transit Fund 25.0 $55.2 Total 26 $98.6 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 $17.2 million or 35.7% of the General Purpose Capital Budget in FY 2007-08. Of this amount, $6.8 million is provided for the Police/ City Radio Replacement, and $6.2 million is for the renovation of the 120 E. 5th Street Facility. The majority of Transportation capital funding is for Transportation and R.O.W., which represents $9.1 million or 85.8% 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 $3.9 million or 8.0% of the General Purpose Capital Budget in FY 2007-08. Of this amount, $2.4 million is for construction of a new Support Services Facility and $714,000 is initial funding for Fire Station 7 for the southeast quadrant of Tempe. The remaining funding is for Traffic Signals, which combined represent $1.5 million or 14.2% of the total Transportation Capital Budget in FY 2007-08. These amounts provide funding for street light upgrades, new signals, and the undergrounding of overhead utility lines. Storm Drains account for $250,000 or 0.5% of the General Purpose Capital Budget in FY 2007-08. This amount provides for Storm Drain Improvements. The Transportation Capital Budget is funded from General Obligation Bonds. Park Improvements represent $10.4 million or 21.5% of the total General Purpose Capital Budget. Principal projects include $6.5 million for Park Renovation and Restoration and $1.8 million for Development of Victory Acres Property. Transportation – Sources of Funds ($ Millions) General Governmental projects account for $16.3 million or 33.7% of the General Purpose Capital Budget. Principal projects include $7 million for the construction of a Parking Garage in the downtown area, $2.6 million for the renovation of the Tempe Historical Museum Exhibit Hall, $1.4 million for continued funding of Municipal Arts projects, and $301,000 for the renovation of the Tempe Public Library. General Purpose – Sources of Funds General Obligation Bonds FY 2007-08 $28.6 Excise Tax Bonds 8.8 Capital Improvements Reserve 5.8 Grants 4.0 Transfers from Other Funds 1.1 Total General Obligation Bonds $10.6 Total $10.6 The locations of some key capital improvements projects are shown on the map of Tempe provided on the following page. Funding for General Purpose capital projects comes from several sources, as shown in the following table. ($ Millions) FY 2007-08 $48.3 27 Capital Improvements Project Map 28 Capital Budget Strategic Focus The City establishes issues, goals, and objectives to provide a long range focus to resource allocation choices. The strategic issues, goals, and objectives are aligned to Council committees as follows: • Arts & Community Services • Transportation & Affordable Housing • Finance, Economy, and Veterans Affairs • Tourism & Amateur Sports • Neighborhood Quality of Life, Public Safety, and Parks and Recreation • Education & Technology Advancement • Central City Development Committee of the Whole The FY 2007-08 Capital Program organized by strategic issue is shown in the chart. The FY 2007-08 Capital Budget largely focuses on capital projects related to two strategic areas: (1) Transportation & Affordable Housing; and (2) Neighborhood Quality of Life, Public Safety, and Parks and Recreation. These two strategic issue areas alone account for 90% of the Capital Budget in the upcoming fiscal year. This is largely due to the City’s focus on linking the downtown area to the regional light rail transit system, combined with ongoing maintenance of the city streets and traffic signal systems. In addition, reinvestments in the neighborhood park system and water and sewer infrastructure to support new and existing development contribute to the large investment in Neighborhood Quality of Life, Public Safety, and Parks and Recreation. The goal of each strategic team is to delineate longrange goals, formulate a cohesive strategy for each of the defined areas, and develop action plans to advance the City towards those strategic goals. Central City Education & Development Technology Comittee of the Advancement; 1% Whole; 5% Arts & Community Services; 2% Finance, Economy & Veteran's Affairs; 2% Neighborhood Quality of Life, Public Safety, and Parks and Recreation; 41% Transportation & Affordable Housing; 49% 29 Capital Improvements Program Summary Funded Total Program Program FY 2007-08 Additional Needs 5-Year FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program $29,391,000 $20,308,246 $1,976,000 $1,876,000 $1,706,000 $55,257,246 25,750,000 23,750,000 26,750,000 26,820,000 21,184,000 124,254,000 50,000 50,000 50,000 50,000 50,000 250,000 55,191,000 44,108,246 28,776,000 28,746,000 22,940,000 179,761,246 94,585,115 28,445,499 19,710,000 3,625,000 2,095,000 148,460,614 4,012,100 6,020,000 4,630,000 3,440,000 2,160,000 20,262,100 98,597,215 34,465,499 24,340,000 7,065,000 4,255,000 168,722,714 17,243,022 5,913,649 1,735,800 500,000 450,000 25,842,471 3,863,798 5,267,884 7,351,949 6,317,243 250,000 250,000 250,000 250,000 250,000 1,250,000 10,388,724 8,603,424 7,794,324 6,136,274 6,721,374 39,644,120 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 22,800,874 General Governmental Prior Commitments 3,996,000 3,996,000 Community Development 7,000,000 7,000,000 Community Services 4,336,134 4,335,005 4,342,619 673,246 432,570 14,119,575 Community Relations 225,000 225,000 225,000 225,000 225,000 1,125,000 Public Works 712,000 712,000 712,000 712,000 712,000 3,560,000 Water Utilities 275,000 275,000 275,000 275,000 275,000 1,375,000 48,289,678 25,581,962 22,686,692 15,088,763 9,065,944 120,713,040 Transportation and R.O.W. 9,103,576 8,036,379 9,037,227 7,698,051 8,363,666 42,238,899 Traffic Signals/Street Lighting 1,525,000 1,525,000 1,525,000 1,525,000 1,525,000 7,625,000 Total Transportation 10,628,576 9,561,379 10,562,227 9,223,051 9,888,666 49,863,899 Total General/Transportation 58,918,254 35,143,341 33,248,919 24,311,814 18,954,610 170,576,939 157,515,469 69,608,840 57,588,919 31,376,814 23,209,610 339,299,653 $212,706,469 $113,717,086 $86,364,919 $60,122,814 $46,149,610 $519,060,899 Total General Purpose Transportation Program Subtotal Tax Supported TOTAL PROGRAM 30 Capital Improvements Program Source of Funds Funded Program Total Program FY 2007-08 Additional Needs FY 2009-10 FY 2010-11 FY 2008-09 $52,641,000 $41,558,246 $26,226,000 FY 2011-12 5-Year Program Enterprise Supported Water/Wastewater Water/Wastewater Bonds Development Fees Total Water/Wastewater Fund Golf Excise Tax Bonds - Golf Fund Subtotal Enterprise Supported $26,196,000 $20,390,000 $167,011,246 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000 55,141,000 44,058,246 28,726,000 28,696,000 22,890,000 179,511,246 50,000 50,000 50,000 50,000 50,000 250,000 55,191,000 44,108,246 28,776,000 28,746,000 22,940,000 179,761,246 1,488,220 1,725,000 895,000 35,601,119 Special Purpose Transit Transit Tax Revenues 25,047,400 6,445,499 Excise Tax Bonds 47,795,000 15,000,000 Regional Public Transportation Fund Local Transportation Assistance Fund II Regional Participation Grants Total Transit Fund Rio Salado Outside Revenue 1,020,000 62,795,000 2,660,500 3,680,500 1,018,310 17,458,000 1,018,310 16,958,000 500,000 3,766,405 5,480,000 15,561,280 1,900,000 1,200,000 27,907,685 94,585,115 28,445,499 19,710,000 3,625,000 2,095,000 148,460,614 4,630,000 3,440,000 2,160,000 16,112,100 612,100 5,270,000 Grants 3,400,000 750,000 Total Rio Salado 4,012,100 6,020,000 4,630,000 3,440,000 2,160,000 20,262,100 Total Special Purpose 98,597,215 34,465,499 24,340,000 7,065,000 4,255,000 168,722,714 General Purpose & Transportation General Obligation Bonds 39,215,396 31,145,823 30,980,633 22,291,568 17,060,040 140,693,460 4,150,000 Excise Tax Bonds 8,834,557 Capital Improvements Reserve 5,740,620 1,551,835 1,533,926 1,447,036 1,394,720 11,668,137 8,834,557 Water/Wastewater Fund 801,410 690,582 537,260 536,960 478,900 3,045,112 Transit Fund 326,271 129,455 197,100 36,250 20,950 710,026 Community Oriented Policing Services (COPS) Grant 4,000,000 1,625,646 Total General/Transportation 58,918,254 35,143,341 33,248,919 24,311,814 18,954,610 170,576,939 157,515,469 69,608,840 57,588,919 31,376,814 23,209,610 339,299,653 $60,122,814 $46,149,610 $519,060,899 Subtotal Tax Supported TOTAL PROGRAM $212,706,469 5,625,646 $113,717,086 $86,364,919 31 Capital Improvements Changes in Fund Balances Program Estimated Transfers Fund Balance from Other Outside Bond Estimated 06-30-07 Funds Revenue Proceeds Fund Balance Appropriation 06-30-08 Enterprise Water/Wastewater Golf Cemetery Subtotal Enterprise $3,971,507 $2,500,000 42,425 $52,641,000 $55,141,000 50,000 50,000 337,930 $3,971,507 42,425 337,930 4,351,862 0 2,500,000 52,691,000 55,191,000 4,351,862 Transit 1,972,736 25,047,400 21,742,715 47,795,000 94,585,115 1,972,736 Performing Arts 1,077,971 Special Purpose Rio Salado Subtotal Special Purpose 1,077,971 776,375 3,827,082 4,012,100 25,047,400 4,012,100 776,375 25,754,815 47,795,000 98,597,215 3,827,082 4,000,000 13,243,022 17,243,022 (1,029,099) 3,863,798 3,863,798 10,388,724 10,388,724 General Purpose Police Protection (1,029,099) Fire Protection Storm Drains Park Improvements General Governmental Subtotal General Purpose 250,000 250,000 282,591 (731,593) 6,618,301 (1,478,101) 6,868,301 4,000,000 282,591 9,925,833 16,544,134 (731,593) 37,421,377 48,289,678 (1,478,101) 9,103,576 9,103,576 151,326 Transportation Transportation & R.O.W. Improvements 151,326 Traffic Signals/Street Lighting 172,285 1,525,000 1,525,000 172,285 Subtotal Transportation 323,611 10,628,576 10,628,576 323,611 $148,535,953 $212,706,469 $7,024,454 TOTAL PROGRAM $7,024,454 $31,915,701 $32,254,815 32 Capital Improvements Program Project Listings and Descriptions Water Program Projects by Total Project Cost Funded Additional Needs FY 2009-10 FY 2010-11 5-Year Project Description FY 2007-08 FY 2008-09 FY 2011-12 Program JGMWTP Treatment Upgrades $12,000,000 $14,332,246 $26,332,246 3,300,000 3,000,000 6,300,000 Kyrene Reclaim Water Transmission / Distribution Line WUD Security Improvements 5,300,000 5,300,000 Water Lines Upgrades and Extensions Well 6 Raw Water Pipeline 850,000 850,000 850,000 850,000 850,000 4,250,000 2,456,000 2,456,000 2,359,000 2,359,000 24" Water Line Upgrade/ Replacement Hayden Tank (5th-Forest) Distribution System Fittings 500,000 500,000 500,000 400,000 230,000 2,130,000 New Production Wells 900,000 1,000,000 250,000 250,000 250,000 250,000 250,000 1,250,000 250,000 250,000 250,000 250,000 250,000 1,250,000 126,000 126,000 126,000 126,000 126,000 630,000 1,900,000 STWTP Capital Equipment Replacement JGMWTP Capital Equipment Replacement CAP Capital Charge SCADA Remote Terminal Unit (RTU) Replacement Enterprise GIS Total Recommended 600,000 600,000 500,000 500,000 $29,391,000 $20,308,246 $1,976,000 Crew at work on waterline 33 $1,876,000 $1,706,000 $55,257,246 Water Program Projects by Funding Source Funded Project Description Additional Needs FY 2009-10 FY 2010-11 5-Year FY 2007-08 FY 2008-09 FY 2011-12 Program $12,000,000 $14,332,246 $26,332,246 3,300,000 3,000,000 6,300,000 Funding Source: Water/Wastewater Bonds JGMWTP Treatment Upgrades Kyrene Reclaim Water Transmission / Distribution Line WUD Security Improvements 5,300,000 5,300,000 Well 6 Raw Water Pipeline 2,456,000 2,456,000 2,359,000 2,359,000 24" Water Line Upgrade/ Replacement Hayden Tank (5th-Forest) New Production Wells 900,000 1,000,000 1,900,000 250,000 250,000 250,000 250,000 250,000 1,250,000 250,000 250,000 250,000 250,000 250,000 1,250,000 126,000 126,000 126,000 126,000 126,000 630,000 JGMWTP Capital Equipment Replacement STWTP Capital Equipment Replacement CAP Capital Charge SCADA Remote Terminal Unit (RTU) Replacement Enterprise GIS Subtotal 600,000 600,000 500,000 500,000 28,041,000 18,958,246 626,000 626,000 626,000 48,877,246 850,000 850,000 850,000 850,000 850,000 4,250,000 Funding Source: Development Fees Water Lines Upgrades and Extensions Distribution System Fittings Subtotal Water Program Total 500,000 500,000 500,000 400,000 230,000 2,130,000 1,350,000 1,350,000 1,350,000 1,250,000 1,080,000 6,380,000 $29,391,000 $20,308,246 $1,976,000 $1,876,000 $1,706,000 $55,257,246 34 Water Program Project Descriptions JGMWTP Treatment Upgrades Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project includes improvements and modifications to the Johnny G. Martinez Water Treatment Plant (JGMWTP) to meet current water quality regulations and goals. This project includes a comprehensive site study, Granular Activated Carbon facility, solids handling improvements (plate settlers, sludge thickener and sludge holding tank) and site improvements. 2007-08 Source of Funds Water/Wastewater Bonds 12,000,000 Kyrene Reclaimed Water Transmission / Distribution Line Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for a reclaimed water pipeline from the Kyrene Reclamation Facility to the Tempe Town Lake. The pipeline will be 24-inch diameter and will be a total length of approximately 5 miles. 2007-08 Source of Funds Water/Wastewater Bonds 3,300,000 Water Utilities Department Security Improvements Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project encompasses new security improvements and upgrades of existing components as recommended by the vulnerability assessment completed as per federal mandate in 2002 for all water utilities departments. The project will focus on all critical infrastructure identified by the assessment. The infrastructure includes well sites, water production plants, wastewater reclamation facilities, reservoirs and the Household Products Collection Center. The project will include an operations control center console to monitor the numerous cameras and access control systems that will be installed. In addition to security components, the project will include modifications or replacement of current perimeter fencing and lighting. 2007-08 Source of Funds Water/Wastewater Bonds 5,300,000 Water Lines Upgrades and Extensions Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides a recurring funding source to replace water lines that break during normal operation or that have reached their useful life. 2007-08 Source of Funds Development Fees 850,000 Well 6 Raw Water Pipeline Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project funds a 1.5 mile, 16-inch pipeline to deliver raw well water to the Johnny G. Martinez Water Treatment Plant. This project accomplishes two goals. First it allows the blending of well water with canal water to help achieve water quality goals. Second, it provides treatment of the well water that is required prior to delivering the well water to the potable water treatment system. 2007-08 Source of Funds Water/Wastewater Bonds 2,456,000 24" Water Line Upgrade/Replacement Hayden Tank (5th-Forest) Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project upgrades the existing 20"/18" cast iron pipe from the Hayden Butte tank. The existing pipe is in a circuitous route from Myrtle/5th to Mill/13th passing through areas slated for redevelopment and land ownership change (east side of city hall/ASU's Tempe Center site). The new size and alignment will be more hydraulically advantaged and controllable to provide for better tank operation. In addition to the 4,950' of transmission pipe, approximately 400' of 8" main will be required in the old Myrtle alignment north of 5th to provide continuity for the distribution system. The new transmission main will be connected to the distribution grid at 5th/Mill, Mill/University, and Mill/13th. 2007-08 Source of Funds Water/Wastewater Bonds 2,359,000 Distribution System Fittings Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the acquisition, assembly, and installation of water works infrastructure including meters, valves, hydrants and water line. 2007-08 Source of Funds Development Fees 500,000 35 Water Program Project Descriptions (continued) New Production Wells Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides funding for two new potable water wells, one in 2007/08 and one in 2008/09. The wells will be as follows: #16: a new well to be drilled and equipped in south Tempe, with an estimated capacity of 4.2 million gallons per day (MGD). #17: an existing Salt River Project well to be renovated and connected to the city's distribution system, with a 4.5 MGD capacity. 2007-08 Source of Funds Water/Wastewater Bonds 900,000 STWTP Capital Equipment Replacement Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides an annual funding mechanism to facilitate unforeseen replacement of equipment that fails at the South Tempe Water Treatment Plant. 2007-08 Source of Funds Water/Wastewater Bonds 250,000 JGMWTP Capital Equipment Replacement Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides an annual funding mechanism to facilitate unforeseen equipment repair and replacement at the Johnny G. Martinez Water Treatment Plant. 2007-08 Source of Funds Water/Wastewater Bonds 250,000 CAP Capital Charge Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation An agreement with the Central Arizona Water Conservation District (CAWCD) imposes a semi-annual capital charge payable annually through 2034. These charges repay the federal government's advance of construction funding to build the Central Arizona Project canal system. 2007-08 Source of Funds Water/Wastewater Bonds 126,000 SCADA Remote Terminal Unit (RTU) Replacement Related Strategic Issue: Education and Technology Advancement The Remote Terminal Units (RTU's) at the Water Utilities SCADA (Supervisory Control and Data Acquisition) system remote sites (i.e., Wells, Water Tanks, Sewer Lift and Metering Stations, etc.) are 15 years old and must be replaced. Support for these units no longer exists and the spare part inventory is exhausted. Failures could cause regulatory compliance problems and affect water delivery to customers. 2007-08 Source of Funds Water/Wastewater Bonds 600,000 Enterprise GIS Related Strategic Issue: Education and Technology Advancement The city departments have a desire and need for geographical information. Their combined efforts to create an open Geographical Information System (GIS) platform integrated with current databases and business workflows will provide a wealth of information to enhance decision making and provide a new view of spatial information to both internal and external customers. Departments want to create an integrated, cross-departmental information system where a common set of accurate, precise, complete and comprehensive geographical data is processed, shared, evaluated, stored and made available in a timely manner. Currently eight different city divisions are developing their own GIS initiatives. Combining these efforts into an enterprise system will save the city both money and human resources by eliminating redundancy and leveraging the core application to all Departments and Tempe residents. 2007-08 Source of Funds Water/Wastewater Bonds 500,000 36 Wastewater Program Projects by Total Project Cost Funded Additional Needs 5-Year Project Description FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program 91st Avenue WWTP $21,300,000 $21,000,000 $24,000,000 $24,700,000 $17,000,000 $108,000,000 2,000,000 2,000,000 2,000,000 1,370,000 3,434,000 10,804,000 750,000 750,000 750,000 750,000 750,000 3,750,000 SAI Rehabilitation-All phases Sewer Line Upgrades and Extensions College/Curry Replacement / Upgrade Sanitary Sewer 1,200,000 1,200,000 500,000 500,000 SRO 10MGD Diversion (Priest - 48th Street) Total Recommended $25,750,000 $23,750,000 $26,750,000 $26,820,000 $21,184,000 $124,254,000 Wastewater Program Projects by Funding Source Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program $20,150,000 $19,850,000 $22,850,000 $23,450,000 $15,580,000 $101,880,000 2,000,000 2,000,000 2,000,000 1,370,000 3,434,000 10,804,000 750,000 750,000 750,000 750,000 750,000 3,750,000 Funding Source: Water/Wastewater Bonds 91st Ave WWTP SAI Rehabilitation-All phases Sewer Line Upgrades and Extensions College/Curry Replacement / Upgrade Sanitary Sewer 1,200,000 1,200,000 500,000 500,000 SRO 10MGD Diversion (Priest - 48th Street) Subtotal 24,600,000 22,600,000 25,600,000 25,570,000 19,764,000 118,134,000 91st Avenue WWTP 1,150,000 1,150,000 1,150,000 1,250,000 1,420,000 6,120,000 Subtotal 1,150,000 1,150,000 1,150,000 1,250,000 1,420,000 6,120,000 $25,750,000 $23,750,000 $26,750,000 $26,820,000 $21,184,000 $124,254,000 Funding Source: Development Fees Wastewater Program Total 37 Wastewater Program Project Descriptions 91st Avenue WWTP Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project represents Tempe's share of all activities at the 91st Avenue WWTP including: capacity expansion projects, capital equipment replacement, modifications and additions to meet regulatory requirements, process enhancements and also capacity expansion of the jointly owned trunk sewer lines that convey wastewater flows to the plant. The 91st Avenue WWTP is a regional treatment facility that is jointly owned by 5 valley cities and is operated by the City of Phoenix. The 91st Avenue plant represents the majority of Tempe's wastewater treatment program. 2007-08 Source of Funds Water/Wastewater Bonds Development Fees 20,150,000 1,150,000 Southern Avenue Interceptor (SAI) Rehabilitation-All phases Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the rehabilitation of the Southern Avenue Interceptor (SAI). The SAI is a jointly-owned regional sewer that flows through Tempe. A recent study by Brown & Caldwell Engineers revealed severe corrosion of this unlined concrete sewer line. The study recommended a phased rehabilitation or replacement of this line to protect it from eventual collapse. This project combines all of the phases of the multi-year rehabilitation of the SAI into a single project. The project will be jointly funded by both Tempe and Mesa. 2007-08 Source of Funds Water/Wastewater Bonds 2,000,000 Sewer Line Upgrades and Extensions Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides a recurring funding source to replace sewer lines that break during normal operation 2007-08 Source of Funds Water/Wastewater Bonds 750,000 College/Curry Replacement /Upgrade Sanitary Sewer Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the replacement of an existing 8" sanitary sewer from College Avenue/Weber Street to Curry Road/ Scottsdale Road with a new 12"/15" sewer line. 2007-08 Source of Funds Water/Wastewater Bonds 1,200,000 SRO 10 MGD Diversion (Priest - 48th Street) Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for an upstream diversion of the Southern Regional Outflow (SRO) between the Priest meter station and 48th metering station. The flow diversion would work nicely on Priest at 17th St. with a gravity connection between the trunk mains sloped to handle 10 MGD. The work requires two manholes and a connecting pipe. 2007-08 Source of Funds Water/Wastewater Bonds 500,000 38 Golf Program Project Listings Funded Project Description Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 5-Year FY 2011-12 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 Projects by Funding Source Funded Project Description Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 5-Year FY 2011-12 Program Funding Source: Excise Tax Bonds Golf Course Improvements Wastewater Program Total $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 Golf Program Project Descriptions Golf Course Improvements Related Strategic Issue: Arts and Community Services This ongoing project provides funds for small annual renovation and improvement projects at both golf courses. 2007-08 Source of Funds Excise Tax Bonds 50,000 Rolling Hills Golf Course 39 Transit Program Projects by Total Project Cost Funded Project Description Additional Needs FY 2007-08 FY 2008-09 $61,958,000 $15,500,000 3,000,000 6,000,000 4,605,500 4,805,499 FY 2009-10 FY 2010-11 5-Year FY 2011-12 Program CP/EV LRT - Rail Planning, Design & Construction $77,458,000 Bus Purchase - Fleet Replacement & Expansion 15,650,000 24,650,000 Light Rail - Concurrent Non-Project Activities (CNPA) Western Canal Multi-use Path 9,410,999 6,880,000 6,880,000 5,410,000 5,410,000 4,385,951 4,385,951 College Ave. Streetscape & Pedestrian Improvements Apache and Loop 101 Parking Structure - 200 spaces Broadway Road Streetscape & Pedestrian Improvements 60,000 240,000 3,510,000 3,810,000 University Drive Street Improvement -Priest/Mill 250,000 2,275,000 2,525,000 Hardy Drive Pedestrian Street Improvement 250,000 2,095,000 2,345,000 University Drive - LRT - Bus Interface Station Tempe Transportation Center 2,000,000 2,000,000 1,945,784 1,945,784 1,915,000 1,915,000 Apache Blvd Street Improvements Mill/Terrace Crosscut Canal Multi-use Path Phase II 1,900,000 1,900,000 Rio Salado Multi-Use Path - Tempe-Phoenix (Priest-143) 300,000 1,100,000 1,400,000 Transportation Management Center - Equipment 922,475 922,475 861,000 861,000 641,405 641,405 Transit Passenger Information Systems Bus - Midlife Scheduled Fleet Maintenance Total Recommended $94,585,115 $28,445,499 40 $19,710,000 $3,625,000 $2,095,000 $148,460,614 Transit Program Projects by Funding Source Funded Project Description Additional Needs FY 2007-08 FY 2008-09 $45,000,000 $15,000,000 FY 2009-10 5-Year FY 2010-11 FY 2011-12 Program Funding Source: Excise Tax Bonds CP/EV LRT - Rail Planning, Design & Construction $60,000,000 College Avenue Streetscape & Pedestrian Improvements Subtotal 2,795,000 2,795,000 47,795,000 15,000,000 4,605,500 4,805,499 0 0 0 62,795,000 Funding Source: Transit Fund Light Rail - Concurrent Non-Project Activities (CNPA) Western Canal Multi-use Path 9,410,999 6,880,000 6,880,000 4,385,951 4,385,951 3,000,000 3,000,000 2,000,000 2,000,000 1,915,000 1,915,000 Apache and Loop 101 Parking Structure - 200 spaces Bus Purchase - Fleet Replacement & Expansion University Drive - LRT - Bus Interface Station Apache Blvd Street Improvements Mill/Terrace University Drive Street Improvement - Priest/Mill 250,000 1,175,000 1,425,000 Crosscut Canal Multi-use Path Phase II 1,400,000 1,400,000 Broadway Rd. Streetscape & Pedestrian Improvements 60,000 240,000 938,220 1,238,220 Hardy Drive Pedestrian Street Improvement Tempe Transportation Center 250,000 895,000 1,145,000 927,474 927,474 861,000 861,000 Transit Passenger Information Systems Rio Salado Multi-Use Path Tempe-Phoenix (Priest-143) 300,000 300,000 600,000 Transportation Management Center - Equipment Subtotal 412,475 $25,047,400 412,475 $6,445,499 41 $1,488,220 $1,725,000 $895,000 $35,601,119 Transit Program Projects by Funding Source (continued) Funded Project Description Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 4,980,000 12,989,500 5-Year FY 2010-11 FY 2011-12 Program Funding Source: Federal Grants Bus Purchase - Fleet Replacement & Expansion 17,969,500 College Ave. Streetscape & Pedestrian Improvements 2,615,000 2,615,000 Broadway Road Streetscape & Pedestrian Improvements 2,571,780 2,571,780 Hardy Drive Pedestrian Street Improvement 1,200,000 1,200,000 University Drive Street Improvement 1,100,000 1,100,000 800,000 800,000 Rio Salado Multi-Use Path Tempe-Phx (Priest-143) Bus - Midlife Scheduled Fleet Maintenance 641,405 641,405 510,000 510,000 Transportation Management Center - Equipment Crosscut Canal Multi-use Path Phase II Subtotal 500,000 3,766,405 5,480,000 16,958,000 500,000 16,958,000 500,000 15,561,280 1,900,000 1,200,000 500,000 0 0 0 1,020,000 2,660,500 1,020,000 2,660,500 0 0 0 27,907,685 Funding Source: Regional Participation CP/EV LRT - Rail Planning, Design & Construction Subtotal 17,458,000 17,458,000 Funding Source: Regional Transportation Fund Bus Purchase - Fleet Replacement & Expansion Subtotal 0 3,680,500 3,680,500 Funding Source: LTAF II Tempe Transportation Center 1,018,310 Subtotal 1,018,310 0 0 0 $94,585,115 $28,445,499 $19,710,000 $3,625,000 Transit Program Total 1,018,310 42 1,018,310 $2,095,000 $148,460,614 Transit Program Project Descriptions CP/EV LRT - Rail Planning, Design & Construction Related Strategic Issue: Transportation and Affordable Housing This project provides funding for design, engineering and construction of 5.494 miles of light rail transit that would link downtown Phoenix and downtown Mesa to Tempe including Sky Harbor Airport and Arizona State University. In addition, this project provides for obtaining necessary project rights-of-way. The major funding partners in the CP/EV LRT project are Phoenix, Tempe and Mesa. The cities are funding 48.38 percent of the capital cost of the project with a combination of local sales tax revenues, bond proceeds and other local sources. The balance will be funded with federal sources, including Federal Transportation Administration (FTA) Section 5309 New Starts grant funds providing 46.85 percent. 2007-08 Source of Funds Excise Tax Bonds Regional Participation 45,000,000 16,958,000 Bus Purchase - Fleet Replacement & Expansion Related Strategic Issue: Transportation and Affordable Housing This project provides for 30 new buses and auxiliary equipment for expansion of neighborhood circulator bus service and implementation of Rio Salado Flash in FY 2007-08. This project also replaces 52 fixed route buses. 2007-08 Source of Funds Transit Fund 3,000,000 Light Rail - Concurrent Non-Project Activities (CNPA) Related Strategic Issue: Transportation and Affordable Housing This project funds Light Rail concurrent non-project related activities that are designed, constructed and managed through Valley Metro Rail during construction of the Light Rail Project. 2007-08 Source of Funds Transit Fund 4,605,500 Western Canal Multi-use Path Related Strategic Issue: Transportation and Affordable Housing This project involves the design and construction of a total of 5.5 miles of multi-use path in Tempe. The project consists of a paved pathway, 4 arterial street crossings, landscaping, public art, lighting and other path amenities. 2007-08 Source of Funds Transit Fund 6,880,000 College Avenue Streetscape & Pedestrian Improvements Related Strategic Issue: Transportation and Affordable Housing The College Avenue Streetscape & Pedestrian Improvements Project (US 60 - Apache) involves two miles of pedestrian improvements and traffic calming for a collector street. The project connects four schools and three neighborhood parks to ASU and downtown Tempe. The project crosses three arterial streets, connects to the College Avenue pedestrian bridge over US 60 and provides a corridor connection to the light rail system. 2007-08 Source of Funds Federal Grants Excise Tax Bonds 2,615,000 2,795,000 Apache and Loop 101-200 spaces Related Strategic Issue: Transportation and Affordable Housing This project provides for design and construction of a 200 space parking structure at the park and ride facility located at the southwest corner of loop 101 and Apache. This parking is for City of Tempe employees as replacement parking for spaces displaced by the downtown Transportation Center. 2007-08 Source of Funds Transit Fund 4,385,951 Broadway Road Streetscape & Pedestrian Improvements Related Strategic Issue: Transportation and Affordable Housing The Broadway Road Pedestrian and Bicycle Improvement Project is approximately one mile between Mill Avenue and Rural Road. The project consists of pedestrian and bicycle facility improvements along an arterial street fronted by single family residential units. 2007-08 Source of Funds Transit Fund 60,000 43 Transit Program Project Descriptions (continued) University Drive Street Improvement - Priest/Mill Related Strategic Issue: Transportation and Affordable Housing The project provides funding for geometric changes to the street including the installation of on-street parking, striping for bike lanes, widening of sidewalks, reduction of existing travel lane widths, construction of medians, protection from noise, pedestrian safety, reduction of speed limit, fiber optic cable installation, providing mid-block crossings and providing transit and pedestrian amenities. 2007-08 Source of Funds N/A Hardy Drive Pedestrian Street Improvement Related Strategic Issue: Transportation and Affordable Housing This project provides for street improvements along Hardy Drive between University Drive and Broadway Road. 2007-08 Source of Funds N/A University Drive - LRT - Bus Interface Station Related Strategic Issue: Transportation and Affordable Housing This project provides funding for design, engineering and construction of a bus-only street from Rural Rd. to McAllister St. on the ASU campus, with eight bus bays. The street is approximately 1,000 feet long, extending from the intersection of Rural and Tyler, northwest along the light rail platform, turning west along the north side of the existing parking garage to McAllister. The project includes road, curb and gutter, landscape, hardscape, and street lights. 2007-08 Source of Funds Transit Fund 2,000,000 Tempe Transportation Center Related Strategic Issue: Transportation and Affordable Housing On September 10, 1996, Tempe voters approved a one half cent of one percent sales tax increase for transit improvements. One component of the project is to design and build a Transportation Center. Projected programming for this project includes replacement parking, commercial, office, passenger information and other ancillary uses as well as 13 bus bays. A portion of the operating impact is currently budgeted in the existing Transit store operations. Existing operations will be relocated to the center upon completion. 2007-08 Source of Funds Transit Fund LTAF II 927,474 1,018,310 Apache Boulevard Street Improvements Mill/Terrace Related Strategic Issue: Transportation and Affordable Housing The operation of light rail along Apache Boulevard changes the current street configuration from 3 through lanes from each direction to 2 lanes each direction. As part of the light rail project, the lane reductions along Apache start at the intersection of Terrace Road and eastbound at Apache Boulevard. Staff is recommending that for safety related issues and consistency along Apache Boulevard that the remaining segment of Apache from Mill Avenue to Terrace Road be also reduced to 2 through lanes each direction. This project will provide design and construction funding to implement the improvements for the segment not currently impacted by light rail construction. 2007-08 Source of Funds Transit Fund 1,915,000 Crosscut Canal Multi-use Path Phase II Related Strategic Issue: Transportation and Affordable Housing This project provides for the construction of the Tempe Crosscut Canal Multi-use Path Phase II, a one-mile non-motorized path facility that will connect to the recently completed, award winning 1.25 mile Crosscut Canal Multi-use Path Phase I. The project will include a paved path facility, landscaping, lighting, and a public art element. The project follows Salt River Project’s Crosscut Canal through Papago Park and connects to Tempe’s Canal and Moeur parks. 2007-08 Source of Funds N/A Rio Salado Multi-Use Path - Tempe-Phoenix (Priest-143) Related Strategic Issue: Transportation and Affordable Housing This project provides funding for the design and construction of a continuation of the Tempe Rio Salado multi-use path system. This segment would extend from Priest Drive to State Road 143 on the western city limit of Tempe. The path would be on the south bank of the river channel and include one underpass at Priest Drive. The project includes landscaping, lighting, public art and other public amenities. The project will be completed in concert with a joint project with Phoenix's Rio Salado project and ultimately this pathway will link the two cities. 2007-08 Source of Funds N/A 44 Transit Program Project Descriptions (continued) Transportation Management Center - Equipment Related Strategic Issue: Transportation and Affordable Housing The Tempe Transportation Management Center (TMC) project will employ state-of-the-art technologies to manage and monitor traffic and transit operations in an increasingly dynamic environment. The Center will also serve to inform and advise transportation patrons of real-time travel information including light rail transit (LRT) and bus transit schedule adherence information. 2007-08 Source of Funds Federal Grant Transit Fund 510,000 412,475 Transit Passenger Information Systems Related Strategic Issue: Transportation and Affordable Housing The project will install variable message signs at various locations in the city. The signs will display the arrival of buses and other pertinent transportation information for the passengers waiting at the bus stops and at the transit center. The project will also include the purchase of touch screens that will display transportation, transit, and green building information at the Transportation Center and East Valley Bus Operations and Maintenance Facility. 2007-08 Source of Funds Transit Fund 861,000 Bus - Midlife Scheduled Fleet Maintenance Related Strategic Issue: Transportation and Affordable Housing The project funds scheduled mid-life maintenance for the City's existing bus fleet. 2007-08 Source of Funds Federal Grant 641,405 Construction of the Tempe Transportation Center 45 Rio Salado Program Projects by Total Project Cost Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program $75,000 $4,170,000 $4,530,000 $3,340,000 $2,060,000 $14,175,000 3,837,100 1,750,000 100,000 100,000 100,000 100,000 100,000 500,000 $4,012,100 $6,020,000 $4,630,000 $3,440,000 $2,160,000 $20,262,100 Tempe Town Lake Rubber Dam Replacement Tempe Town Lake Pedestrian Bridge Rio Salado Ancillary Projects Total Recommended 5,587,100 Rio Salado Program Projects by Funding Source Funded Project Description Additional Needs FY 2009-10 5-Year FY 2007-08 FY 2008-09 FY 2010-11 FY 2011-12 Program $437,100 $1,000,000 100,000 100,000 100,000 100,000 100,000 500,000 75,000 4,170,000 4,530,000 3,340,000 2,060,000 14,175,000 612,100 5,270,000 4,630,000 3,440,000 2,160,000 16,112,100 Bridge 3,400,000 750,000 Subtotal 3,400,000 750,000 0 0 0 4,150,000 $4,012,100 $6,020,000 $4,630,000 $3,440,000 $2,160,000 $20,262,100 Funding Source: Outside Revenue Tempe Town Lake Pedestrian Bridge Rio Salado Ancillary Projects $1,437,100 Tempe Town Lake Rubber Dam Replacement Subtotal Funding Source: Grants Tempe Town Lake Pedestrian Rio Salado Program Total 46 4,150,000 Rio Salado Program Project Descriptions Town Lake Rubber Dam Replacement Related Strategic Issue: Central City Development Committee of the Whole This project provides for the replacement of the rubber dam at the western end of Tempe Town Lake. The inflatable rubber dams have a 10 year warranty and an anticipated useful life of 10+ years. Replacement of the large downstream dams is the first priority, followed by the smaller upstream dams. Ordering, manufacturing, and shipping will take approximately 1 year. Installation should be in the 2009-10 fiscal year. New technology for inflatable dams will establish a dual chamber system for the large rubber bladders on the west end. 2007-08 Source of Funds Outside Revenue 75,000 Tempe Town Lake Pedestrian Bridge Related Strategic Issue: Central City Development Committee of the Whole The Tempe Town Lake Pedestrian Bridge is a project to span the west dams of Tempe Town Lake with a pedestrian friendly bridge. This project will provide access across the lake for pedestrians, skaters, and bicyclists. Construction will include conduit placed for communications use in case the need arises. 2007-08 Source of Funds Federal Grants Outside Revenue 3,400,000 437,100 Rio Salado Ancillary Projects Related Strategic Issue: Central City Development Committee of the Whole Rio Salado Ancillary Projects will fund the various minor projects that become necessary at Tempe Town Lake, Tempe Beach Park, and the linear park system. 2007-08 Source of Funds Outside Revenue 100,000 Tempe Town Lake 47 Police Protection Program Projects by Total Project Cost Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 $6,777,622 $3,963,649 $1,585,800 $300,000 $300,000 Program Police/City Radio System Replacement $12,927,071 Renovation of the 120 E. 5th Street Facility Police CAD/RMS/FRWS System 6,214,500 6,214,500 4,000,000 4,000,000 Laptop Replacement 1,800,000 1,800,000 TIPS (Technology Integrated Police Systems) Detention Facility Improvements Total Recommended 200,000 150,000 150,000 200,000 150,000 850,000 50,900 $17,243,022 50,900 $5,913,649 $1,735,800 $500,000 $450,000 $25,842,471 Police Protection Program Projects by Funding Source Funded Project Description FY 2007-08 Additional Needs FY 2008-09 FY 2009-10 5-Year FY 2010-11 FY 2011-12 Program Funding Source: General Obligation Bonds Police/City Radio System Replacement $2,777,622 $2,338,003 $1,585,800 $300,000 $300,000 $7,301,425 Renovation of the 120 E. 5th Street Facility Police CAD/RMS/FRWS System 6,214,500 6,214,500 4,000,000 4,000,000 Laptop Replacement 1,800,000 1,800,000 TIPS (Technology Integrated Police Systems) Detention Facility Improvements Subtotal 200,000 150,000 150,000 200,000 150,000 50,900 850,000 50,900 13,243,022 4,288,003 1,735,800 500,000 450,000 20,216,825 4,000,000 1,625,646 4,000,000 1,625,646 0 0 0 5,625,646 $17,243,022 $5,913,649 $1,735,800 $500,000 $450,000 $25,842,471 Funding Source: COPS Grant Police/City Radio System Replacement Subtotal Police Protection Total 48 5,625,646 Police Protection Program Project Descriptions Police/City Radio System Replacement Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This ongoing project will replace the City's existing analog radio system, which was implemented in 1988, with an interoperable digital system. This project provides for the replacement of outdated radio equipment for the Police Department and other City radio users and allows Tempe to participate in the establishment of long term public safety interoperability in the Phoenix metro area. Currently, the two largest cities in the Phoenix metro area, Phoenix and Mesa, have partnered to share an 800 MHz digital trunking system that allows day-to-day, real time communications over a single radio system. Representatives from the Tempe Police and Information Technology Departments have been working closely with the cities of Phoenix and Mesa to develop long term interoperability plans, and this project will allow Tempe to become a partner in this shared system. 2007-08 Source of Funds COPS Grant General Obligation Bonds 4,000,000 2,777,622 Renovation of the 120 E. 5th Street Facility Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation The purpose of this project is to renovate portions of the first and second floor of the facility located at 120 E. 5th Street, to provide adequate work space for employees assigned to the Police Department and the Information Technology Department. The Police Department plans to relocate the Special Services/Downtown Bike area from an existing trailer and move the hiring and recruitment function to the first floor for better public access. The proposed renovations would redesign inefficient workspace configurations, bring the facility into ADA compliance, address environmental and safety issues such as an antiquated Halon fire suppression system, and upgrade the fire alarm system. The renovation will also resolve a drainage problem which has previously resulted in flooding of portions of the facility and will provide for energy efficient lighting. 2007-08 Source of Funds General Obligation Bonds 6,214,500 Police CAD/RMS/FRWS System Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project will replace the Police Department's existing Computer Aided Dispatch (CAD) System, Records Management System (RMS), and Field Report Writing System (FRWS). Combined, these three software components serve as the automated data collection, storage, and retrieval system for the Police Department. 2007-08 Source of Funds General Obligation Bonds 4,000,000 Laptop Replacement Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project will provide for the replacement of ruggedized laptop computers used by Patrol Officers and other field personnel. 2007-08 Source of Funds N/A TIPS (Technology Integrated Police Systems) Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation The Technologically Integrated Police Systems (TIPS) CIP project will provide the necessary resources to incorporate new technology in the Police Department, as well as resources to upgrade and interface existing automated systems. Planned projects include the implementation of Police specific GIS layers, computer based training applications, continued development of the wireless infrastructure, hardware for growing data storage needs, replacement of printers and other specialty hardware, and upgrades to software. Funding for this CIP also provides resources for unanticipated technology costs that can be significant (i.e., failed servers, unanticipated connectivity needs, etc.). 2007-08 Source of Funds General Obligation Bonds 200,000 Detention Facility Improvements Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the replacement of the Detention Facility graphic enunciator system. The Tempe Police Department's Detention Facility utilizes a graphic enunciator to control numerous security functions. This device, which uses Programmable Logic Control technology, electronically operates the sally port, detention cell doors, an intercom system, duress alarm system, and interfaces with the closed circuit television system to exercise camera control and video recording. A secondary similar unit is located in the Communications Section to provide remote monitoring of the Detention Facility. Both graphic enunciators were custom designed for the facility in 2000 and have been in continuous operation since. The manufacture of the system is no longer in business and replacement parts are unavailable. If the graphic enunciator should fail, the security environment for Police Department personnel will degrade significantly accompanied by increased liability exposure. 2007-08 Source of Funds General Obligation Bonds 50,900 49 Fire Protection Program Projects by Total Project Cost Funded Project Description New Support Services Facility Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 $2,408,000 $621,000 $6,848,525 Fire Station 2 503,424 FY 2010-11 5-Year FY 2011-12 Program $9,877,525 6,317,243 6,820,667 Fire Station 7 for Southeast Quadrant 713,704 3,927,884 4,641,588 719,000 719,000 Radio Replacement for Conversion to 800 MHz Renovations to Fire Station 4 535,600 535,600 206,494 206,494 Classroom Addition at Fire Training Center Total Recommended $3,863,798 $5,267,884 $7,351,949 $6,317,243 $0 $22,800,874 Fire Protection Program Projects by Funding Source Funded Project Description Additional Needs FY 2007-08 FY 2008-09 FY 2009-10 $2,408,000 $621,000 $6,848,525 FY 2010-11 5-Year FY 2011-12 Program Funding Source: General Obligation Bonds New Support Services Facility Fire Station 2 503,424 $9,877,525 6,317,243 6,820,667 Fire Station 7 for Southeast Quadrant 713,704 3,927,884 4,641,588 719,000 719,000 Radio Replacement for Conversion to 800 MHz Renovations to Fire Station 4 535,600 535,600 206,494 206,494 Classroom Addition at Fire Training Center Fire Program Total $3,863,798 $5,267,884 50 $7,351,949 $6,317,243 $0 $22,800,874 Fire Protection Program Project Descriptions New Support Services Facility Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project will build a new Support Services Facility for the Fire Department. The Support Services Facility of the Fire Department is comprised of the maintenance area and the warehouse area. The new facility will be constructed to address numerous workspace and storage capacity issues inherent in the current facility. 2007-08 Source of Funds General Obligation Bonds 2,480,000 Fire Station 2 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project is for building a new four bay fire station on the property of the existing Fire Station 2 and Support Services on south Hardy. 2007-08 Source of Funds N/A Fire Station 7 for Southeast Quadrant Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project is for building a three bay fire station in the southeast quadrant of the City. The funding request includes everything necessary to put the facility in service, including purchase of the land, the facility, fire truck, personnel, supplies and operating expenses. 2007-08 Source of Funds General Obligation Bonds 713,704 Radio Replacement for Conversion to 800mhz Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This request is for additional funding for our conversion to 800MHz radios. At the time of our previous request, portable radios were $3,600 per unit. The contract that these units were purchased on expired December 2006. As a result of expiration of this contract, the price for portable radios is estimated to increase to $5,600 each. Additionally, repeaters are needed in each Fire apparatus for connectivity. Due to cost increases and needed repeaters, the previously approved amount is now short by $719,000. This project will allow us to continue with the federally mandated conversion and remain on track in our partnership with the other Valley cities in the Automatic Aide System. 2007-08 Source of Funds N/A Renovations to Fire Station 4 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project will renovate Fire Station 4, including: adding a women's bathroom; a complete rebuild of the kitchen/dining area; the addition of an exercise room, and significant upgrades to the truck room. 2007-08 Source of Funds General Obligation Bonds 535,600 Classroom Addition at Fire Training Center Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project will enclose part of the north patio area of the Fire Training Center to create a classroom, bringing the total number of classrooms in the facility to three. This additional classroom will help alleviate overcrowding and provide options in fulfilling the needs of both the Fire Department as well as other departments within the city. 2007-08 Source of Funds General Obligation Bonds 206,494 51 Storm Drains Program Projects by Total Project Cost Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program Storm Drain Improvements $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 Total Recommended $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 Storm Drains Program Projects by Funding Source Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,000 Funding Source: Water/Wastewater Fund Storm Drain Improvements Storm Drains Program Total Storm Drains Program Project Descriptions Storm Drain Improvements Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the construction of minor storm drain extensions to relieve localized problems and also provides for replacements and/or upgrades associated with various storm water retention facilities. 2007-08 Source of Funds Water/Wastewater Fund 250,000 52 Park Improvements Program Projects by Total Project Cost Funded Project Description Park Renovation and Restoration Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program $6,457,224 $6,263,424 $5,379,324 $5,098,774 $5,683,874 $28,882,620 270,000 1,427,500 1,427,500 Kiwanis Park Sprinkler System Replacement 3,125,000 Development of Victory Acres Property 1,842,000 1,842,000 Athletic Field Lighting Improvements 302,500 352,500 352,500 402,500 402,500 1,812,500 Neighborhood Park Improvements 325,000 325,000 375,000 375,000 375,000 1,775,000 Kiwanis Recreation Center Tennis Court Resurfacing 807,000 Street Landscaping 807,000 250,000 100,000 100,000 100,000 100,000 650,000 Park Landscaping Improvements 75,000 75,000 100,000 100,000 100,000 450,000 Sports Facility Relamping 60,000 60,000 60,000 60,000 60,000 300,000 $10,388,724 $8,603,424 $7,794,324 $6,136,274 $6,721,374 $39,644,120 Total Recommended Park Improvements Program Projects by Total Project Cost Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 $4,622,667 $6,263,424 $5,379,324 $5,098,774 $5,683,874 270,000 1,427,500 1,427,500 Program Funding Source: General Obligation Bonds Park Renovation and Restoration $27,048,063 Kiwanis Park Sprinkler System Replacement 3,125,000 Development of Victory Acres Property 1,842,000 1,842,000 Athletic Field Lighting Improvements 302,500 352,500 352,500 402,500 402,500 1,812,500 Neighborhood Park Improvements 325,000 325,000 375,000 375,000 375,000 1,775,000 Kiwanis Recreation Center Tennis Court Resurfacing 807,000 Street Landscaping 250,000 100,000 100,000 100,000 100,000 650,000 75,000 75,000 100,000 100,000 100,000 450,000 Park Landscaping Improvements Sports Facility Relamping 807,000 60,000 60,000 60,000 60,000 60,000 300,000 8,554,167 8,603,424 7,794,324 6,136,274 6,721,374 37,809,563 Park Renovation and Restoration 1,834,557 0 0 0 0 1,834,557 Subtotal 1,834,557 0 0 0 0 1,834,557 $10,388,724 $8,603,424 $7,794,324 $6,136,274 $6,721,374 $39,644,120 Subtotal Funding Source: Excise Tax Bonds Park Improvements/Recreation Program Total 53 Park Improvements Program Project Descriptions Park Renovation and Restoration Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project will fund the renovation of three neighborhood parks per year. The project will incorporate a planning process involving extensive neighborhood input. Our existing parks are not very reflective of their neighborhood or the desires of the neighborhood. Renovations will involve improvements to playgrounds, irrigation systems, electrical/lighting systems, picnic facilities, landscaping/ visual imaging and accessibility. This project also includes renovations to various park restrooms, completion of the Kiwanis Park ramada renovations and improvements, renovation of the Kiwanis Park Fiesta Area playground, renovation of the Kiwanis Recreation Center wave making equipment, rehabilitation of the Kiwanis Recreation Center, restoration of the Escalante Swimming Pool amenities, and replacement of the Kiwanis park batting range netting. 2007-08 Source of Funds General Obligation Bonds Excise Tax Bonds 4,622,667 1,834,557 Kiwanis Park Sprinkler System Replacement Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the replacement of the sprinkler system in Kiwanis Park. This project will include the installation of new 6" water mains and new valves. In addition, it would include additional irrigation to park trees (drip/bubblers) to provide a mechanism for deep watering in drought years. 2007-08 Source of Funds General Obligation Bonds 270,000 Development of Victory Acres Property Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project is for development of land for a park in the Victory Acres section of Tempe. There is currently no actual park land in the area on the east side of the 101 freeway, north of Broadway other than Victory Park (less than 1/10 acre). First year funding was for land acquisition. Second year funding is for design and half of the construction. This will provide the remainder of the construction funding, and the utility undergrounding along the north side of the property. 2007-08 Source of Funds General Obligation Bonds 1,842,000 Athletic Field Lighting Improvements Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project upgrades the lighting levels at all deficient baseball, softball, and multi-purpose fields so that they are in compliance with Illuminating Engineering Society (I.E.S.) recommendations. 2007-08 Source of Funds General Obligation Bonds 302,500 Neighborhood Park Improvements Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This ongoing project provides for the replacement of playground equipment, picnic equipment, fencing, signage, concrete, sand, rubber playground surfacing, etc. in the various neighborhood parks. 2007-08 Source of Funds General Obligation Bonds 325,000 Kiwanis Recreation Center Tennis Court Resurfacing Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides funding for the replacement of the tennis court surfacing and matting system at the Kiwanis Recreation Center. 2007-08 Source of Funds General Obligation Bonds 807,000 Street Landscaping Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This ongoing project provides funding for improvements & replacement of trees and other landscaping in various street rights-of-way and public properties. The additional funding in the first year allows for the hiring of a consultant to develop an urban forestry master plan and address the tree die-off issues in street rights-of-way, plus the purchase of a tree spade. 2007-08 Source of Funds General Obligation Bonds 250,000 54 Park Improvements Program Project Descriptions (continued) Park Landscaping Improvements Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This ongoing project provides for the repair and replacement of neighborhood park landscaping. Funds are used to acquire trees, shrubs, seed/sod and other planting materials to replace trees and shrubs or repair turf areas at City parks and buildings sites on an annual basis. 2007-08 Source of Funds General Obligation Bonds 75,000 Sports Facility Relamping Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the continued funding of a maintenance program for our sports facilities' lighting needs. This project established a plan for a regular cycle of relamping and cleaning of light fixtures at all softball/baseball fields, soccer fields, tennis/ racquetball courts and park basketball/volleyball courts. 2007-08 Source of Funds General Obligation Bonds 60,000 Kiwanis Park 55 General Governmental Program Projects by Total Project Cost Funded Project Description FY 2007-08 Additional Needs FY 2008-09 FY 2009-10 FY 2010-11 5-Year FY 2011-12 Program Community Development Parking Garage Maryanne Corder Neighborhood Improvement Program Community Services Tempe Public Library Renovation Municipal Arts Program $7,000,000 $7,000,000 225,000 225,000 225,000 225,000 300,833 3,425,133 3,536,333 115,000 1,410,301 909,872 806,286 558,246 225,000 1,125,000 7,377,299 432,570 4,117,275 Renovation of the Tempe Historical Museum Exhibit Hall Financial Services Unfunded Prior Commitments 2,625,000 2,625,000 $3,996,000 $3,996,000 Public Works 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 $275,000 $275,000 $275,000 $275,000 $275,000 $1,375,000 $16,544,134 $5,547,005 $5,554,619 $1,885,246 $1,644,570 $31,175,574 Water Utilities Irrigation-Capital Replacement Total Recommended 56 General Governmental Program Projects by Funding Source Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 $300,833 $3,425,133 $3,536,333 $115,000 FY 2011-12 Program Funding Source: General Obligation Bonds Tempe Public Library Renovation $7,377,299 Renovation of the Tempe Historical Museum Exhibit Hall Subtotal 2,625,000 2,925,833 2,625,000 3,425,133 3,536,333 115,000 0 10,002,299 Funding Source: Capital Improvements Reserve Unfunded Commitments 3,996,000 3,996,000 City Facilities Rehabilitation 500,000 500,000 500,000 500,000 500,000 2,500,000 Municipal Arts Program 532,620 339,835 321,926 235,036 182,720 1,612,137 Irrigation-Capital Replacement 275,000 275,000 275,000 275,000 275,000 1,375,000 225,000 225,000 225,000 225,000 225,000 1,125,000 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 5,740,620 1,551,835 1,533,926 1,447,036 1,394,720 11,668,137 Maryanne Corder Neighborhood Improvement Program Subtotal Funding Source: Excise Tax Bonds Parking Garage 7,000,000 Subtotal 7,000,000 0 0 0 0 7,000,000 Municipal Arts Program 551,410 440,582 287,260 286,960 228,900 1,795,112 Subtotal 551,410 440,582 287,260 286,960 228,900 1,795,112 Municipal Arts Program 326,271 129,455 197,100 36,250 20,950 710,026 Subtotal 326,271 129,455 197,100 36,250 20,950 710,026 $16,544,134 $5,547,005 $5,554,619 $1,885,246 $1,644,570 $31,175,574 7,000,000 Funding Source: Water/Wastewater Fund Funding Source: Transit Fund General Governmental Program Total 57 General Governmental Program Project Descriptions (continued) Parking Garage Related Strategic Issue: Central City Development Committee of the Whole This project provides for construction of a parking garage for additional downtown public parking. 2007-08 Source of Funds Excise Tax 7,000,000 Maryanne Corder Neighborhood Grant Program Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation The Maryanne Corder Neighborhood Grant Program is an annual program that provides funding for small neighborhood initiated projects ($12,000 or less per individual association project). The selection of recipients and the amounts awarded are determined by City Council based on grant application requests by homeowner and neighborhood associations. Examples of projects include landscape, security lighting, and park improvements 2007-08 Source of Funds Capital Improvements Reserve 225,000 Tempe Public Library Renovation Related Strategic Issue: Arts and Community Services The purpose of this project is to enhance and renovate the Tempe Public Library, which opened to the public in September of 1989. Since the Library was designed and opened prior to the arrival of the Internet and the development of other media formats for the provision of information, the building was primarily designed to serve as a book repository. This project provides funding to upgrade the library's computer network, replace the furniture, and remodel the library to accommodate new usage patterns and technology. 2007-08 Source of Funds General Obligation Bonds 300,833 Municipal Arts Related Strategic Issue: Arts and Community Services This project provides funding for various Municipal Arts projects as determined by the Municipal Arts Commission and the City Council. 2007-08 Source of Funds Capital Improvements Reserve 532,620 Water/Wastewater Fund 551,410 Transit Fund 326,271 Renovation of the Tempe Historical Museum Exhibit Hall Related Strategic Issue: Arts and Community Services This project will fund the complete renovation of the 8,000 square foot exhibit hall gallery and related amenities in the Tempe Historical Museum. This project also provides for approximately 4,000 additional square feet of storage space and provides necessary upgrades in the exhibit fabrication workshop. 2007-08 Source of Funds General Obligation Bonds 2,625,000 Unfunded Prior Commitments Related Strategic Issue: Finance, Economy and Veterans Affairs This project provides funding for unfunded prior commitments, including:$1.4 million for land acquisition for the Apache Boulevard Police Substation; $900,000 for the Marketplace Development Disposition Agreement to assist in repaying federal loan utilized for environmental site remediation; $791,000 due to Arizona Public Service under Rio Salado Phase I development agreement; $500,000 for the Veteran's Memorial; $405,000 for the Tourism and Sports Authority settlement in connection with Diablo Stadium agreement. 2007-08 Source of Funds Capital Improvements Reserve 3,996,000 City Facilities Rehabilitation Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project funds the rehabilitation and repair of aging public facilities and related systems including roofing repairs and replacements, floor covering, painting, repairs and upgrades of building automation, fire alarms and damaged equipment. 2007-08 Source of Funds Capital Improvements Reserve 500,000 58 General Governmental Program Project Descriptions Historic Properties Preservation Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the preservation of the structural and aesthetic value of four city owned historic properties, including the Hackett House, the Tempe Beach Bridge abutment, the Tempe Beach ball field bleachers, and the B.B. Moeur House. These properties were determined by the Historic Preservation commission to be of historical value and should be maintained as such for future enjoyment by the public. 2007-08 Source of Funds Capital Improvements Reserve 100,000 HVAC Equipment Replacement Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the replacement of air conditioning equipment systems in city facilities. 2007-08 Source of Funds Capital Improvements Reserve 50,000 Energy Upgrade & Retrofit Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for replacement of substandard and inefficient lighting systems in city buildings. 2007-08 Source of Funds Capital Improvements Reserve 32,000 Roof Maintenance Program Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides for the repair and maintenance of the roofs of city facilities. 2007-08 Source of Funds Capital Improvements Reserve 30,000 Irrigation - Capital Replacement Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project provides a recurring funding source to replace and repair irrigation lines due to normal operation and/or that have exceeded their useful life. 2007-08 Source of Funds Capital Improvements Reserve 275,000 Tempe Public Library 59 Transportation & R.O.W. Improvements Program Projects by Total Project Cost Funded Additional Needs 5-Year Project Description FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program Arterial Resurfacing $2,471,871 $1,058,122 $1,163,934 $1,280,328 $1,300,000 $7,274,255 Major Street Renovation 1,082,409 1,190,650 1,500,000 1,650,000 1,815,000 7,238,059 Local Street Renovation 1,331,099 877,400 1,237,500 1,361,250 1,497,375 6,304,624 Neighborhood Rehabilitation 715,000 786,500 865,150 951,665 1,046,832 4,365,147 Intersection Reconstruction 660,000 726,000 798,600 878,460 966,306 4,029,366 2,000,000 2,000,000 Baseline Bridge Replacement Over Western Canal 4,000,000 Local and Major Street 955,142 459,729 477,628 525,391 625,000 3,042,890 Minor Concrete Improvements Reconstruction 432,575 475,832 523,415 575,757 633,333 2,640,912 Bridge Maintenance 200,000 200,000 200,000 200,000 200,000 1,000,000 200,000 200,000 200,000 200,000 200,000 1,000,000 Neighborhood Transportation Management Railroad Quiet Zone Mitigation 550,000 550,000 410,000 410,000 Hudson Park Area Pedestrian Improvements City Facilities Parking Lots 66,480 33,146 42,000 46,200 50,820 238,646 29,000 29,000 29,000 29,000 29,000 145,000 $9,103,576 $8,036,379 $9,037,227 $7,698,051 $8,363,666 $42,238,899 Minor Street and Alley Improvements Total Recommended Alley improvements in progress 60 Transportation & R.O.W. Improvements Program Projects by Funding Source Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program $2,471,871 $1,058,122 $1,163,934 $1,280,328 $1,300,000 $7,274,255 Funding Source: General Obligation Bonds Arterial Resurfacing Local Street Renovation 1,331,099 877,400 1,237,500 1,361,250 1,497,375 6,304,624 Major Street Renovation 1,082,409 1,190,650 1,500,000 1,650,000 1,815,000 7,238,059 Neighborhood Rehabilitation 715,000 786,500 865,150 951,665 1,046,832 4,365,147 Intersection Reconstruction 660,000 726,000 798,600 878,460 966,306 4,029,366 2,000,000 2,000,000 955,142 459,729 477,628 525,391 625,000 3,042,890 432,575 475,832 523,415 575,757 633,333 2,640,912 200,000 200,000 200,000 200,000 200,000 1,000,000 Bridge Maintenance 200,000 200,000 200,000 200,000 200,000 1,000,000 Railroad Quiet Zone Mitigation 550,000 550,000 410,000 410,000 Baseline Bridge Replacement Over Western Canal 4,000,000 Local and Major Street Reconstruction Minor Concrete Improvements Neighborhood Transportation Management Hudson Park Area Pedestrian Improvements City Facilities Parking Lots 66,480 33,146 42,000 46,200 50,820 238,646 29,000 29,000 29,000 29,000 29,000 145,000 $9,103,576 $8,036,379 $9,037,227 $7,698,051 $8,363,666 $42,238,899 Minor Street and Alley Improvements Transportation & R.O.W Improvements Program Total 61 Transportation & R.O.W. Improvements Program Project Descriptions Arterial Resurfacing Related Strategic Issue: Transportation and Affordable Housing This project provides for the resurfacing and localized reconstruction of the arterial street system in the city. The majority of the arterial roadways in the city have undergone a number of preventive maintenance applications since originally constructed. The amount and type of traffic is approaching or has exceeded the design limit of some arterial streets. By overloading a roadway past its original design, rapid deterioration of the street will result. By resurfacing and rehabilitation of the arterials, the strength and the durability of the roadway will greatly increase while the cost of maintaining the road for the next 10 years will decrease. 2007-08 Source of Funds General Obligation Bonds 2,471,871 Major Street Renovation Related Strategic Issue: Transportation and Affordable Housing This project provides ongoing preventative maintenance and resurfacing of major arterial and collector streets throughout the city in accordance with the city's Pavement Management Program. Without routine maintenance, the arterial street network in the city will decline at a rapid rate. 2007-08 Source of Funds General Obligation Bonds 1,082,409 Local Street Renovation Related Strategic Issue: Transportation and Affordable Housing This project will provide the ongoing preventive maintenance (slurry seal) of local/residential streets throughout the city in accordance with the city's Pavement Management Program. 2007-08 Source of Funds General Obligation Bonds 1,331,099 Neighborhood Rehabilitation Related Strategic Issue: Transportation and Affordable Housing This project provides for the reconstruction, resurfacing, and/or rehabilitation of residential streets in Tempe neighborhoods. The City's preventive maintenance efforts over the years have preserved our streets and kept them in very good condition. However, a growing number of residential streets are to the point that preventive maintenance is no longer effective or appropriate. This program allows for the annual rehabilitation of 6 miles of residential streets on average. 2007-08 Source of Funds General Obligation Bonds 715,000 Intersection Reconstruction Related Strategic Issue: Transportation and Affordable Housing This project provides for the reconstruction, resurfacing, and rehabilitation of intersections throughout the city that have been determined to be unsafe for both pedestrian and vehicular traffic. This project will explore additional pavement alternatives such as portland cement concrete and other additives that will improve the structural integrity of the intersections. The requested funding will address approximately three intersections per year. 2007-08 Source of Funds General Obligation Bonds 660,000 Baseline Bridge Replacement Over Western Canal Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation This project includes the replacement of the existing Baseline Bridge over the Western Canal. This bridge was inspected and found to be at the limit of its capacity and is in need of replacement over the next few years. 2007-08 Source of Funds N/A Local and Major Street Reconstruction Related Strategic Issue: Transportation and Affordable Housing 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. Streets and/or public rights-of-way in this category include streets that were acquired through annexation processes throughout the years, and streets/rights-of-way that have never been constructed to city standards. 2007-08 Source of Funds General Obligation Bonds 955,142 62 Transportation & R.O.W. Improvements Program Project Descriptions (continued) Minor Concrete Improvements Related Strategic Issue: Transportation and Affordable Housing This project will provide for the emergency replacement of broken curbs, gutters, and sidewalks throughout the City. Other uses include the construction of curbs, gutters, and sidewalks to improve the continuity of the infrastructure and to improve accessibility and mobility for pedestrians in various areas. 2007-08 Source of Funds General Obligation Bonds 432,575 Neighborhood Transportation Management Related Strategic Issue: Transportation and Affordable Housing This project will provide the Transportation Division with resources to strengthen its ability to address neighborhood traffic concerns, such as the installation of traffic calming devices. 2007-08 Source of Funds General Obligation Bonds 200,000 Bridge Maintenance Related Strategic Issue: Transportation and Affordable Housing This project provides for repair and maintenance of bridges located throughout the city. Federal law mandates the inspection of all bridges in the country every two (2) years. The Arizona Department of Transportation (ADOT) has been inspecting Tempe's bridges for many years and submitting a report to the city for required repairs and maintenance. In this report, ADOT identifies specific repairs and maintenance required and quantifies the estimated cost to make the repairs. The city updates these costs for construction inflation and determines current costs. The scope of work includes replacement of damaged joints, joint seals and diaphragms, cleaning debris out of the joints to allow them to function properly, posting of vertical clearance signs, repair of damaged structural members and guard, replacement of missing bolts and nuts from railings, correction of settlement and subsidence at abutments and miscellaneous other items. This is done to assure that the bridges are safe and in good repair. The consequences of not carrying out this procedure are potentially unsafe bridges and eventually catastrophic failure. 2007-08 Source of Funds General Obligation Bonds 200,000 Railroad Quiet Zone Mitigation Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation The project is for final design and construction of mitigation measures for a locomotive quiet zone for 10 at-grade railroad crossings in the City of Tempe. For the railroad to minimize the use of the required horns at intersections, the city needs to develop and implement mitigation measures to promote safety at the crossings. 2007-08 Source of Funds General Obligation Bonds 550,000 Hudson Park Area Pedestrian Improvements Related Strategic Issue: Transportation and Affordable Housing This project provides for the final design and construction of street improvements around Hudson Park. The project will include removal and reconstruction of curb and gutter, sidewalk replacement, and ADA accessibility improvements along the streets surrounding the park. 2007-08 Source of Funds General Obligation Bonds 410,000 City Facilities Parking Lots Related Strategic Issue: Transportation and Affordable Housing This project will provide for the sealing, resurfacing and reconstruction of City parking lots in accordance with the City's Pavement Management Program. 2007-08 Source of Funds General Obligation Bonds 66,480 Minor Street and Alley Improvements Related Strategic Issue: Transportation and Affordable Housing This project will provide for the improvement of dust control on minor streets and alleys throughout the city, including paving unpaved streets or upgrading substandard minor streets to city standards. The paving of these streets and dust control in the alleys will assist the city in meeting its air quality standard requirements. Alleys that have been improved provide an environment that allows the solid waste personnel to complete their duties safely and quickly as well as encourage residents to take ownership of their alley and increase neighborhood pride. 2007-08 Source of Funds General Obligation Bonds 29,000 63 Traffic Signals/Street Lighting Program Projects by Total Project Cost Funded Project Description New Signals/Modular Upgrade Utility Undergrounding Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 300,000 300,000 300,000 300,000 300,000 1,500,000 300,000 300,000 300,000 300,000 300,000 1,500,000 300,000 300,000 300,000 300,000 300,000 1,500,000 25,000 25,000 25,000 25,000 25,000 125,000 $1,525,000 $1,525,000 $1,525,000 $1,525,000 $1,525,000 $7,625,000 Street Light Pole Structural Replacement Street Light Upgrades/New Installation Installation of Pedestrian ITS Devices Total Recommended Traffic Signals/Street Lighting Program Projects by Funding Source Funded Project Description Additional Needs 5-Year FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Program $600,000 $600,000 $600,000 $600,000 $600,000 $3,000,000 300,000 300,000 300,000 300,000 300,000 1,500,000 300,000 300,000 300,000 300,000 300,000 1,500,000 300,000 300,000 300,000 300,000 300,000 1,500,000 25,000 25,000 25,000 25,000 25,000 125,000 $1,525,000 $1,525,000 $1,525,000 $1,525,000 $1,525,000 $7,625,000 Funding Source: General Obligation Bonds New Signals/Modular Upgrade Utility Undergrounding Street Light Pole Structural Replacement Street Light Upgrades/New Installation Installation of Pedestrian Intelligent Transport Systems Devices Traffic Signals/Street Lighting Program Total 64 Traffic Signals/Street Lighting Program Project Descriptions New Signals/Modular Upgrade Related Strategic Issue: Transportation and Affordable Housing This project provides for the installation of new traffic signals as warranted by traffic engineering studies or for the conversion of existing signals to modular standards. 2007-08 Source of Funds General Obligation Bonds 600,000 Utility Undergrounding Related Strategic Issue: Transportation and Affordable Housing This project will provide for the undergrounding of overhead utility lines. Sec 25-120-126 requires the undergrounding of all new and existing utility lines in conjunction with a development/redevelopment project. However, in established, residential areas, the possibility of undergrounding by others (or developers) is unlikely. Therefore, the city budgets for the undergrounding of these areas to provide a more reliable power source as well as aesthetics. 2007-08 Source of Funds General Obligation Bonds 300,000 Street Light Pole Structural Replacement Related Strategic Issue: Transportation and Affordable Housing The project will fund the replacement of existing rusted street light poles that are direct buried and provide funding to replace all direct buried street light poles to meet our current street light pole foundation standards. It is estimated that there may be 3,000 rusted street light poles in our inventory which may increase because of corrosion over the next ten years. 2007-08 Source of Funds General Obligation Bonds 300,000 Street Light Upgrades/New Installation Related Strategic Issue: Transportation and Affordable Housing This project provides for the installations of new street lights at various locations as well as the upgrading of street lights from mercury vapor luminaires to high pressure luminaires. A typical year's program would include installation of 100 new arterial street lights and 25 mid-block residential lights. 2007-08 Source of Funds General Obligation Bonds 300,000 Installation of Pedestrian Intelligent Transport Systems (ITS) Devices Related Strategic Issue: Transportation and Affordable Housing The purpose of this project is to convert existing or install new accessible pedestrian devices at traffic signal controlled intersections. This project is a step toward complying with the Americans with Disabilities Act (ADA) and provides an essential public service for Tempe residents. Examples of these devices include, but are not limited to, pedestrian push buttons, pedestrian countdown signal heads, audible pedestrian technologies and machine vision detections. These devices provide audible, vibro-tactile and visual information for pedestrians with limited or no hearing or sight. 2007-08 Source of Funds General Obligation Bonds 25,000 Traffic signal under construction 65 Relationship Between Operating and Capital Budgets Though the City of Tempe prepares a separate Capital Budget from the Operating Budget, the two budgets are linked. These links include operating and maintenance costs associated with new facilities, debt service payments for new debt financed projects, and pay-asyou-go financing from operating revenues. These incremental impacts total $36.8 million in FY 2007-08. Incremental Impact of Capital Budget on Operating Budget - All Funds FY 2007-08 New Debt Service Enterprise Operating Budget $355.3 M CIP Impact $36.8 M Capital Budget $212.7 M $4,658,250 Transportation 279,000 General Purpose 982,311 Special Purpose 3,949,828 New Operations and Maintenance Pay-As-You-Go Financing 710,112 Transit Fund As part of the Capital Improvements Program, departments were asked to identify those capital projects that have an impact on the operating budget and then quantify the impact in terms of operation and maintenance. The table below details the projected operating and maintenance impact, by project, of the capital improvements on the FY 2007-08 operating budget. As shown in the table, the finalization of the construction of the Tempe Transportation Center contributes the largest operating cost, with $674 thousand from the Transit Fund. This amount will provide for 11 new FullTime Equivalent (FTE) positions associated with opening this facility in the latter part of the year. In general terms these costs relate to the hiring of personnel to operate the Transportation Center, including administrative, facilities maintenance, security, and custodial staff and one-time vehicle purchases. The other noteworthy operating impact is $26 thousand from the General Fund for maintenance costs of adding the Victory Acres property to the neighborhood parks system. 25,373,671 Water/Wastewater Fund Total 801,410 $36,754,582 FY 2007-08 Detailed Operating and Maintenance Impacts of Capital Improvements Program / Project Special Purpose Tempe Transportation Center General Purpose TIPS (Technology Integrated Police Systems) Development of Victory Acres Property $ Amount FTE Fund $673,962 11 Transit Fund 10,000 26,150 Total Operating Impacts $710,112 66 General Fund General Fund 11 Capital Budget and Debt Policy Statements Capital Budget Policy Statement Estimated costs, potential revenue and funding sources shall be identified prior to any project being submitted for Council approval. A department which anticipates a capital project exceeding its adopted budget shall submit a plan to Council addressing the issue for its prior approval. Capital improvement operating budget impacts will be coordinated with the development of the Operating Budget. Future operating, maintenance, and replacement costs will be forecast as part of the City's annual long range financial capacity study. A five-year capital improvements program, as required by City Charter, will be developed and updated annually including anticipated funding sources. In addition, a prior year capital project status report shall be presented to the Council for information purposes when the capital improvement budget is considered. The City may provide for internal, pay-asyou go financing for its capital improvement program. Funding may come from fund balance reserves or any other acceptable means of funding. The annual operating budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenue where possible. Authorized debt shall be limited as follows unless authorization is obtained from the City Council to exceed these limits Debt Policy Statement Debt will only be used to finance long term capital improvements and not be used to finance recurring operating expenses. General obligation bonds shall follow the guidelines established in the Debt Management Plan In accordance with state law, the total value of General Obligation bonds issued for the purposes of water, wastewater, artificial light, open space preserves, parks, playgrounds, and recreational facilities, public safety, law enforcement, fire and emergency services facilities, and streets and transportation 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. Excise tax bonds shall maintain revenue coverage limits of at least 3 times debt service Improvement District bonds shall not exceed 5% of the City’s secondary 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. Overlapping debt issue shall be included in the City’s financial reports 67 Legal Bonded Debt Limits Under Article 9, Section 8 of the Arizona State Constitution, cities may issue general obligation bonds for purposes of water, wastewater, artificial light, open space preserves, parks, playgrounds and recreational facilities, public safety, law enforcement, fire and emergency services facilities and streets and transportation 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. Bonds issued under either the 20% or 6% limit are subject to authorization by a majority vote at a city bond election. FY 2007-08 6% Bond Limit (1) $144,113,908 Outstanding Bonded Debt-Previously Issued (1,455,000) Proposed General Obligation Bonds to be Sold in FY 2007-08 Water/Wastewater 20% $480,379,693 (358,310,000) 50,555,000 Storm Drains Park Improvements 8,554,167 Public Safety/Law Enforcement 13,243,022 Fire and Emergency Services 3,863,798 Transportation 10,628,576 All Others 2,925,833 Debt Margin Available (1) $139,733,075 $35,225,130 The FY 2007-08 Bond Limit is based upon an estimated secondary assessed value of $2,401,898,465, compared to the FY 2006-07 secondary assessed value of $2,006,703,332. 68 Long Term Debt Summary General Obligation Voter Authorization 2002 Program Water/Wastewater Police Protection Fire Protection Park Improvements Streets/Transportation Sub Total Original Authorization Prior Issues 2007-08 Issue Remaining Authorization $77,000,000 $77,000,000 31,500,000 26,940,000 4,560,000 0 6,000,000 2,710,000 3,290,000 0 12,000,000 12,000,000 $0 0 31,500,000 14,120,000 10,628,576 6,751,424 158,000,000 132,770,000 18,478,576 6,751,424 172,000,000 121,445,000 50,555,000 0 8,683,022 5,316,978 2006 Program Water/Wastewater Police Protection Fire Protection Community Services/Park Improvements/Library Streets/Transportation Sub Total TOTAL 14,000,000 2,500,000 573,798 1,926,202 2,520,000 11,480,000 0 210,500,000 123,965,000 71,291,820 15,243,180 $368,500,000 $256,735,000 $89,770,396 $21,994,604 14,000,000 8,000,000 8,000,000 Long-Term Debt Outstanding July 1 2004 2005 $103,735,000 $137,390,000 2006 2007 General Obligation Bonds Water/Wastewater Police Protection Fire Protection Storm Drains Park Improvements Library/Museum Streets/Transportation Total G.O. Debt Outstanding $180,935,000 $243,265,000 7,590,000 7,205,000 27,625,000 29,255,000 11,425,000 10,515,000 9,685,000 8,855,000 4,350,000 4,110,000 4,180,000 3,970,000 20,095,000 25,940,000 25,535,000 25,665,000 130,000 130,000 115,000 1,455,000 48,050,000 51,980,000 50,470,000 47,300,000 195,375,000 237,270,000 298,545,000 359,765,000 400,000 275,000 140,000 0 400,000 275,000 140,000 0 2,840,000 2,320,000 1,780,000 1,220,000 2,840,000 2,320,000 1,780,000 1,220,000 37,595,000 36,095,000 56,665,000 52,545,000 60,675,000 109,785,000 37,935,000 36,570,000 35,175,000 33,745,000 6,380,000 25,125,000 24,535,000 23,975,000 2,305,000 2,210,000 2,130,000 Tempe Municipal Property Corp. Bonds Golf Course Improvements Total Tempe Municipal Property Debt Tempe Sports Authority Corp. Bonds/COP Certificates of Participation (COP) Total Tempe Sports Authority Corp. Bonds/COP Total Performing Arts Excise Tax Bonds Total Transit Excise Tax Bonds Total Rio Salado Excise Tax Bonds Total Governmental Excise Tax Bonds Total Cemetery Enterprise Bonds Total Long-Term Outstanding Debt $280,525,000 69 $339,960,000 $479,725,000 $583,165,000 Capital Budget, Debt Service and Property Tax Rate: Ten Year Historical Trends Budgeted Capital Fiscal Outstanding Improvements Year Principal Debt Program Debt Service Requirements P&I Net Secondary Assessed Value % Change in Secondary Assessed Valuation Property Tax Rate ($) Primary Secondary Total 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 2006-07 196,728,491 583,165,000 53,474,507 2,006,703,332 5.4 .52 .88 1.40 2007-08 212,706,469 667,179,516 65,096,167 2,401,898,465 19.7 .51 .89 1.40 Summary: (1) Outstanding Principal Debt includes all forms of City debt, including general obligation, excise, and enterprise supported debt. (2) The increase from $118 million in FY 2003-04 to $177.2 million in FY 2004-05 was due primarily to the construction of the Tempe Center for the Arts in the Special Purpose Capital Program and inclusion of light-rail construction within the Transit program. In more recent years an expanded Water/Wastewater capital program and renovations to the neighborhood parks system are contributing to program growth. The increase in outstanding principal is due to an increasing utilization of bonded debt in the Capital Budget. (3) Debt Service Requirements column includes amount for Community Facilities District Debt, which is not subject to appropriation. Debt Service Appropriations by Fund FY 2007-08 Debt Service Fund Transit Fund Water/Wastewater Fund Golf Fund Performing Arts Fund Cemetery Fund Total Principal Interest $9,117,792 $8,065,705 $330,000 $17,513,497 2,522,796 9,731,233 600,000 12,854,029 14,790,354 12,303,469 550,000 27,643,823 4,464 3,629 2,000 10,093 3,485,000 2,492,051 40,000 6,017,051 80,000 96,938 25,000 201,938 $30,000,406 $32,693,025 $1,547,000 $64,240,431 70 Fiscal Agent Fees Total 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. The rate is unchanged in the FY 2007-08 budget. $ Millions 34 32 30 28 26 24 22 20 18 16 14 12 10 8 6 4 2 0 1 8 99 9 -9 1 9 99 0 -0 20 00 01 20 01 02 2 2 00 -0 3 2 3 00 Primary Tax Levy Fiscal Year Primary Tax Levy -0 4 2 4 00 5 -0 2 5 00 -0 6 20 06 07 * 20 8 -0 07 * Secondary Tax Levy Secondary Tax Levy Total Tax Rate/ $100 Assessed Value 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 9,287,702 16,430,588 25,718,190 1.40 2006-07* 9,822,845 17,693,103 27,515,948 1.40 2007-08* 10,371,221 21,364,887 31,736,108 1.40 * Amounts reflect estimated receipts 71 Citywide Overview Total Operating Budget and Debt Service Budget Data FY 2005-06 Actual FY 2006-07 Budget FY 2006-07 Revised FY 2007-08 Budget Operating Budget $266,784,607 $314,115,625 $323,798,278 $355,286,702 $1,609 $1,885 $1,943 $2,122 17.2% 3.1% 12.6% $13,221,993 $16,495,505 $16,495,505 $17,513,497 $80 $99 $99 $100 24% 0% 0% Cost Per Capita % Change (cost per capita) Tax-Supported Debt Service Cost Per Capita % Change (cost per capita) Total Operating Revenue by Source Source FY 2005-06 Actual FY 2006-07 Budget FY 2006-07 Revised FY 2007-08 Budget General Fund $158,553,063 $160,525,688 $167,844,456 $179,417,531 Debt Service Fund 17,832,727 18,580,379 18,580,379 22,252,163 Transportation/Transit Funds 54,344,912 55,928,919 56,345,946 57,678,474 CDBG/Section 8 Funds 13,842,836 11,502,474 11,750,729 11,016,572 Rio Salado Fund 1,164,487 1,054,747 1,276,253 1,358,770 Performing Arts Fund 7,054,202 7,393,250 7,474,963 8,077,567 Enterprise Funds Total 61,150,739 62,741,283 64,023,553 67,359,772 $313,942,966 $317,726,740 $327,296,279 $347,160,849 Staffing Summaries Citywide: Full-Time Authorized Positions Source Total Personnel Employees/1,000 Population FY 2005-06 Actual FY 2006-07 Budget FY 2006-07 Revised FY 2007-08 Budget 1,700 1,731 1,733 1,785 10.3 10.4 10.4 10.7 1.8% 0.1% 3.1% % Change (Employees/1,000 Population) 72 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 200708, Transportation now constitutes the largest share with 30% of total program expenditures. This reflects the commitment to construct the transit light rail project, regional maintenance facility, and multi-use paths. Environmental Health represents 23% of the budget, reflecting funding for plant capacity expansions for water and wastewater facilities. $ Millions 600 Population (Thousands) $ $ $ $ $ $ $ $ $ $ 170 150 500 130 400 110 90 300 70 50 200 30 100 10 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 General Services Development Services Public Safety Environmental Health Community Services Transportation Population Program (Thousands) FYE 99 FYE 00 FYE 01 General Services $25,138 $27,024 $28,427 $44,517 Development Services 37,949 20,483 21,842 Public Safety 50,509 58,040 Environmental Health 64,472 Community Services Transportation Total FYE 02 FYE 03 FYE 04 FYE 05 FYE 06 FYE 07 FYE 08 $37,819 $44,547 $43,779 $40,785 $53,773 $54,462 35,036 21,958 20,287 21,659 23,454 25,767 34,719 63,479 66,277 66,618 70,515 72,421 89,998 92,868 115,092 72,022 69,586 73,406 127,686 76,678 110,865 124,395 125,421 133,574 32,138 43,320 36,232 37,070 37,544 56,500 45,126 70,547 46,713 61,942 67,905 62,624 50,508 63,251 67,055 62,389 65,461 116,090 166,302 168,204 $278,111 $283,513 $270,074 $319,557 $358,680 $330,916 $359,311 $465,269 $510,844 $567,993 73 Per Capita Expenditures by Program In FY 2007-08, the total financial program per capita cost is $3,392, representing a 10% increase over FY 2006-07. In this fiscal year, for every $1 of expenditure, 30¢ is earmarked for Transportation, 23¢ for Environmental Health, 20¢ for Public Safety and the remainder for General Services, Community Services, and Development Services. In relation to the prior year, spending per capita remains relatively comparable. Per Capita Spending by Program as a Percent of Total Spending 40% 33% $1,004 $998 30% 30% 25% $798 23% 20% 18% $557 20% 10% 11% 10% 10% 9% 5% 6% $207 0% General Services Public Safety Community Services Development Services Environmental Health Transportation FY 2006-07 FY 2007-08 Per Capita Expenditures Program General Services FY 2006-07 Percentage of Total FY 2007-08 Percentage of Total $323 10% $325 10% Development Services 155 5% 207 6% Public Safety 557 18% 688 20% Environmental Health 753 25% 798 23% Community Services 280 9% 370 11% Transportation 998 33% 1,004 30% $3,066 100% $3,392 100% Total Per Capita Expenditures 74 Program By Fund Summary The majority of funding for the City’s two largest program areas, Transportation and Environmental Health, comes from enterprise, special revenue, and capital revenues. In terms of General Fund revenue, the Public Safety program receives the majority of funding. FY 2007-08 Fund General General Services Development Services Public Safety $35,614,263 $13,413, 017 $92,584,925 Rio Salado Debt Service Total $237,864 $30,428,786 $870,000 $173,148,855 479,622 2,078,346 1,598,724 HURF Transit Environmental Community Health Services Transportation 71,853 Public Safety represents the largest program in the General Fund. 10,226,109 10,297,962 51,893,704 51,893,704 17,513,497 17,513,497 Performing Arts 8,598,850 8,598,850 Golf 2,078,836 2,078,836 Solid Waste Water/Wastewater 397,639 CDBG/Section 8 Housing 14,380,842 14,380,842 63,492,515 63,890,154 11,016,572 11,016,572 Cemetery Total Operating Capital Improvements TOTAL PROGRAM 389,084 389,084 53,525,399 26,028,313 92,584,925 78,183,074 41,975,178 62,989,813 355,286,702 937,000 8,691,000 22,506,820 56,192,410 19,966,958 130,587,362 212,706,469 $54,462,399 $34,719,313 $115,091,745 75 $133,574,074 $61,942,136 $168,203,504 $567,993,151 Program By Department Summary FY 2007-08 Department Mayor and Council City Manager Community Relations City Clerk General Development Services Services Public Safety Environmental Community Health Services Transportation Total $429,943 $429,943 363,884 363,884 2,977,457 2,977,457 734,318 734,318 City Court 4,140,201 4,140,201 Human Resources 3,261,368 3,261,368 City Attorney 3,561,320 3,561,320 Financial Services 4,639,581 Diversity Program 604,701 Internal Audit 500,620 Development Services 1,895,288 6,833,694 Community Development 6,534,869 Public Works represents 100% of the total departmental Transportation program, while Police comprises 71% of the total Public Safety departmental program budget. 16,579,545 103,186 604,701 500,620 6,833,694 16,682,731 Police 66,043,829 66,043,829 Fire 22,400,895 22,400,895 Community Services 17,068,792 17,068,792 Parks and Recreation 18,197,682 18,197,682 Water Utilities 32,953,404 Public Works 6,954,210 2,615,074 TOTAL DEPT 24,027,402 26,028,313 Non-Departmental 32,953,404 14,690,559 92,584,925 49,539,251 35,369,660 8,404,500 49,092,784 73,352,627 49,092,784 276,642,335 870,000 9,274,500 Debt Service 17,513,497 27,643,823 6,229,082 12,854,029 64,240,431 Contingency 3,580,000 1,000,000 376,436 173,000 5,129,436 TOTAL OPERATING 53,525,399 26,028,313 92,584,925 78,183,074 41,975,178 62,989,813 355,286,702 Capital Improvements 937,000 8,691,000 22,506,820 56,192,410 19,966,958 130,587,362 212,706,469 TOTAL PROGRAM $54,462,399 $34,719,313 $115,091,745 76 $133,574,074 $61,942,136 $168,203,504 $567,993,171 Impact of Total Budget on Residents Utility Charges for Services The City maintains three utility services for water, sewer, and solid waste. For FY 2007-08, an increase in water, sewer and solid waste rates has been approved and will be effective November 1, 2007. Rate reviews for each of the utility services will continue annually. Water/Sewer Effective November 1, 2006, water rates increased by 4.2%, and sewer rates increased by 7.1%. Per Council approval, water and sewer rates will be adjusted again in the fall of 2007 to attain full cost recovery, as customer charges are based upon water consumption and strength of discharge into the sewer system. The impact to rates paid by water and sewer customers will be increases of 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, 2006, solid waste rates were changed. The rate for residential services increased by 4.0%, while the commercial services rate increased by 5.0%. In the fall of 2007, the residential service rate will increase by 4%, while the commercial service charge will increase by 5%. Property Tax The property tax rate for FY 2007-08 will remain at $1.40/$100 assessed valuation. The primary tax rate is $0.51 and the secondary tax rate is $0.89. The primary levy is used to offset General Fund services such as police, fire, parks, and libraries, while the secondary tax levy is used to repay debt on general obligation bonds. Average Utility Charges for Services (monthly) 1 Local Taxes 1 Fiscal Year Sales Tax Property Tax Water Sewer Solid Waste 2006-07 1.8% $1.40 $23.01 $14.41 $16.74 2007-08 1.8% $1.40 $23.99 $15.44 $17.41 Charges reflect rates effective July 1 77 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 2007-08 totals 1,782, a 2.9% increase from FY 2006-07. Total employees per 1,000 population for FY 2007-08 is estimated at 10.65, a 2.4% increase from the previous fiscal year. The increase in the number of personnel is primarily due to additional public safety personnel. Full-Time Employees Per 1,000 Population 12 2000 10 1500 8 1000 6 The total number of full-time employees has increased from 1,556 to 1,782 from 1999 to 2008 for a 15% increase. During that same period the number of employees per 1,000 population rose by 7.5%. 500 4 2 0 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Fiscal Year Full-Time Employees Per 1,000 Population Fiscal Year End Full-Time Employees 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 1,700 10.25 2007 1,731 10.38 2008 1,782 10.65 78 Employees Per 1,000 Population Comprehensive Financial Plan 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 longrange forecasts of revenues and expenditures, issues, trends and resource choices for all funds, and debt management program. Comprehensive Financial Plan Contents Page Comprehensive Financial Plan Overview ..................................................................................................................... 80 Forecast Methodology.................................................................................................................................................... 82 Forecast and Major Revenue Assumptions.................................................................................................................. 83 Financial Overview ......................................................................................................................................................... 85 Major Expenditure Assumptions and Economic Outlook ........................................................................................... 86 General Fund................................................................................................................................................................... 88 Transit Fund .................................................................................................................................................................... 90 Performing Arts Fund..................................................................................................................................................... 92 Transportation Funds..................................................................................................................................................... 94 Enterprise Funds Water/Wastewater Fund .............................................................................................................................................. 96 Solid Waste Fund......................................................................................................................................................... 98 Golf Fund ................................................................................................................................................................... 100 Rio Salado and Community Facilities District (CFD) Funds ..................................................................................... 102 Financial Action Plan.................................................................................................................................................... 104 79 Comprehensive Financial Plan Overview Introduction for operating and capital expenses and critical financial flexibility over the next several years. 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 the City Council to use in making budgetary decisions for the upcoming fiscal year. The City enjoys bond ratings of: "AAA" Fitch "AAA" Standard and Poor's "Aa1" Moody's 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 took a proactive stance by commissioning an actuarial study. This study estimated the City’s accumulated OPEB liability across all funds to be $300 million. This equates to an annual contribution of $19.6 million per year over a period of 25 years assuming the current benefit structure remains in place. 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 2007-08 through FY 2010-12. Forecast models are presented along with trends, forecasts, and fund balances for each of the funds. As the fund with the largest share of both current and retired employees, the General Fund is impacted the greatest by the OPEB liability. In terms of baseline financial health, the General Fund is experiencing future fund surpluses. Taking an annual OPEB contribution into consideration however, results in operating deficits beginning in FY 2007-08 and continuing through the forecast period. This is the primary financial challenge facing the City, and is being explored further in terms of the steps to be taken to address it. 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 As a relatively new fund, the Transit Fund is not experiencing as large an impact from the OPEB liability, as there is a much lower number of retirees receiving benefits from this fund in the actuarial calculation. Therefore this fund is expected to post continuing operating surpluses in the forecast period, as Transit Tax revenues and interjurisdictional payments are more than sufficient to meet operating and capital needs of this fund over the next five years. Major Study Findings Highlights of the major findings and conclusions from the long-range financial study are as follows: 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 $40.9 million as of June 30, 2006. This balance represents 26% of FY 2005-06 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). 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 and OPEB costs, may produce a deficit condition in the Transportation Funds in future years. Self-insurance reserve of $8.8 million (considered adequately protected from potential liability claims). The Performing Arts Fund is expected to experience a near term operating deficit, as one-time costs associated with opening the Tempe Center for the Arts in FY 2007-08 exceed annual revenue from the Performing Arts Tax. In the out years of the forecast, however, operating surpluses are expected. Similar to the Transit Fund, this fund is relatively new and therefore does not have a large OPEB liability. Restricted debt service reserve of $18.5 million, above the policy level of 8% of outstanding bonded debt Water/Wastewater fund balance of $65.6 million, as of June 30, 2006, provides necessary coverage 80 Comprehensive Financial Plan Overview (continued) Given a projection of increasing future operating deficits, the Water/Wastewater Fund will require future rate adjustments with the goal to ensure full cost recovery. These adjustments are largely necessary due to increasing debt service costs associated with capital improvements necessary to meet the fiscal impact of water/wastewater regulatory compliance and sewer capacity demands. These costs are due to federally mandated modifications at the regionally shared 91st Avenue Wastewater Treatment Plant, as well as the need for increased sewage processing capacity and other compliance driven improvements. The Solid Waste Fund is projected to go into deficit condition in the out-years of the forecast, and as such, it will be necessary to review Solid Waste fees to bring revenues in line with growth in expenses. Similar to the General Fund, the primary reason for the deficit is the estimated OPEB liability. The Golf Fund has been experiencing an operating deficit for several years, and given current operations, the forecast is that this trend will continue. Solutions to this operating profile are being sought, and 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. The Rio Salado/Community Facilities District (CFD) forecasted shortfalls are consistent with their financial plans. Future development in the Tempe Town Lake area is expected to boost future revenues in the CFD. Until the development is in place and subject to assessments these revenues will not be included in the forecast for the fund, in line with the City’s forecasting practices. 81 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. 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 external 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 (particularly the trends projected). For certain 82 Forecast and Major Revenue Assumptions 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. landlocked with other municipal jurisdictions on all four borders. Given this geographical limit on expansion, population in Tempe is assumed to increase by merely 0.5% per year over the forecast period. Population is Thousands Tempe Population 180 160 Population increased from 64,000 in 1970 to 166,000 in 2005 140 120 100 166 156 154 142 80 107 60 64 40 20 0 Tempe Taxable Sales Taxable sales in Tempe have rebounded rapidly since emerging from the 2001-03 national downturn in the economy. These increases have come from both base growth as well as the addition of new business. As the graph below shows, taxable sales in FY 2006-07 were $7.1 billion, which is 42% higher than the level seen at the lowest point of the economic downturn. 19 80 19 90 19 95 20 00 20 05 important in the forecasting models for two main reasons. First, it is used to determine growth in revenues from recreation, social services, and criminal justice programs. Second, and of perhaps even greater importance, is the role that population plays in state shared revenue calculations. State-wide population growth is assumed to average 3.7% per year over the next five years. The disparity between growth in local and state populations is significant since several major revenue categories are dependent upon Tempe’s population as a percentage of the state. Every five years the sharing formula is recalculated, and the differences in growth result in Tempe’s share of the total revenue pool decreasing. 8.0 6.0 4.0 5.3 5.0 19 Tempe Taxable Sales $ Billions 4.8 70 5.1 5.2 7.1 6.6 5.8 5.3 5.0 2.0 State Revenues As the base for state shared revenues, state income and sales taxes are also important to city revenues. As with city revenues, state revenue growth in recent years has been brisk. This growth helped to mitigate the impact of the last recalculation of the sharing percentage after a Special Census in 2005. The forecast is for revenue growth to slow to more moderate levels over the next five years, as impacts from the slow housing market trickle through the state economy. Also of importance is State laws related to revenue, including future rate cuts and changes to the revenue sharing formula. At the time of the forecast, there was only one change that affected revenues over the five period. Laws 2006 Chapter 354 reduced state individual income tax rates by 5% for Tax Year 2006 and 10% for Tax Year 2007. To hold cities and towns harmless for the potential impact of this change on state shared revenues, the shared income tax pool was set at a fixed amount of $717 million in FY 2009 (shared income tax distributions are based on tax collections from years prior). This change has been reflected in the forecast. 0.0 9 19 98 7- 9 19 8- 99 9 19 0 9- 0 0 20 0- 01 01 20 02 0 20 2- 03 0 20 3- 04 0 20 0 4- 5 0 20 5- 06 0 20 0 6- 7 Taxable sales growth has an impact on many funds, as the General Fund, Transit Fund, Performing Arts Fund, and Rio Salado Fund each receive their primary revenue from this source. The primary categories of taxable sales (based on FY 2006-07 annual estimates) are retail (52%), commercial and residential rent (15%), utility sales (8%), contracting (11%), and restaurant sales (7%). In recent years construction sales have exhibited historically high growth levels due to commercial and condominium development in the downtown area. This has been coupled with robust retail sales during the same period. Consistent with statewide models, the forecast assumes a moderation from the brisk growth levels seen in recent years back to a pattern consistent with historical averages. Population Following the strong population growth period of the late 1970's (5.3%) and the 1980's (2.8%), Tempe has experienced steady but considerably slower growth. This trend is expected to continue, since the City is It is recognized that the temptation to tap state shared revenue may exist over the next five years, which could 83 significantly alter distributions. However, it is impossible to predict the actions of future Legislatures, and therefore the forecast assumes status quo with regard to state shared revenue calculations. Interest Rates/Cash Balances Interest revenue is expected to increase modestly in most funds, while yields tied primarily to short-term government interest rates are expected to average 3.2% for the forecast period. Some planned, shortterm drawdowns of cash balances may occur periodically over the period of the forecast, reducing interest earnings. Development/Redevelopment Despite being a landlocked city, new housing and commercial starts have recently been a strong driver of revenue activity, particularly in the Building and Trades category. Construction is expected to maintain the aggressive level of activity seen in recent years as the City focuses on development, though it is expected to taper off somewhat towards the end of the forecast period. Building Permits 2,500 2,000 1,500 1,000 2,532 1,882 1,845 1,717 1,417 1,261 1,313 1,147 1,243 1,442 500 0 7 6 5 4 3 2 1 0 9 8 -0 -0 -0 -0 -0 -0 -0 -0 -9 -9 97 998 999 000 001 002 003 004 005 006 9 2 2 2 2 2 2 2 1 1 1 Assessed Valuation Arizona public finance statutes provide for two different property tax bases, distinguished by both their allowable use as well as the extent to which they can grow in successive years. The first is the primary, which is the base used for financing current government operating expenditures in the General Fund, and to a lesser extent, the Rio Salado Fund. This portion of the property tax is limited in the extent to which the levy can grow each year to a level of 2% plus new construction. The other property tax base is the secondary, which is used to generate revenue to pay annual debt service for the city’s general governmental bonded debt. This tax base is unlimited in terms of annual growth. During the period from FY 1996-1997 through FY 2006-07, Tempe secondary assessed value growth was 8% on average. For FY 2007-08, the Maricopa County Assessor estimates growth of 19.7% over the prior year, as a result of large growth in the regional housing market. In light of the recent slowing in the housing market, this large year over year growth is viewed as a one-time event. Future growth of secondary assessed value used in the debt service forecast in the Debt Management Plan is assumed to increase by 5% annually. 84 Financial Overview The following financial overview provides a summary of revenue, expenditure, and historical budget trends. The FY 2007-08 budget of $568 million provides for a $355.3 million operating budget and a $212.7 million capital budget. The operating budget includes $190.7 million of general governmental operations, $80.7 million of enterprise operations (Water/Wastewater, Solid Waste, Cemetery, and Golf) and $83.9 million of special revenue operations (Transportation, Transit, Performing Arts, Rio Salado, Redevelopment, and Housing). Total Budget Fiscal Year 1998-99 Operating Budget 190,459,638 Capital Budget 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 2007-08 355,286,706 212,706,469 567,993,171 Total budgeted revenue for FY 2007-08 is $560 million, with operating revenue of $347.2 million and the remainder from other capital funding sources. General Governmental revenue accounts for $201.8 million of the total operating revenue. Major funding sources include $124.6 million in local taxes (sales and property), $61.5 million of intergovernmental revenue, $67.4 million of enterprise revenue, and $78 million of special revenue. $ Millions Operating Budget 600 Capital Budget 500 400 300 200 100 0 9 19 98 7- 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 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. 85 Major Expenditure Assumptions and Economic Outlook Salaries and Wages On the expenditure side, we have assumed salary and wage market adjustments in the FY 2007-08 projection consistent with movement through salary ranges for current employees. The City’s salary structure allows for 5% annual salary growth within each position’s approved salary range. 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. To ensure competitive salaries for city employees, management has committed to a compensation approach that relies on a study of the prevailing market for municipal salaries each summer. Based on the results of this study each position classification’s salary range may be adjusted upward to reflect market wages. This philosophy is reflected in the forecast by way of an annual percentage adjustment that reflects both movement through the salary ranges as well as periodic adjustments of the salary ranges upward in the out-years. 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 FEVA Committee for review and recommendations. This impact is included as part of Personal Services cost in the forecast, beginning in FY 2007-08. 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 $955,000 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. Economic Outlook 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 a national leader 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. Tempe’s downtown area in particular has experienced solid growth in terms of residential construction. Vacancies Though it is expected that there will be turnover over the 5 year period, full employment is assumed for all city departments. This is consistent with our conservative approach to forecasting. The outlook for the next five years is for continued, albeit slower growth. Broader regional issues, including the slow housing market and sub-prime mortgage defaults, are expected to be a drag on economic growth. Leading state and national forecasters are not predicting a recession in the near term, however, and this is reflected in the broader forecast for all funds. The slow growth model recognizes the regional economic troubles contrasted with robust condominium construction in the Tempe downtown, and follows our general conservative philosophy with respect to forecasting. Fringe Benefits Health insurance costs are forecasted to increase on average 13.0% annually 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 1.90% to 2.1% 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. 86 This page intentionally left blank. 87 General Fund: Projected Revenue and Expenditures ($ 000) 230,000 210,000 190,000 170,000 150,000 130,000 110,000 Projected Actual 90,000 70,000 50,000 01-02 02-03 03-04 04-05 05-06 Revenue 06-07 07-08 08-09 09-10 10-11 Expenditures 01/02 02/03 03/04 04/05 05/06 Actual Actual Actual Actual Actual 06/07 07/08 08/09 09/10 10/11 Projected Projected Projected Projected Projected Revenue ($000) Local Taxes 66,344 66,841 71,455 77,772 86,570 96,092 99,690 Intergovernmental Building & Trades/ Planning & Zoning Cultural and Recreation Fines, Fees and Forfeitures Business Licenses 33,927 35,536 34,076 36,068 40,946 43,080 48,497 104,204 109,280 50,914 52,420 114,126 54,961 2,020 2,585 2,643 3,459 5,506 6,048 5,726 3,747 3,766 3,784 4,457 4,699 5,114 5,010 4,961 5,304 5,330 5,357 5,384 5,411 4,577 5,510 5,831 6,652 7,288 7,235 7,271 7,308 7,344 7,381 1,091 1,263 1,079 1,185 1,202 1,450 1,450 1,450 1,450 1,450 Interest Income 6,529 3,452 2,764 2,969 4,794 5,425 5,425 5,425 5,425 5,425 Franchise Fees 2,135 1,532 1,505 1,678 1,867 1,881 2,656 2,704 2,754 2,806 2,621 2,780 2,731 3,633 5,418 2,956 2,977 3,004 3,033 3,063 123,702 124,199 127,198 138,425 158,553 169,471 179,021 184,112 190,853 198,405 150,893 158,091 165,743 Other Revenue Sources Total Revenue 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) 95,095 100,518 124,059 144,132 6,821 6,275 98,286 100,868 109,416 6,417 6,811 7,866 8,141 7,953 8,051 8,160 8,252 17,208 16,341 15,996 18,521 21,576 21,834 21,617 22,089 22,576 23,087 891 606 647 649 720 742 757 771 785 800 3,265 4,082 3,405 4,310 3,652 5,788 5,459 5,558 5,710 5,868 2,592 3,779 3,287 2,002 3,116 3,074 1,094 1,875 1,909 1,945 3,580 3,682 3,817 3,968 870 870 870 870 870 (6,511) (6,138) (6,169) (6,199) (6,230) (6,262) 118,269 126,232 120,381 126,265 139,836 158,370 179,293 187,589 195,686 204,272 11,100 (273) 1,850 (9,452) 5,433 (5,369) (2,033) (7,656) 6,817 (6,896) 12,160 88 18,718 (3,477) (4,833) (5,867) General Fund Trend/Forecast It is important to consider two points with regards to the OPEB liability. First, the OPEB amount reflects a scenario in which there are no changes to the City’s post-employment benefit package. Any changes to benefits eligibility, the value of the benefits package, or the extent of benefits coverage will affect the future cost. Also, there is no requirement that the OPEB ARC be paid, beyond the amount attributable to current retirees. The amount is included in the forecast merely to show a complete financial picture. As with supplemental adjustments in the upcoming budget process, policy choices made now regarding OPEB will have a significant impact on the long-term condition of the General Fund. 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, due largely to state population growth outpacing that at the local level. This resulted in a brief period of operating deficit in the General Fund in FY 2002-03. Since that time, both the state and local economies have experienced robust growth, resulting in operating surpluses in the General Fund as revenue growth outpaced that of expenditures. Unreserved Fund Balance Due to several factors we forecast a reversal of that trend. The first factor is a slowing economy. Local sales taxes are the primary revenue source for the General Fund, and the past three years have seen large annual increases in sales taxes, particularly in the retail category. This good performance has been boosted by a strong housing market. However, due to the current recession in the housing market, we can no longer count on this sector to contribute to accelerating sales tax revenues. As such, we forecast a slow to moderate rate of growth in retail sales over the next five years. This translates to a slower overall rate of revenue growth as compared to recent years. The General Fund's unreserved fund balance has grown from $28.6 million just eleven years ago to $40.9 million for FYE 2006. At this point the balance is strong, and exceeds the policy level of 25% of annual revenue. Over the next several years, changes to fund balances are uncertain as the City takes steps to address the aforementioned OPEB liability. A second factor is growth in employee compensation and benefit costs. Due to a compensation philosophy that adjusts the city’s pay structure annually to a level equivalent to the 75% percentile of the regional municipal government sector, salaries are expected to grow by 3.6% annually. Also, growth in health care costs for employees and current retirees is anticipated to reach 13% per year during the forecast in light of health care inflation and claims. These factors are anticipated to lead to a quickening in the pace of baseline expenditure growth. After allowing for the two aforementioned factors, our initial forecast saw an operating surplus, albeit a declining one. The largest impact to the future financial health of the City’s General Fund relates to the impact of other post employment benefits (OPEB). OPEB is a liability related to the subsidy of retirees’ health care. The City took a proactive stance by commissioning an actuarial study of the OPEB issue last year, the results of which were provided to the City in May 2006. The study found net present value of the City’s total actuarial liability to be $300 million, assuming a 7% discount rate. The findings have been forwarded to the City’s FEVA Committee for review and recommendations. At this time, the annual required contribution has been included in the Personal Services line of the forecast beginning in FY 2007-08. Including this amount in the forecast results in operating deficits beginning in FY 2007-08 and continuing through the end of the forecast period. 89 FYE Unreserved Fund Balance 96 $28,590,826 97 30,639,891 98 34,682,895 99 38,201,087 00 38,615,537 01 36,985,072 02 35,125,797 03 34,473,270 04 05 06 34,480,754 37,827,259 40,918,804 Transit Fund: Projected Revenue and Expenditures ($ 000) 80,000 70,000 60,000 Actual 50,000 40,000 30,000 Projected 20,000 10,000 0 01-02 02-03 03-04 04-05 05-06 Revenue 06-07 07-08 08-09 09-10 10-11 Expenditures 01/02 02/03 03/04 04/05 05/06 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected 06/07 07/08 08/09 09/10 10/11 Revenue ($000) Transit Tax 25,230 25,141 26,741 28,848 32,440 34,991 36,251 37,918 39,814 41,606 Lottery Transfer In 300 290 282 274 266 258 253 248 243 238 ASU-Flash Transit 345 352 481 478 496 508 521 534 548 548 3,475 919 778 1,410 1,320 538 261 222 198 178 0 0 0 951 1,969 2,038 6,536 6,298 5,759 9,143 9,222 9,429 FTA Light Rail Reimbursements 0 12,123 13,496 13,492 13,620 13,524 PTF Funding 0 1,911 1,889 3,590 4,254 4,298 Interest Income Light Rail Fares Out of Jurisdiction Service Revenue Miscellaneous Revenue 4,025 5,057 5,671 5,936 212 739 1,090 922 1,462 938 1,799 1,848 1,899 1,954 33,586 32,498 35,043 37,868 42,521 57,566 60,229 67,946 71,768 73,812 1,482 1,477 1,785 1,930 2,294 2,923 3,367 3,635 3,814 4,005 27 9 1,550 1,781 1,870 2,046 2,089 2,127 2,166 2,207 18,343 18,534 20,177 22,467 19,986 23,203 23,850 33,260 37,327 37,789 20 8 19 17 36 47 48 49 50 51 9 12 24 182 190 131 134 136 139 142 2,443 1 594 12,123 13,496 13,492 13,620 13,524 Internal Service Charges 504 207 237 243 314 301 307 313 319 325 Indirect Cost Allocations 235 244 428 437 696 847 865 880 897 913 Total Expenditures 23,063 20,492 24,222 27,057 25,979 41,622 44,156 53,892 58,331 58,955 Net Operating Surplus/ (Deficit) 10,523 12,006 10,821 10,811 16,542 15,945 16,073 14,054 13,437 14,857 Total Revenue Expenditures ($000) Personal Services Materials and Supplies Fees and Services Travel and Training Capital Outlay Debt Service 90 Transit Fund Trend/Forecast Since the Transit Tax is a component of the overall City sales tax, the slower 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, as well as out of jurisdiction revenues and light rail fares. 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, and debt service repayment for debt issued in the Capital Improvements Program. OPEB has a much smaller impact than in the General Fund because the Transit Fund employs a much smaller percentage of city employees. Based on the actuarial study, the ARC is estimated to be $288 thousand per year. 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 $58.9 million. Given projected revenue growth and operating profile, the forecast is for planned fund surpluses from FY 2006-07 through FY 2010-11. Unreserved Fund Balance The Transit Fund’s unreserved fund balance has grown from $18.4 million in FY 1997-98 to $42 million at the end of FY 2005-06. This build up of fund balances is consistent with the 20 year Transit Business Plan, and this balance will be available for use in the Capital Budget. 91 FYE Unreserved Fund Balance 97 $8,552,661 98 18,437,544 99 19,946,528 00 20,958,629 01 29,318,960 02 40,943,760 03 48,999,032 04 42,109,647 05 29,567,749 06 41,826,902 Performing Arts Fund: Projected Revenue and Expenditures ($ 000) 10,000 9,000 8,000 Actual 7,000 6,000 5,000 4,000 3,000 Projected 2,000 1,000 0 01-02 02-03 03-04 04-05 05-06 06-07 Revenue Revenue ($000) Performing Arts Tax 07-08 08-09 09-10 10-11 Expenditures 01/02 02/03 03/04 04/05 05/06 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected 5,006 5,010 5,280 5,768 Facility Revenue 06/07 07/08 08/09 09/10 10/11 6,480 7,018 7,270 7,605 7,985 8,344 0 0 350 364 379 394 Interest Income 202 112 98 335 574 457 457 457 457 457 Total Revenue 5,208 5,123 5,378 6,103 7,054 7,475 8,078 8,426 8,821 9,195 112 145 203 194 337 936 1,867 1,959 2,058 2,164 Expenses ($000) Personal Services Materials and Supplies 2 1 1 16 65 92 94 95 97 99 Fees and Services 4 11 43 54 84 201 274 283 293 303 10 4 2 5 9 10 10 6,048 Travel and Other Capital Outlay Debt Service Internal Service Charges Total Expenses Net Operating Surplus/ (Deficit) 9 9 9 158 840 50 1,204 1,234 3,572 6,295 6,510 6,047 6,047 6,041 6 8 22 20 287 78 79 81 83 84 134 1,373 1,504 3,861 7,235 8,665 8,420 8,475 8,582 8,708 5,074 3,750 3,874 2,243 (180) (1,190) (343) (49) 239 487 92 Performing Arts Fund Trend/Forecast The Performing Arts Fund receives its primary revenue from the Performing Arts Tax. This tax, which represents 0.1% 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. FYE 02 03 04 05 06 Since the performing arts tax is a component of the overall City sales tax, the slower 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 2007-08 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 September of 2007. In FY 2005-06, 19 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. Also included in the expenditure estimate is the OPEB impact which, similar to the Transit Fund, is relatively minor due to the comparatively low number of city employees housed in the this fund. After a brief period of an operating deficit, the fund is expected to have an operating surplus as revenue collections exceed expenditures. Unreserved Fund Balance The Performing Arts Fund’s reserved balance has steadily grown since the fund’s inception in FY 200102. This trend is consistent with the fund’s financial plan, and in future years the balance will be tapped to cover differences between revenues and expenditures. 93 Unreserved Fund Balance $7,116,094 10,865,891 14,339,689 14,255,302 15,064,184 Transportation Funds: Projected Revenue and Expenditures ($ 000) 14,000 13,500 13,000 Actual 12,500 12,000 11,500 11,000 Projected 10,500 10,000 9,500 9,000 01-02 02-03 03-04 04-05 05-06 06-07 Revenue Revenue ($000) Highway User Revenue Tax State Lottery Proceeds Miscellaneous Maintenance of Effort Transfer Lottery Transfer to Transit Total Revenue 01/02 02/03 03/04 04/05 Actual Actual Actual Actual 05/06 9,854 10,286 10,985 11,533 11,224 870 846 (287) (282) 09-10 10-11 06/07 07/08 Projected Projected 08/09 09/10 10/11 Projected Projected Projected 11,480 11,484 11,693 11,907 12,132 821 799 783 767 752 737 722 43 68 68 68 68 68 68 870 870 870 870 870 870 1,850 (300) 08-09 Expenditures Actual 900 07-08 (266) (258) (253) (248) (243) (238) 12,453 10,869 11,549 12,123 12,694 (274) 12,942 12,936 13,135 13,339 13,554 4,593 5,283 5,493 5,715 5,950 Expenditures ($000) Personal Services Materials and Supplies Fees and Services Capital Outlay Debt Service Loan Repayment 3,326 3,540 3,470 3,700 4,107 448 448 433 467 533 511 522 531 541 551 1,545 1,465 1,460 1,682 1,736 1,858 1,946 2,025 2,107 2,194 159 204 503 189 330 468 380 387 394 401 4,500 4,000 2,000 2,000 2,000 2,770 2,770 2,770 2,770 2,500 356 356 310 310 310 310 310 310 310 310 Internal Service Charges 681 640 883 853 1,036 872 890 907 923 941 Indirect Cost Allocations 1,078 1,109 682 746 619 802 819 834 849 865 12,094 11,765 9,756 9,946 10,670 12,183 12,920 13,256 13,609 13,712 1,792 2,177 759 16 (121) (270) (158) Total Expenditures Net Operating Surplus/ (Deficit) 360 (896) 2,024 94 Transportation Funds Trend/Forecast Small deficits are expected in the latter years of the forecast period. 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. Unlike with the main state shared revenue pool, which derives from State Income and Sales Taxes, the growth in the revenue pool for HURF state shared revenues is not outpacing the impact of population shifts. One approach now in place to minimize operating deficits is to cap debt service at payments of $2.7 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 operating deficits. Minimal relief on the expenditure side can be found as the cost of inflation, debt service requirements, and the cost of OPEB appear to be factors that will be with us throughout the forecast period. 95 FYE 96 Unreserved Fund Balance $3,300,576 97 3,326,715 98 4,092,879 99 5,792,212 00 7,592,808 01 8,444,881 02 9,254,027 03 7,325,855 04 8,010,238 05 11,053,146 06 9,371,295 Water/Wastewater Fund: Projected Revenues and Expenses ($ 0 0 0 ) 70,000 65,000 60,000 55,000 50,000 45,000 40,000 35,000 30,000 Actual Projected 25,000 20,000 01-02 02-03 03-04 04-05 05-06 Revenue 06-07 07-08 08-09 09-10 10-11 Expenses 01/02 02/03 03/04 04/05 05/06 Actual Actual Actual Actual Actual Projected Projected Projected Projected Projected 06/07 07/08 08/09 09/10 10/11 Charges for Service-Water 25,051 25,669 26,183 26,328 27,499 27,578 29,185 29,651 29,792 29,933 Charges for ServiceWastewater 15,841 16,958 16,857 18,116 19,498 19,212 20,679 21,139 21,238 21,338 3,665 886 942 1,506 1,609 2,222 2,222 2,222 2,222 2,222 Land and Facility Rental 515 520 520 520 519 520 520 520 520 520 Loan Repayment 321 299 146 130 114 97 79 57 41 41 Revenue ($000) Interest Income Other Miscellaneous Rev. 1,931 477 242 2,784 717 361 361 361 361 361 47,324 44,808 44,890 49,384 49,956 49,990 53,046 53,950 54,174 54,415 Personal Services 8,887 9,552 11,234 11,611 12,451 13,298 15,245 15,919 16,637 17,401 Materials and Supplies 1,704 1,378 1,650 2,872 2,811 4,107 4,193 4,269 4,347 4,429 Fees and Services 9,411 8,777 10,850 10,426 14,334 11,823 11,543 11,751 11,967 12,195 111 80 109 109 124 153 157 159 162 165 Depreciation Expense 8,181 9,009 9,240 9,960 11,950 12,777 13,238 14,447 15,082 15,380 Share of 91st Avenue Depreciation 1,875 1,764 1,482 3,786 2,011 2,184 2,184 2,184 2,184 2,184 Debt Srvc Intrst/Fiscal Agent Fees 4,212 3,915 4,750 4,826 6,191 10,663 12,281 13,436 13,662 13,432 Internal Service Charges 1,356 1,354 1,388 1,609 1,504 1,425 1,454 1,481 1,508 1,537 Indirect Cost Allocations 3,155 2,588 1,876 2,176 2,213 1,921 1,961 1,997 2,033 2,072 38,892 38,417 42,579 47,375 53,588 58,351 62,255 65,642 67,582 68,795 8,432 6,391 2,311 2,009 (3,632) (8,360) (9,210) (11,692) (13,408) (14,380) Total Revenue Expenses ($000) Travel and Training Total Expenses Net Operating Surplus/ (Deficit) 96 Water/Wastewater Fund Trend/Forecast The Water/Wastewater Fund is projected to experience a growing operating deficit through the forecast period. This is due to a combination of factors. On the expenditure side, utility costs, debt service associated with expansion of the Capital Improvements Program, and OPEB impacts are principal drivers of future cost. On the revenue side, the current rate structure is insufficient to ensure long term viability of the enterprise. 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 was 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, 2006. An additional water and sewer rate increase has been approved and will go into effect 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 initially 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 2010-11 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 2008-09 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 $65.6 million at FYE 06. 97 FYE 96 Unreserved Fund Balance $33,746,270 97 36,796,384 98 41,020,060 99 55,159,498 00 56,434,920 01 55,717,922 02 59,841,408 03 58,958,188 04 58,790,163 05 60,752,643 06 65,560,342 Solid Waste Fund: Projected Revenue and Expenses ($ 000) 17,000 15,000 13,000 11,000 9,000 Actual Projected 7,000 5,000 01-02 02-03 03-04 04-05 05-06 Revenue 06-07 07-08 08-09 09-10 10-11 Expenditures 01/02 02/03 03/04 04/05 05/06 Actual Actual Actual Actual Actual 06/07 07/08 08/09 09/10 10/11 9,771 10,460 10,870 11,839 12,749 13,456 14,148 14,453 14,558 14,664 Sludge Disposal 208 37 145 119 151 80 80 81 81 82 Interest Income 36 3 9 39 83 126 126 126 126 126 Other Revenue Sources 11 49 328 399 100 100 100 100 100 10,026 10,549 11,024 12,325 13,382 13,762 14,455 14,760 14,865 14,972 3,332 3,516 3,899 3,914 4,302 4,565 5,300 5,544 5,807 6,087 341 246 227 268 146 189 193 197 200 204 3,244 3,159 3,266 3,258 3,414 3,534 3,727 3,869 4,017 4,170 Depreciation 869 919 903 972 988 1,109 1,189 1,275 1,339 1,488 Loan Repayment-Interest Only 137 137 0 0 0 0 0 0 1,680 1,641 1,699 2,383 2,370 2,606 2,661 2,709 2,759 2,811 706 610 918 618 617 646 659 671 683 696 10,310 10,230 10,912 11,413 11,837 12,650 13,729 14,265 14,805 15,456 (284) 319 112 912 1,545 1,112 726 495 61 (485) Projected Projected Projected Projected Projected Revenue ($000) Charges for Services Total Revenue Expenses ($000) Personal Services Materials and Supplies Fees and Services Internal Service Indirect Cost Allocations Total Expenses Net Operating Surplus/ (Deficit) 98 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, 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 until FY 2010-11. 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 $3 million fund balance in the Solid Waste Fund, providing 25.4% coverage to estimated FY 200506 expenses of $11.8 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 $1,135,131 1,623,386 1,979,294 2,168,155 1,162,872 01 02 03 04 05 06 451,358 20,065 469,027 1,138,305 2,226,136 3,019,582 99 Golf Fund: Projected Revenue and Expenses ($ 000) 2,800 2,600 2,400 2,200 2,000 1,800 1,600 1,400 Actual Projected 1,200 1,000 01-02 02-03 Revenue ($000) Greens Fees Pro Shop/Restaurant Interest Income Other Revenue Sources Total Revenue 03-04 04-05 05-06 Revenue 06-07 07-08 Expenses 01/02 02/03 03/04 04/05 05/06 Actual Actual Actual Actual Actual 06/07 08-09 07/08 09-10 08/09 10-11 09/10 10/11 Projected Projected Projected Projected Projected 1,774 1,850 1,801 1,746 1,750 1,723 1,731 1,740 1,749 1,758 350 76 219 208 221 210 211 212 213 214 33 12 8 14 16 8 6 5 5 4 46 1,986 46 1,994 46 2,004 46 2,013 47 2,023 2,157 1,938 2,028 1,969 55 2,041 Personal Services 941 1,006 1,057 1,050 988 1,071 1,279 1,334 1,392 1,455 Materials and Supplies 214 283 271 286 256 183 196 199 203 207 Fees and Services 355 321 314 372 456 371 381 390 400 410 Depreciation 374 370 364 347 330 309 290 209 226 235 Expenses ($000) Debt Service Interest 44 38 32 23 18 11 6 8 11 13 Internal Service Charges Indirect Cost Allocations Total Expenses 223 291 2,442 140 278 2,436 109 206 2,354 153 210 2,441 141 188 2,376 150 195 2,290 153 199 2,503 156 202 2,499 159 206 2,596 162 210 2,691 Net Operating Surplus/ (Deficit) (285) (498) (326) (472) (335) (304) (509) (495) (583) (668) 100 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. In general, the fund is experiencing growing expenses and flat revenues. 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 $50,000 96 351,158 97 896,542 98 1,397,897 99 1,638,174 00 1,538,156 01 893,591 02 791,701 03 680,101 04 604,703 05 540,158 06 468,457 101 Rio Salado and Community Facilities District (CFD) Funds ($ 000) 6,000 5,000 Actual 4,000 Projected 3,000 2,000 1,000 0 01-02 02-03 03-04 04-05 05-06 06-07 Revenue 01/02 Actual 02/03 Actual 03/04 Actual 07-08 08-09 09-10 10-11 Expenditures 04/05 Actual 05/06 06/07 07/08 08/09 09/10 10/11 Actual Projected Projected Projected Projected Projected Revenue ($000) Sales Tax 693 Property Tax Transient Lodging Tax Interest Revenue 390 341 309 580 669 693 725 761 799 40 62 68 66 70 78 87 97 107 89 123 136 182 219 220 225 234 242 251 451 133 135 149 171 161 138 123 110 98 789 0 0 0 0 0 0 Sale of Real Estate Other Revenue 36 36 74 111 128 149 149 149 149 149 CFD Revenue Total Revenue 171 1,440 230 953 226 975 315 1,923 639 1,804 309 1,578 311 1,592 312 1,629 314 1,672 316 1,719 410 530 577 589 614 833 1,017 1,062 1,109 1,176 22 21 15 17 27 29 30 30 31 31 Fees and Services 481 557 481 546 687 768 784 798 813 828 Travel and Training 12 4 3 5 2 9 9 9 9 10 Expenditures ($000) Personal Services Materials and Supplies Capital Outlay 32 19 10 96 0 0 0 0 0 0 106 94 260 245 215 398 407 414 422 430 CFD Administrative Credit (431) (411) (365) (396) (419) (414) (422) (430) (438) (446) CFD Operating and Maintenance Total Expenditures 1,941 2,573 1,999 2,812 2,335 3,316 2,431 3,533 2,118 3,244 2,641 4,265 2,668 4,491 2,694 4,578 2,721 4,667 2,749 4,777 (1,133) (1,859) (2,342) (1,610) (1,441) (2,687) (2,899) (2,949) (2,995) (3,057) Internal Service Charges Net Operating Surplus/ (Deficit) 102 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 tax revenue. 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 is nearly exhausted, the Rio Salado and Community Facilities District Funds still have a designated fund balance reserve in the General Fund of $5,137,729 for operating and maintenance costs as of June 30, 2006. 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 06 467,735 103 Financial Action Plan Recommended Plan of Action 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. 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. Comprehensive Financial Plan The Comprehensive Financial Plan, along with the 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. Other Post Employment Benefits Addressing the $300 million net present value impact of OPEB across all city funds is the primary course of action towards continued financial strength. Either through benefit package changes, advanced contributions, or a combination of the two, swift action on this critical financial issue is recommended. 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. 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 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. 104 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 legal entity with assessment and taxing authority, that will provide part of the financial strategy. Manage Stability 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 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. 105 This page intentionally left blank. 106 Performance Budget 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 ................................................................................................................................... 134 Per Capita Performance Budget ................................................................................................................................. 135 Performance Benchmarking ........................................................................................................................................ 136 City Organizational Chart ............................................................................................................................................. 137 Mayor and Council........................................................................................................................................................ 138 City Manager ................................................................................................................................................................. 140 Internal Audit................................................................................................................................................................. 141 Diversity Program ......................................................................................................................................................... 142 Community Relations ................................................................................................................................................... 144 Administration/Mayor’s Office and Council Staff ...................................................................................................... 145 Government Relations ............................................................................................................................................. 146 Neighborhood Services............................................................................................................................................ 147 Communication and Media Relations ...................................................................................................................... 148 City Clerk ....................................................................................................................................................................... 149 City Court....................................................................................................................................................................... 150 Human Resources ........................................................................................................................................................ 152 Tempe Learning Center ........................................................................................................................................... 154 City Attorney ................................................................................................................................................................. 156 Financial Services......................................................................................................................................................... 158 Administration and Budget....................................................................................................................................... 160 Accounting ............................................................................................................................................................... 161 Risk Management .................................................................................................................................................... 162 Central Services ...................................................................................................................................................... 163 Tax and License ...................................................................................................................................................... 164 Customer Services .................................................................................................................................................. 165 Information Technology ............................................................................................................................................... 166 Development Services.................................................................................................................................................. 168 Community Development............................................................................................................................................. 170 Administration/Economic Development ................................................................................................................... 172 Revitalization/Redevelopment ................................................................................................................................. 173 Rio Salado ............................................................................................................................................................... 175 Police ............................................................................................................................................................................. 176 Office of the Chief .................................................................................................................................................... 177 Patrol ....................................................................................................................................................................... 178 Support Services ..................................................................................................................................................... 179 Investigations........................................................................................................................................................... 180 Fire ................................................................................................................................................................................. 182 Administration and Fire Prevention/Personnel Safety.............................................................................................. 184 Emergency/Medical Services................................................................................................................................... 185 Training/Professional Development ......................................................................................................................... 186 Homeland Security/Special Operations ................................................................................................................... 187 Support Services/Personnel Safety ......................................................................................................................... 188 Community Services .................................................................................................................................................... 190 Administration ......................................................................................................................................................... 191 Library...................................................................................................................................................................... 192 Cultural Services...................................................................................................................................................... 193 Social Services ........................................................................................................................................................ 194 Parks and Recreation ................................................................................................................................................... 196 Administration .......................................................................................................................................................... 197 Parks Services ......................................................................................................................................................... 198 Recreation Services................................................................................................................................................. 199 Public Works ................................................................................................................................................................. 200 Administration and Engineering ............................................................................................................................... 202 Field Services/Administration and Solid Waste Services ......................................................................................... 203 Field Services/Facility Management ........................................................................................................................ 204 Fleet Services .......................................................................................................................................................... 205 Transportation.......................................................................................................................................................... 206 Streets and Traffic Operations ................................................................................................................................. 208 Water Utilities ................................................................................................................................................................ 210 133 Performance Budget Summary Department Mayor & Council Personal Services Supplies/Services/ Contributions Capital Outlay Internal Services Total FY 2007-08 Budget $459,334 $27,631 ($57,022) $429,943 City Manager 592,490 15,250 (243,856) 363,884 Internal Audit 461,210 14,120 25,290 500,620 Diversity Program 378,415 201,465 24,821 604,701 1,826,829 916,638 233,990 2,977,457 City Clerk 388,610 306,600 39,108 734,318 City Court 2,961,427 664,129 514,645 4,140,201 Human Resources 2,783,111 990,329 (512,072) 3,261,368 City Attorney 3,247,217 235,484 78,619 3,561,320 Financial Services 6,329,902 5,404,814 18,000 (5,217,847) Information Technology 7,597,784 5,899,396 115,235 (13,612,415) Development Services 5,628,014 482,116 Community Development 5,583,990 11,673,828 Police 52,519,538 Fire Community Relations 6,534,869 723,564 6,833,694 8,000 (583,087) 16,682,731 4,968,839 99,525 8,455,927 66,043,829 18,765,587 1,618,157 623,400 1,393,751 22,400,895 Community Services 13,005,566 2,078,149 2,137,430 17,221,145 Parks and Recreation 11,060,796 5,010,181 1,974,352 18,045,329 Public Works 25,261,238 45,971,138 2,783,262 Water Utilities 12,736,316 15,458,692 478,500 171,587,374 101,936,956 4,125,922 Total Departmental Debt Service Non-Departmental 2,268,722 (1,007,917) 276,642,335 64,240,431 5,699,440 177,006,263 Capital Improvements Total Financial Program 32,953,404 1,306,338 5,129,436 173,856,096 $177,006,263 134 9,274,500 5,129,436 4,125,922 298,421 212,706,469 $173,856,096 73,352,627 4,279,896 64,240,431 Contingencies Total Operating Budget (663,011) $216,832,391 355,286,702 212,706,469 $298,421 $567,993,171 Per Capita Performance Budget The citywide operating budget for FY 2007-08 totals $355.3 million. This represents per capita growth of 12.5%. 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 and Public Works accounting for nearly 60% of the total departmental budgets. Department FY 2005-06 Actual Mayor & Council FY 2006-07 Budget FY 2006-07 Revised FY 2007-08 Budget $2.18 $2.40 $2.23 $2.57 City Manager 2.31 2.54 2.31 2.17 Internal Audit 2.72 2.79 2.82 2.99 Diversity Programs 3.14 4.39 3.75 3.61 14.88 17.72 17.68 17.78 City Clerk 4.51 3.73 2.88 4.39 City Court 22.43 23.67 23.16 24.72 Human Resources 16.45 17.60 17.19 19.48 City Attorney 15.94 18.66 18.35 21.27 Financial Services 34.78 38.80 37.91 39.02 Development Services 32.28 37.87 98.57 40.81 Community Development 110.25 100.15 101.28 99.62 Police 331.67 357.16 357.65 394.39 Fire 111.96 120.41 121.75 133.77 Community Services 130.04 96.49 89.53 102.84 101.18 101.34 107.76 Community Relations Parks and Recreation Public Works 370.51 369.53 374.25 438.04 Water Utilities 173.62 174.88 181.24 196.79 $1,379.67 $1,489.97 $1,553.89 $1,652.02 203.33 306.45 306.45 383.62 25.16 59.16 47.17 55.38 Total Departmental Per Capita Debt Service Non-Departmental Contingencies Capital Improvement Projects Total Per Capita 29.56 30.63 1,145.82 1,180.67 1,180.67 1,270.21 $2,753.97 $3,065.82 $3,088.18 $3,391.86 135 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 city 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 136 City Organizational Chart 137 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 2007-08 Budget Highlights: No change in staffing levels. Expenditure by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $368,692 $416,435 $386,645 $459,334 Supplies and Services 15,331 27,601 27,631 27,631 Capital Outlay 527 Internal Services (22,933) Expenditure Total Total Perm FTE (42,758) (57,022) $399,696 $372,045 $429,943 $2.18 $2.40 $2.23 $2.57 2005-06 Actual Full Time 7 (44,340) $361,617 Per Capita Authorized Personnel Mayor and Council 527 2006-07 Revised Temp FTE 7 Full Time 7 7 138 Perm FTE 0 Temp FTE 2007-08 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 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Calls responded to within 24 hours N/A 95% 95% 95% Email inquiries responded to within 72 hours N/A 95% 95% 95% Mail/letter inquiries responded to within five working days N/A 95% 95% 95% Council Communicator email responded to within 24 hours of receipt N/A 95% 95% 95% Council Communicator voicemail responded to within 24 hours of receipt N/A 95% 95% 95% Measures 139 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 2007-08 Budget Highlights: No change in staffing levels. 2005-06 Actual $427,051 Expenditures by Type Personal Services Supplies and Services 15,250 15,250 15,250 (137,526) (137,806) (243,856) $382,172 $422,762 $384,953 $363,884 $2.31 $2.54 $2.31 $2.17 2005-06 Actual Authorized Personnel Perm FTE 2007-08 Budget $592,490 12,323 Per Capita Full Time 2006-07 Revised $507,509 (57,202) Internal Services Expenditure Total 2006-07 Budget $545,038 2006-07 Revised Temp FTE Full Time Perm FTE 2007-08 Budget Temp FTE Full Time Perm FTE Temp FTE City Manager 3 0.50 3 0.50 3 0.50 Total 3 0.50 3 0.50 3 0.50 Related Strategic Issue: All Council Committees Goal: To provide high quality City services to residents of Tempe Objective: To achieve a rating of 90%+ overall satisfaction with citywide services Measures Satisfaction with overall City services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget N/A N/A N/A 90%+ 140 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Personal Services $411,942 $424,363 $430,989 $461,210 12,371 14,120 14,120 14,120 Supplies and Services Internal Services Expenditure Total 25,860 25,898 24,070 25,290 $450,173 $464,381 $469,179 $500,620 $2.72 $2.79 $2.82 $2.99 Per Capita 2005-06 Actual Authorized Personnel Internal Audit Total Full Time 4 Perm FTE 2006-07 Revised Temp FTE Full Time 4 4 Perm FTE 4 Temp FTE 2007-08 Budget Full Time 4 Perm FTE Temp FTE 4 Related Strategic Issue: Finance, Economy and Veterans Affairs Goal: To achieve the City’s mission by evaluating operations and encouraging the use of cost-effective internal controls Objective: 1) To obtain management acceptance and support for 95% of recommendations; and 2) respond to 100% of management’s requests for analytical and investigative assistance 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Support of recommendations N/A 95% 100% 95% Response to management’s requests N/A 100% 100% 100% 141 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 2007-08 Budget Highlights: Funding provided for diversity certification training. No change in staffing levels. Expenditures by Type Personal Services Supplies and Services 2005-06 Actual $340,194 2006-07 Budget $379,333 2006-07 Revised $362,750 2007-08 Budget $378,415 144,833 333,331 238,281 201,465 34,770 19,533 23,630 24,821 $519,973 $732,197 $624,661 $604,701 $3.14 $4.39 $3.75 $3.61 Capital Outlay 176 Internal Services Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Diversity Total Full Time 3 Perm FTE 0.50 3 0.50 2006-07 Revised Temp FTE 142 Full Time 3 Perm FTE 0.50 3 0.50 Temp FTE 2007-08 Budget Full Time 3 Perm FTE 0.50 3 0.50 Temp FTE Related Strategic Issue: Finance, Economy and Veterans Affairs Goal: To create a fair and equitable work and community environment for City of Tempe employees and residents Objective: 1) To develop and implement the Diversity Action Plan; (2) serve as a safe haven for City employees; and 3) serve as a resource and resolution office for diversity related community issues 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Number (3) of EEOC Complaints N/A <3 1 <3 Successfully remediate employee safe havens/consultations N/A N/A N/A 80% Successfully remediate community concerns/consultations N/A N/A N/A 80% Measures Related Strategic Issue: Finance, Economy and Veterans Affairs Goal: To educate through programming and celebrate through events Tempe’s rich diversity Objective: To target 80% attendance to community diversity celebrations Measures Attendants rating events above average or higher 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget N/A 80% 95% 80% Related Strategic Issue: Finance, Economy and Veterans Affairs Goal: To promote an accessible environment for the City of Tempe workforce and community Objective: To educate 90% of the workforce and community about the City’s accessible policies and procedures Measures Successfully remediate ADA grievances 143 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget N/A 90% 100% 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 2005-06 Actual $1,520,442 2006-07 Budget $1,665,576 2006-07 Revised $1,704,474 2007-08 Budget $1,826,829 609,785 808,569 798,069 723,379 188,186 148,318 $2,466,731 300,298 178,200 $2,952,643 257,867 185,206 $2,945,616 233,990 193,259 $2,977,457 $14.88 $17.72 $17.68 $17.78 Supplies and Services Internal Services Contributions Expenditure Total Per Capita 2005-06 Actual Expenditures by Division Community Relations– Administration; Mayor and Council Staff 2006-07 Budget 2006-07 Revised 2007-08 Budget Government Relations $945,457 351,709 $1,084,296 358,610 $1,110,660 378,003 $1,187,540 392,824 Neighborhood Services 266,337 233,775 220,543 241,139 Communication and Media Relations Expenditure Total 903,228 1,275,962 1,236,410 1,155,954 $2,466,731 $2,952,643 $2,945,616 $2,977,457 2005-06 Actual Authorized Personnel Community Relations- Admin; Mayor and Council Staff Government Relations Neighborhood Services Communication & Media Relations Total Full Time 7 Perm FTE 2006-07 Revised Temp FTE Full Time 0.98 9 1 2 Perm FTE 2007-08 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 18 1.83 18 1.83 144 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Services Contributions Expenditure Total 2005-06 Actual $669,355 172,614 2006-07 Budget $767,968 212,498 2006-07 Revised $787,571 217,498 2007-08 Budget $864,924 213,308 66,040 37,448 71,330 32,500 73,091 32,500 76,808 32,500 $945,457 $1,084,296 $1,110,660 $1,187,540 $5.70 $6.51 $6.67 $7.09 Per Capita Authorized Personnel Community Relations Administration; Mayor and Council Staff Total 2005-06 Actual Full Perm Temp Time FTE FTE 7 7 2006-07 Revised Full Perm Temp Time FTE FTE 0.98 0.98 9 9 145 0.98 0.98 Full Time 9 9 2007-08 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual $124,872 2006-07 Budget $131,139 2006-07 Revised $133,531 2007-08 Budget $139,389 Supplies and Services 115,955 103,776 115,955 115,955 Internal Services 23,335 7,816 17,811 18,721 Contributions 99,726 103,700 110,706 118,759 $351,709 $358,610 $378,003 $392,824 $2.12 $2.15 $2.27 $2.35 Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Government Relations Total Full Time 1 Perm FTE 2006-07 Revised Temp FTE Full Time 1 1 Perm FTE 2007-08 Budget Temp FTE 1 Full Time 1 Perm FTE Temp FTE 1 Related Strategic Issue: Finance, Economy and Veterans Affairs 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 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Joint City Council/Legislative meetings 2 2 2 2 Briefings with federal legislative delegation 2 2 2 2 146 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $189,413 $207,255 $200,404 $220,646 Supplies and Services 63,956 13,350 13,350 13,350 Internal Services 12,968 13,170 6,789 7,143 $266,337 $233,775 $220,543 $241,139 $1.41 $1.41 $1.32 $1.44 Expenditure Total Per Capita Authorized Personnel Neighborhood Services Full Time 2 Total 2005-06 Actual Perm Temp FTE FTE 2 2006-07 Revised Full Perm Temp Time FTE FTE 2 2007-08 Budget Full Perm Temp Time FTE FTE 2 2 2 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget 38,000 40,000 38,500 39,000 50 50 33 35 47,699 45,000 47,725 46,000 Neighborhood association meetings attended (percent of total) 96% 95% 97% 95% Citizen contacts returned in 24 hours 98% 95% 98% 95% 147 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services Supplies and Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $536,802 $559,214 $582,968 $601,870 269,437 466,766 451,266 380,766 85,843 207,982 160,176 131,318 Internal Services Contributions Expenditure Total 11,145 42,000 42,000 42,000 $903,227 $1,275,962 $1,236,710 $1,155,954 $5.45 $7.66 $7.42 $6.90 Per Capita 2005-06 Actual Authorized Personnel Communication & Media Relations Total Full Time Perm FTE 2006-07 Revised Temp FTE Full Time 0.85 0.85 6 6 6 6 Perm FTE 2007-08 Budget Temp FTE Full Time 0.85 0.85 6 6 Perm FTE Temp FTE 0.85 0.85 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Tempe 11 electronic program guide accuracy and playback reliability N/A 95% 97% 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 100 140 100 Press releases issued by Communications and Media Relations that result in news stories N/A 90% 84% 85% 148 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 2007-08 Budget Highlights: No change in staffing levels. Expenditure by Type 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Personal Services Supplies and Services Internal Services $337,092 362,754 47,211 $369,501 206,600 45,873 $325,343 116,541 37,207 $388,610 306,600 39,108 Expenditure Total $747,057 $621,974 $479,091 $734,318 $4.51 $3.73 $2.88 $4.39 Per Capita 2005-06 Actual Authorized Personnel City Clerk Full Time 4 Total Perm FTE 4 2006-07 Revised Temp FTE 0.58 Full Time 4 0.58 4 Perm FTE 2007-08 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, Public Safety, and Parks and Recreation Goal: To keep City personnel apprised regarding open meeting laws requirements, council packet submission requirements, and County regulations regarding recording of documents Objective: To provide training sessions to 25% of the departments in any one year through semi-annual training sessions to City employees on open meeting law requirements, proper submission of council agenda packets, and document recording requirements. 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Departments trained within the year N/A N/A N/A 25% Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To establish and maintain an active continuing program to comply with the AZ public records disclosure laws Objective: To respond to all public records information requests within two business days, 95% of the time 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Public records requests responded within 2 days N/A 149 N/A N/A 95% 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services Supplies and Services Internal Services Expenditure Total 2005-06 Actual $2,581,946 2006-07 Budget $2,834,558 2006-07 Revised $2,784,105 2007-08 Budget $2,961,427 550,139 584,379 584,769 664,129 586,345 524,969 489,673 514,645 $3,718,430 $3,943,906 $3,858,547 $4,140,201 $22.43 $23.67 $23.16 $24.72 Per Capita Expenditures by Division 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget City Court - Administration $1,791,417 $1,810,156 $1,935,034 $2,128,819 Criminal Division Civil Division Expenditure Total 822,454 877,298 835,022 878,585 1,104,559 1,256,452 1,088,491 1,132,797 $3,718,430 $3,943,906 $3,858,547 $4,140,201 150 2005-06 Actual Authorized Personnel City Court - Administration Full Time 10 Civil Division Criminal Division Total Temp FTE Full Time 11 14 4.10 9 3.10 7.20 36 33 Perm FTE .65 2006-07 Revised .65 Perm FTE .65 2007-08 Budget Temp FTE Full Time 11 16 2.10 15 9 2.10 10 4.20 36 .65 Perm FTE .65 Temp FTE 2.10 2.10 .65 4.20 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Total number of filings 124,724 126,475 123,057 123,057 Total number of dispositions 123,405 123,945 114,589 120,595 99% 98% 93% 98% Clearance ratio 151 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services Supplies and Services 2005-06 Actual $2,175,421 2006-07 Budget $2,537,847 2006-07 Revised $2,481,805 2007-08 Budget $2,783,111 842,494 891,825 891,278 990,329 (497,616) (508,988) (512,072) Capital Outlay Internal Services Expenditure Total Per Capita Expenditures by Division Human Resources Tempe Learning Center Total 1,035 (291,512) $2,727,438 $2,932,056 $2,864,095 $3,261,368 $16.45 $17.60 $17.19 $19.48 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $2,001,989 $2,031,022 $1,996,492 $2,325,463 725,449 901,034 867,603 935,905 $2,727,438 $2,932,056 $2,864,095 $3,261,368 152 Authorized Personnel Human Resources Tempe Learning Center Total Full Time 15 2005-06 Actual Perm Temp FTE FTE 0.50 2006-07 Revised Full Perm Temp Time FTE FTE 16 0.50 3 18 4 0.50 20 Full Time 16 2007-08 Budget Perm Temp FTE FTE 0.50 4 0.50 20 0.50 Related Strategic Issue: Finance, Economy and Veterans Affairs 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 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget 8.41% 7.5% 9.0% 9.0% Related Strategic Issue: Finance, Economy and Veterans Affairs 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 Measures Equal Employment Opportunity Commission (EEOC) complaints Formal grievances 2005-06 Actual 7 3 Employee unsubstantiated allegations EEOC complaints found in favor of the City 153 2006-07 Budget 7 3 2006-07 Revised 1 2 2007-08 Budget 2 3 85% 85% 90% 90% 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Personal Services $814,603 $1,029,126 $993,060 $1,053,296 9,857 19,577 12,674 66,021 Materials and Supplies Fees and Services/Travel 26,899 29,444 35,800 33,000 Internal Services (125,910) (177,113) (173,931) (216,412) Expenditure Total $725,449 $901,034 $867,603 $935,905 $4.38 $5.41 $5.21 $5.59 Per Capita 2005-06 Actual Authorized Personnel Tempe Learning Center Total Full Time 3 Perm FTE 2006-07 Revised Temp FTE 3 Full Time 4 Perm FTE Temp FTE 4 2007-08 Budget Full Time 4 Perm FTE Temp FTE 4 Related Strategic Issue: Finance, Economy and Veterans Affairs 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 95% successful completion rate for all courses with each education partnership degree program 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Participants who rated improved knowledge, skills and competence as a result of TLC training and development programming 92% 93% 93% 90% Education partnership participants successfully completing assigned classes 98% 92% 90% 95% Measures 154 This page intentionally left blank. 155 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual $2,374,955 2006-07 Budget $2,791,526 2006-07 Revised $2,879,065 2007-08 Budget $3,247,217 Materials and Supplies 160,416 235,524 109,822 235,484 Capital Outlay Internal Services Expenditure Total 32 3,800 3,800 107,554 78,059 64,636 78,619 $2,642,957 $3,108,909 $3,057,323 $3,561,320 $15.94 $18.66 $18.35 $21.27 Per Capita 2005-06 Actual Authorized Personnel City Attorney Total 2006-07 Revised 2007-08 Budget Full Time 24 Perm FTE 1.25 Temp FTE 0.62 Full Time 27 Perm FTE 1.75 Temp FTE 0.62 24 1.25 0.62 27 1.75 0.62 156 Full Time 27 27 Perm FTE 1.75 Temp FTE 0.62 1.75 0.62 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To provide prompt legal services Objective: To achieve a 98% satisfaction rating from departments responding to the Civil Client Satisfaction Survey 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Departments indicating a positive response to promptness 92% 98% 98% 98% Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To provide excellent customer service Objective: To maintain 100% satisfaction rating from departments responding to the Civil Client Satisfaction Survey 2005-06 2006-07 2006-07 2007-08 Measures Actual Budget Revised Budget Departments indicating a positive response to courteous 100% 100% 100% 100% and approachable services Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To provide prompt disposal of DUI cases Objective: To dispose of 100% of DUI cases within 180 days 2005-06 Actual Measures 2006-07 Budget 2006-07 Revised 2007-08 Budget DUI cases disposed of within 120 days 95% 95% 95% 95% DUI cases disposed of within 180 days 99% 100% 100% 100% Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To increase victim’s rights satisfaction rating Objective: To achieve a 75% victim’s rights satisfaction rating Measures Victim’s rights satisfaction rating 157 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget 75% 75% 75% 75% 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 and Risk Management Funds. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $5,078,415 $5,797,067 $5,852,184 $6,329,902 Supplies and Services 4,905,935 4,977,661 17,800,400 5,404,814 45,630 26,800 26,800 Capital Outlay 18,000 Internal Services (4,263,728) (4,336,080) (17,362,609) (5,217,847) Expenditure Total $5,766,252 $6,465,448 $6,316,775 $6,534,869 $34.78 $38.80 $37.91 $39.02 Per Capita Expenditures by Division 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Financial Services Administration $209,587 $191,641 $228,925 $204,729 Budget 324,036 334,062 337,099 287,827 Accounting 888,155 1,227,290 1,088,026 1,086,562 Risk Management 23,154 Central Services 1,116,600 1,304,892 1,249,394 1,377,083 Tax and License 1,486,519 1,579,100 1,602,816 1,678,522 Customer Services* 1,736,147 1,791,179 1,834,711 1,895,288 $5,766,252 $6,465,448 $6,316,775 $6,534,869 Total *Funded by the Water/Wastewater Fund 158 2005-06 Actual Authorized Personnel Administration Budget Accounting Risk Management Full Time Perm FTE 2006-07 Revised Temp FTE 2 4 Central Services 11 Tax and License 17 Customer Services 20 Total 67 Perm FTE Temp FTE 2 0.63 0.50 0.62 0.63 0.50 12 0.62 159 70 Temp FTE 0.63 0.50 12 0.62 17 21 1.25 10 4 17 0.50 Perm FTE 4 10 4 Full Time 2 4 10 3 Full Time 2007-08 Budget 21 0.50 1.25 70 0.50 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services Supplies and Services 2005-06 Actual 2006-07 Budget $624,063 $714,158 $696,185 $799,741 66,207 38,386 38,386 38,386 Capital Outlay 2006-07 Revised 2007-08 Budget 5,071 Internal Services (179,664) (189,557) (192,743) (340,713) Expenditure Total $515,677 $562,987 $541,828 $497,414 3.11 3.38 3.25 2.97 Per Capita 2005-06 Actual Authorized Personnel Full Time Perm FTE 2006-07 Revised Temp FTE Full Time Perm FTE Temp FTE 2007-08 Budget Full Time Administration 2 2 2 Budget 4 4 4 Total 6 6 6 Perm FTE Temp FTE Related Strategic Issue: Finance, Economy and Veterans Affairs 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 Measures (Comparative Benchmark) 2005-06 Actual 2006-07 Budget 26% >25% 2006-07 Revised 2007-08 Budget Administration Fund balance coverage - General Fund General obligation bond rating (Standard & Poor's/Moody’s/Fitch) AA+/Aa1/AAA 31% >25% AA+/Aa1/AAA AAA/Aa1/AAA AAA/Aa1/AAA Related Strategic Issue: Finance, Economy and Veterans Affairs Goal: To provide quality customer service to all citywide user departments Objective: To achieve a 95% or higher satisfaction with overall service provided by the Budget Office 2005-06 2006-07 2006-07 Actual Budget Revised Measures 2007-08 Budget Budget Overall satisfaction with service 94% 160 95% 85% 95% Accounting Accounting services include payroll, accounts payable, cash management, special assessments, accounts receivable, and financial reporting. FY 2007-08 Budget Highlights: No change in staffing levels. 2005-06 Actual Expenditures by Type Personal Services 2006-07 Budget 2006-07 Revised 2007-08 Budget $746,351 $808,291 $829,979 $872,482 386,850 564,700 414,700 476,700 Supplies and Services Internal Services (245,046) Expenditure Total $888,155 $1,227,290 $1,088,026 $1,086,562 $5.36 $7.37 $6.53 $6.49 Per Capita (145,701) 2005-06 Actual Authorized Personnel Accounting Total Full Time 10 Perm FTE 10 (156,653) 2006-07 Revised Temp FTE 0.63 Full Time 10 0.63 10 Perm FTE (262,620) 2007-08 Budget Temp FTE 0.63 Full Time 10 0.63 10 Perm FTE Temp FTE 0.63 0.63 Related Strategic Issue: Finance, Economy and Veterans Affairs 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 2005-06 2006-07 Actual Budget Measures 2006-07 Revised 2007-08 Budget Unqualified opinion from independent auditor Yes Yes Yes Yes GFOA Certificate of Excellence Yes Yes Yes Yes Related Strategic Issue: Finance, Economy and Veterans Affairs Goal: To pay invoices in a timely manner Objective: To enter vouchers for payment within two weeks of the purchase order dispatch date at least 90% of the time 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Compare the purchase order dispatch date/invoice date N/A 161 N/A N/A 90% 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual $467,566 2006-07 Budget $670,477 2006-07 Revised $615,986 2007-08 Budget $696,066 Supplies and Services 3,572,312 3,474,885 16,492,624 3,953,697 360 600 600 Capital Outlay Internal Services (4,017,084) Expenditure Total (4,145,962) $0 $0 $0 $0 $0 $0 $0 2005-06 Actual Total Full Time 3 Perm FTE 0.50 3 0.50 (4,649,763) $23,154 Per Capita Authorized Personnel Risk Management (17,109,210) 2006-07 Revised Temp FTE Full Time 4 Perm FTE 0.50 4 0.50 Temp FTE 2007-08 Budget Full Time 4 Perm FTE 0.50 4 0.50 Temp FTE Related Strategic Issue: Finance, Economy and Veterans Affairs 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 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Claims investigated within 7 days Workers’ Compensation claims 100% 100% 100% 100% $774,431 $800,000 $750,000 $800,000 Percent change Subrogation recovery totals Percent change 162 (3.2%) (5%) (6.2%) 0% N/A $200,000 $222,577 $200,000 N/A N/A 11.3% 3% Central Services Central Services functions include purchasing, contract negotiations for goods and services, duplicating services, mail delivery, and surplus property management. FY 2007-08 Budget Highlights: No change in staffing levels. 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $679,570 $898,379 $847,509 $980,229 Supplies and Services 469,792 485,213 485,213 521,554 Internal Services (32,762) (78,700) (83,328) (124,700) Expenditures by Type Personal Services Expenditure Total $1,116,600 $1,304,892 $1,249,394 $1,377,083 $6.73 $7.83 $7.50 $8.22 Per Capita 2005-06 Actual Authorized Personnel Central Services Total Full Time 11 11 Perm FTE 2006-07 Revised Temp FTE 0.62 Full Time 12 0.62 12 Perm FTE 2007-08 Budget Temp FTE 0.62 Full Time 12 0.62 12 Perm FTE Temp FTE 0.62 0.62 Related Strategic Issue: Finance, Economy and Veterans Affairs 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 100% compliance with the American Bar Association Model Procurement Code 2005-06 2006-07 2006-07 Actual Budget Revised Measures Lower cost purchases made through annual contracts Conformity to American Bar Association Model Procurement Code 163 2007-08 Budget 40% 45% 39% 45% 95% 100% 100% 100% 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $1,249,398 $1,338,178 $1,388,036 $1,455,436 45,107 52,480 52,480 52,480 Supplies and Services Capital Outlay 2,623 Internal Services Expenditure Total 189,391 188,442 162,300 170,606 $1,486,519 $1,579,100 $1,602,816 $1,678,522 $8.97 $9.48 $9.62 $10.02 Per Capita 2005-06 Actual Authorized Personnel Tax and License Full Time 17 Total Perm FTE 2006-07 Revised Temp FTE Full Time 17 17 Perm FTE Temp FTE 2007-08 Budget Full Time 17 17 Perm FTE Temp FTE 17 Related Strategic Issue: Finance, Economy and Veterans Affairs 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) have less than 10% of completed audits be protested; and 3) have protested audits upheld 80% of the time 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Audits completed within six months N/A 80% 75% 80% Completed audits protested N/A 10% 1% 10% Protested audits upheld as valid N/A 80% N/A* 80% Measures *One case only, hearing not held yet 164 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 2007-08 Budget Highlights: No change in staffing levels. 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $1,311,347 $1,367,584 $1,474,489 $1,525,948 361,997 Expenditures by Type Personal Services Supplies and Services 365,669 361,997 316,997 Capital Outlay 37,577 26,200 26,200 18,000 Internal Services 21,554 35,398 17,025 (10,657) $1,736,147 $1,791,179 $1,834,711 $1,895,288 $10.47 $10.75 $11.01 $11.32 Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Customer Services Total Full Time 20 Perm FTE 2006-07 Revised Temp FTE 20 Full Time 21 Perm FTE Temp FTE 21 2007-08 Budget Full Time 21 Perm FTE Temp FTE 21 Related Strategic Issue: Finance, Economy and Veterans Affairs 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: 1) To answer customer calls under the AWWA industry standard of 58 seconds; and 2) maintain the abandoned call rate below the AWWA industry standard of 5.8% 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Monthly call center reports (average speed answered) N/A 58 sec. 58 sec. <58 sec. Monthly call center reports (abandoned call rate) N/A N/A N/A <5.8% 165 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $6,596,779 $7,034,909 $6,954,904 $7,597,784 6,231,358 5,825,100 5,841,038 5,899,396 29,767 (12,857,904) Expenditure Total Per Capita* 115,235 (12,860,009) (12,795,942) (13,612,415) $0 $0 $0 $0 $77.55 $77.18 $76.79 $81.28 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $2,249,262 $2,147,559 $2,105,452 $2,200,753 *Based on Internal Services expenditure. Displayed for informational purposes. Expenditures by Division Administration Customer Support/Application Services/ Data Management/Public Access Systems/ Project Management 3,713,244 4,049,588 3,988,380 4,258,534 PC Services 1,898,512 1,977,819 1,936,762 2,087,271 Systems & Network Administration/Data Center Operations 3,157,689 2,985,386 3,010,224 3,166,734 Telecommunications 1,839,197 1,699,657 1,755,124 1,899,123 (12,857,904) $0 (12,860,009) $0 (12,795,942) $0 (13,612,415) $0 Internal Services Total 166 2005-06 Actual Authorized Personnel Administration Customer Support/Application Svcs/ Data Management/Public Access Systems/Project Management PC Services Systems & Network Administration/ Data Center Operations Telecommunications Total Full Time Perm FTE 2006-07 Revised Temp FTE Full Time Perm FTE Temp FTE 2007-08 Budget Full Time 4 4 4 37 37 37 8 8 8 18 19 19 5 5 5 72 73 73 Perm FTE Temp FTE Related Strategic Issue: Education and Technology Advancement Goal: To provide prompt response to computer system problems Objective: 1) To resolve 86% of incoming calls to the Helpdesk within 30 minutes; 2) settle 11% of calls routed to second level support personnel within 4 hours; and 3) resolve 3% of the calls requiring 4 hours or longer to resolve 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Calls resolved within 30 minutes N/A 81% 86% 86% Second level calls resolved within 4 hours N/A 16% 11% 11% Calls requiring longer than 4 hours to resolve N/A 3% 3% 3% Related Strategic Issue: Education and Technology Advancement Goal: To minimize system downtime Objective: To average less than 30 milliseconds for PC to server response time during peak traffic load 2005-06 2006-07 2006-07 Measures Actual Budget Revised PC to server response time during peak traffic load N/A 70 30 (milliseconds) 2007-08 Budget 30 Related Strategic Issue: Education and Technology Advancement Goal: To provide prompt computer response time Objective: To target 99.93% network access availability for voice and data 2005-06 Actual Measures Network access availability for voice and data N/A 167 2006-07 Budget 2006-07 Revised 2007-08 Budget 99.90% 99.93% 99.93% 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 2007-08 Budget Highlights: Funding provided for contracted services for one full-time Hearing Officer, building plan review, inspections, and administrative support services. No change in staffing levels. 168 Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $3,971,777 $5,040,444 $4,759,821 $5,628,014 673,946 482,116 578,586 482,116 14,926 26,740 28,440 692,070 760,849 11,057,294 $5,352,719 $6,310,149 $16,424,141 723,564 $6,833,694 $32.28 $37.87 $98.57 $40.81 2005-06 Actual Expenditures by Division 2006-07 Budget 2006-07 Revised 2007-08 Budget Development Services - Administration $664,448 $459,215 $10,696,452 $523,936 Building Safety and Permits 3,250,275 3,637,692 3,693,506 4,186,889 Planning Total 1,437,996 2,213,242 2,034,183 2,122,869 $5,352,719 $6,310,149 $16,424,141 $6,833,694 2005-06 Actual Authorized Personnel Development Services - Administration Full Time 3 Perm FTE 2006-07 Revised Temp FTE Full Time 3 Perm FTE 2007-08 Budget Temp FTE Full Time 3 Perm FTE Temp FTE Building Safety and Permits 29 1.00 34 2.00 34 2.00 Planning 17 1.86 22 1.86 22 1.86 Total 49 2.86 59 3.86 59 3.86 Related Strategic Issue: Central City Development Committee of the Whole 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: 1) To complete 100% of building inspections within one day of request; 2) process 95% of plan reviews within agreed time frame; 3) serve 100% of customers within five minutes of arrival; and 4) accurately perform front counter activities 95% of the time. 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Building inspections completed within one day of request N/A Plan reviews processed within agreed time frame N/A 95% 95% 95% Customers served within five minutes of arrival N/A 100% 100% 100% Accuracy of front counter activities N/A 95% 95% 95% 169 100% 100% 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. 170 Expenditure by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $3,766,993 $3,996,187 $3,865,209 $5,583,990 Supplies and Services 13,808,210 11,452,190 12,036,240 11,098,786 25,701 59,563 59,867 8,000 Capital Outlay Internal Services 59,042 350,303 308,886 (583,087) 618,726 816,446 571,146 572,546 $18,278,672 13,373 $16,688,062 33,993 $16,875,341 2,496 $16,682,731 $110.25 $100.15 $101.28 $99.62 Contributions Contingencies Expenditure Total Per Capita Expenditures by Division 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Administration/Economic Development $940,847 $1,029,609 $1,145,151 $1,247,678 16,201,527 14,051,799 14,110,624 13,733,143 1,136,298 $18,278,672 1,606,654 $16,688,062 1,619,566 $16,875,341 1,701,910 $16,682,731 Revitalization/Redevelopment Rio Salado Total 2005-06 Actual Authorized Personnel Administration/Economic Development Revitalization/Redevelopment Rio Salado Total Full Time 6 Perm FTE 2006-07 Revised Temp FTE 1.00 38 Full Time 8 Perm FTE 2007-08 Budget Temp FTE 1.00 Full Time 8 Perm FTE Temp FTE 1.00 37 5.00 37 6.60 8 0.49 9 0.49 9 0.49 52 1.49 54 6.49 54 8.09 171 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual $582,673 2006-07 Budget $622,911 2006-07 Revised $746,381 2007-08 Budget $850,292 Supplies and Services 150,273 128,630 170,755 165,630 Capital Outlay 261 Internal Services 44,962 Contributions Expenditure Total Per Capita Authorized Personnel 89 78,068 65,226 68,756 162,678 200,000 162,700 163,000 $940,847 $1,029,609 $1,145,151 $1,247,678 $5.67 $6.18 $6.87 $7.45 2005-06 Actual Full Perm Temp Time FTE FTE 2006-07 Revised Full Perm Temp Time FTE FTE 2007-08 Budget Full Perm Temp Time FTE FTE Administration/Economic Development 6 1.00 8 1.00 8 1.00 Total 6 1.00 8 1.00 8 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 2005-06 Actual Measures Opportunities to retain Tempe businesses 2006-07 Budget 2006-07 Revised 2007-08 Budget 15 20 25 22 Jobs generated by new companies 2,200 2,600 3,000 2,800 New businesses brought to Tempe 16 15 22 18 Successful business retention and expansions 22 8 28 10 172 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 2007-08 Budget Highlights: Funding provided for five temporary FTE positions to identify neighborhood code violations. Funding also provided for the Homeless Outreach Program Effort. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $2,570,208 $2,586,563 $2,289,545 $2,872,132 Supplies and Services 12,946,675 10,517,881 11,028,359 10,127,498 10,781 29,953 29,953 4,000 Internal Services 217,814 287,583 320,328 317,471 Contributions 456,049 616,446 408,446 409,546 13,373 33,993 2,496 $16,201,527 $14,051,799 $14,110,624 $13,733,143 $97.72 $84.33 $84.68 $82.01 Capital Outlay Contingencies Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Full Time Perm FTE Temp FTE 2006-07 Revised Full Time Perm FTE 2007-08 Budget Temp FTE Full Time Perm FTE Temp FTE Revitalization/Redevelopment 38 37 5.00 37 6.60 Total 38 38 5.00 37 6.60 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 2005-06 Actual Measures Number of days to resolve code violations 2006-07 Budget 2006-07 Revised 2007-08 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 60 173 Related Strategic Issue: Transportation and Affordable Housing 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: 1) To invest in housing development that allows for maximum long-term affordability while providing alternatives for affordable housing units lost through redevelopment; and 2) increase community partnerships by 20% 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Decent and affordable rental housing units made available 5 10 5 Decent and affordable owner occupied housing units made available 8 10 5 5 15% 15% 20% 20% Percent increase in community partnerships 5 Related Strategic Issue: Transportation and Affordable Housing Goal: To create an adequate supply of affordable, quality, rental housing Objective: 1) To provide rental subsidies, family self-sufficiency support; and 2) encourage homeownership for low income individuals and families living in rental housing 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Households provided with rental assistance Housing Choice Vouchers 1,006 1,082 1,051 1,082 Housing quality inspections 1,786 1,082 1,777 1,782 Home Occupancy Made Easier (HOME) program recipients 34 35 30 35 Section 8 Family Self-Sufficiency program participation 65 65 65 65 Related Strategic Issue: Transportation and Affordable Housing 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 2005-06 Actual Measures 2006-07 Budget 2006-07 Revised 2007-08 Budget Households becoming homeowners with HOME funding 25 25 33 8 Families graduated from Family Self-Sufficiency program 5 10 10 10 Section 8 families becoming homeowners through HOME or American Dream Down payment Initiative (ADDI) funds 1 5 3 3 58 50 71 25 Families receiving U.S. Department of Housing and Urban Development (HUD) housing counseling 174 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 2007-08 Budget Highlights: Funding provides for two full-time Park Ranger positions to provide security in Rio Salado area. These positions are funded from the Rio Salado Fund, but organized in the Police Department. Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Rio Salado Total 2005-06 Actual $614,111 2006-07 Budget $786,713 2006-07 Revised $829,283 2007-08 Budget $1,292,890 711,261 805,679 837,126 491,997 14,659 29,610 29,825 (203,733) (15,348) (76,668) (82,977) $1,136,298 $1,606,654 $1,619,566 $1,701,910 $6.85 $9.64 $9.72 $10.16 2005-06 Actual Full Perm Temp Time FTE FTE 8 0.49 8 0.49 2006-07 Revised Full Perm Temp Time FTE FTE 9 0.49 9 0.49 2007-08 Budget Full Perm Temp Time FTE FTE 9 0.49 9 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 and activities in the surrounding parks Measures 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Boat permit revenue $22,215 $23,000 $19,400 $21,040 Boat storage marina revenue $10,630 $12,000 $32,175 $29,000 Boating class revenue $17,435 $11,500 $16,570 $18,100 Boat storage operations center revenue $62,149 $22,000 $22,845 $22,660 175 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. 2005-06 Actual $42,295,401 2006-07 Budget $45,496,600 2006-07 Revised $45,251,252 2007-08 Budget $52,519,538 4,139,175 4,641,730 4,653,852 4,968,839 20,248 3,500 8,535,267 9,370,517 9,687,999 8,455,927 $54,990,091 $59,512,347 $59,593,103 $66,043,829 $331.67 $357.16 $357.65 $394.39 Expenditures by Division Office of the Chief 2005-06 Actual $5,364,278 2006-07 Budget $4,337,957 2006-07 Revised $4,244,640 2007-08 Budget $4,727,425 Patrol 24,230,448 26,429,311 27,438,364 29,985,076 Support Services 11,070,521 12,548,871 12,115,350 13,243,582 Investigations 14,324,844 16,196,208 15,794,749 18,087,746 $54,990,091 $59,512,347 $59,593,103 $66,043,829 Expenditures by Type Personal Services Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita (Comparative Benchmark) Total 2005-06 Actual Authorized Personnel Office of the Chief Full Time Perm FTE 99,525 2006-07 Revised Temp FTE Full Time 13 Perm FTE 2007-08 Budget Temp FTE 13 Full Time Perm FTE Temp FTE 15 Patrol 218 3.29 216 3.29 266 3.29 Support Services 142 1.70 139 1.70 146 4.70 Investigations 156 1.26 156 1.26 130 0.50 1.26 Total 529 6.25 524 6.25 557 0.50 9.25 176 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 2007-08 Budget Highlights: Funding was provided for increased costs associated with basic operations. Funding also provided for one Planning and Research Analyst position and one Tactical Crime Analyst position. FY 2007-08 Capital Budget Operating Impacts: As part of the Capital Improvements Program Budget, funding was provided for ongoing software maintenance costs associated with the TIPS (Technology Integrated Police Systems) capital project as included in the Capital Improvements Program Budget. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $1,066,307 $1,227,893 $1,209,344 $1,571,299 Supplies and Services 2,546,482 2,784,257 2,816,933 2,897,179 1,734,874 325,807 218,363 251,947 $5,364,278 $4,337,957 $4,244,640 $4,727,425 $32.35 $26.27 $25.47 $28.23 Capital Outlay 16,615 Internal Services Expenditure Total Per Capita Authorized Personnel Office of the Chief 2005-06 Actual Full Perm Temp Time FTE FTE 13 Total 7,000 2006-07 Revised Full Perm Temp Time FTE FTE 13 13 2007-08 Budget Full Perm Temp Time FTE FTE 15 13 15 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 85% 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 2.04 sworn full-time equivalents (FTE) per 1,000 capita 2005-06 Actual Measures (Comparative Benchmark) 2006-07 Budget 2006-07 Revised 2007-08 Budget Citizen satisfaction survey 87% 90% 85% 85% Operating and Maintenance Cost per Capita $332 $359 $358 $394 Sworn FTE’s per Capita (1,000) Percent change Non-Sworn FTE’s per Capita (1,000) 177 1.97 1.96 1.96 2.04 (2.90%) (0.51%) (0.51%) 4.08% 1.13 1.15 1.15 1.22 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 2007-08 Budget Highlights: Funding provided for several new positions, including: 9 Patrol Officers 1 Patrol Community Services Officer 1 Tow Hearing Community Services Officer 0.5 part-time Tow Hearing Administrative Assistant Other personnel changes reflect departmental reorganizations. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $20,041,453 $21,185,808 $20,669,583 $24,338,303 330,174 448,376 409,401 535,446 3,858,821 4,791,627 6,359,380 5,061,227 $24,230,448 $26,429,311 $27,438,364 $29,985,076 $146.15 $158.62 $164.67 $179.06 Supplies and Services Capital Outlay 3,500 Internal Services Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Patrol Total Full Time 218 Perm FTE 218 50,100 2006-07 Revised Temp FTE 3.29 Full Time 216 3.29 216 Perm FTE 2007-08 Budget Temp FTE 3.29 Full Time 266 3.29 266 Perm FTE Temp FTE 3.29 3.29 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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) 178 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget 4:55 4:36 4:54 4:55 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 2007-08 Budget Highlights: Funding was provided for a number of new positions, including: 1 Property Detective 1 Polygraph Examiner 1 Background Investigator 1 Training Officer 1 Operations Support Administrative Assistant 1 Police Dispatcher 2 Records Clerk II positions 3 Part-time Dispatchers Other changes reflect departmental reorganizations. 2005-06 Actual Expenditures by Type Personal Services 2006-07 Budget 2006-07 Revised 2007-08 Budget $9,430,146 $9,934,682 $10,483,347 $11,386,478 551,279 597,379 601,350 678,592 1,085,462 2,016,810 1,030,653 1,136,087 $11,070,520 $12,548,871 $12,115,350 $13,243,582 $66.77 $75.31 $72.71 $79.08 Supplies and Services Capital Outlay 3,633 Internal Services Expenditure Total Per Capita 2005-06 Actual Perm FTE 42,425 2006-07 Revised Temp FTE Full Time Perm FTE 2007-08 Budget Authorized Personnel Full Time Temp FTE Full Time Perm FTE Temp FTE Support Services 142 1.70 139 1.70 146 4.70 Total 142 1.70 139 1.70 146 4.70 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 2005-06 Actual Measures Priority Zero calls answered* Percent change Citizen calls for police service Percent change Neighborhoods with Crime Watch program Percent change 2006-07 Budget 2006-07 Revised 2007-08 Budget 4,500 3,016 4,407 4,500 (0.53%) (32.98%) (2.1%) (2.1%) 128,150 133,884 125,945 129,944 1.4% 4.2% (2.0%) 3.2% 362 360 362 362 20.7% (0.6%) 0% 0% * 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. 179 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 2007-08 Budget Highlights: Funding provided for several new positions, including: 1 Criminal Investigations Bureau Sergeants 2 Criminal Investigations Bureau Detective Other changes reflect departmental reorganizations. Expenditures by Type Personal Services 2005-06 Actual $11,757,495 2006-07 Budget $13,148,217 2006-07 Revised $12,888,978 2007-08 Budget $15,223,458 711,240 811,718 826,168 857,622 Supplies and Services Internal Services Expenditure Total 1,856,109 2,236,273 2,079,603 2,006,666 $14,324,844 $16,196,208 $15,794,749 $18,087,746 $86.40 $97.20 $94.79 $108.01 Per Capita 2005-06 Actual Authorized Personnel Investigations Full Time 156 Total 156 Perm FTE 2006-07 Revised Temp FTE 1.26 Full Time 156 1.26 156 Perm FTE 2007-08 Budget Temp FTE 1.26 Full Time 130 Perm FTE 0.50 Temp FTE 1.26 1.26 130 0.50 1.26 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To investigate and clear cases assigned to the Criminal Investigations Division Objective: 1) To effectively manage 156 property cases per investigator; and 2) effectively manage 149 persons cases per investigator 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Property cases assigned Cases per investigator 2,612 2,744 2,006 174 180 154 156 9.0% 16.9% 2,086 Percent change Persons cases assigned Cases per investigator 2,032 2,254 2,250 2,045 173 148 146 149 15.2% (.97%) 2.1% Percent change Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 2005-06 Actual Measures Part 1 Crimes-Property Clearance rate Park 1 Crimes-Persons Clearance rate Part 1 Crimes per 1,000 capita 2006-07 Budget 2006-07 Revised 2007-08 Budget 12,559 14,229 12,689 12,854 8.9% 13.8% 15.8% 16.0% 1,078 1,047 1,053 1,074 45.2% 50.3% 42.8% 43.7% 85 89 83 83 180 This page intentionally left blank. 181 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 2005-06 Actual $15,274,132 2006-07 Budget $16,649,721 2006-07 Revised $16,930,725 2007-08 Budget $18,765,587 1,243,905 1,357,829 1,350,738 1,605,157 Contributions 12,961 13,000 12,961 13,000 Capital Outlay 672,840 643,900 639,936 623,400 1,358,949 1,399,490 1,352,077 1,393,751 $18,562,787 $20,063,940 $20,286,437 $22,400,895 $111.96 $120.41 $121.75 $133.77 Internal Services Expenditure Total Per Capita (Comparative Benchmark) 182 Expenditures by Division Administration/Fire Prevention 2005-06 Actual $2,699,858 2006-07 Budget $2,972,425 2006-07 Revised $2,947,610 2007-08 Budget $3,171,455 Emergency/Medical Services 13,138,872 14,023,746 14,247,843 15,972,300 417,273 384,294 425,710 412,038 Training/Professional Development Homeland Security/Special Operations 320,155 423,153 403,460 453,366 1,986,629 2,260,322 2,261,814 2,391,736 $18,562,787 $20,063,940 $20,286,437 $22,400,895 Support Services/Personnel Safety Total 2005-06 Actual Authorized Personnel Administration/Fire Prevention Full Time 17 Emergency/Medical Services 141 Perm FTE Temp FTE 1.00 Full Time 19 Perm FTE 129 Training/Professional Development 3 Homeland Security/Special Operations 3 Support Services/Personnel Safety 5 1.00 169 1.00 Total 2006-07 Revised 0 3 183 Full Time 19 Perm FTE 129 0 3 1.00 Temp FTE 2007-08 Budget 3 0 3 5 1.00 5 1.00 159 1.00 159 1.00 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $1,628,621 $1,878,870 $1,911,593 $2,128,194 180,359 206,822 204,407 199,262 Supplies and Services Capital Outlay 17,390 3,500 873,488 883,233 831,610 843,999 $2,699,858 $2,927,425 $2,947,610 $3,171,455 $16.28 $17.56 $17.69 $18.94 Internal Services Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Administration and Fire Prevention/Personnel Safety Total Full Time 17 17 Perm FTE 2006-07 Revised Temp FTE Full Time 1.00 1.00 19 19 Perm FTE Temp FTE 2007-08 Budget Full Time Perm FTE Temp FTE 19 19 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To provide high quality cost efficient fire services Objective: To efficiently manage resources to meet the needs of citizens with 8.18 sworn full-time equivalents (FTE) per capita and .15 fire stations per square mile Measures (Comparative Benchmark) Firefighters per capita (10,000) 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget 8.93 8.22 8.22 8.18 Non-Firefighters per capita (10,000) 1.27 1.38 1.38 1.37 Fire Stations per square mile 0.15 0.15 0.15 0.15 184 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 2007-08 Budget Highlights: No change in staffing levels. 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $12,618,513 $13,564,632 $13,822,148 $15,364,598 436,525 393,714 360,759 524,302 Expenditures by Type Personal Services Supplies and Services Capital Outlay Expenditure Total 83,834 65,400 64,936 83,400 $13,138,872 $14,023,746 $14,247,843 $15,972,300 $79.25 $84.16 $85.51 $95.38 Per Capita 2005-06 Actual Perm FTE 2006-07 Revised Temp FTE Full Time Perm FTE Temp FTE 2007-08 Budget Authorized Personnel Full Time Full Time Emergency/Medical Services 141 129 129 Total 141 129 129 Perm FTE Temp FTE Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To provide efficient response to fire, medical, hazardous materials, and rescue emergencies Objective: To respond to safe emergency responses under 4:30 minutes 2005-06 Measures (Comparative Benchmark) Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Average emergency response time in minutes (from call receipt to arrival)* 4:17 4:17 4:19 4:28 Percent of emergency responses taking 5.0 minutes or less 84% 71% 84% 83% Calls per capita (1,000) 110 Percent change *Calls do not include alarm processing time 185 83 112 115 (25.0%) 34.9% (2.7%) 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Personal Services $324,539 $324,491 $365,907 $350,675 92,734 59,803 59,803 61,363 $417,273 $384,294 $425,710 $412,038 $2.52 $2.31 $2.55 $2.46 Supplies and Services Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Training/Professional Development Total Full Time Perm FTE 2006-07 Revised Temp FTE Full Time 3 3 Perm FTE Temp FTE 2007-08 Budget Full Time 3 3 Perm FTE Temp FTE 3 3 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Companies completing minimum company standards evaluations 186 100% 100% 97% 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $259,931 $371,901 $344,247 $401,062 Supplies and Services $47,263 38,252 46,252 39,304 12,961 13,000 12,961 13,000 $320,155 $423,153 $403,460 $453,366 $1.93 $2.54 $2.42 $2.71 Contributions Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Homeland Security/Special Operations Total Full Time Perm FTE 2006-07 Revised Temp FTE Full Time Perm FTE Temp FTE 2007-08 Budget Full Time 3 3 3 3 3 3 187 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 2007-08 Budget Highlights: No change in staffing levels. 2005-06 Actual Expenditures by Type Personal Services 2006-07 Budget 2006-07 Revised 2007-08 Budget $442,528 $509,827 $486,830 $521,058 Supplies and Services 497,885 659,238 679,517 780,926 Capital Outlay 571,177 575,000 575,000 540,000 Internal Services 475,039 516,257 520,467 549,752 $1,986,629 $2,260,332 $2,261,814 $2,391,736 $11.98 $13.57 $13.57 $14.28 Expenditure Total Per Capita 2005-06 Actual Full Time Perm FTE Support Services/Personnel Safety 5 Total 5 Authorized Personnel 2006-07 Revised Temp FTE Temp FTE 2007-08 Budget Full Time Perm FTE Full Time Perm FTE 1.00 5 1.00 5 1.00 1.00 5 1.00 5 1.00 Temp FTE Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 262 pieces of equipment serviced by Fire Maintenance; and 2) target 100% maintenance completion within the preventive maintenance (PM) schedule 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Preventive maintenance inspections Completed within PM schedule 188 228 250 236 262 92% 100% 92% 100% This page intentionally left blank. 189 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. 2005-06 Actual Expenditures by Type Personal Services Supplies and Services Expenditure Total Per Capita Expenditures by Division Administration 2006-07 Revised 2007-08 Budget $14,341,188 $11,077,678 $10,373,845 $13,005,566 3,816,920 2,658,155 2,427,917 2,078,149 82,707 110,240 55,472 3,319,792 2,232,289 2,060,811 2,137,430 $21,560,607 $16,078,322 $14,918,045 $17,221,145 $130.04 $96.49 $89.53 $102.84 2005-06 Actual $779,327 2006-07 Budget $512,855 2006-07 Revised $468,878 2007-08 Budget $531,400 Capital Outlay Internal Services 2006-07 Budget Parks and Recreation 8,565,510 Library 4,607,181 4,653,324 4,785,532 5,032,586 Cultural Services 1,948,345 4,363,854 3,164,792 4,044,368 Social Services Total 5,660,244 6,548,289 6,498,843 7,612,791 $21,560,607 $16,078,322 $14,918,045 $17,221,145 2005-06 Actual 2006-07 Revised Full Time 3 Perm FTE Temp FTE 0.52 Full Time 3 Perm FTE Parks and Recreation Library 39 33 2.00 6.00 67.35 9.84 34 Cultural Services 31 0.50 21.29 31 Social Services 42 3.15 81.49 148 11.65 180.49 Authorized Personnel Administration Total 190 2007-08 Budget Temp FTE 0.52 Full Time 3 Perm FTE Temp FTE 0.52 4.00 9.84 34 4.00 9.84 0.50 21.29 20 3.50 21.29 45 3.15 81.49 49 3.15 81.49 113 7.65 113.14 106 10.65 113.14 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $330,499 $361,626 $360,935 $410,048 340,204 100,500 88,003 100,003 Supplies and Services Capital Outlay 2,782 Internal Services Expenditure Total 105,842 50,729 19,940 21,349 $779,327 $512,855 $468,878 $531,400 $4.70 $3.08 $2.81 $3.17 Per Capita Authorized Personnel Administration 2005-06 Actual Full Perm Temp Time FTE FTE 3 0.52 Recreation 39 2.00 67.35 Total 42 2.00 67.87 191 2006-07 Revised Full Perm Temp Time FTE FTE 3 0.52 3 0.52 2007-08 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $2,766,048 $2,879,103 $3,031,141 $3,234,554 802,929 771,230 776,314 771,230 Supplies and Services Capital Outlay 14 Internal Services Expenditure Total 1,038,190 1,002,991 977,725 1,026,802 $4,607,181 $4,653,324 $4,785,532 $5,032,586 $27.79 $27.93 $28.72 $30.05 Per Capita 2005-06 Actual Authorized Personnel Library Total 352 2006-07 Revised 2007-08 Budget Full Time 33 Perm FTE 6.00 Temp FTE 9.84 Full Time 34 Perm FTE 4.00 Temp FTE 9.84 Full Time 34 Perm FTE 4.00 Temp FTE 9.84 33 6.00 9.84 34 4.00 9.84 34 4.00 9.84 Related Strategic Issue: Arts and 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: 1) To obtain 95%+ satisfaction with the overall quality of library services; and 2) maximize community usage of the library’s collection and electronic research resources 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures (Comparative Benchmark) N/A N/A N/A 95%+ Satisfaction with library services Library visitors (door count) 974,985 1,011,910 976,250 976,500 Registered borrowers 143,595 158,298 150,957 151,000 (22%) 3.0% (5.0%) 0.0% 1,289,682 1,341,836 1,289,000 1,300,000 (6.0%) 3.0% (4.0%) 0.8% 154,938 160,733 152,170 155,000 2.0% Percent change Circulation Percent change Public Computer Usage (11.0%) 3.0% (5.0%) Library FTE per 1,000 population 0.29 0.29 0.29 0.29 Circulation per capita 7.78 8.05 7.74 7.76 Percent Change 192 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 2007-08 Budget Highlights: Funding provided for a Customer Outreach Marketing Coordinator position to market the Tempe Center for the Arts to regional and national businesses, meeting planners, and event planners. Position total for FY 2007-08 reflects a reorganization of positions into the Parks and Recreation and Public Works Departments. Expenditures by Type Personal Services 2005-06 Actual $1,257,236 2006-07 Budget $2,754,146 2006-07 Revised $1,776,126 2007-08 Budget $3,087,243 210,872 1,240,979 1,061,257 651,013 17,692 110,240 55,120 462,545 258,489 272,289 306,112 $1,948,345 $4,363,854 $3,164,792 $4,044,368 $11.75 $26.19 $18.99 $24.15 Supplies and Services Capital Outlay Internal Services Expenditure Total Per Capita Authorized Personnel Cultural Services 2005-06 Actual Full Perm Temp Time FTE FTE 12 0.50 8.02 Performing Arts 19 Total 15 0.50 2006-07 Revised Full Perm Temp Time FTE FTE 12 0.50 8.02 13.27 19 8.02 31 0.50 2007-08 Budget Full Perm Temp Time FTE FTE 12 0.50 8.02 13.27 11 21.29 23 13.27 0.50 21.29 Related Strategic Issue: Arts and Community Services Goal: To provide visitors and volunteers with a quality experience that meets the mission of the Tempe Historical Museum Objective: To attain 90%+ level of satisfaction by visitors and volunteers with their museum experience 2005-06 2006-07 2006-07 Actual Budget Revised Measures Quantified levels of satisfaction reported by visitors and volunteers on evaluation forms N/A N/A N/A 3,000 3,000 1,200 2,000 19,000 20,000 20,000 20,000 Objects catalogued Visitors to Historical Museum and Peterson House 2007-08 Budget 90%+ Related Strategic Issue: Arts and 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 achieve a 90%+ level of satisfaction by attendees; 2) support arts programming through grants funding of arts organizations and schools; and 3) offer a wide array of quality arts programming and classes 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Satisfaction reported by attendees and participants on evaluation form Program enrollment N/A N/A N/A 90%+ 6,146 6,000 6,126 6,000 (2.4%) 2.1% 0% $132,635 $132,635 $132,000 Percent change Grants provided to Art Organizations and Schools $127,580 193 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 2007-08 Budget Highlights: Funding was approved for two Crisis Intervention Specialists in the CARE 7 program. Funding also provided for a Social Services Specialist (Recruiter), four part-time Administrative Assistant II positions, and an increase in parttime temporary staff wages in the Kid Zone program. An increase in Kid Zone program rates will offset the increased program costs. Expenditures by Type Personal Services Supplies and Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $4,513,667 $5,082,803 $5,205,643 $6,273,721 403,412 545,406 502,343 555,903 742,806 920,080 790,857 783,167 $5,660,244 $6,548,289 $6,498,843 $7,612,791 $34.14 $39.30 $39.00 $45.46 Capital Outlay 359 Internal Services Expenditure Total Per Capita Authorized Personnel Social Services/Administration 2005-06 Actual Full Perm Temp Time FTE FTE 23 3.15 15.56 Social Services/Kid Zone 19 Total 42 3.15 2006-07 Revised Full Perm Temp Time FTE FTE 26 3.15 15.56 65.93 19 81.49 45 194 3.15 2007-08 Budget Full Perm Temp Time FTE FTE 26 3.15 15.56 65.93 20 3.00 65.93 81.49 46 6.15 81.49 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To provide quality programs that enhance the quality of life of Tempe residents Objective: To achieve 80% approval rating for customer input and feedback on services provided at the Escalante Community Center through program and facility surveys throughout the year 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Overall customer approval rating for the Escalante Early Education Program N/A 80% 95% 80% Overall customer approval rating for the Escalante Summer Camp Program N/A 80% 91% 80% Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: 1) To provide the residents of Tempe with quality crisis intervention services, support and referral; and 2) provide comprehensive services to victims of crimes occurring in Tempe Objective: To ensure that a minimum of 85% of the clients served respond favorably to the services provided by Care 7 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Victims satisfied with services 95% 85% 95% 85% Care 7 clients reporting satisfaction with services 95% 85% 95% 85% Measures Related Strategic Issue: Education and Technology Advancement 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 85% approval rating from customers and the school community who us the Kid Zone services for their children’s out of school times 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Parent evaluation survey results measures indicate “very satisfied” with the Kid Zone Enrichment Program N/A 80% 87% 85% Maintain the national accreditation evaluation survey results of “very satisfied with the Kid Zone Enrichment Program” N/A 80% 93% 80% Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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% 2005-06 Actual New program participants 3,465 Measures Successful program completion Level of satisfaction 195 2006-07 Budget 3,600 2006-07 Revised 3,600 2007-08 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. 2005-06 Actual 2006-07 Budget $10,141,377 2006-07 Revised $9,791,049 2007-08 Budget $11,060,796 Supplies and Services 4,490,498 4,519,610 4,923,187 Internal Services 2,134,889 2,482,529 1,974,352 Expenditures by Type Personal Services Contributions Expenditure Total Per Capita 2005-06 Actual Expenditures by Division Administration Parks Services Recreation Services Total 2005-06 Actual Authorized Personnel Administration Parks Services Recreation Services Full Time Perm FTE 92,324 92,324 86,994 $16,859,088 $16,885,512 $18,045,329 $101.69 $101.34 $107.76 2007-08 Budget $1,126,927 2006-07 Revised $1,152,474 2007-08 Budget $1,236,759 10,030,347 9,589,632 10,245,311 5,701,814 6,143,406 6,563,259 $16,859,088 $16,885,512 $18,045,329 2006-07 Revised Temp FTE Total 196 2007-08 Budget Full Time 10 86 32 Perm FTE 0.75 0.50 0.75 Temp FTE 0.22 9.64 68.17 Full Time 9 86 33 128 2.00 78.03 128 Perm FTE 0.75 0.50 0.75 Temp FTE 0.22 9.64 68.17 2.00 78.03 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 2007-08 Budget Highlights: No change in staffing levels. Expenditures by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $971,360 $991,395 $1,069,592 Supplies and Services 35,355 35,355 35,402 Internal Services 90,212 95,724 101,765 Contributions 30,000 30,000 30,000 $1,126,927 $1,152,474 $1,236,759 $6.80 $6.92 $7.39 Expenditure Total Per Capita Authorized Personnel Administration 2005-06 Actual Full Perm Temp Time FTE FTE Total 2006-07 Revised Full Perm Temp Time FTE FTE 10 0.75 0.22 10 197 0.75 0.22 2007-08 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 2007-08 Capital Budget Operating Impacts: Funding was approved for operation and maintenance costs associated with developing the Victory Acres property into a park. 2005-06 Actual Expenditures by Type Personal Services 2006-07 Budget 2006-07 Revised 2007-08 Budget $5,199,370 4,629,811 5,436,597 Supplies and Services 3,314,064 3,342,632 3,718,632 Internal Services 1,516,913 1,617,189 1,090,082 $10,030,347 $60.50 $9,589,632 $57.55 $10,245,311 $61.18 Expenditure Total Per Capita Authorized Personnel 2005-06 Actual Full Perm Temp Time FTE FTE 2006-07 Revised Full Perm Temp Time FTE FTE 2007-08 Budget Full Perm Temp Time FTE FTE Parks Services 86 0.50 9.64 86 0.50 9.64 Total 86 0.50 9.64 86 0.50 9.64 Related Strategic Issue: Arts and Community Services Goal: To provide recreational facilities for leisure opportunities that are accessible, attractive, enjoyable and safe Objective: 1) To achieve 90% overall satisfaction with maintenance of City parks; and 2) provide facilities to meet the public’s recreational needs and maintain high standards for all recreational use 2005-06 2006-07 2006-07 2007-08 Measures Actual Budget Revised Budget Satisfaction with City parks N/A N/A N/A 90%+ Golf course rounds of play: Ken McDonald (18 hole rounds) N/A Percent change Rolling Hills (9 hole rounds) N/A Percent change 74,764 74,052 75,000 N/A (1.0%) 0.0% 63,028 59,289 63,028 N/A (6.0%) 0.0% Total park acreage N/A 1,874 1,874 1,877 Acres per capita N/A .0114 .0112 .0112 Developed park acres N/A 1,745 1,745 1,748 Developed park acres per capita N/A .0106 .0105 .0104 198 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 2007-08 Budget Highlights: No change in staffing levels. 2005-06 Actual Expenditures by Type Personal Services Supplies and Services Internal Services 2006-07 Budget 2006-07 Revised 2007-08 Budget $3,970,647 $4,169,843 $4,554,607 1,141,079 1,141,623 1,169,153 527,764 769,616 782,505 62,324 62,324 56,994 $5,701,814 $6,143,406 $6,563,259 $34.39 $36.87 $39.19 Contributions Expenditure Total Per Capita Authorized Personnel 2005-06 Actual Full Perm Temp Time FTE FTE 2006-07 Revised Full Perm Temp Time FTE FTE 2007-08 Budget Full Perm Temp Time FTE FTE Recreation Services 32 0.75 68.17 33 0.75 68.17 Total 32 0.75 68.17 33 0.75 68.17 Related Strategic Issue: Arts and Community Services, Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 residents; and 3) develop and maintain parks to meet the needs of residents and visitors to the community Objective: 1) To attain 80% overall satisfaction with the quality of City recreation programs; 2) maintain and operate parks, recreation programs and facilities at a cost and staffing level that meets the needs of residents on a per capita basis; and 3) collect fees for programs and services at a level based on a percentage of the total budgeted expenditure for parks and recreation Measures (Comparative Benchmark) 2005-06 Actual Satisfaction with recreation programs N/A N/A N/A 80% Operating & Maintenance Cost per capita N/A $34.39 $36.13 $39.19 Recreation Services staff per capita N/A .00022 .00022 .00021 Parks Services staff per capita N/A .00051 .00052 .00052 Parks and Recreation revenue N/A $2,235,600 $2,333,835 $2,333,835 Revenue vs. expenditures (Recreation) N/A 34% 36% 36% 199 2006-07 Budget 2006-07 Revised 2007-08 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. 200 Expenditure by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $22,651,098 $21,696,458 $21,577,698 $25,261,238 Supplies and Services 37,087,809 37,697,633 37,327,168 45,954,272 3,380,537 4,919,072 4,882,962 2,783,262 (1,692,500) (2,745,557) (1,435,238) Capital Outlay Internal Services Contributions Expenditure Total (663,011) 2,537 6,000 6,000 16,866 $61,429,481 $61,573,606 $62,358,590 $73,352,627 $370.51 $369.53 $374.25 $438.04 Per Capita 2005-06 Actual Expenditures by Division 2006-07 Budget 2006-07 Revised 2007-08 Budget Administration and Engineering $ 2,134,527 $2,232,371 $2,228,535 $2,925,735 Field Services: Administration & Solid Waste 12,580,414 14,207,028 14,656,852 14,620,011 Facility Management 4,954,795 6,339,375 6,559,878 6,642,244 Parks and Golf Course Maintenance 7,999,940 26,193,528 30,306,517 30,506,285 40,074,358 7,566,277 8,488,315 8,407,040 9,090,279 $61,429,481 $61,573,606 $62,358,590 $73,352,627 Fleet Services Transportation Streets and Traffic Operations Total 2005-06 Actual Authorized Personnel Administration and Engineering Field Services * Temp FTE 0.49 Full Time 41 Perm FTE Temp FTE 0.49 Full Time 41 Perm FTE Temp FTE 0.49 211 1.00 8.69 132 1.00 0.49 141 1.00 0.49 0.50 33 0.50 33 2.00 52 33 Transportation 39 Total 2007-08 Budget Perm FTE Fleet Services Streets and Traffic Operations 2006-07 Revised Full Time 34 41 52 369 1.00 52 1.00 9.68 299 2.00 3.00 52 6.48 319 0.50 1.00 1.00 2.00 2.48 * The FY05/06 Field Services authorized personnel amount includes Parks Maintenance personnel. Due to a reorganization in FY06/07, these personnel were transferred to the new Parks and Recreation department. 201 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 2007-08 Budget Highlights: No change in staffing levels. Expenditure by Type Personal Services 2005-06 Actual $2,683,845 2006-07 Budget $3,274,790 2006-07 Revised $3,291,944 2007-08 Budget $3,791,018 Supplies and Services 377,592 439,872 441,760 394,758 Internal Services (926,910) Expenditure Total (1,482,291) (1,505,169) (1,260,041) $2,134,531 $2,232,371 $2,228,535 $2,925,735 $12.87 $13.40 $13.37 $17.47 Per Capita 2005-06 Actual Authorized Personnel Administration Full Time 3 Engineering 31 Total 34 Perm FTE 2006-07 Revised Temp FTE 0.49 Full Time 3 Perm FTE 0 Temp FTE 0.49 38 0.49 41 2007-08 Budget Full Time 3 Perm FTE 0 Temp FTE 0.49 38 0.49 41 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 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Capital Improvement Program dollars budgeted $202.0M $190.4M $179.7M $196.7M Contracts completed on schedule N/A 95% 95% 95% Contracts completed on budget N/A 100% 100% 100% Off-site Private Development Permits Issued Utility Permits Issued Construction projects by private developers Civil plan reviews performed within scheduled time allotment 202 730 600 643 600 1,598 1,900 1,745 1,800 $452M $300M $386M $300M 84% 90% 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 2007-08 Budget Highlights: No change in staffing levels. 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $4,597,786 $4,786,037 $4,875,258 $5,200,338 Supplies and Services 3,596,436 3,791,952 3,626,223 3,896,892 Capital Outlay 1,558,726 2,415,282 2,415,282 1,756,480 Internal Services 2,827,466 3,213,757 3,740,089 3,766,301 $12,580,414 $14,207,028 $14,656,852 $14,620,011 $75.87 $85.26 $87.96 $87.31 Expenditure by Type Personal Services Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Field Services Administration Full Time Perm FTE 2006-07 Revised Temp FTE 4 Full Time Perm FTE 2007-08 Budget Temp FTE Full Time 3 Perm FTE Temp FTE 2 Solid Waste 63 0.50 65 0.500 65 0.50 Total 67 0.50 68 0.50 67 0.50 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 29% of residential recycling waste stream Measures (Comparative Benchmark) 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Residential contained/recycling cost per ton $75.35 $90.03 $80.92 $82.29 29% 48% 28% 29% 330 342 330 340 Residential recycling diversion rate Residential Contained Solid Waste tons per capita (1,000) Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 $60 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Commercial service accounts (per month) Commercial collection cost per ton 203 1,856 1,895 1,866 1,875 $46.14 $69.75 $60.36 $60.20 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 2007-08 Budget Highlights: No change in staffing levels. Expenditure by Type Personal Services 2005-06 Actual $3,089,709 2006-07 Budget $3,672,309 2006-07 Revised $3,778,245 2007-08 Budget $4,068,292 Supplies and Services 4,124,689 2,684,399 2,691,399 2,917,743 Capital Outlay Internal Services Expenditure Total 6,418 1,446 1,446 (66,941) (18,779) 88,788 $6,339,375 $6,559,878 $6,642,244 $43.15 $38.24 $39.37 $39.67 Per Capita 2005-06 Actual Authorized Personnel Facility Services Full Time Perm FTE 20 0.50 Custodial Services 40 Total 60 0.50 (343,791) $7,153,875 2006-07 Revised Temp FTE Full Time Perm FTE 21 0.50 0.49 43 0.49 64 0.50 Temp FTE 2007-08 Budget Full Time Perm FTE 22 0.50 0.49 43 0.49 74 Temp FTE 0.49 0.50 0.49 Related Strategic Issue: Finance, Economy and Veterans Affairs 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 under $3.10; 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 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget 68,829 68,158 66,535 63,578 $3.67 $2.68 $3.10 $3.06 Operating and Maintenance Cost per square foot maintained Related Strategic Issue: Finance, Economy and Veterans Affairs 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 under $2.00; and 2) maintain square footage per custodian between 18,000 to 18,500 per 8 hour shift for routine cleaning Measures - Custodial Services 2005-06 Actual Operating and Maintenance Cost per square foot cleaned Total square feet cleaned per FTE 2006-07 Budget 2006-07 Revised 2007-08 Budget $1.86 $1.82 $1.86 $1.98 24,378 23,289 26,263 26,263 204 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 2007-08 Budget Highlights: Funding was approved for one laptop computer and software to provide online technician training for Fleet Services employees. No change in staffing levels. Expenditure by Type Personal Services 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget $2,297,422 $2,470,298 $2,381,690 $2,685,719 Supplies and Services 2,815,538 3,120,836 3,113,452 3,154,856 Capital Outlay 1,566,948 1,999,204 1,999,204 (6,679,908) (7,590,338) (7,494,346) Internal Services Expenditure Total $0 $0 2005-06 Actual Authorized Personnel Full Time Perm FTE $0 2006-07 Revised Temp FTE Full Time Perm FTE 596,066 (6,436,641) $0 2007-08 Budget Temp FTE Full Time Perm FTE Temp FTE Fleet Services 33 0.50 33 0.50 33 0.50 Total 33 0.50 33 0.50 33 0.50 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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% 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Police patrol sedans $0.66 $0.72 $0.63 $0.68 Light duty trucks $0.61 $0.56 $0.61 $0.66 Solid Waste trucks $3.41 $3.93 $3.46 $3.73 100% 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, Public Safety, and Parks and Recreation 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 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Mechanic utilization rate Vehicles per mechanic 205 71% 70% 70% 70% 65 67 69 71 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 2007-08 Budget Highlights: Funding provided for a base budget increase. Funding also provided for 5 full-time positions for maintenance and cleaning at the East Valley Bus Operations and Maintenance facility. Funding also provided for a Traffic Engineer position to provide high-level electronic and technical support of the city’s Intelligent Transportation System components. Funding also provided for purchase of software and laptops computers for field work. FY 2007-08 Capital Budget Operating Impacts: As part of the Capital Improvements Program Budget, funding was approved for 11 full time positions associated with the Tempe Transportation Center capital project. Funded positions include 3 Custodian positions, 2 Building Equipment Technician II+ positions, 5 Park Ranger positions, and one Sergeant position. Expenditure by Type Personal Services 2005-06 Actual $3,107,060 2006-07 Budget $3,717,445 2006-07 Revised $3,875,717 2007-08 Budget $5,366,517 Supplies and Services 21,925,741 25,340,299 25,258,580 33,266,956 96,985 35,610 1,061,206 1,207,163 1,365,988 1,379,369 2,536 6,000 6,000 10,000 $26,193,528 $30,306,517 $30,506,285 $40,074,358 $157.99 $181.88 $183.08 $239.31 Capital Outlay Internal Services Contributions Expenditure Total Per Capita 2005-06 Actual Authorized Personnel Studies and Design Transit Total Full Time Perm FTE 51,516 2006-07 Revised Temp FTE 2007-08 Budget Full Time Perm FTE Temp FTE Full Time Perm FTE Temp FTE 9 30 8 33 0 1.00 1.00 1.00 11 41 0 1.00 1.00 39 41 1.00 2.00 52 1.00 1.00 Related Strategic Issue: Transportation and Affordable Housing 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 Measures (Comparative Benchmark) Vehicle revenue miles (bus) Operating and Maintenance Cost per vehicle revenue mile (bus) Boardings per vehicle revenue mile (bus) 206 2004-05 Actual 2005-06 Budget 2005-06 Revised 2006-07 Budget 4,318,412 4,624,000 4,561,058 5,502,000 $4.83 $4.74 $5.26 $5.76 1.9 1.8 1.7 1.8 Related Strategic Issue: Transportation and Affordable Housing 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 905% of trips on time (minimum); and 3) meet the industry standard of 90% of bus trips on time (minimum) 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Annual boardings (bus) 8,156,782 8,401,485 7,771,998 3% 3% (4.7%) 3% On-time performance (Dial-A-Ride) 92% 95% 95% 95% On-time performance (bus) N/A* 95% 89% 90%** Percent Change 8,005,158 Related Strategic Issue: Transportation and Affordable Housing 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) 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Complaints per 100,000 boardings (bus) 20 15 22 15 Complaints per 1,000 boardings (Dial-A-Ride) 3.5 3.0 2.3 3.0 * 2005-06 On Time Performance (bus) is not available due to technical/training issues with the new Vehicle Management System ** As of FY 2006-07, the Vehicle Management System provides 100% data on on-time performance, improving on random staff evaluations in prior years. While the benchmark has been lowered, there has been no actual degradation in performance relative to prior years. 207 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 2007-08 Budget Highlights: No change in staffing levels. Expenditure by Type Personal Services 2005-06 Actual $3,293,167 2006-07 Budget $3,775,579 2006-07 Revised $3,374,844 2007-08 Budget $4,149,354 Supplies and Services 2,210,323 2,320,275 2,195,754 2,329,933 149,301 467,530 467,030 379,200 Capital Outlay Internal Services Expenditure Total Per Capita 1,913,486 1,924,931 2,369,412 2,231,792 $7,566,277 $8,488,315 $8,407,040 $9,090,279 $45.64 $50.94 $50.45 $54.28 2005-06 Actual Authorized Personnel Street Maintenance Full Time Perm FTE 2006-07 Revised Temp FTE Full Time Perm FTE 0 27 27 Traffic Operations 25 25 Total 52 52 2007-08 Budget Temp FTE 3.00 Full Time Perm FTE 27 0 Temp FTE 25 52 Related Strategic Issue: Transportation and Affordable Housing Goal: To provide adequate illumination of the transportation system Objective: To respond to a street light outage within three working days Measures Street light outage calls repaired within three working days 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget 96% 96% 96% 96% 208 Related Strategic Issue: Transportation and Affordable Housing 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 Measures Emergency signal service calls responded to within 30 minutes Preventative maintenance of traffic signal control cabinets (twice annually) 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget 98% 98% 98% 98% 100% 98% 100% 98% Related Strategic Issue: Transportation and Affordable Housing Goal: To meet environmental, storm water, and air quality requirements Objective: To sweep 15,652 number of curb miles Measures (Comparative Benchmark) Curb miles swept 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget *N/A 15,652 15,338 15,652 *New measure Related Strategic Issue: Transportation and Affordable Housing Goal: To perform preventive roadway maintenance to extend the life of city streets Objective: To repair 1,828,834 square yards of street surface which includes crack routing, crack sealing, and edge milling 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Square yards repaired 1,628,777 209 1,828,834 1,828,834 1,828,834 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 2007-08 Budget Highlights: Funding was provided for a variety of purposes, including Pre-Sed Tower Collector Recoating, repair/replacement of the cathodic protection system, increased expenses at the 91st Avenue Wastewater Treatment Plant. Funding was also provided for a Plant Mechanic position at the Kyrene Water Reclamation Facility and also for a Environmental Quality Specialist at the Water Utilities Department’s laboratory. Expenditure by Type Personal Services 2005-06 Actual 2006-07 Budget $10,668,327 $11,510,134 $11,900,055 $12,736,316 Supplies and Services 13,950,576 14,036,150 14,078,575 15,458,692 Capital Outlay Internal Services Expenditure Total Operations 2007-08 Budget 636,388 283,200 15,547 478,500 3,530,706 3,309,785 4,204,780 4,279,896 $28,785,997 $29,139,269 $30,198,957 $32,953,404 $173.62 $174.88 $181.24 $196.79 Per Capita Expenditures by Division 2006-07 Revised 2005-06 Actual 2006-07 Budget 2006-07 Revised $17,418,750 $19,079,336 $20,157,032 $21,170,834 Water Resources 2007-08 Budget 763,577 1,052,672 1,012,074 1,082,585 Administration/CIP Management/Finance/Aviation 5,847,813 4,604,428 4,626,206 4,790,267 SROG 4,755,857 4,402,833 4,403,645 $28,785,997 $29,139,269 Total 210 $30,198,957 5,909,718 $32,953,404 2005-06 Actual Authorized Personnel Operations Full Time Perm FTE 117 1.00 Water Resources 2006-07 Revised Temp FTE Full Time Perm FTE Temp FTE 116 1.00 4 Admin./CIP Mgt./Finance/Aviation 11 SROG 133 Perm FTE Temp FTE 0.98 118 1.00 0.98 0.50 0.49 12 0.50 0.49 1.50 1.47 135 1.50 1.47 4 0.50 0.49 12 1.50 0.49 133 1 Total 2007-08 Budget Full Time 4 1 1 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation 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 2005-06 2006-07 2006-07 2007-08 Measures (Comparative Benchmark) Actual Budget Revised Budget Total Water Treatment Operating and Maintenance Cost $12,099,138 $12,712,055 $13,295,405 $14,127,522 Number of customer accounts 41,979 42,000 42,129 42,129 Total gallons treated (Million Gallons) 16,775 17,900 17,900 17,900 Operating and Maintenance Cost per 1,000 gallons treated Operating and Maintenance Cost per customer account $0.72 $0.71 $0.74 $0.79 $282.22 $302.67 $316.56 $336.37 Related Strategic Issue: Neighborhood Quality of Life, Public Safety, and Parks and Recreation Goal: To provide water of the highest quality to all residents Objective: 1) To minimize the number of resident complaints related to water quality to 1% of total customer base in Tempe (1%/420 complaints); and 2) respond to those complaints within 24 hours 100% of the time 2005-06 2006-07 2006-07 2007-08 Actual Budget Revised Budget Measures Taste and odor complaints Hardness complaints Other complaints Response within 24 hours of the complaint 211 10 <420 (1%) 8 <420 (1%) 5 <420 (1%) 4 <1 25 <420 (1%) 20 <5 100% 100% 100% 100% This page intentionally left blank. 212 Revenue Information 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 .............................................................................................................................................................. 108 Total Revenue by Source ............................................................................................................................................. 109 Components of Total Revenue .................................................................................................................................... 110 Comparative Operating Revenue by Major Source and Fund................................................................................... 111 General Governmental Revenue: Ten Year Historical Trends City Sales Tax........................................................................................................................................................ 114 City Property Tax ................................................................................................................................................... 115 Transient Lodging Tax ........................................................................................................................................... 116 Salt River Project In-Lieu Tax ................................................................................................................................ 117 State Shared Sales Tax ......................................................................................................................................... 118 State Shared Vehicle License Tax ......................................................................................................................... 119 State Shared Income Tax ...................................................................................................................................... 120 Charges for Services/Recreation and Social Services ........................................................................................... 121 Charges for Services/Development Related .......................................................................................................... 122 Fines and Forfeitures ............................................................................................................................................. 123 Special Revenue: Ten Year Historical Trends Transit Tax ............................................................................................................................................................. 124 Performing Arts Tax ............................................................................................................................................... 125 Highway User Tax.................................................................................................................................................. 126 Local Transportation Assistance Fund ................................................................................................................... 127 Community Development Block Grant/Section 8 Housing Grant ........................................................................... 128 Enterprise Revenue: Ten Year Historical Trends Water/Wastewater User Fees ................................................................................................................................ 129 Solid Waste Fees ................................................................................................................................................... 130 Golf Course Fees ................................................................................................................................................... 131 107 Total Revenue Total revenue for FY 2007-08 is $560 million reflecting $347.2 million in operating revenue and $212.7 million from bond proceeds, fund balances and other funding sources. The FY 2007-08 operating revenue total represents 9.3% growth over FY 2006-07. The growth in operating revenue sources is indicative of the 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 2007-08 Bonds/ CIP Fund Balances 37% Other 6% Transportation 17% Operating Revenue 63% Enterprise 19% General Governmental 58% TOTAL REVENUE FY 2006-07 Budget FY 2007-08 Budget OPERATING REVENUE General Governmental Local Taxes, Licenses and Permits, and Debt $113,905,630 $126,343,034 Intergovernmental 40,809,492 48,496,600 Charges for Services 10,922,429 11,463,351 Miscellaneous 13,470,516 15,366,709 55,928,919 57,678,474 7,393,250 8,077,567 11,502,474 11,016,572 1,052,747 1,358,770 62,741,283 67,359,772 TOTAL OPERATING REVENUE $317,726,740 $347,160,849 Operating Revenue Per Capita $1,907 $2,073 Transportation/Transit Performing Arts CDBG/Section 8 Housing Rio Salado Special Revenue Enterprise Bond/Note Proceeds 122,103,743 148,535,953 CIP Other Funding 47,623,748 32,154,815 Fund Balances 23,389,885 32,015,701 $510,844,116 $559,867,318 $3,067 $3,343 TOTAL REVENUE Total Revenue Per Capita 108 Total Revenue by Source Comparative Revenue by Source FY 2006-07 Budget to FY 2007-08 Budget Percent 35 30 25 2006-07 20 2007-08 15 30 30 27 24 10 13 13 14 14 13 5 11 5 6 0 es ax T l ca Lo U es rg a h rC se t In nm er v go er l ta en Bo s nd C IP -O e th d un F r g in Al lO er th Where the Money Comes From Revenue Source Local Taxes Local Sales Taxes Transit Tax Other Local Taxes Performing Arts User Charges FY 2005-06 Actual $74,945,677 32,440,081 32,218,952 6,480,218 FY 2006-07 Budget FY 2007-08 Budget $84,430,005 34,991,000 34,237,084 7,017,796 $86,881,100 36,250,700 39,328,884 7,270,400 44,392,262 44,883,245 44,895,245 Water/Wastewater 11,160,934 11,858,647 12,196,081 Solid Waste 6,730,063 7,447,939 6,902,234 Community Services 5,506,134 5,640,490 4,068,944 Building/Trades & Planning/Zoning Intergovernmental State Shared Revenue 40,946,381 40,809,492 43,080,069 HURF/LTAF 11,222,223 11,102,520 11,480,000 CDBG/Section 8 Housing 13,842,836 11,502,474 11,488,257 Transit State & Federal 8,050,875 7,284,534 7,284,334 All Other Interest Revenue 8,648,334 6,519,334 8,937,802 Miscellaneous Revenue 7,732,962 7,641,693 10,829,310 Fines and Forfeitures 7,278,191 7,491,027 7,185,322 Licenses and Permits 1,449,506 1,193,650 1,202,049 Bonds/Note Proceeds 102,302,061 122,103,743 122,103,743 CIP - Outside Revenue 49,149,034 47,623,748 47,623,748 Other - Fund Balance 26,601,027 23,389,885 23,389,885 * Includes Federal and State Grants and Residential Development Tax and Fees. Total Revenue $493,946,642 $510,844,116 $520,146,892 47,405,102 12,823,128 8,206,619 5,458,132 109 $79,432,060 33,984,000 33,791,710 6,796,800 FY 2006-07 Revised 48,496,600 11,998,090 11,016,572 6,812,889 8,635,367 8,105,063 7,271,553 1,200,650 148,535,953 32,154,815 32,015,701 $559,867,318 Components of Total Revenue FY 2007-08 Total Revenue $559,867,318 Operating Budget $347,160, 849 Capital Budget $212,706,469 General Governmental Special Revenue Enterprise Bond/Note Proceeds CIP–Outside Revenue Other Fund Balances $201,669,694 $78,131,383 $67,359,972 $148,535,953 $32,154,815 $32,015,701 Local Taxes/ Licenses & Permits/Debt $126,343,034 Transit Water/Wastewater Excise Bonds Grants $44,667,414 $50,751,164 $54,845,000 ____________________ ____________________ ____________________ _____________________ Intergovernmental Highway User Revenue Solid Waste Water/Wastewater G.O. Bonds Development Fees $2,500,000 $48,496,600 $12,497,060 $14,450,403 $52,641,000 ____________________ ____________________ ____________________ _____________________ Charges for Services CDBG/ Section 8 Housing Golf Tax-Supported General Obligation Bonds $41,324,953 $11,463,351 ___________________ Fines and Forfeitures $11,016,572 $2,038,205 ____________________ ____________________ Performing Arts Tax Cemetery $120,000 $7,271,553 $8,077,567 ____________________ ____________________ Interest Rio Salado $5,424,874 $1,358,770 ____________________ ____________________ Other Local Transportation Assistance Fund (LTAF) $514,000 $2,670,282 $29,654,815 ____________________ General Governmental is the largest operating revenue category. It supports basic functions of the City, which include Police, Fire, Community Services, and Development Services. 110 Comparative Operating Revenue by Major Source and Fund Revenue Source General Fund FY 2005-06 Actual FY 2006-07 Budget FY 2006-07 Revised FY 2007-08 Budget Local Taxes City Sales Tax $74,365,297 $78,948,000 $83,761,312 $86,188,300 Primary Property Tax 9,221,843 9,752,845 9,752,845 10,221,221 Transient Lodging Tax 2,983,156 3,079,800 3,146,052 3,267,200 Franchise Fees 1,867,311 1,571,500 1,945,863 2,671,000 88,437,607 93,352,145 98,606,072 102,347,721 State Sales Tax 16,810,763 17,484,642 17,159,115 17,948,400 State Income Tax 16,607,943 16,615,250 18,798,599 23,354,600 7,527,675 6,709,600 7,122,355 7,193,600 40,946,381 40,809,492 43,080,069 48,496,600 5,506,134 5,640,490 4,068,944 5,458,132 3,831,023 4,144,049 4,011,000 4,847,119 Recreation Admission Charges 285,016 328,700 348,500 348,500 Library Fines and Fees 448,808 349,490 351,200 351,200 Other Cultural and Recreation Fees 396,413 459,700 459,200 458,400 Total Cultural and Recreational 4,961,260 5,281,939 5,169,900 6,005,219 Traffic Fines 1,711,007 1,775,000 1,674,636 1,693,000 Criminal Fines 1,292,655 1,177,700 1,207,050 1,213,100 Total Local Taxes Intergovernmental Revenue Vehicle License Tax Total Intergovernmental Building & Trades/Planning & Zoning Cultural and Recreational Registration Fees Fines, Fees and Forfeitures Parking Fines Other Fines, Fees and Forfeitures Total Fines, Fees and Forfeitures Business/Non-Business Licenses 620,260 661,000 446,384 448,600 3,654,269 3,877,327 3,857,252 3,916,853 7,278,191 7,491,027 7,185,322 7,271,553 1,202,049 1,449,506 1,193,650 1,200,650 534,527 521,600 521,600 542,500 4,793,850 3,534,039 5,424,874 5,424,874 4,893,064 10,221,441 2,445,450 6,501,089 2,594,025 8,540,499 2,670,282 8,637,656 $158,553,063 $160,525,688 $167,844,456 $179,417,531 $16,430,588 $17,693,103 $17,693,103 $21,364,887 897,151 887,276 887,276 887,276 $18,580,379 $18,580,379 $22,252,163 Other Revenue Sources SRP Payment in Lieu of Taxes Interest Income Other Miscellaneous Revenue and Loan Total Other Revenue Total General Fund Debt Service Fund Secondary Property Tax SRP Payment in Lieu of Taxes Interest Income Other Miscellaneous Revenue Total Debt Service Fund 73,912 431,075 $17,832,726 111 FY 2005-06 Actual FY 2006-07 Budget FY 2006-07 Revised FY 2007-08 Budget $32,440,081 $33,984,000 $34,991,000 $36,250,700 Lottery Transfer In 266,275 258,500 258,300 253,100 ASU-Flash Transit 496,403 508,434 508,434 521,000 Interest Income 1,320,051 989,577 538,039 261,290 Federal and State Funding 7,288,197 6,517,600 6,517,600 6,038,789 709,928 718,288 658,073 1,342,535 $42,520,935 $42,976,399 $43,471,446 $44,667,414 $11,222,223 $10,577,820 $11,480,000 $11,484,090 532,551 1,850,000 870,000 870,000 524,700 524,000 514,000 Revenue Source 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 142,970 $11,754,774 $12,952,520 $12,874,500 $13,011,060 $580,380 $484,060 $668,693 $692,800 Transient Lodging Tax 218,617 215,586 220,345 224,800 Primary Property Tax 65,759 70,000 70,000 150,000 Interest Income 171,424 136,601 161,470 137,754 Miscellaneous Revenue 128,308 148,500 151,454 153,416 $1,164,488 $1,054,747 $1,271,962 $1,358,770 $6,480,218 $6,796,800 $7,017,796 $7,270,400 573,984 451,450 457,167 457,167 Rio Salado Fund City Sales Tax Total Rio Salado Fund Performing Arts Performing Arts Tax Interest Income Fees and Admission Total Performing Arts 145,000 350,000 $7,054,202 $7,393,250 $7,474,963 $8,077,567 $13,842,836 $11,502,474 $11,488,257 $11,016,572 Residential Service $6,858,510 $7,024,009 $7,257,667 $7,585,714 Commercial Service 4,302,424 4,834,638 4,938,414 5,237,414 Roll-Off Service 1,447,534 1,000,691 1,139,808 1,205,927 Recycling 228,767 140,700 200,000 210,000 Sludge Disposal 151,398 95,500 80,000 85,000 Interest Income 83,376 63,719 126,348 126,348 $13,159,257 $13,742,237 $14,450,403 Total CDBG/Section 8 Housing Funds Solid Waste Fund Other Miscellaneous Revenue Total Solid Waste Fund 160,284 $13,232,293 112 Revenue Source Water/Wastewater Fund FY 2005-06 Actual FY 2006-07 Budget FY 2006-07 Revised FY 2007-08 Budget $18,429,978 $18,619,482 $18,619,482 $19,418,054 Charges for Service-Water Water Consumption Water Service 7,075,155 7,372,003 7,372,003 7,696,027 Irrigation 307,631 332,212 332,212 332,212 Other Water Charges 712,700 511,500 553,500 586,000 26,525,464 26,835,197 26,877,197 28,032,293 Sewer Usage 10,960,232 11,471,121 11,471,121 12,484,476 Sewer Service 5,986,625 6,436,927 6,436,927 6,778,333 Total Charges for Service-Water Charges for Service-Wastewater Other Wastewater Charges Total Charges for Service-Wastewater Interest Income 919,941 140,000 110,000 110,000 17,866,798 18,048,048 18,018,048 19,372,809 1,608,988 1,338,219 2,222,229 2,222,229 Land and Facility Rental 519,250 520,000 520,000 520,000 Loan Repayment from General Fund 542,832 542,833 542,833 542,833 Other Miscellaneous Revenue 808,462 61,000 61,000 61,000 $47,871,794 $47,345,297 $48,241,307 $50,751,164 $1,749,860 $1,850,000 $1,722,834 $1,731,400 221,171 210,000 300,000 301,100 Interest Income 15,541 5,729 7,675 5,705 Other Revenue Sources 54686 $2,041,258 $2,065,729 $2,030,509 $2,038,205 $18,943 7,208 $26,151 $171,000 $9,500 $120,000 $171,000 $9,500 $120,000 $315,894,520 $317,726,740 $327,029,516 $347,160,849 Total Water/Wastewater Fund Golf Fund Greens Fees Pro Shop and Restaurant Revenue Total Golf Fund Cemetery Fund Lot & Burial Sales Interest Income Total Cemetery Fund Total Revenue - All Funds 113 City Sales Tax Restrictions Current rate of 1.8% can be increased only by electorate. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. 2007-08 est. Certain proceeds are pledged as security for bond payments due under various bond security agreements. Revenue from a voterapproved 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. Amount $57,283,547 60,100,000 59,967,700 63,602,106 59,991,774 59,855,000 60,926,575 66,358,662 74,365,297 83,761,312 86,188,300 Percent Change 13.4 4.9 (0.2) 6.1 (5.7) (0.2) 1.8 8.9 12.1 12.6 2.9 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. Recent years have seen strong growth in collections, however, it is anticipated that this growth will slow down due to effects of the regional housing market downturn. Major Influences: Taxable Sales, Population, and Consumer Price Index City Sales Tax $ Millions 100.0 80.0 60.0 40.0 57.3 60.1 60.0 63.6 60.0 59.9 60.9 66.4 74.4 83.8 86.2 20.0 0.0 1 9 799 8 1 9 899 9 1 0 999 0 00 20 01 01 20 -0 2 2 0 200 3 03 20 Fiscal Year 114 -0 4 04 20 -0 5 05 20 06 06 0 2 07 t. es 07 0 2 08 t. es City Property Tax Restrictions Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. 2007-08 est. 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. Amount $13,832,004 15,172,288 16,561,936 18,414,400 18,864,580 20,238,875 21,373,212 23,510,234 25,652,431 27,515,948 31,736,108 Percent Change 8.0 9.7 9.2 11.2 2.4 7.3 5.6 10.0 9.4 7.0 15.3 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 2007-08 will total $1.40 per $100 assessed valuation, consisting of $0.51 per $100 of the primary assessed valuation for operating and maintenance costs and $0.89 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. The proceeds go to different funds. Of the primary levy, $10.2 million goes to the General Fund and $150 thousand goes to the Rio Salado Fund, and the entire secondary levy of $21.4 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 Secondary Tax Levy 1.0 0.5 Primary Tax Levy 0.0 1 799 98 98 19 9 -9 1 00 999 20 1 -0 00 20 2 -0 01 3 -0 02 0 2 4 -0 03 0 2 Fiscal Year 115 2 0 400 5 2 06 500 07 60 20 es t. 0 20 08 7- t. es Transient Lodging Tax Restrictions Current rate of 3% can be increased only by electorate. 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. 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%. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. Amount $1,584,138 1,649,000 1,625,300 1,725,597 1,454,927 1,911,752 2,413,099 2,603,119 2,983,156 3,146,052 2007-08 est. 3,267,200 Percent Change 14.9 4.1 (1.4) 6.2 (15.7) 31.4 26.2 7.9 14.6 5.5 3.9 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 5.0 Beginning in 2004 information is on a calendar year basis. 4.0 3.0 2.0 1.0 79.8%* 3,505 72.8%* 3,823 66.3%* 4,504 67.8%* 4,720 58.5%* 4,504 64.5%* 4,632 65.3%* 5,367 68.7%* 5,367 68.6%* 5,367 70.5%* 5,367 69.0%* 5,367 0.0 8 -9 97 9 1 9 -9 98 9 1 0 01 -0 099 0 9 1 20 02 10 20 3 -0 02 0 2 4 -0 03 0 2 Fiscal Year *Percent Occupied/Number of Rooms 116 5 -0 04 0 2 t. t. 06 es es 50 8 7 -0 -0 20 07 06 0 0 2 2 Salt River Project In-Lieu Tax Restrictions Fiscal Year 1997-98 No restrictions on usage. Amount $1,199,458 Percent Change (5.1) 1998-99 1,144,363 1999-00 1,110,420 (3.0) 2000-01 967,193 (12.9) 2001-02 1,041,291 7.7 2002-03 2003-04 1,110,403 1,094,665 6.6 (1.5) 2004-05 1,522,519 39.1 2005-06 1,431,678 (6.0) 2006-07 est. 1,408,876 (1.6) 2007-08 est. 1,429,776 1.5 (4.6) 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 2007-08 it is estimated that $542,500 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 27.0%* 1.2 26.0%* 1.1 25.0%* 1.1 25.0%* 1.0 25.0%* 1.0 25.0%* 1.1 25.0%* 1.1 25.0%* 1.5 25.0%* 1.4 25.0%* 1.4 25.0%* 1.4 0.4 0.2 0.0 98 79 19 99 89 19 00 99 19 01 00 20 02 10 20 03 20 20 04 30 20 05 40 20 t. t. 06 es es 50 8 7 -0 -0 20 07 06 20 20 Fiscal Year *Percents represent the assessment ratio on SRP real property/In-Lieu Tax revenue 117 State Shared Sales Tax Restrictions No restrictions on usage. Must be expended for a public purpose. Amount $10,476,954 12,292,002 13,511,356 Percent Change (3.5) 17.3 9.9 2000-01 2001-02 13,951,532 12,148,438 3.3 (12.9) 2002-03 2003-04 12,405,713 13,345,152 2.1 7.6 2004-05 2005-06 14,695,069 16,810,763 10.1 14.4 2006-07 est. 2007-08 est. 17,159,115 17,948,400 2.1 4.6 Fiscal Year 1997-98 1998-99 1999-00 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 $526 million for FY 2007-08) 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 leveling of revenue is reflective of the slowing state economy following recent years of robust expansion. 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 6.0 253.8* 10.5 272.4* 12.3 299.4* 13.5 312.7* 14.0 311.7* 12.1 316.4* 12.4 340.5* 13.3 376.2* 14.7 439.1* 16.8 502.9* 17.2 526.1* 17.9 3 -0 4 -0 5 -0 6 -0 t. es t. es 4.0 2.0 0.0 98 79 19 1 99 89 9 00 99 19 01 00 20 2 02 10 0 02 20 03 20 Fiscal Year *Total state shared sales tax revenue pool/City’s share of pool 118 04 20 05 20 0 20 07 6- 0 20 08 7- State Shared Vehicle License Tax Restrictions No restrictions on usage. Must be expended for a public purpose. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. 2007-08 est. Amount $3,997,411 4,971,529 5,497,492 5,632,181 5,233,512 6,247,543 6,428,101 6,791,043 7,527,675 7,122,355 7,193,600 Percent Change (3.7) 24.4 10.6 2.5 (7.1) 19.4 2.9 5.6 10.8 (5.4) 1.0 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 2007-08, 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 4.0 5.0 5.5 5.6 5.2 6.2 6.4 6.8 7.5 7.1 7.2 2.0 1.0 0.0 98 79 19 99 89 19 99 19 0 -0 00 20 1 -0 02 10 20 03 20 20 03 20 4 -0 05 40 20 05 20 6 -0 20 Fiscal Year 119 7 -0 06 t. es 0 20 08 7- t. es State Shared Income Tax Restrictions No restrictions on usage. Must be expended for a public purpose. Amount $13,158,548 Percent Change 18.1 1998-99 15,361,479 16.7 1999-00 17,045,903 11.0 2000-01 17,890,338 5.0 2001-02 16,544,791 (7.5) 2002-03 16,882,535 2.0 2003-04 14,303,004 (15.3) 2004-05 14,582,117 2.0 2005-06 16,607,943 13.9 2006-07 est. 2007-08 est. 18,798,599 23,354,600 13.2 24.2 Fiscal Year 1997-98 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 26.0 24.0 22.0 20.0 18.0 16.0 14.0 12.0 10.0 8.0 6.0 4.0 2.0 0.0 15.0%* 291.2 98 79 19 15.0%* 340.3 99 89 19 15.8%* 377.7 00 99 19 15.0%* 396.5 01 00 20 15.8%* 421.9 02 10 20 15.8%* 430.6 03 20 20 15.0%* 365.0 04 30 20 15.0%* 373.1 05 40 20 15.0%* 425.2 06 50 20 7 -0 06 0 2 15.0%* 551.0 15.0%* 685.3 t. es t. es 8 -0 07 0 2 Fiscal Year * Percent of state income tax collections distributed to cities and towns/Total state shared tax revenue pool ($ in millions) 120 Charges for Services/Recreation and Social Services Restrictions No restrictions on usage, but intended to defray costs of recreation and social service programs. Fiscal Year 1997-98 Amount $3,369,509 Percent Change 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 4,961,260 (1.0) 2006-07 est. 5,169,900 4.2 2007-08 est. 6,005,219 16.2 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. The FY 2007-08 figure reflects increased revenue due to a planned rate increase for the Kid Zone program. Major Influences: Population, Cost Recovery Policy and New Program Development Charges for Services/Recreation and Social Services $ Millions 8.0 7.0 6.0 5.0 4.0 3.0 2.0 3.4 3.3 3.8 4.3 4.5 4.7 5.1 5.0 5.0 5.2 6.0 1.0 0.0 98 79 19 99 89 19 1 00 -0 99 00 9 0 1 2 2 -0 01 0 2 03 20 20 2 04 30 0 Fiscal Year 121 05 40 20 t. t. 06 es es 50 8 7 -0 -0 20 07 06 0 0 2 2 Charges for Services/Development Related Restrictions Intended to offset costs related to permitting and planning for residential and commercial development in the City, though there are no restrictions on usage. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. Amount $3,973,347 2,822,892 2,957,600 2,730,681 1,993,308 2,450,574 2,642,589 3,458,518 5,506,134 4,068,944 2007-08 est. 5,458,132 Percent Change 10.8 29.0 4.8 (7.7) (27.0) 22.9 7.8 30.9 59.2 (26.1) 34.1 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. Major Influences: Population, Tax Laws, Economy and Development Charges for Services/Development Related $ Millions 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 2,532* $492.4 1,882* $302.8 1,717* $317.1 1,417* $262.3 1,261* $121.2 1,313* $199.6 1,147* $210.3 1,243* $302.2 1,845* $453.6 1,442* $443.6 1,200* $350.0 t. es t. es 0.0 98 79 19 99 89 19 00 99 19 01 00 20 02 10 20 03 20 20 04 30 20 Fiscal Year * Number of building permits/Valuation ($ in millions) 122 05 40 20 06 50 20 07 60 20 08 70 20 Fines and Forfeitures Restrictions Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. 2007-08 est. No restrictions on usage. Amount $3,636,208 3,856,034 4,709,700 4,489,939 4,615,379 5,510,475 5,858,482 6,639,189 7,278,191 7,185,322 7,271,553 Percent Change 15.0 6.1 22.1 (4.7) 2.8 19.4 6.3 13.3 9.6 (1.3) 1.2 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 2002-03 increase is related to Council-approved increases in false alarm fines and alarm system registration fees and a police selective neighborhood traffic enforcement unit. Major Influences: Population, Crime Rate and Internal Policy (Enforcement, Number of Police Officers) Fines and Forfeitures $ Millions 8.0 7.0 6.0 5.0 4.0 3.0 3.6 2.0 3.9 4.7 4.5 4.6 5.5 5.9 6.6 7.3 7.2 7.3 1.0 0.0 97 19 8 -9 98 19 9 -9 00 99 19 00 20 1 -0 01 20 2 -0 02 20 3 -0 04 30 20 Fiscal Year 123 04 20 5 -0 t. t. 06 es es 50 8 7 -0 -0 20 07 06 0 0 2 2 Transit Tax Restrictions 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. Fiscal Year 1997-98 1998-99 1999-00 Amount $23,212,252 25,300,000 26,384,500 Percent Change 122.6 9.0 4.3 2000-01 2001-02 27,310,246 25,229,927 3.5 (7.6) 2002-03 2003-04 25,187,121 26,740,623 (0.2) 6.2 2004-05 2005-06 28,848,493 32,440,081 7.9 12.4 2006-07 est. 2007-08 est. 34,991,000 36,250,700 7.9 3.6 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 2007-08 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 40.0 35.0 30.0 25.0 20.0 15.0 10.0 23.2 25.3 26.4 27.3 25.2 25.2 26.7 28.8 32.4 35.0 36.3 5.0 0.0 98 79 19 99 89 19 00 01 909 0 9 1 20 02 10 20 03 20 20 04 30 20 Fiscal Year 124 05 40 20 t. t. 06 es es 50 8 7 -0 -0 20 07 06 0 0 2 2 Performing Arts Tax Restrictions 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 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 6,480,218 6.2 2006-07 est. 7,017,796 8.3 2007-08 est. 7,270,400 3.6 Fiscal Year 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 2007-08 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 7.0 6.0 5.0 4.0 3.0 2.0 0.0 1.0 0.0 0.0 2.6* 5.0 5.0 5.3 6.1 6.5 7.0 7.3 0.0 8 -9 97 9 1 9 -9 98 9 1 0 01 -0 099 0 9 1 20 02 10 20 3 -0 02 0 2 4 05 -0 403 0 0 2 20 Fiscal Year * Collections over a 6 month period 125 t t. es es 7 8 0 -0 06 07 20 20 6 -0 05 0 2 Highway User Tax Restrictions 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. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. 2007-08 est. Amount $8,870,589 10,767,285 11,041,067 11,213,830 9,853,831 10,285,028 10,981,726 12,492,819 11,222,223 11,480,000 11,484,090 Percent Change (9.4) 21.4 2.5 1.6 (12.1) 4.4 6.8 13.8 (10.2) 2.3 0.0 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 further declined to 3.4% resulting in a year over year decrease in revenue. For FY 2006-07 through FY 2007-08, negligible growth is anticipated. Major Influences: Population, State Policy, Economy and Gasoline Sales Highway User Tax $ Millions 14.0 12.0 10.0 8.0 6.0 4.0 225.8* 240.8* 255.3* 265.5* 281.0* 291.0* 294.1* 313.5* 315.5* 338.3* 375.0* 2.0 0.0 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 4 -0 03 0 2 5 -0 04 0 2 . . 6 st st -0 e e 5 0 8 7 -0 -0 20 07 06 0 0 2 2 Fiscal Year * Total State Shared Highway User Tax Revenue Pool distributed to Cities/Towns. 126 Local Transportation Assistance Fund Restrictions 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. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. 2007-08 est. Amount $1,019,776 1,000,596 976,015 957,785 900,415 870,471 845,814 820,811 798,826 782,800 767,100 Percent Change (5.7) (1.9) (2.5) (1.9) (6.0) (3.3) (2.8) (3.0) (2.7) (2.0) (2.0) 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 Declining revenue reflects Tempe’s slower population growth 0.40 1.02 1.00 0.98 0.96 0.90 0.87 0.85 0.82 0.80 0.78 0.77 0.20 0.00 1 98 799 19 9 -9 98 0 -0 99 9 1 1 -0 00 0 2 2 -0 01 0 2 2 03 200 4 -0 03 0 2 Fiscal Year 127 2 05 400 20 6 -0 05 06 20 7 -0 es t. 8 -0 07 0 2 t. es 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 Percent Change 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 5,973,141 99.3 7,869,697 (8.3) 2006-07 est. 2,653,715 (55.6) 9,097,014 15.6 2007-08 est. 2,314,184 (12.8) 8,702,388 (4.3) Fiscal Year 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. The recent decline is due to a decrease in the total amount distributed by the Federal government. Major Influences: Federal Policy, Poverty Levels and Population Community Development Block Grant/Section 8 Housing Grant $ Millions Community Dev elopment Block Grant Section 8 Housing Grant 16.0 14.0 12.0 7.9 10.0 8.0 7.2 6.0 3.8 4.1 4.6 2.9 2.4 2.4 4.0 5.0 8.4 8.6 2.8 3.0 9.1 8.7 5.4 6.0 2.0 3.0 2.9 2.1 2.7 2.3 0.0 9 19 98 7- 9 19 8- 99 99 19 00 2 0 000 1 2 1 00 2 -0 0 20 0 2- 3 0 20 04 3- Fiscal Year 128 0 20 4- 05 0 20 06 520 06 7 -0 t. es 07 20 8 -0 es t. Water/Wastewater User Fees Restrictions Fees can only be used to support the Water/Wastewater enterprise. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. 2007-08 est. Amount $37,928,781 37,540,000 46,296,100 45,349,960 44,591,306 40,586,501 41,037,476 40,674,305 44,392,262 44,895,245 47,405,102 Percent Change 8.4 (1.0) 23.3 (2.0) (1.7) (9.0) 1.1 (0.9) 9.1 1.1 5.6 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, 2006. Water rates were increased by 4.2% and sewer rates for residential customers increased by 7.1%. Per Council approval, water and sewer rates will be adjusted again in the fall of 2007. The impact to water and sewer customers will be 4.6% and 6.7%, respectively. Major Influences: Population, Internal Policy, Water Consumption Patterns and Weather Water/Wastewater User Fees $ Millions 50.0 40.0 30.0 20.0 37.9 37.5 46.3 45.3 44.6 40.6 41.0 40.7 44.4 44.9 47.4 10.0 0.0 8 -9 97 9 1 9 -9 98 9 1 0 -0 99 9 1 1 02 -0 100 0 0 2 20 3 -0 02 0 2 4 -0 03 0 2 Fiscal Year 129 5 -0 04 0 2 t. t. 06 es es 50 8 7 -0 -0 20 07 06 0 0 2 2 Solid Waste Fees Restrictions Used to defray costs of providing solid waste collection and disposal service. Fiscal Year 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. Amount $9,039,504 9,256,680 9,840,100 9,758,199 10,024,863 10,496,774 11,014,949 12,054,563 13,232,293 13,742,237 Percent Change 4.7 2.4 6.3 (0.8) 2.7 4.7 4.9 9.4 9.8 3.9 2007-08 est. 14,450,403 5.2 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, both residential and commercial rates were increased in November 2006 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. Per Council approval, in the fall of 2007 residential service rates will increase by 4% and commercial service charges will increase by 5%. Major Influences: Population, Internal Policy, and Commercial Market/Competition Solid Waste Fees $ Millions 16.0 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 4.0 $12.75 11/01 $13.96 01/03 2 -0 03 2- $15.29 08/04 $16.74 11/05 $17.41 11/06 2.0 0.0 8 -9 97 9 1 9 -9 98 9 1 9 19 00 9- 00 20 1 -0 01 20 0 20 03 20 4 -0 04 20 5 -0 6 -0 05 0 2 20 Fiscal Year 130 7 -0 06 t. es 08 70 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 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 est. 2007-08 est. Ken McDonald Percent Change (5.4) 0.2 (11.5) (4.8) (8.7) 5.1 5.1 (2.3) 9.0 (9.3) 0.5 Amount $994,964 997,000 882,082 840,000 767,285 806,588 847,844 828,454 903,047 819,322 823,072 Amount $1,237,961 1,246,000 1,060,418 1,018,500 1,006,532 1,119,184 1,172,288 1,139,519 1,136,795 1,211,187 1,215,133 Percent Change (4.4) 0.7 (14.9) (4.0) (1.2) 11.2 4.7 (2.8) (0.2) 6.5 0.3 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 essentially flat revenue growth in light of the uncertainty 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 2.0 1.0 0.0 8 -9 97 9 1 -9 98 9 1 9 99 19 00 1 -0 00 0 2 -0 01 0 2 2 3 -0 02 0 2 4 -0 03 0 2 Fiscal Year 131 -0 04 0 2 5 t. t. 06 es es 50 8 7 -0 -0 20 07 06 0 0 2 2 This page intentionally left blank. 132 Schedules & Summaries This section includes the City’s budget resolution, property tax information, budgetary units, and budget concepts along with personnel schedules and miscellaneous statistical data. Schedules & Summaries Schedules and Summaries Contents Page Budget Resolution ......................................................................................................................................................... 214 Property Tax Ordinance ................................................................................................................................................ 215 Budget Schedules Schedule A-Summary Schedule of Estimated Revenue and Expenditures/Expenses................................................ 216 Schedule B-Summary of Tax Levy and Tax Rate Information .................................................................................... 217 Schedule C-Summary of Revenue Other Than Property Taxes ................................................................................. 218 Schedule D-Summary of Other Financing Sources and Interfund Transfers .............................................................. 220 Schedule E-Summary by Department of Expenditures/Expenses Within Each Fund ................................................. 221 Budget Basis, Units, and Changes............................................................................................................................... 222 Financial Structure and Organization .......................................................................................................................... 223 Annexation Progress..................................................................................................................................................... 224 Tempe Community Profile............................................................................................................................................. 225 Personnel Summary ...................................................................................................................................................... 230 Personnel Schedules..................................................................................................................................................... 231 Glossary of Terms ......................................................................................................................................................... 270 Index ............................................................................................................................................................................... 277 OMB Staff........................................................................................................................................................................ 279 213 Budget Resolution 214 Property Tax Ordinance 215 Schedule A Summary Schedule of Estimated Revenue and Expenditures/Expenses Adopted Budgeted Expenditures/ Expenses FY 2006-07 Fund General Unaudited Actual Expenditures/ Expenses FY 2006-07 Fund Balance/ Retained Earnings 7-1-2007 Direct Property Tax Revenue FY 2007-08 $158,994,288 $163,874,269 $51,395,254 $10,221,221 Special Revenue 67,318,749 65,696,915 70,719,268 150,000 Debt Service 16,495,505 16,495,505 19,613,874 21,364,887 196,728,491 196,728,491 5,865,743 71,307,083 71,768,434 62,756,956 $510,844,116 $514,563,614 $210,351,095 Capital Projects Enterprise Total Fund General Special Revenue Debt Service Estimated Proceeds Revenue Other From Other than Property Financing Taxes Sources 2007-08 2007-08 TOTAL In (Out) $169,196,310 $173,148,855 120,706,980 83,885,434 2,770,000 44,636,037 17,513,497 26,175,081 213,006,592 212,706,469 (801,410) 129,315,318 80,738,916 ($28,945,081) $738,477,712 $567,993,171 (28,143,671) 887,276 180,965,768 67,359,772 $315,424,741 Total Financial Budgeted Resources Expenditures/ Available Expenses 2007-08 2007-08 $230,812,785 77,981,383 Capital Projects Enterprise Interfund Transfers 2007-08 $31,736,108 $180,965,768 $28,945,081 Expenditure Limitation Comparison 2006-07 2007-08 1. Budgeted Expenditures/Expenses $510,844,116 $567,993,171 2. Less: Estimated Exclusions (257,589,509) (297,507,043) $253,254,607 $270,486,128 3. Total Estimated Expenditures/Expenses Subject to Expenditure Limitation 4. Expenditure Limitation* * FY 2007-08 Estimate from the League of Arizona Cities and Towns. 216 Schedule B Summary of Tax Levy and Tax Rate Information FY 2006-07 Estimated FY 2007-08 1. Maximum Allowable Primary Property Tax Levy $10,371,221 (A.R.S. 42-17051(A)) 2. Amount Received from Primary Property Taxation in the 2006-07 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 9,822,845 10,371,221 17,693,103 21,364,887 $27,515,948 $31,736,108 4. Property Taxes Collected A. Primary Property Taxes 1. 2006-07 Levy $9,822,845 2. Prior Years' Levies 3. Total Primary Property Taxes 9,822,845 B. Secondary Property Taxes 1. 2006-07 Levy 17,693,103 2. Prior Years' Levies 3. Total Secondary Property Taxes 17,693,103 C. Total Property Taxes Collected $27,515,948 5. Property Tax Rates A. City Tax Rate 1. Primary Property Tax Rate 0.5183 0.5105 2. Secondary Property Tax Rate 0.8817 0.8895 $1.4000 $1.4000 3. Total City Tax Rate 217 Schedule C Summary by Fund of Revenue Other Than Property Taxes Source of Revenue Budgeted Revenue FY 2006-07 Estimated Revenue FY 2006-07* Budgeted Revenue FY 2007-08 General Fund Local Taxes City Sales Tax $78,948,000 $83,761,312 $86,188,300 Hotel Bed Tax 3,079,800 3,146,052 3,267,200 Franchise Taxes 1,571,500 1,945,863 2,671,000 1,449,506 1,193,650 1,200,650 34,099,892 35,957,714 41,303,000 6,709,600 7,122,355 7,193,600 Charges for Services 10,922,429 9,238,844 11,463,351 Fines and Forfeitures 7,491,027 7,185,322 7,271,553 Interest on Investments 3,534,039 5,424,874 5,424,874 521,600 521,600 542,500 2,445,450 2,594,025 2,670,282 150,772,843 158,091,611 169,196,310 12,427,820 12,350,000 12,497,060 12,427,820 12,350,000 12,497,060 Intergovernmental 524,700 524,500 514,000 Total LTAF 524,700 524,500 514,000 33,984,000 34,991,000 36,250,700 Lottery Transfer In 258,500 258,300 253,100 ASU-Flash Transit 508,434 508,434 521,000 Interest Earned-Trust Investment 989,577 538,039 261,290 7,235,888 7,175,673 7,381,324 42,976,399 43,471,446 44,667,414 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 Miscellaneous Revenue Total Transit Fund 218 Summary by Fund of Revenue Other Than Property Taxes Source of Revenue Budgeted Revenue FY 2006-07 Estimated Revenue FY 2006-07* Budgeted Revenue FY 2007-08 Rio Salado Fund City Sales Tax $484,060 $668,693 $692,800 500,687 533,269 515,970 984,747 1,201,962 1,208,770 Performing Arts Tax/Interest Income 7,393,250 7,474,963 8,077,567 Total Performing Arts Fund 7,393,250 7,474,963 8,077,567 11,502,474 11,750,729 11,016,572 75,809,390 76,773,600 77,981,383 887,276 887,276 887,276 887,276 887,276 887,276 171,000 9,500 120,000 2,065,729 2,030,509 2,038,205 Water/Wastewater 47,345,297 48,241,307 2,038,205 Solid Waste 13,159,257 13,742,237 14,450,403 62,741,283 64,023,553 67,359,772 $290,210,792 $299,776,040 $315,424,741 Miscellaneous Revenue Total Rio Salado Fund Performing Arts Fund Community Development 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 * Includes actual revenues recognized on the modified accrual basis as of the date the proposed budget was prepared plus estimated revenues for the remainder of the fiscal year. 219 Schedule D Summary by Fund of Other Financing Sources and Interfund Transfers Fund Proceeds From Other Financing Sources FY 2007-08 Interfund Transfers FY 2007-08 In Out General Fund Special Revenue Funds HURF/LTAF ($2,770,000) Transit (25,373,671) Total Special Revenue Funds (28,143,671) Total Debt Service Fund $2,770,000 Capital Project Funds 26,175,081 Bond/Note Proceeds CIP-Other Funding Total Capital Project Funds $148,810,953 32,154,815 180,965,768 26,175,081 Enterprise Funds Water/Wastewater (801,410) Total Enterprise Funds TOTAL ALL FUNDS (801,410) $180,965,768 220 $28,945,081 ($28,945,081) Schedule E Summary by Department of Expenditures/Expenses Within Each Fund Adopted 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 * ** $399,696 422,762 2,952,643 Expenditure/ Expense Adjustments Approved FY 2006-07 $56,500 732,197 464,381 (15,205) 4,877 621,974 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 (800) (600) 56,820 (144,600) 350,045 10,425,215 1,134,093 444,756 83,604 262,625 19,659 (888,357) (2,491,569) 158,994,288 9,297,063 9,413,469 (1,681) Revised Expenditures/ Expenses FY 2006-07* Budgeted Expenditures/ Expenses FY 2007-08 $372,045 384,953 2,945,616 $429,943 363,884 2,977,457 624,661 469,179 604,701 500,620 479,091 3,858,547 2,931,149 2,843,242 4,482,064 3,505,046 16,424,141 59,593,103 20,286,437 13,096,749 14,945,431 8,840,066 7,792,749 734,318 4,140,201 3,261,368 3,163,681 4,639,581 3,964,249 6,833,694 66,043,829 22,400,895 14,639,346 15,789,440 9,807,148 9,274,500 3,580,000 163,874,269 173,148,855 9,411,502 10,297,962 34,984,796 2,653,715 9,097,014 1,619,566 7,930,322 65,696,915 51,893,704 2,314,184 8,702,388 2,078,346 8,598,850 83,885,434 16,495,505 16,495,505 16,495,505 16,495,505 17,513,497 17,513,497 196,728,491 196,728,491 196,728,491 196,728,491 212,706,469 212,706,469 54,792,387 2,186,918 335,675 14,453,454 71,768,434 63,890,154 2,078,836 389,084 14,380,842 80,738,916 $514,563,614 $567,993,171 35,313,568 2,453,715 9,048,759 1,983,090 9,106,148 67,318,749 54,797,488 2,195,431 358,281 13,955,883 71,307,083 $510,844,116 1,967,810 75,894 139,400 2,181,423 (4,237) (4,237) $11,474,249 Includes actual expenditures/expenses recognized on the modified accrual basis as of the date the proposed budget was prepared plus estimated expenditures/expenses for the remainder of the fiscal year. FY 2006-07 adjustments for Development Services include a $10,255,609 budget increase for a lawsuit settlement. 221 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). 222 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: Performing Arts, Highway User Revenue, Local Transportation Assistance, Rio Salado, Community Facilities District, Transit, Community Development Block Grant and 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: Water and Wastewater, Solid Waste, Cemetery and 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 223 Annexation Progress City Limits 19992007 City 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 25.3 224 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 225 DEMOGRAPHICS Area – Square Miles (1) 2007 2005 1999 1993 1992 1991 Land Use (2006)(%)(4) 40.1 40.0 39.8 39.6 39.3 39.3 1990 1980 1970 1960 1950 39.3 38.1 25.3 17.5 2.7 Residential Commercial/Industrial Open/Cultural/Recreational Mixed-Use Civic/Educational Commercial/ Industrial 26.4% 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 165,796 158,625 153,821 142,165 132,942 106,743 63,550 24,897 7,906 46.6% 26.4% 12.7% 10.8% 3.5% Residential 46.6% Mixed-Use 10.8% Civic/ Educational 3.5% Open/Cultural/ Recreational 12.7% Building Permits (Calendar Year Data) (3) Number Value ($000) 2006 2005 2004 2003 2002 1,744 1,416 1,183 1,303 1,321 545,435 287,539 253,451 174,689 128,924 2001 1990 1999 1998 1997 1,301 1,494 1,905 2,533 1,984 189,010 309,831 304,600 492,419 406,821 Elections (2006) (5) Registered voters Primary 76,613 General 70,431 Primary General 13,283 12,550 Primary General 17% 18% Voter Turnout % Voting 226 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 13,653 $15,000-$34,999 25.5 ASU University (Fall 2005) 58,782 $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 9.9 (8) Arizona State University 12,569 Median Household Income $42,361 Occupational Composition (%) (11) Sales and Office 29.4 Managerial and Professional 39.7 Service 14.6 US Airways 3,916 Construction, Extraction, Maintenance 6.8 Motorola, Inc. 3,510 Production, Transportation, Material Moving 9.4 JP Morgan Chase Bank 2,300 Farming, Forestry and Fishing 0.1 City of Tempe 1,734 Medtronic Microelectronics 1,363 Industrial Composition (%) (11) State Farm Insurance 1,149 Bank One Corp. Financial & Credit Services Group 1,000 914 Agriculture, Forestry, Fishing, Hunting and Mining Construction Wilson Electric 850 Manufacturing Wholesale trade Retail trade Employment Trends(9) 2006 Employment 115,961 Unemployment Rate 3.0% 2005 109,631 3.5% 2004 105,306 3.8% 2003 101,619 4.5% 2002 99,507 4.9% 0.1 5.2 11.4 3.7 11.1 Transportation, Warehousing and Utilities 5.1 Information 3.6 Finance, Insurance, Real Estate, and Rental and Leasing Professional, Scientific, Management, Administrative, and Waste Management Services Educational, Health, and Social Services Arts, Entertainment, Recreation, Accommodation, and Food Services Other Services Public Administration 227 8.8 12.6 19.4 11.8 3.6 3.6 ECONOMICS Property Tax Rate (12) Fire Primary 0.51 Sworn Personnel Secondary 0.89 Non-Sworn Personnel Total Largest Property Taxpayers (13) $1.40 % 2006-07 Secondary Assessed Value Total Fire Stations Avg. Emergency Response Time (min.) 137 22 159 6 4:19 Arizona Mills LLC 1.59% Response to emergency medical incidents 14,003 Quest Corporation 1.50% Total number of calls 18,680 Arizona Public Service Company Wells Fargo Bank N A Freescale Semiconductor, Inc. Tempe Fountainhead Corporate LLC State Farm Mutual Automobile Insurance Company Safeway, Inc. Target Corporation T-9420 Coca-Cola Enterprises, Inc. 1.30% 0.89% 0.77% 0.76% City Sales Tax (14) 0.65% 0.57% 0.49% 0.47% 1.8% Solid Waste Residential Accounts Serviced Commercial Accounts Serviced Solid Waste Collected (tons) 32,922 1,866 159,162 Parks/Golf Courses Developed Parks Parks Acres Maintained Municipal Golf Courses: 47 1,874 2 Rounds of Play: Bond Rating Fitch AAA Standard and Poor's Moody's SERVICE STATISTICS AAA Aa1 350 Non-Sworn Personnel 207 Crime Index (CY 2006) Part I Crime Per 1,000 Capita (CY 2006) Rolling Hills (18 holes) 59,289 Active Accounts Serviced Water Treated and Distributed Sworn Personnel Avg. Emergency Response Time (min.) 74,052 Water/Wastewater Police (15) Total Ken McDonald (18 holes) 42,129 (billions of gallons) 17.9 Sanitary Sewers (miles) 549 557 4:54 13,758 83 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. 228 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 (2005 Mid-Decade Census) Phoenix Million $ Phoenix 3,563.7 Mesa 448,096 Mesa 1,014.0 Glendale 242,369 Chandler 579.1 Scottsdale 234,752 Scottsdale 518.9 Chandler 230,845 Gilbert 505.2 Gilbert 173,072 Tempe 355.3 Tempe 165,796 Gilbert 505.2 Peoria 138,143 Peoria 333.3 Property Tax (as of July 1, 2007) Phoenix Glendale 1,475,834 Operating Budget (FY 2007-08) (per $100 assessed Value) $1.82 1.62 Incorporated City Limits sq. miles Phoenix Scottsdale 515.0 185.0 Peoria 1.49 Peoria 170.5 Tempe 1.40 Mesa 131.2 Chandler 1.20 Chandler 63.3 Gilbert 1.15 Glendale 58.5 Scottsdale 0.79 Gilbert 58.0 Mesa N/A Tempe 40.1 Sales Tax (as of July 1, 2007) Phoenix 1.80% Glendale 1.80% Peoria 1.80% Tempe 1.80% Mesa 1.75% Scottsdale 1.65% Chandler 1.50% Gilbert 1.50% 229 Personnel Summary Department Mayor and Council City Manager Diversity Program Internal Audit Community Relations City Clerk City Court City Attorney Financial Services Human Resources Information Technology Development Services Police Fire Community Services Parks and Recreation Community Development Public Works Admin & Engineering Field Services Fleet Services Transportation Total Public Works Water Utilities Sub Total Total Personnel 2005-06 Actual 2006-07 Budget 2006-07 Revised 2007-08 Budget Full Perm Temp Full Perm Temp Full Perm Temp Full Perm Temp Time FTE FTE Time FTE FTE Time FTE FTE Time FTE FTE 7 7 7 7 3 0.50 3 0.50 3 0.50 3 0.50 3 0.50 3 0.50 3 0.50 3 0.50 4 4 4 4 16 1.83 18 1.83 18 1.83 18 1.83 4 0.58 4 0.58 4 0.58 4 0.58 33 0.65 7.20 36 0.65 4.20 36 0.65 4.20 36 0.65 4.20 24 1.25 0.62 26 1.75 0.62 27 1.75 0.62 27 1.75 0.62 67 0.50 1.25 70 0.50 1.25 70 0.50 1.25 70 0.50 1.25 18 0.50 20 0.50 20 0.50 20 0.50 72 73 73 73 49 2.86 58 3.86 59 3.86 59 3.86 529 6.25 525 6.25 524 6.25 557 0.50 9.25 169 1.00 1.00 159 1.00 159 1.00 159 1.00 148 11.65 180.49 111 9.65 113.14 113 7.65 113.14 106 10.65 113.1 128 2.00 77.99 128 2.00 78.03 128 2.00 78.03 52 1.49 54 6.49 54 6.49 54 8.09 34 211 33 91 369 133 1.00 0.49 8.69 0.50 1.00 1.50 9.68 0.49 40 132 33 94 299 133 1.00 1.00 1.50 0.49 0.49 0.50 5.00 6.48 0.49 41 132 33 93 299 133 1.00 1.00 2.00 1.50 0.49 0.49 0.50 5.00 6.48 1.47 41 141 33 104 319 135 1.00 1.00 2.00 1.50 0.49 0.49 0.50 1.00 2.48 1.47 1,700 18.55 214.24 1,731 19.05 223.68 1,734 18.05 224.70 1,782 21.55 225.30 1,932.79 1,973.73 1,976.75 2,028.85 The number of full-time employees for FY 2007-08 totals 2,028.85 full-time equivalents (FTE), including 1,782 fulltime, 21.55 permanent full-time equivalents, and 225.30 temporary full-time equivalent employees. This total translates to a 2.8% increase over the 1,973.73 full-time equivalents budgeted in FY 2006-07. Public Works and Police account for over 42% of the total work force, representing 323.48 and 566.75 full-time equivalents in FY 2007-08. 230 Personnel Schedules Cost Center Position 1110 2005-06 2006-07 Range Actual Budget 99 Vice-Mayor 1 1 1 98 0 0 1 1 6 7 6 7 5 7 5 7 City Manager 103 1 1 1 1 Assistant City Manager 178 1 1 1 1 36 1 1 1 1 Administrative Intern* City Manager Department Total Full-Time 0.50 3 0.50 3 0.50 3 0.50 3 City Manager Department Total Temp FTE* 0.50 0.50 0.50 0.50 1 1 1 1 1 1 1 1 CITY MANAGER Sr. Executive Assistant City Admin+ DIVERSITY Diversity Manager Diversity Specialist 163 44 Administrative Assistant I/II+ 20 1 1 1 1 40 0.50 3 0.50 3 0.50 3 0.50 3 0.50 0.50 0.50 0.50 163 1 1 1 1 43 2 2 2 2 36 1 4 1 4 1 4 1 4 Community Relations Manager 167 1 1 1 1 Mayor's Chief of Staff ADA Compliance Specialist** Diversity Department Total Full-Time Diversity Department Total Perm FTE** 1213 1 98 Council Member Mayor & Council Department Total Full-Time 1212 2007-08 Budget MAYOR & COUNCIL Mayor 1210 2006-07 Revised INTERNAL AUDIT Internal Audit Manager Internal Auditor Contract Administrator Internal Audit Department Total Full-Time COMMUNITY RELATIONS 1219 1214 Administration 161 1 1 1 1 Sr. Executive Assistant City Admin+ 36 1 1 2 2 Sr. Mayoral/City Council Aide+ 36 1 1 4 4 Mayoral/City Council Aide I+ 32 2 3 0 0 Executive Assistant 30 1 1 0 0 Administrative Assistant I/II+ 20 0 1 1 1 Administrative Intern* 0.49 0.49 0.49 0.49 COE* Total Full-Time 0.49 7 0.49 9 0.49 9 0.49 9 Total Temp FTE* 0.98 0.98 0.98 0.98 1 1 1 1 Communication & Media Relations Communication & Media Relations Director 231 159 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 6 6 6 6 0.85 0.85 0.85 0.85 156 1 1 1 1 42 1 1 1 1 2 2 2 2 1 1 1 1 1 1 1 1 16 1.83 18 1.83 18 1.83 18 1.83 1 1 1 1 Total Temp FTE* 1215 Neighborhood Program Neighborhood Program Director Neighborhood Services Specialist Total Full-Time 1216 Government Relations Government Relations Director 160 Total Full-Time Community Relations Department Total Full-Time Community Relations Department Total Temp FTE* 1310 CITY CLERK City Clerk 100 Executive Assistant 3 3 3 3 COE * City Clerk Department Total Full-Time 30 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 1 1 1 1 CITY COURT 1410 Administration/Judicial Division Presiding City Judge Court Manager 101 159 City Judge 104 2 2 2 2 Court Commissioner 56 0 0 0 1 Deputy Court Manager 49 2 2 2 2 Hearing Officer 45 2 2 2 1 Court Services Supervisor 34 0 0 1 1 Court Training Coordinator 32 1 1 1 1 Court Interpreter 29 1 1 1 1 0.65 0.65 0.65 0.65 10 10 11 11 0.65 0.65 0.65 0.65 Court Interpreter** (Position funded by State Fill the Gap Grant) Total Full-Time Total Perm FTE** 1411 Criminal Division Court Services Supervisor 34 2 2 1 2 Court Services Specialist I/II+ 21 7 8 8 8 1 0 0 0 Court Services Specialist I/II+ * 232 COE* Total Full-Time Total Temp FTE* 1412 2.10 2.10 2.10 2.10 9 10 9 10 3.10 2.10 2.10 2.10 3 11 3 13 3 13 2 13 Civil Division Court Services Supervisor Court Services Specialist I/II+ 34 21 Court Services Specialist I/II+ * COE* Total Full-Time 2 0 0 0 2.10 2.10 2.10 2.10 14 16 16 15 4.10 2.10 2.10 2.10 33 36 36 36 City Court Department Total Perm FTE** 0.65 0.65 0.65 0.65 City Court Department Total Temp FTE* 7.20 4.20 4.20 4.20 102 1 1 1 1 Deputy City Attorney 66 1 1 2 2 City Prosecutor 64 1 1 0 0 1 Total Temp FTE* City Court Department Total Full-Time CITY ATTORNEY 1710 Legal Services City Attorney Sr. Assistant City Attorney 61 1 1 1 Police Legal Advisor 61 0 0 1 1 305 8 9 9 9 Assistant City Attorney Paralegal II+ 33 1 1 1 1 Legal Executive Assistant 32 1 1 1 1 Administrative Support Supervisor 32 1 1 1 1 Paralegal I+ 29 1 (1 position 60% funded by General Fund / 40% by Victim's Rights Grants) 1 1 1 Legal Specialist I/II+ Legal Assistant 24 23 1 5 1 5 1 5 Paralegal** 29 0.75 0.75 0.75 0.75 Assistant City Attorney** 0.50 1.00 1.00 1.00 Law Intern* 0.62 0.62 0.62 0.62 21 23 24 24 Total Perm FTE** 1.25 1.75 1.75 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 Assistant City Attorney Administrative Assistant I/II+ Total Full-Time City Attorney Department Total Full-Time 61 1 1 1 1 305 1 1 1 1 20 1 3 1 3 1 3 1 3 24 26 27 27 City Attorney Department Total Perm FTE** 1.25 1.75 1.75 1.75 City Attorney Department Total Temp FTE* 0.62 0.62 0.62 0.62 233 FINANCIAL SERVICES 1810 Administration Financial Services Manager 170 1 1 1 1 30 1 1 1 1 2 2 2 2 161 1 1 1 1 Lead Budget and Finance Analyst 48 1 1 1 1 Sr. Budget and Finance Analyst 45 2 2 2 2 4 4 4 4 Executive Assistant Total Full-Time 1812 Budget Deputy Financial Services Manager Total Full-Time 2621 Risk Management Risk Manager 54 1 1 1 1 Safety and Risk Coordinator 41 0 1 1 1 Claims Officer - Liability 39 1 1 1 1 Risk Management Specialist 25 1 1 1 1 Administrative Assistant II** Total Full-Time 20 0.50 3 0.50 4 0.50 4 0.50 4 0.50 0.50 0.50 0.50 56 1 1 1 1 Sr. Accountant 46 1 1 1 1 Cash Management Specialist 43 1 1 1 1 Total Perm FTE** 1831 Accounting Controller Payroll Supervisor 39 1 1 1 1 Accountant 35 1 1 1 1 Payroll Specialist 23 1 1 1 1 Financial Services Technician I/II+ 23 4 4 4 4 0.63 10 0.63 10 0.63 10 0.63 10 0.63 0.63 0.63 0.63 Accounting Assistant* Total Full-Time Total Temp FTE* 1832 1841 Tax and Licensing Tax and License Administrator 52 1 1 1 1 License & Collections Supervisor 44 1 1 1 1 Tax Audit Supervisor 44 1 1 1 1 Tax Auditor I/II+ 36 5 5 5 5 Specialty Licenses Coordinator 34 1 1 1 1 Tax Analyst 28 1 1 1 1 Revenue Compliance Officer I/II 28 3 3 3 3 Financial Services Technician I/II+ Total Full-Time 23 4 17 4 17 4 17 4 17 161 1 1 1 1 52 1 1 1 1 Customer Services Deputy Financial Services Manager Customer Services Administrator 234 Customer Services Office Supervisor 39 1 1 1 1 Customer Services Field Supervisor 37 1 1 1 1 Sr. Financial Services Technician 26 0 0 0 1 Financial Services Technician I/II+ 23 9 9 9 8 Water Meter Reader II+ 19 6 7 7 7 Water Meter Reader I+ 15 Total Full-Time 1851 1 1 1 21 21 21 Central Services/Purchasing Central Services Administrator Procurement Officer 54 40 1 2 1 3 1 3 1 3 Financial Services Technician I/II+ 23 3 3 3 3 Administrative Assistant II+ 20 Unclassified Temporary-Office* Total Full-Time Total Temp FTE* 1852 1 20 1 1 1 1 0.62 0.62 0.62 0.62 7 8 8 8 0.62 0.62 0.62 0.62 Central Services/Duplicating & Supplies Reprographics Supervisor 25 2 2 2 2 Reprographics Operator 17 1 1 1 1 Distribution Clerk 11 1 1 1 1 4 4 4 4 Total Full-Time Financial Services Department Total Full-Time 67 70 70 70 Financial Services Department Total Perm FTE** 0.50 0.50 0.50 0.50 Financial Services Department Total Temp FTE* 1.25 1.25 1.25 1.25 1 1 1 1 HUMAN RESOURCES 1911 Human Resources -Administration Human Resources Manager 168 Deputy Human Resources Manager 161 1 1 1 1 52 1 1 1 1 Human Resource Administrator Employee Benefits Administrator 51 1 1 1 1 Sr./Human Resources Analyst + 43 3 4 4 4 Sr./Benefits Coordinator + 37 1 1 1 1 Human Resources Specialist 32 1 1 1 1 Executive Assistant 30 1 1 1 1 Benefits Specialist 28 1 1 1 1 Human Resources Technician I/II+ 28 3 3 4 4 Administrative Assistant I/II+ 20 1 1 0 0 Human Resources Technician I/II+** 28 0.50 0.50 0.50 0.50 15 16 16 16 0.50 0.50 0.50 0.50 Total Full-Time Total Perm FTE** 235 1920 Tempe Learning Center Org Development Administrator 51 1 1 1 1 Performance Management Designer 43 0 1 1 1 Sr. Learning & Organizational Development Assoc. 38 1 1 1 1 Learning & Organizational Development Assoc. 32 1 1 1 1 3 4 4 4 18 20 20 20 0.50 0.50 0.50 0.50 Total Full-Time Human Resources Department Total Full-Time Human Resources Department Total Perm FTE** INFORMATION TECHNOLOGY 1981 Information Technology/Administration Information Technology Manager 169 1 1 1 1 Deputy Information Tech Manager 161 2 2 2 2 30 1 1 1 1 4 4 4 4 Executive Assistant Total Full-Time 1982 Information Technology/Customer Support PC Services Supervisor 51 1 1 1 1 Sr. PC Services Consultant PC Services Consultant I/II+ 45 39 2 5 2 5 2 5 2 5 8 8 8 8 Total Full-Time 1983 Information Technology/Technical Services Systems and Network Supervisor 54 1 1 1 1 Data Center & Network Operations Supervisor 52 1 1 1 1 Sr. Enterprise Network Engineer 51 1 1 1 1 Sr. Tech Support Analyst 51 2 2 2 2 Enterprise Network Engineer I/II+ 49 4 5 5 5 Technical Support Analyst 45 4 4 4 4 Production Control Coordinator 37 1 1 1 1 Sr. Data Center Support Specialist Data Center Support Specialist 30 26 1 3 1 3 1 3 1 3 18 19 19 19 Total Full-Time 1984 Information Technology/Application Services Applications Supervisor 55 1 1 1 1 IT Project Coordinator 53 1 1 1 1 Business Analyst (1 position funded by Water/Wastewater) 52 8 8 8 8 Database Administrator 51 2 2 3 3 Webmaster 51 2 2 2 2 IT Support Analyst Supervisor 51 1 1 1 1 Sr. Programmer Analyst (1 position funded by Water/Wastewater) 50 10 10 10 10 Programmer Analyst I/II+ (1 position funded by Water/Wastewater) 46 6 6 5 5 236 IT Training Coordinator 44 1 1 1 IT Support Analyst I/II+ 35 5 5 5 5 37 37 37 37 Total Full-Time 1985 1 Information Technology/Telecommunications Telecommunications Operations Supervisor Sr. Management Assistant 43 38 1 1 1 1 1 1 1 1 Sr. Communication Network Technician 34 1 1 1 1 Communication Network Technician 31 2 2 2 2 5 5 5 5 72 73 73 73 170 1 1 1 1 38 30 1 1 1 1 1 1 1 1 3 3 3 3 Total Full-Time Information Technology Department Total Full-Time DEVELOPMENT SERVICES 2710 Development Services - Administration Development Services Manager Management Assistant I/II+ Executive Assistant Total Full-Time 2721 Building Safety and Permits Deputy Dev Services Manager Plan Review Administrator 162 0 1 1 1 51 0 1 1 1 Bldg. Inspection Superintendent 45 0 1 1 1 Development Project Coordinator 45 0 0 1 1 Sr. Plan Check Engineer 43 0 2 6 6 Sr. Building Inspector 42 0 1 1 1 Plan Check Engineer Building Code Complaint Investigator 40 38 0 0 4 1 0 1 0 1 Plans Examiner 37 0 2 1 1 Permit Center Supervisor 36 0 1 1 1 Building Inspector I/II+ 36 0 8 8 8 Code Inspector I/II+ 31 0 1 1 1 Dev Services Specialist I/II + 27 0 6 6 6 Administrative Assistant I/II+ 20 0 4 5 5 0.00 2.00 2.00 2.00 0 33 34 34 Building Inspector I/II+ * Total Full-Time 2722 Total Perm FTE** 0 0 0 0 Total Temp FTE* 0.00 2.00 2.00 2.00 157 1 0 0 0 18 2 0 0 0 3 0 0 0 Planning/Building Safety-Administration Deputy Dev Services Manager-Dev. Administrative Assistant I/II+ Total Full-Time 237 2723 2724 Inspection Building Inspection Supt 41 1 0 0 0 Sr. Building Inspector 37 1 0 0 0 Building Code Complaint Investigator 33 1 0 0 0 Building Inspector I/II+ 31 6 0 0 0 Code Inspector I/II+ 28 1 0 0 0 Administrative Assistant II Total Full-Time 18 1 11 0 0 0 0 0 0 158 1 0 0 0 Principal Planner 47 2 0 0 0 Sr. Planner 40 5 0 0 0 Planner I/II+ 34 6 0 0 0 Code Inspector I/II+ 28 1 0 0 0 Administrative Assistant I/II+ 18 2 0 0 0 1.86 0.00 0.00 0.00 17 0 0 0 1.86 0.00 0.00 0.00 Current and Advanced Planning Deputy Dev Services Manager - Planning COE* Total Full-Time Total Temp FTE* 2725 Customer Service Counter Permit Center Supervisor 35 1 0 0 0 Development Services Specialist I/II+ 22 5 0 0 0 1.00 0.00 0.00 0.00 6 0 0 0 1.00 0.00 0.00 0.00 Dev Services Specialist I/II+* Total Full-Time Total Temp FTE* 2726 Plan Check Plan Review Administrator 49 1 0 0 0 Sr. Plan Check Engineer 41 2 0 0 0 Plan Check Engineer Plans Examiner 37 32 4 2 0 0 0 0 0 0 9 0 0 0 Total Full-Time 2731 Planning Deputy Dev Services Manager 162 0 1 1 1 Principal Planner 51 0 2 2 2 Senior Planner 44 0 5 7 7 Planner I/II+ 39 0 7 5 5 Senior Code Inspector Specialist 37 0 1 1 1 Code Inspector I/II + 31 0 3 3 3 Administrative Assistant II+ 20 0 3 3 3 Total Full-Time 0.00 0 1.86 22 1.86 22 1.86 22 Total Temp FTE* 0.00 1.86 1.86 1.86 COE* Development Services Department Total Full-Time Development Services Department Total Temp FTE* 238 49 58 59 59 2.86 3.86 3.86 3.86 POLICE 2210 Office of the Chief Police Chief 175 1 1 1 1 Police Legal Advisor 61 1 1 0 0 Fiscal-Research Administrator 52 1 1 1 1 Planning and Research Analyst 44 0 0 0 1 Management Assistant II 38 2 2 2 2 Crime Analyst I/II+ 37 3 3 3 4 Executive Assistant Alarm Coordinator 30 30 1 1 1 1 1 1 1 1 Administrative Assistant I/II+ 20 1 3 3 3 Crime Analysis Technician 22 1 1 1 1 Administrative Assistant I 10 Total Full-Time 2222 36 Total Full-Time 0 15 1 1 1 1 1 1 1 1 Detention Administrator 44 1 1 1 1 Detention Supervisor 34 6 6 6 6 Police Property Supervisor 33 1 1 1 0 Detention Officer 22 20 20 20 24 Police Property Technician (1 position funded through December 2006) 21 6 6 6 0 Detention Officer Trainee (Positions funded through December 2006) 18 4 4 4 0 38 38 38 31 Communications Bureau Police Communications Administrator 47 1 1 1 1 Police Communications Shift Supervisor. 37 6 6 6 6 Police Communications Dispatcher I/II+ 26 38 36 36 37 Administrative Assistant I/II 20 Police Communications Dispatcher I/II+* (3.0 FTE positions funded for FY07/08) Total Full-Time Total Tempe FTE* 2233 0 13 Detention Facility Total Full-Time 2232 0 14 RICO Police Officer - CIB Detective (Funded through FY 07-08) 2231 1 13 0 0 0 1 0 0 0 3 45 43 43 45 0 0 0 3 1 3 1 3 1 3 1 3 Records Bureau Records & Identification Administrator Police Records Supervisor 53 33 Administrative Assistant I/II+ 20 1 1 1 1 Police Records Clerk II 19 15 15 15 17 Police Records Clerk I 15 8 8 8 8 239 COE* Total Full-Time Total Temp FTE* 2235 1.00 30 1.00 1.00 1.00 1.00 45 1 1 1 1 36 25 5 2 5 2 5 2 5 2 8 8 8 8 1 1 1 1 Crime Prevention 44 Police Officer 36 4 4 4 4 Crime Free Multi-Housing Coordinator 30 1 1 1 1 Administrative Assistant I/II+ 20 1 1 1 1 7 7 7 7 165 1 1 1 1 Police Commander Police Sergeant 59 44 1 6 1 6 1 6 1 7 Police Officer 36 38 38 38 40 Administrative Support Supervisor 32 1 1 1 1 Police Community Service Officer 23 3 3 3 3 Police Investigative Assistant 21 3 3 3 3 Administrative Assistant I/II+ 20 1 1 1 1 1.26 1.26 1.26 1.26 Investigations/Criminal Investigations Assistant Police Chief COE* Total Full-Time Total Temp FTE* 54 54 54 57 1.26 1.26 1.26 1.26 Investigations/Traffic Investigations Police Commander 59 1 1 1 1 Police Sergeant Police Officer - Assgt. 44 29 5 0 5 0 5 0 5 0 Police Officer 36 25 24 24 24 Community Service Officer 23 0 1 1 2 Administrative Assistant I/II+ 20 2 2 2 2 Traffic Enforcement Aide Administrative Assistant I/II+** 14 20 7 0.00 7 0.00 7 0.00 7 0.50 40 40 40 41 0.00 0.00 0.00 0.50 1 1 1 1 Total Full-Time Total Perm FTE** 2243 28 Police ID Technician Fingerprint Technician Total Full-Time 2242 1.00 28 Police Identification Supervisor Police Sergeant 2241 1.00 28 Identification Unit Total Full-Time 2236 1.00 SEU Police Commander 59 Police Sergeant 44 5 5 5 5 Police Officer (1 position is a Senior Intelligence Officer) 36 23 23 23 23 240 Criminal Intelligence Analyst 35 1 1 1 1 Police Community Service Officer 23 1 1 1 1 Police Investigative Assistant 21 1 1 1 1 Administrative Assistant I/II+ 20 Total Full-Time 2248 1 59 1 1 1 44 3 3 3 3 Police Officer Police Licensing Specialist 36 29 13 1 13 1 13 1 13 1 Administrative Assistant I/II+ 20 0 0 1 1 18 18 19 19 Administration 165 1 1 1 1 59 1 1 1 1 Police Sergeant 44 8 8 8 8 Police Polygraph Examiner I/II+ (1 position sworn, 2 non-sworn) 42 2 2 2 3 Management Assistant I/II 38 1 1 1 1 Police Officer 36 5 5 5 7 Policy Procedures Officer 36 1 1 1 1 Volunteer Coordinator 34 1 1 1 1 Police Support Services Specialist 24 0 1 1 1 Administrative Assistant I/II+ 20 2 1 1 1 Administrative Assistant I 10 1 0 0 0 0.70 0.70 0.70 0.70 23 0.70 22 0.70 22 0.70 25 0.70 COE* Total Full-Time Total Temp FTE* Property Unit Police Officer (Property Detective) 36 0 0 0 1 Police Property Supervisor 33 0 0 0 1 Police Property Technician 21 0 0 0 5 0 0 0 7 6 6 6 0 6 6 6 0 5 5 5 0 5 5 5 0 Total Full-Time Rio Salado - Park Rangers Park Ranger 21 Total Full-Time 2259 1 33 Police Sergeant Police Commander 2258 1 33 Police Commander Assistant Chief 2257 1 33 Downtown Unit Total Full-Time 2251 1 33 Rio Salado - Sworn Police officer 36 Total Full-Time 241 2271 Patrol-Administration Assistant Police Chief 165 1 1 1 1 Police Commander 59 0 0 0 0 Police Sergeant 44 2 2 2 2 Police Officer 36 1 1 1 1 Administrative Assistant I/II+ 20 2 5 4 4 Administrative Assistant I 10 2 0 0 0 Police Reserves* Service Aide* 0.16 2.50 0.16 2.50 0.16 2.50 0.16 2.50 COE* 0.63 0.63 0.63 0.63 Total Full-Time Total Temp FTE* 2272 59 6 6 6 44 24 24 24 24 140 141 141 150 Police Community Service Officer 23 City Security Team Police Sergeant (.75 funded by Rio Salado Fund) 44 21 10 10 10 11 180 181 181 191 1 1 1 1 9 9 9 9 10 10 10 10 12 8 8 8 12 8 8 8 0 0 0 2 0 0 0 2 Recruits Police Officer 36 (4 Police Officers non-recurring through FY 05-06) Total Full-Time PD - EVBO & Maintenance Facility Park Ranger (Security Officers) (All positions funded by Transit Fund) 21 Total Full-Time PD - Security Transportation Center Police Sergeant 44 0 0 0 1 Park Ranger (Security Officers) (All positions funded by Transit Fund) 21 0 0 0 5 0 0 0 6 0 0 0 5 0 0 0 5 Total Full-Time 4416 6 36 Total Full-Time 3913 8 3.29 Police Officer Park Ranger 3912 8 3.29 Police Sergeant Total Full-Time 2274 9 3.29 Patrol Police Commander 2273 8 3.29 Rio Salado - Sworn Police officer (All positions funded by Rio Salado Fund) Total Full-Time 242 36 4417 Rio Salado - Park Rangers Park Ranger (All positions funded by Rio/CFD Fund) 21 Total Full-Time 0 0 0 8 0 0 0 8 Police Department Total Full-Time 529 525 524 557 Police Department Total Perm FTE** 0.00 0.00 0.00 0.50 Police Department Total Temp FTE* 6.25 6.25 6.25 9.25 1 1 1 1 FIRE 2310 Administration Fire Chief 173 Assistant Fire Chief 163 1 1 1 1 Fire Battalion Chief 50 3 3 3 3 Senior Management Assistant 44 0 1 1 1 Executive Assistant 30 0 1 1 1 Administrative Assistant I/II+ 20 1 0 0 0 6 7 7 7 Total Full-Time 2330 2340 Fire Prevention Assistant Fire Chief 163 1 1 1 1 Fire Inspector I/II+ 38 7 8 8 8 Fire Education Specialist 25 2 2 2 2 Administrative Assistant I/II+ 20 1 1 1 1 Unclassified Temporary* Total Full-Time 1.00 11 0.00 12 0.00 12 0.00 12 Total Temp FTE* 1.00 0.00 0.00 0.00 Fire Emergency Services Fire Captain 38 30 30 30 30 Fire Engineer 33 33 33 33 33 Firefighter (12 overhires authorized through FY 05-06) 29 74 62 62 62 125 125 125 (57 Firefighter, Engineer or Captain positions are paramedic assignment) Total Full-Time 2350 2363 137 Training/Professional Development Fire Battalion Chief 50 1 1 1 1 Fire Captain - Assgt. 40 1 1 1 1 Administrative Assistant II Total Full-Time 20 1 3 1 3 1 3 1 3 Senior Fire Mechanic 37 1 1 1 1 Fire Mechanic 32 1 1 1 1 Inventory Services Specialist ** 17 0.50 0.50 0.50 0.50 2 2 2 2 Fire Apparatus Maintenance Total Full-Time 243 Total Perm FTE** 2361 (2364) 0.50 0.50 Fire Battalion Chief 50 1 1 1 1 Fire Services Inventory Technician 26 1 1 1 2 Fire Support Services Technician 23 Total Full-Time Total Perm FTE** 1 1 1 0 0.50 0.50 0.50 0.50 3 3 3 3 0.50 0.50 0.50 0.50 1 1 1 1 Medical Services Fire Battalion Chief 50 Fire Captain - Paramedic-Assgt. 40 1 1 1 1 Emergency Medical Services Coordinator 40 1 1 1 1 Medical Transport Contract Supervisor 35 1 1 1 1 4 4 4 4 Total Full-Time 2380 0.50 Support Services - Administration Service Aide ** 2370 0.50 Special Operations Fire Battalion Chief 50 1 1 1 1 Haz Mat Program Specialist 41 1 1 1 1 Fire Captain - Paramedic-Assgt. 40 1 1 1 1 3 3 3 3 Fire Department Total Full-Time 169 159 159 159 Fire Department Total Perm FTE** 1.00 1.00 1.00 1.00 Fire Department Total Temp FTE* 1.00 0.00 0.00 0.00 Total Full-Time COMMUNITY SERVICES 2410 Administration Community Services Manager 170 1 1 1 1 Sr. Social Services Coordinator 38 1 1 1 1 Management Assistant II+ 38 Unclassified Temporary* Total Full-Time Total Temp FTE* 2421 1 1 1 1 0.52 0.52 0.52 0.52 3 3 3 3 0.52 0.52 0.52 0.52 Recreation/Administration Dep Comm. Svs. Mgr. - Parks & Rec 159 1 0 0 0 Management Assistant II+ 35 1 0 0 0 Recreation Coordinator 31 1 0 0 0 Community Services Registration Tech 19 1 0 0 0 Administrative Assistant II 18 3 0 0 0 Administrative Assistant II** 0.75 0.00 0.00 0.00 Unclassified Temporary* 0.22 0.00 0.00 0.00 Total Full-Time Total Perm FTE** 7 0.75 0 0.00 0 0.00 0 0.00 Total Temp FTE* 0.22 0.00 0.00 0.00 244 2422 (2483) Recreation/Community Events Community Services Supervisor 39 1 0 0 0 Recreation Coordinator 31 2 0 0 0 Assistant Recreation Coordinator 23 Unclassified Temporary* Total Full-Time 0 0 0 0.00 0.00 35 1 0 0 0 Asst. Recreation Coordinator 23 2 0 0 0 Administrative Assistant II 18 1 0 0 0 2.87 0.00 0.00 0.00 4 0 0 0 2.87 0.00 0.00 0.00 Recreation/Special Populations Senior Recreation Coordinator Total Temp FTE* Recreation/Rec. Instructional Community Services Supervisor 39 1 0 0 0 Recreation Coordinator 31 2 0 0 0 Assistant Recreation Coordinator 23 1 0 0 0 Recreation Leader III* 1.93 0.00 0.00 0.00 Unclassified Temporary* 4.72 0.00 0.00 0.00 Total Full-Time Total Temp FTE* Recreation/Youth Sports Social Services Coordinator 31 Recreation Coordinator 31 Unclassified Temporary* Total Full-Time Total Temp FTE* 2426 4 0 0 0 6.65 0.00 0.00 0.00 0 0 0 0 2 0 0 0 3.84 0.00 0.00 0.00 2 0 0 0 3.84 0.00 0.00 0.00 1 0 0 0 Recreation/Adult Sports Community Services Supervisor 39 Recreation Coordinator 31 Unclassified Temporary* Total Full-Time 2 0 0 0 3.89 0.00 0.00 0.00 3 0 0 0 3.89 0.00 0.00 0.00 1 0 0 0 Unclassified Temporary* 4.1 0.00 0.00 0.00 Total Full-Time Total Temp FTE* 1 4.1 0 0.00 0 0.00 0 0.00 Total Temp FTE* 2427 0 0.00 0.00 Total Full-Time 2425 0 0.00 3 Unclassified Temporary* 2424 0 0.00 1.18 Total Temp FTE* 2423 0 1.18 Recreation Resources Recreation Coordinator 31 245 2429 Recreation/Diablo Stadium Operation Senior Recreation Coordinator 35 Unclassified Temporary* Total Full-Time Total Temp FTE* 2431 0 0 0 0.00 0.00 0.00 39 1 0 0 0 1 0 0 0 Asst. Recreation Coordinator 23 2 0 0 0 Administrative Assistant II 18 2 0 0 0 0.75 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 18.46 0.00 0.00 0.00 6 0 0 0 Total Perm FTE** 0.75 0.00 0.00 0.00 Total Temp FTE* 19.71 0.00 0.00 0.00 Unclassified Temporary* 1.99 0.00 0.00 0.00 Total Temp FTE* 1.99 0.00 0.00 0.00 Recreation/Kiwanis Concession Recreation/Aquatics Community Services Supervisor 39 1 0 0 0 Recreation Coordinator 31 1 0 0 0 Swimming Pool Maint Mechanic 27 1 0 0 0 Swimming Pool Maint Technician 21 Unclassified Temporary* Total Full-Time Total Temp FTE* 1 0 0 0 18.08 0.00 0.00 0.00 4 0 0 0 18.08 0.00 0.00 0.00 1 0 0 0 1 0 0 0 Adapted Recreation Senior Recreation Coordinator 35 Total Full-Time Recreation/Kiwanis Batting Cage Batting Cage Coordinator 27 Unclassified Temp* Total Full-Time Total Temp FTE* 2440 1 2.41 32 Total Full-Time 2435 0 0.00 Recreation Coordinator Unclassified Temporary* 2434 0 0.00 Community Services Supervisor Recreation Worker* 2433 0 0.00 Recreation/Kiwanis Center Administrative Assistant II** Recreation Leader I* 2432 1 2.41 1 0 0 0 2.41 0.00 0.00 0.00 1 0 0 0 2.41 0.00 0.00 0.00 Library Dep Comm Svcs Mgr - Library 162 1 1 1 1 Library Supervisor 41 4 4 4 4 Sr. Social Services Coordinator 38 1 1 1 1 246 Librarian I/II+ 37 11 11 11 Catalog Services Coordinator 33 1 1 1 1 Circulation Services Coordinator 30 1 1 1 1 Library Specialist I/II+ 21 9 9 9 9 Administrative Assistant II+ 20 1 1 1 1 Library Assistant 13 3 3 5 5 Librarian I/II+** Library Specialist II** 0.50 1.00 0.50 1.00 0.50 1.00 0.50 1.00 Library Assistant** 4.50 4.50 2.50 2.50 Unclassified Temp - Office* 9.84 9.84 9.84 9.84 Total Full-Time 2486 33 32 34 34 Total Perm FTE** 6.00 6.00 4.00 4.00 Total Temp FTE* 9.84 9.84 9.84 9.84 Social Services/Administration Dep Comm Svcs Mgr - Social Services 162 1 1 1 1 Management Assistant II 38 1 1 1 1 Administrative Assistant II+ Administrative Assistant II+** 20 20 3 1.00 3 1.00 3 1.00 3 1.00 0.85 0.85 0.85 0.85 5 5 5 5 Total Perm FTE** 1.00 1.00 1.00 1.00 Total Temp FTE* 0.85 0.85 0.85 0.85 Unclassified Temporary* Total Full-Time 2451 Social Services/Diversion Social Services Supervisor 45 1 1 1 1 Social Services Counselor I/II+ 38 3 3 3 3 0.65 0.65 0.65 0.65 4 4 4 4 0.65 0.65 0.65 0.65 Social Services Counselor** Total Full-Time Total Perm FTE** 2457 Social Services/KID ZONE Kid Zone Program Administrator 51 1 1 1 1 Sr. Social Services Coordinator 38 5 5 5 5 Social Services Specialist 30 3 3 4 5 Assistant Recreation Coordinator 26 9 9 9 9 Administrative Assistant II (Program Manager)** 20 0 0 0 3 65.93 65.93 65.93 65.93 19 19 19 20 Unclassified Temporary* Total Full-Time 2485 11 Total Perm FTE** 0.00 0.00 0.00 3.00 Total Temp FTE* 65.93 65.93 65.93 65.93 2 2 Social Services/Partnerships Social Services Supervisor 45 2 2 Sr. Social Services Coordinator+ 38 1 1 2 2 Social Services Counselor II+ 38 1 1 1 1 Social Services Coordinator 34 1 1 0 0 247 Crisis Intervention Specialist (2 positions funded through FY 07/08) 33 Unclassified Temporary * Total Full-Time Total Temp FTE* 2487 3 7.43 7.43 7.43 7.43 6 8 8 8 7.43 7.43 7.43 7.43 49 1 1 1 1 Sr. Social Services Coordinator 38 2 1 2 2 Social Services Coordinator 34 2 3 2 2 Assistant Recreation Coordinator 26 2 0 0 0 Administrative Assistant II+ Social Services Coordinator** 20 34 1 0.00 1 0.75 1 0.75 1 0.75 0.75 0.00 0.00 0.00 0.75 0.75 0.75 0.75 7.28 7.28 7.28 7.28 8 6 6 6 Total Perm FTE** 1.50 1.50 1.50 1.50 Total Temp FTE* 7.28 7.28 7.28 7.28 0 2 2 2 20 Unclassified Temporary* Total Full-Time Social Services/North Side Multigenerational Center Sr. Social Services Coordinator 38 Administrative Assistant I/II+ 20 0 1 1 1 0 3 3 3 Dep Comm Svcs Mgr - Cultural Services 162 1 (50% funded by General Fund, 50% by Performing Arts Fund) 1 1 1 Arts Administrator 47 1 1 1 1 Arts Coordinator 36 2 2 2 2 Administrative Assistant II 20 1 1 1 1 Total Full-Time 2484 3 Social Services Administrator Administrative Assistant II+** 2481 3 Social Services/Escalante IT Support Specialist I** 2415 1 Cultural Services - Administration Recreation Leader III* 0.95 0.95 0.95 0.95 Recreation Leader IV* 0.36 0.36 0.36 0.36 Unclassified Temporary* Total Full-Time 6.01 5 6.01 5 6.01 5 6.01 5 Total Temp FTE* 7.32 7.32 7.32 7.32 Historical Museum Museum Administrator 49 1 1 1 1 Museum Curator 36 4 4 4 4 Museum Registrar 30 1 1 1 1 Administrative Assistant II 20 1 1 1 1 Museum Aide** 19 0.50 0.50 0.50 0.50 0.70 0.70 0.70 0.70 Unclassified Temp - Office* Total Full-Time 7 7 7 7 Total Perm FTE** 0.50 0.50 0.50 0.50 Total Temp FTE* 0.70 0.70 0.70 0.70 248 3310 Cemetery Administration Executive Assistant 30 Administrative Assistant I** Total Full-Time Total Perm FTE** 3311 0 0 0 0.00 0.00 0.00 1 0 0 0 0.50 0.00 0.00 0.00 1 0 0 0 1 0 0 0 Cemetery Maintenance Groundskeeper I 8 Total Full-Time 3610 1 0.50 Performing Arts - Administration Cultural Facilities Administrator 56 1 1 1 1 Community Outreach Marketing Coordinator II 40 0 0 0 1 Management Assistant II 38 1 1 1 1 Arts Coordinator (Production) 36 1 1 1 1 Arts Coordinator (Gallery) 36 1 1 1 1 Arts Coordinator (Patron & Client Services) 36 1 1 1 1 Facility Automation Tech Arts Specialist (Production) 34 31 1 1 1 1 1 1 0 2 Production Specialist 31 1 1 1 0 Arts Specialist (Box Office) 31 1 1 1 1 TCA Maintenance Supervisor 32 1 1 1 0 Building Equipment Technician II 23 1 1 1 0 Administrative Assistant II 20 1 1 1 1 TCA Maintenance Worker 19 3 3 3 0 Box Office Assistant 18 1 1 1 1 9 3 3 3 0 13.27 13.27 13.27 13.27 19 13.27 19 13.27 19 13.27 11 13.27 Custodian Unclassified Temp* Total Full-Time Total Temp FTE* Community Services Department Total Full-Time 148 111 113 106 Community Services Department Total Perm FTE** 11.65 9.65 7.65 10.65 Community Services Department Total Temp FTE* 180.49 113.14 113.14 113.14 PARKS AND RECREATION 2511 Rolling Hills Golf Course Parks & Golf Course Maintenance Coordinator 30 0 1 1 1 Parks & Golf Course Mechanic 25 0 1 1 1 Sprinkler Systems Maint. Worker I/II+ 24 0 1 1 1 Equipment Operator II Groundskeeper I/II+ 23 19 0 0 1 4 1 4 1 4 Equipment Operator I 19 0 1 1 1 0.00 1.07 1.07 1.07 0 9 9 9 0.00 1.07 1.07 1.07 Groundskeeper I/II+* Total Full-Time Total Temp FTE* 249 2512 Ken McDonald Golf Course Parks & Golf Course Supervisor 41 0 1 1 1 Parks & Golf Course Maintenance Coordinator 30 0 1 1 1 Parks & Golf Course Mechanic 25 0 1 1 1 Sprinkler System Maint. Worker I/II+ 24 0 1 1 1 Equipment Operator II 23 0 2 1 1 Groundskeeper I/II+ 19 0 5 6 6 Equipment Operator I 19 Groundskeeper I/II+* Total Full-Time Total Temp FTE* 2521 1 1.35 12 0.00 1.35 1.35 1.35 170 0 1 1 1 Dep Comm. Svs. Mgr. - Parks & Rec 162 0 2 2 2 Parks & Golf Course Supervisor 41 0 2 1 1 Sr. Recreation Coordinator 38 0 1 1 1 Management Assistant II+ 38 0 2 2 1 Executive Assistant 30 0 0 1 1 Administrative Assistant II 20 0 3 2 2 Administrative Assistant II** 0.00 0.75 0.75 0.75 Unclassified Temporary* 0.00 0.22 0.22 0.22 0 11 10 9 Total Perm FTE** 0.00 0.75 0.75 0.75 Total Temp FTE* 0.00 0.22 0.22 0.22 Special Events Community Services Supervisor 46 0 1 1 1 Sr. Recreation Coordinator 38 0 2 2 2 Assistant Recreation Coordinator (Positions funded by Rio Salado Fund) 26 0 2 0 0 Recreation Leader* 0.00 1.00 1.00 1.00 Unclassified Temporary* 0.00 1.18 1.18 1.18 0 5 3 3 0.00 2.18 2.18 2.18 Total Temp FTE* Senior Adults Senior Recreation Coordinator 38 0 1 1 1 Asst. Recreation Coordinator 26 0 2 2 2 Administrative Assistant II 20 Unclassified Temporary* Total Full-Time Total Temp FTE* 2524 1 1.35 12 Parks and Recreation Manager Total Full-Time 2523 1 1.35 12 Parks & Recreation - Administration Total Full-Time 2522 0 0.00 0 0 1 1 1 0.00 2.87 2.87 2.87 0 4 4 4 0.00 2.87 2.87 2.87 0 1 1 1 Special Interest and Boating Community Services Supervisor 46 250 Sr. Recreation Coordinator 38 0 2 2 2 Assistant Recreation Coordinator 26 0 1 1 0 Recreation Leader III* 0.00 1.93 1.93 1.93 Unclassified Temporary* 0.00 4.72 4.72 4.72 0 4 4 3 0.00 6.65 6.65 6.65 Total Full-Time Total Temp FTE* 2525 Adult Sports Social Services Coordinator 31 Sr. Recreation Coordinator 38 Unclassified Temporary* Total Full-Time Total Temp FTE* 2526 2527 2 1 0.00 3.84 3.84 3.84 0 2 2 1 0.00 3.84 3.84 3.84 Community Services Supervisor 46 0 1 1 1 Sr. Recreation Coordinator 38 0 2 2 2 Unclassified Temporary* Total Full-Time 0.00 0 3.89 3 3.89 3 3.89 3 Total Temp FTE* 0.00 3.89 3.89 3.89 Facility Resources 38 Unclassified Temporary* Total Full-Time Total Temp FTE* 0 1 1 1 0.00 4.10 4.10 4.10 0 1 1 1 0.00 4.10 4.10 4.10 0 0.00 1 2.41 1 2.41 1 2.41 0 1 1 1 0.00 2.41 2.41 2.41 Diablo Stadium Sr. Recreation Coordinator Unclassified Temporary* 38 Total Full-Time Total Temp FTE* 2531 0 2 Youth Sports Sr. Recreation Coordinator 2529 0 0 Kiwanis Recreation Center Community Services Supervisor 46 0 1 1 1 Sr. Recreation Coordinator 38 0 1 1 1 Recreation Coordinator 34 0 0 1 1 Asst. Recreation Coordinator 26 0 2 1 1 Administrative Assistant II 20 0 2 2 2 Administrative Assistant II** 20 0.00 0.75 0.75 0.75 Recreation Leader I* Recreation Worker* 0.00 0.00 0.75 0.50 0.75 0.50 0.75 0.50 Unclassified Temporary* 0.00 18.50 18.50 18.50 Total Full-Time 0 6 6 6 Total Perm FTE** 0.00 0.75 0.75 0.75 Total Temp FTE* 0.00 19.75 19.75 19.75 251 2532 2533 Kiwanis Concessions Unclassified Temporary* 0.00 1.99 1.99 1.99 Total Temp FTE* 0.00 1.99 1.99 1.99 Aquatics Community Services Supervisor 46 0 1 1 0 Sr. Recreation Coordinator 38 0 1 1 1 Swimming Pool Maint Mechanic Swimming Pool Maint Technician 29 25 0 0 1 1 1 1 1 1 0.00 18.08 18.08 18.08 Unclassified Temporary* Total Full-Time Total Temp FTE* 2534 38 Total Full-Time 38 Unclassified Temp* Total Full-Time Total Temp FTE* 1 1 0 1 1 1 0 1 1 1 0.00 2.41 2.41 2.41 0 1 1 1 0.00 2.41 2.41 2.41 38 0 0 0 1 26 0 0 0 1 0 0 0 2 Community Outreach/Marketing Community Services Supervisor 46 0 0 0 1 Management Asst II+ 38 0 0 0 1 0 0 0 2 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1 1 Rio Salado Special Events 26 Total Full-Time Rio Salado Events Marketing Assistant Recreation Coordinator (Position funded by Rio Salado Fund) 26 Total Full-Time 2551 1 Assistant Recreation Coordinator Assistant Recreation Coordinator (Position funded by Rio Salado Fund) 4412 0 Sr. Recreation Coordinator Total Full-Time 4411 3 18.08 Boating Programs Total Full-Time 2537 4 18.08 Kiwanis Batting Cage Sr. Recreation Coordinator 2536 4 18.08 Adapted Recreation Sr. Recreation Coordinator 2535 0 0.00 Sports Complex Maintenance Senior Groundskeeper 26 0 1 1 1 Groundskeeper I/II+ 19 0 2 2 2 0 3 3 3 Total Full-Time 252 2553 Diablo Stadium Maintenance Parks and Golf Course Supervisor 41 0 1 1 1 Parks & Golf Course Maintenance Coordinator 30 0 0 1 1 Senior Groundskeeper 26 0 2 1 1 Sprinkler Sys. Maint. Worker I/II+ 24 0 1 1 1 Groundskeeper I/II+ 19 Groundskeeper* Total Full-Time Total Temp FTE* 2554 4414 5 0.56 0 0.00 9 0.56 9 0.56 9 0.56 30 0 0 1 0 Senior Groundskeeper (1 Position funded by Performing Arts Fund) 26 0 2 0 0 Groundskeeper I/II+ (1 Position funded by Performing Arts Fund) 19 0 2 1 0 Groundskeeper* 0.0 0.10 0.10 0.00 Unclassified Temporary* 0.0 1.40 0.00 0.00 Total Full-Time Total Temp FTE* 0 0.0 4 1.50 2 0.10 0 0.00 Rio Salado Maintenance Parks & Golf Course Maintenance Coordinator Senior Groundskeeper 30 26 0 0 0 0 0 0 1 0 Groundskeeper I/II+ 19 0 0 0 1 Groundskeeper* 0.0 0.00 0.00 0.10 Unclassified Temporary* (All positions funded by Rio Salado Fund) 0.0 0.00 0.00 0.00 0 0 0 2 0.0 0.00 0.00 0.10 1 Tempe Arts Park Senior Groundskeeper 26 0 0 1 Groundskeeper I/II+ 19 0 0 1 1 0 0 1.44 1.44 0 0 0 0 2 1.44 2 1.44 0 1 1 1 0 1 1 1 Unclassified Temporary* (All positions funded by Performing Arts Fund) Total Full-Time Total Temp FTE* Landscape Maintenance Parks and Golf Course Supervisor 41 Total Full-Time 2556 5 0.56 Parks & Golf Course Maintenance Coordinator Total Temp FTE* 2555 5 0.56 Rio Salado Maintenance Total Full-Time 3611 0 0.00 North Parks Parks and Golf Course Supervisor 41 0 0 1 1 Parks & Golf Course Maintenance Coordinator 30 0 0 3 3 Parks Facility Maint. Worker I/II 30 0 1 1 1 253 Parks & Golf Course Mechanic 25 0 1 1 Sprinkler Sys. Maint. Worker I/II+ 24 0 3 3 3 Equipment Operator II 23 0 2 2 2 Senior Groundskeeper 26 0 4 1 1 Pest Control Technician 21 0 2 2 2 Groundskeeper I/II+ 19 0 7 5 7 Equipment Operator I 19 0 1 1 1 0 0.00 1.75 1.67 1.75 1.67 1.75 1.67 0 21 20 22 0.00 3.42 3.42 3.42 Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* 2557 Rio Salado - Ent. Zone Groundskeeper I/II+ 19 Total Full-Time 2558 19 Total Full-Time South Parks Parks and Golf Course Supervisor 41 2 0 2 0 0 1 1 1 0 1 1 1 0 1 1 1 30 0 1 1 1 P&G Course Maint Coord Senior Groundskeeper 30 0 0 4 4 26 0 3 1 1 Equipment Operator II 23 0 3 4 4 Sprinkler Sys. Maint. Worker I/II+ 24 0 3 3 3 Pest Control Technician 21 0 2 2 2 Groundskeeper I/II+ 19 0 5 7 5 Equipment Operator I 19 0 3 0 0 Groundskeeper* 0.00 0.87 0.87 0.87 Unclassified Temporary* 0.00 0.83 0.83 0.83 0 21 23 21 0.00 1.70 1.70 1.70 0 0 0 2 0 0 0 2 0 1 1 1 Total Temp FTE* Rio Salado - Ent. Zone Groundskeeper I/II+ (Positions funded by Rio/CFD fund) 19 Total Full-Time 3310 2 2 Parks Facility Maint. Wkr. I/II+ Total Full-Time 4415 0 0 Cemetery Maintenance Groundskeeper I/II+ 2559 1 Cemetery Administration Executive Assistant 30 Groundskeeper I 15 Executive Assistant** Total Full-Time Total Perm FTE** 254 0 0 1 1 0.00 0.50 0.50 0.50 0 1 2 2 0.00 0.50 0.50 0.50 3311 Cemetery Maintenance Groundskeeper I 15 Total Full-Time Parks & Recreation Department Total Full-Time 0 1 0 0 0 1 0 0 0 128 128 128 Parks & Recreation Department Total Perm FTE** 0.00 2.00 2.00 2.00 Parks & Recreation Department Total Temp FTE* 0.00 77.99 78.03 78.03 170 1 1 1 1 53 1 1 1 1 COMMUNITY DEVELOPMENT 2810 Community Development - Admin Community Development Manager Principal Architect Senior Architect+ 49 1 1 1 1 Technology Development Specialist 47 1 1 1 1 Economic Development Specialist 45 1 1 1 1 Neighborhood Enhance Program Coord 34 0 0 1 1 Executive Assistant 30 1 1 1 1 Administrative Assistant II+ 20 COE* Total Full-Time Total Temp FTE* 2811 49 1 1 1.00 1.00 6 6 8 8 1.00 1.00 1.00 1.00 1 1 1 1 Senior Code Inspector Specialist 37 1 1 1 1 Neighborhood Enhance Program Coord Code Inspector I/II+ 34 31 1 8 1 8 0 8 0 8 Administrative Assistant II 20 Unclassified Temporary* (Positions funded through FY 2007-08) Total Full-Time Total Temp FTE* 0 0 1 1 0.00 5.00 5.00 5.00 11 11 11 11 0.00 5.00 5.00 5.00 Redevelopment/Special Projects Dep Comm Dev Manager - Revitalization & Redev 162 0 0 1 1 Principal Planner (1 position funded by Federal Grant) 51 2 2 2 2 Sr. Planner (1 position funded by Federal Grant) 44 3 4 3 3 Planner I/II+ 39 Total Full-Time 2813 0 1.00 Neighborhood Enhancement Code Enforcement Administrator 2812 0 1.00 2 2 3 3 7 8 9 9 Redevelopment/Revitalization Administrative Assistant II 20 1 2 0 0 Administrative Assistant I 13 1 0 0 0 2 2 0 0 Total Full-Time 255 2814 Neighborhood Enhancement Unclassified Temporary* (Positions funded through FY 2007-08) 0.00 Total Full-Time Total Temp FTE* 28612869 27702779 Housing Services Division Dep Comm Dev Manager - Revitalization & Redev (50% funded by General Fund) 162 1.60 0 0 0 0 0.00 0.00 0.00 1.60 1 1 0 0 53 1 1 1 1 Housing Services Supervisor 40 1 1 2 2 Accountant 35 1 1 1 1 Homeless Coordinator 34 1 1 1 1 Rehabilitation Specialist 33 3 3 2 2 Family Self Sufficiency Specialist 31 2 2 2 2 Housing Services Specialist 23 6 6 6 6 Administrative Assistant II 20 2 2 2 2 18 18 17 17 162 1 1 1 1 51 44 0 1 0 1 1 1 1 1 Community Development - Rio Salado Administration Deputy Community Development Manager Rio Salado Manager Rio Salado Financial Analyst Senior Planner 44 1 2 1 1 Administrative Project Coordinator 42 1 1 1 1 Community Relations Coordinator 40 1 1 1 1 Administrative Assistant II 20 COE* Total Full-Time Total Temp FTE * 4413 0.00 Housing Services Administrator Total Full-Time 4410 0.00 1 1 1 1 0.49 0.49 0.49 0.49 6 7 7 7 0.49 0.49 0.49 0.49 2 2 2 2 2 2 2 2 Community Development - Rio Salado Operations Administrative Assistant I/II 20 Total Full-Time Rio Salado Division Total Full-Time Rio Salado Division Total Temp FTE* Community Development Department Total Full-Time Community Development Department Total Temp FTE* 8 9 9 9 0.49 0.49 0.49 0.49 52 54 54 54 1.49 6.49 6.49 8.09 PUBLIC WORKS 3210 Administration Public Works Manager 171 1 1 1 1 Sr. Management Assistant 44 1 1 1 1 Executive Assistant 30 1 1 1 1 256 COE* 0.49 0.49 0.49 3 3 3 3 0.49 0.49 0.49 0.49 165 40 1 0 1 1 1 1 1 1 Engineering Services Administrator 50 1 1 1 1 Contract Administrator 36 1 1 1 1 Total Full-Time Total Temp FTE* 3221 Engineering/Admin. Support/Contract Admin. Deputy PW Manager-Engineering Contract Compliance Auditor (1 position funded by Transit) Engineering Technician I/II+ 29 0 1 0 0 Engineering Contract Services Specialist 24 2 2 2 2 5 7 6 6 Total Full-Time 3222 Engineering/Private Development and Utility Assistant City Engineer 57 1 1 1 1 Senior Civil Engineer+ 49 1 1 1 1 Engineering Permit Inspection Supervisor Utility Infrastructure Supervisor 44 44 1 1 1 1 1 1 1 1 Sr./ Engineering Associate+ 38 4 6 6 6 Engineering Technician I/II+ 29 0 0 1 1 8 10 11 11 Total Full-Time 3223 Engineering/Capital Improvements Principal Civil Engineer (1 Position funded by Transit) 53 1 2 2 2 Senior Civil Engineer+ (1 Position funded by Water/Wastewater) 49 2 3 3 3 Senior Construction Project Mgr (1 Position funded by Water/Wastewater) 47 0 0 1 1 Senior Engineering Associate+ 38 4 4 4 4 7 9 10 10 Total Full-Time 3225 0.49 Engineering/Information & Technical Services Engineering Services Administrator 50 1 1 1 1 Engineering GIS Supervisor 44 1 1 1 1 Real Estate Program Coordinator 41 1 1 2 2 GIS Coordinator 39 3 2 1 1 Senior Engineering Associate+ 38 0 1 1 1 GIS Analyst/Technician Engineering Technician I/II+ 34 29 2 2 2 2 2 2 2 2 Survey Technician II+ 25 Total Full-Time Admin & Engineering Division Total Full-Time Admin & Engineering Division Total Temp FTE* 257 1 1 1 1 11 34 11 40 11 41 11 41 0.49 0.49 0.49 0.49 3231 Field Operations/Administration Senior Management Assistant 44 1 1 1 1 Administrative Assistant II 20 2 2 2 1 4 3 3 2 Total Full-Time 3241 Field Operations/Facility Maintenance Administration Facility Maintenance Director 151 1 1 1 1 Sr. Management Assistant 44 1 1 1 1 Facility Maintenance Supervisor 36 1 1 1 1 Facility Automation Technician 34 1 2 2 2 Building Equipment Technician I/II+ 30 15 15 15 15 Facility Electrician 28 1 1 1 1 Administrative Assistant II 20 0 0 0 1 0.50 0.50 0.50 0.50 20 21 21 22 0.50 0.50 0.50 0.50 39 1 1 1 1 Custodial Supervisor 28 0 0 1 1 Administrative Assistant II 20 0 0 1 1 9 10 12 10 10 11 13 13 13 28 1 1 1 1 9 8 7 9 9 9 8 10 10 28 1 1 1 1 9 7 7 9 9 8 8 10 10 1 1 1 1 Building Equipment Technician I/II+ ** Total Full-Time Total Perm FTE** 3271 Field Services/Custodial 1 Custodial Services Superintendent Custodian Total Full-Time 3272 Field Services/Custodial 2 Custodial Supervisor Custodian Total Full-Time 3273 Field Services/Custodial 3 Custodial Supervisor Custodian Total Full-Time 3274 Field Services/Custodial 4 Custodial Supervisor 28 Custodian 9 Custodian* Total Full-Time Total Temp FTE* 3612 11 13 9 9 0.49 0.49 0.49 0.49 12 14 10 10 0.49 0.49 0.49 0.49 0 0 0 1 TCA Facility Management Facility Automation Tech 34 Building Equipment Technician II+ 30 0 0 0 1 TCA Maintenance Supervisor 32 0 0 0 1 258 TCA Maintenance Worker (All positions funded by Performing Arts Fund) 19 Total Full-Time 3212 6 0 0 0 9 34 1 0 0 0 Senior Groundskeeper 21 2 0 0 0 Sprinkler Sys. Maint. Worker I/II+ 17 1 0 0 0 Pest Control Technician Groundskeeper I/II+ 17 17 1 4 0 0 0 0 0 0 Groundskeeper* 0.88 0.00 0.00 0.00 Unclassified Temporary* 0.84 0.00 0.00 0.00 9 0 0 0 1.72 0.00 0.00 0.00 1 0 0 0 North Parks District Parks and Golf Course Supervisor 34 Parks Facility Maint. Wkr. I/II+ 23 1 0 0 0 Senior Groundskeeper 21 2 0 0 0 Parks & Golf Course Mechanic 21 1 0 0 0 Equipment Operator II 19 2 0 0 0 Sprinkler Sys. Maint. Worker I/II+ 17 3 0 0 0 Pest Control Technician 17 1 0 0 0 Groundskeeper I/II+ 17 3 0 0 0 Equipment Operator I 11 Groundskeeper* Unclassified Temporary* Total Full-Time Total Temp FTE* 1 0 0 0 0.87 0.83 0.00 0.00 0.00 0.00 0.00 0.00 15 0 0 0 1.70 0.00 0.00 0.00 0 South Parks and Sports Complex Parks and Golf Course Supervisor 34 1 0 0 Parks Facility Maint. Wkr. I/II+ 23 1 0 0 0 Senior Groundskeeper 21 4 0 0 0 Equipment Operator II 19 3 0 0 0 Sprinkler Sys. Maint. Worker I/II+ 17 3 0 0 0 Pest Control Technician 17 2 0 0 0 Groundskeeper I/II+ 17 8 0 0 0 Equipment Operator I 11 3 0 0 0 Groundskeeper* 0.87 0.00 0.00 0.00 Unclassified Temporary* 0.83 0.00 0.00 0.00 Total Full-Time Total Temp FTE* 3253 0 Parks and Golf Course Supervisor Total Temp FTE* 3214 0 Central Parks and Rio Salado District Total Full-Time 3213 0 25 0 0 0 1.70 0.00 0.00 0.00 Field Services/Baseball Facility Parks and Golf Course Supervisor 34 1 0 0 0 Senior Groundskeeper 21 2 0 0 0 259 Groundskeeper I/II+ 17 Groundskeeper* Total Full-Time Total Temp FTE* 3254 0 0.56 0.00 0.00 0.00 0 Groundskeeper I/II+ Groundskeeper* 17 1 0.10 0 0.00 0 0.00 0 0.00 2 0 0 0 0.10 0.00 0.00 0.00 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 2 0 0 0 Field Services/Landscape Maintenance Contract 34 Field Services/Pest Control 17 Field Services/Rio Salado - CFD Groundskeeper I/II+ 17 Total Full-Time Double Butte Cemetery Groundskeeper I/II+ 17 Total Full-Time 1 0 0 0 1 0 0 0 Field Services/Solid Waste Support Services Solid Waste Services Superintendent 51 1 1 1 1 Solid Waste/Recycling Supervisor 38 1 1 1 1 Solid Waste Services Specialist 28 1 1 0 0 Solid Waste Inspector 28 0 1 2 2 Administrative Assistant II 20 1 1 1 1 4 5 5 5 1 19 1 19 1 19 1 19 20 20 20 20 1 Total Full-Time Field Services/Solid Waste Residential Refuse Solid Waste/Recycling Supervisor Solid Waste Equipment Operator II 38 23 Total Full-Time 3714 0 0 Total Full-Time 3713 0 0 Pest Control Technician 3712 8 1 Total Full-Time 3258 0 0.00 21 Parks and Golf Course Supervisor 3257 0 0.00 Senior Groundskeeper Total Temp FTE* 3256 0 0.00 Field Services/Rio Salado Total Full-Time 3255 5 0.56 Field Services/Solid Waste Commercial Refuse Solid Waste/Recycling Supervisor 38 1 1 1 Senior Equipment Operator 29 3 3 3 3 Solid Waste Equipment Operator II 23 12 13 13 13 16 17 17 17 Total Full-Time 260 3715 Field Services/Roll Off Tilt Frame Senior Equipment Operator 29 0 0 0 0 Solid Waste Equipment Operator II 23 3 3 3 3 3 3 3 3 23 20 1 3 1 3 1 3 0 4 9 0.50 0.50 0.50 0.50 4 4 4 4 0.50 0.50 0.50 0.50 Total Full-Time 3716 Field Services/Solid Waste Support Services Lead Solid Waste Technician Solid Waste Equipment Specialist Wash Bay Attendant** Total Full-Time Total Perm FTE** 3718 Field Services/Solid Waste Uncontained Refuse Solid Waste/Recycling Supervisor 38 1 1 1 1 Solid Waste Equipment Operator II 23 15 15 15 15 16 16 16 16 Total Full-Time 2511 Field Services/Rolling Hills Golf Parks & Golf Course Supervisor 34 0 0 0 0 Senior Groundskeeper 21 1 0 0 0 Parks & Golf Course Mechanic Equipment Operator II 21 19 1 1 0 0 0 0 0 0 Sprinkler Systems Maint. Worker I/II+ 17 1 0 0 0 Groundskeeper I/II+ 17 4 0 0 0 Equipment Operator I 11 1 0 0 0 1.07 0 0 0 9 0 0 0 1.07 0 0 0 Groundskeeper I/II+* Total Full-Time Total Temp FTE* 2512 Field Services/Ken McDonald Golf Parks & Golf Course Supervisor 34 1 0 0 0 Senior Groundskeeper 21 1 0 0 0 Parks & Golf Course Mechanic 21 1 0 0 0 Equipment Operator II Sprinkler System Maint. Worker I/II+ 19 17 2 1 0 0 0 0 0 0 Groundskeeper I/II+ 17 5 0 0 0 Equipment Operator I 11 1 0 0 0 1.35 0 0 0 12 0 0 0 Total Temp FTE* Field Services Division Total Full-Time 1.35 211 0.00 132 0.00 132 0.00 141 Field Services Division Total Perm FTE** 1.00 1.00 1.00 1.00 Field Services Division Total Temp FTE* 8.69 0.49 0.49 0.49 Groundskeeper I/II+* Total Full-Time 3261 Fleet Services/Fleet Management Fleet Director 155 1 1 1 1 Fleet Analyst 42 1 1 1 1 261 Auto Parts Supervisor 38 1 1 1 1 Equipment Control Coordinator 33 1 1 1 1 Fleet Parts Specialist 26 3 3 3 3 Administrative Assistant II 20 Parts Messenger* Total Full-Time Total Temp FTE* 3262 Fleet Services/Fleet Maintenance Fleet Supervisor 40 1 1 1 0.50 0.50 0.50 8 8 8 8 0.50 0.50 0.50 0.50 3 3 3 3 Sr. Fleet Equipment Mechanic 35 3 3 3 3 Equipment Mechanic 31 14 14 14 14 Fleet Paint & Body Repair Technician 28 1 1 1 1 Equipment Service Worker II 16 4 4 4 4 25 33 25 33 25 33 25 33 0.50 0.50 0.50 0.50 1 Total Full-Time Fleet Services Division Total Full-Time Fleet Services Division Total Temp FTE* 3813 1 0.50 Streets & Traffic Operations/Street Maintenance Street Maintenance Superintendent 49 1 1 1 Senior Civil Engineer + 49 1 1 1 1 Street Maintenance Supervisor 36 1 1 1 1 Street Maintenance Team Leader 29 3 3 3 3 Senior Pest Control Technician 28 1 1 0 0 19 19 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 Total Full-Time 3814 29 1 1 26 26 0 0 1 1 0 0 1 1 Streets & Traffic Operations/Administration Deputy PW Manager - Trans. Ops. & Streets 163 1 1 1 1 Deputy PW Manager - Admin. & Cust. Svcs 162 1 1 1 1 2 2 2 2 Total Full-Time 3822 1 27 Street & Traffic Operations/Right-of-Way Street Maintenance Team Leader 3821 1 27 Transportation/Studies & Design Traffic Engineer 53 1 1 1 2 Intelligent Trans. System Coordinator 51 1 1 1 1 Senior Civil Engineer+ Senior Transportation Planner 49 43 1 1 1 1 3 0 3 0 Traffic Engineering Analyst 38 3 3 2 2 Sr./Traffic Engineering Technician+ 30 1 1 0 2 262 Administrative Assistant II 20 Traffic Engineering Technician+ * (Position funded through December 2006) Total Full-Time Total Temp FTE* 3823 9 9 8 11 0.00 1.00 1.00 0.00 49 1 1 1 1 33 1 1 1 1 Traffic Operations Crew Leader 27 2 2 2 2 Traffic Operations Support Specialist Sign Technician 24 23 1 1 1 1 1 1 1 1 Transportation Worker I/II+ 21 4 4 4 4 10 10 10 10 Streets & Traffic Operations/Street Lighting Management Assistant I/II+ 38 1 1 1 1 Lighting Systems Coordinator 38 1 1 1 1 2 2 2 2 Streets and Traffic Operations/Signal System Traffic Signal Supervisor 41 1 1 1 1 Traffic Signal Tech Crew Lead 36 1 1 1 1 Traffic Signal Technician I/II+ 31 3 3 3 3 Traffic Signal Services Crew Lead 30 1 1 1 1 Traffic Signal Service Worker I/II+ 25 4 4 4 4 Underground Utilities Coordinator 24 1 1 1 1 0 3 3 0 11 0.00 11 3.00 11 3.00 11 0.00 162 1 1 1 1 Transportation Financial Analyst 44 1 1 1 1 Management Assistant I/II 38 1 1 1 1 Transportation Support Specialist 24 1 1 1 1 Administrative Assistant I/II+ 20 1 1 1 1 0.00 1.00 1.00 1.00 5 5 5 5 0.00 1.00 1.00 1.00 Total Full-Time Total Temp FTE* Transportation/Transit Deputy Public Works Manager-Transit & Transp. Administrative Assistant I/II+ * Total Full-Time Total Temp FTE* 3914 1 0.00 Senior Sign Technician Unclassified Temporary* (Positions funded through FY 2006-07 only) 3911 1 1.00 Traffic Operations Supervisor Total Full-Time 3825 1 1.00 Streets & Traffic Operations/Operations Total Full-Time 3824 1 0.00 Transit Operations Transit Administrator 52 1 1 1 1 Transit Facility Supervisor 42 0 1 1 1 Sr. Transit Operations Coordinator 40 1 1 1 1 Transit Operations Coordinator I/II + 36 2 2 2 2 263 Building Equipment Tech II+ 30 0 0 0 1 Custodian 09 0 0 0 2 4 5 5 8 Total Full-Time 3915 3916 Transportation/Transit Store Building Equipment Tech II+ 30 0 0 0 2 Lead Transit Store Technician 27 3 3 1 1 Financial Svcs Tech I/II+ 23 0 0 1 1 Custodian Financial Svcs Tech I/II+** 09 0 0 0 0 0 1 3 1 Total Full-Time 3 3 2 7 Total Perm FTE** 0 0 1 1 1 1 1 1 Marketing and Public Information Community Outreach & Marketing Supervisor 47 Community Outreach Marketing Coordinator I/II+ 40 2 2 1 1 Transit Information Specialist 36 0 0 1 1 3 3 3 3 5 5 5 5 5 5 5 5 Total Full-Time 3917 Transportation/Bus Stop Maintenance Transportation Operations Worker I/II+ 21 Total Full-Time 3921 CP/EV Light Rail Project Dep PW Manager - LRT Project Manager 162 1 1 1 1 Principal Civil Engineer Sr. Management Assistant 53 44 1 0 1 1 1 1 1 1 Senior Transportation Planner + 43 1 1 1 1 LRT Transportation Planner 38 1 1 1 1 Management Assistant II 38 1 1 1 1 Sr. / Traffic Engineering Technician 33 0 1 2 1 0.00 0.00 0.00 0.00 5 7 8 7 0.00 0.00 0.00 0.00 Management Intern** Total Full-Time Total Perm FTE** 3922 Transportation Systems Sr. Civil Engineer+ 49 1 1 1 1 ITS Network Engineer 49 0 0 0 1 1 1 1 2 2 2 2 2 2 2 2 2 4 91 4 94 4 93 4 104 Transportation Division Total Perm FTE** 0.00 0.00 1.00 1.00 Transportation Division Total Temp FTE** 0.00 5.00 5.00 1.00 Total Full-Time 3923 Operations/Transportation Principal Planner Sr. Transportation Planner + 51 38 Total Full-Time Transportation Division Total Full-Time 264 Public Works Department Total Full-Time 369 299 299 319 Public Works Department Total Perm FTE** 1.00 1.00 2.00 2.00 Public Works Department Total Temp FTE* 9.68 6.48 6.48 2.48 WATER UTILITIES 3002 Water Utilities - Administration Water Utilities Dept. Manager Deputy Water Utilities Manager - Operations 171 163 1 1 1 1 1 1 1 1 Principal Infrastructure Engineering Planner 51 1 1 1 1 Assistant to the WUD Manager 46 1 1 1 1 Planning and Research Analyst 44 1 1 1 1 Environmental Quality Specialist 41 1 1 1 1 Management Assistant I/II+ 38 1 1 1 1 Engineering Tech II+ 29 0 1 1 1 Administrative Assistant II 20 2 2 2 2 0.49 0.49 0.49 0.49 9 10 10 10 0.49 0.49 0.49 0.49 COE* Total Full-Time Total Temp FTE* 3003 Water Utilities Warehouse Warehouse Supervisor 31 1 1 1 1 Inventory Services Specialist 17 1 1 1 1 0.50 0.50 0.50 0.50 2 2 2 2 0.50 0.50 0.50 0.50 Inventory Services Specialist** Total Full-Time Total Perm FTE** 3004 Water Utilities Security WUD Security Coordinator 37 1 1 1 1 Water Utility Security Guard 18 2 2 2 2 0.5 3 0.5 3 0.5 3 0.5 3 0.5 0.5 0.5 0.5 1 1 1 1 1 1 1 1 41 1 1 1 1 Instrumentation and Control Tech (4 SBP) 32 4 4 4 4 Control Center Operator 31 4 4 4 4 9 9 9 9 Water Utility Security Guard** Total Full-Time Total Perm FTE** 3011 Water Quality - Administration Plant Operations Administrator 53 Total Full-Time 3012 Control Center Operations Control Center Supervisor Total Full-Time 3013 Johnny G. Martinez Water Plant Plant Team Leader 40 1 1 1 1 Plant Electrician (SBP) 32 1 1 1 1 Plant Mechanic (SBP) 29 3 2 2 2 265 Plant Operator I/II+ (6 SBP) (1 position funded through FY 08/09 only) 28 Total Full-Time 3014 12 12 1 1 1 1 1 1 1 1 Plant Mechanic (SBP) 29 1 2 2 2 Plant Operator I/II+ (4 SBP) (1 position funded through FY 08/09 only) 28 5 6 6 6 8 10 10 10 1 1 1 1 1 1 1 1 Distribution System Services - Administration 53 Distribution System Maintenance Utility Services Supervisor 39 1 1 1 1 Utility Services Team Lead 30 2 2 2 2 Utility Services Tech I/II+ (SBP) 25 10 10 10 10 13 13 13 13 Irrigation Water Systems Supervisor 37 1 1 1 1 Irrigator 15 7 7 7 7 8 8 8 8 Technical Support Team Engineering Tech II+ 29 2 1 0 0 CMMS Tech II 28 4 4 4 4 TV Truck Technician Underground Utilities Coordinator 28 24 1 2 1 2 2 2 2 2 Administrative Assistant II 20 Total Full-Time 1 1 1 1 10 9 9 9 Environmental Services Environmental Services Administrator 56 1 1 1 1 Environmental Program Supervisor 51 1 1 1 1 Environmental Quality Specialist 41 2 2 2 3 Cross Connection Control Supervisor 37 1 1 1 1 Cross Connection Control Inspector 30 1 1 1 1 0.5 0.5 0.5 0.5 6 6 6 7 0.5 0.5 0.5 0.5 1 1 1 1 Administrative Assistant II** Total Full-Time Total Perm FTE** 3028 12 40 Total Full-Time 3027 14 32 Total Full-Time 3025 8 Plant Electrician (SBP) Total Full-Time 3024 8 Plant Team Leader Transmission and Collection Administrator 3022 8 South Tempe Water Plant Total Full-Time 3021 9 Environmental - Wastewater Environmental Compliance Supervisor 42 266 Environmental Compliance Inspector I/II+ 31 6 6 6 6 Environmental Technician I/II+ 24 4 4 4 4 Administrative Assistant II 20 2 2 2 2 13 13 13 13 Total Full-Time 3029 Environmental Health & Services Environmental Health & Safety Supervisor 51 1 1 1 1 Industrial Hygienist Hazardous Material Safety Specialist 41 38 1 1 1 1 1 1 1 1 Water Utility Safety & Training Coordinator 36 2 2 2 2 HPCC Interns* 3031 0 0 0.98 0.98 Total Full-Time 5 5 5 5 Total Temp FTE* 0 0 0.98 0.98 Wastewater Services - Administration S.R.O.G Program Administrator 52 Total Full-Time 3033 3034 1 1 30 2 2 2 2 Utility Services Tech I/II+ (SBP) Total Full-Time 25 8 10 8 10 8 10 8 10 Plant Team Leader 40 1 1 1 1 Plant Electrician 32 1 1 1 1 Kyrene Water Reclamation Plant Plant Mechanic+ (SBP) 29 1 1 1 2 Plant Operator I/II+ (SBP) 28 2 2 2 2 5 5 5 6 Field Facilities - Wastewater Plant Team Leader (SBP) 40 1 1 1 1 Plant Mechanic+ (SBP) 29 2 2 2 2 3 3 3 3 Laboratory Services - Administration Laboratory Supervisor 46 1 1 1 1 Chemist I/II+ 36 5 5 5 5 Water Quality Specialist 28 1 1 1 1 Administrative Assistant II 20 1 1 1 1 8 8 8 8 Total Full-Time 3051 1 1 Utility Services Team Lead (SBP) Total Full-Time 3041 1 1 Wastewater Utility Services Total Full-Time 3035 1 1 Water Resources - Administration Water Resource Administrator 54 1 1 1 1 Water Resources Hydrologist 48 1 1 1 1 2 2 2 2 Total Full-Time 267 3052 Water Conservation Water Conservation Coordinator Water Conservation Specialist 39 35 1 1 1 1 1 1 1 1 2 133 1.50 0.49 2 133 1.50 0.49 2 133 1.50 1.47 2 135 1.50 1.47 Grand Total Full-Time 1,700 1,731 1,734 1,785 Grand Total Perm FTE** 18.55 19.05 18.05 18.55 214.24 223.68 224.70 ( )Former Cost Center Number 225.30 Total Full-Time Water Utilities Department Total Full-Time Water Utilities Department Total Perm FTE* Water Utilities Department Total Temp FTE* Grand Total Temp FTE* **Permanent Full-Time Equivalent *Temporary Full-Time Equivalent 268 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 2005-06 2006-07 Actual Budget Grand Total Personnel by Fund (Full-Time Only) 1 0 1 0 1 0 18 3 18 3 17 3 17 2 22.00 22.00 21.00 20.00 1 1 1 1 1 1 1 1 24.00 24.00 23.00 22.00 1,302 3 269 2007-08 Budget 1 0 2005-06 2006-07 Actual Budget General Fund Risk Management Fund Special Revenue Funds HURF Transit Rio Salado/CFD Performing Arts CDBG/Section 8 Enterprise Funds Golf Cemetery Water/Wastewater Solid Waste Grand Total 2006-07 Revised 1,315 4 2006-07 2007-08 Revised Budget 1,319 4 1,346 4 55 30 19 19 18 55 35 26 21 18 54 36 26 21 17 57 52 28 22 17 21 3 165 65 1,700 21 3 166 67 1,731 21 3 166 67 1,734 21 3 168 67 1,785 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, 270 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). 271 Outstanding Tax Supported Debt - Direct debt minus self-supporting debt. Debt for which the City has pledged a repayment from its secondary property taxes. Encumbrance - The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. Overall Net Debt - Net direct debt plus overlapping debt. Estimated Revenue - The amount of projected revenue to be collected during the fiscal year. 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. Expenditure/Expense - This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. 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. 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. Governmental Funds 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. Debt Service Fund - Debt Service Funds are set up to receive dedicated revenue used to make principal and interest payments on City debt. 272 They are used to account for the accumulation of 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 recording, encompassing the conventions, rules, 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. Generally Accepted Accounting Principles (GAAP) - Uniform minimum standards for financial accounting 273 Liability - Amounts owed for items received, services rendered, expenses incurred, assets acquired, construction performed, and amounts received but not as yet earned. Operating Revenue - Funds that the government 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; 274 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. Human Resources; City Attorney; Financial Services; Public Works; Information Technology; and Other Programs. (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. Risk Management - An organization goal to protect a government's assets against accidental loss in the most economical method. Primary Property Tax - A statutory limited tax levy which may be imposed for any purpose. 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. Transfers In/Out - Amounts transferred from one fund to another to assist in financing the services for the recipient fund. Resources - Total amounts available for appropriation including estimated revenue, fund transfers, and beginning balances. 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. Retained Earnings - An equity account reflecting the accumulated earnings of an enterprise or internal service fund. 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. 275 ROW-Right-of-Way RPTA-Regional Public Transportation Authority SAI-Southern Avenue Interceptor SCADA-Supervisory Control and Data Acquisition SBP-Skill Based Pay SROG-Sub Regional Operating Group TCA-Tempe Center for the Arts 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 ARC-Annual Retiree Contribution 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 CFD-Community Facilities District 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 FEVA-Finance, Economy, and Veterans Affairs FTE-Full Time Equivalent FRWS-Field Report Writing System FTA-Federal Transportation Administration 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 MAG-Maricopa Association of Governments MGD-Million Gallons per Day N/A-Not Applicable O&M-Operation and Maintenance OPEB-Other Post Employment Benefits OSHA-Occupational Safety & Health Administration PTF-Priority Transportation Fund RICO-Racketeer Influenced and Corrupt Organizations RMS-Records Management System 276 Index Community Relations Performance Budget ....... 144 Community Services Performance Budget....................................... 190 Administration ................................................ 191 Library............................................................. 192 Cultural Services............................................. 193 Social Services ............................................... 194 Comparative Revenue by Source ...................... 111 Comprehensive Financial Plan Assumptions ..................................................... 83 Economic Outlook............................................. 86 Enterprise Funds .............................................. 96 Financial Action Plan ...................................... 104 General Fund.................................................... 88 Methodology ..................................................... 82 Performing Arts................................................. 92 Transit Fund ..................................................... 90 Transportation Funds........................................ 94 Rio Salado/Community Facilities District Funds .............................................. 102 A Acronyms ........................................................... 276 Annexation Progress.......................................... 224 Assessed Valuation (Secondary): Ten Year Historical Trends............................... 70 B Bed Tax (Transient Lodging Tax)....................... 116 Benchmarking, Performance.............................. 136 Bonded Debt Limits Summary ............................. 68 Budget Basis, Budgetary Units, and Changes to Budget......................................... 222 Budget Message .................................................... 1 Budget Per Capita........................................ 74, 135 Budget Policies .................................................... 10 Budget Process Flowchart ................................... 17 Budget Process Summary ................................... 18 Budget Resolution.............................................. 214 Budget Schedules Estimated Revenue and Expenditures Summary .................................................... 216 Tax Levy and Tax Rate Information ............... 217 Revenue Other Than Property Taxes............. 218 Other Financing Sources and Interfund Transfers Summary .................................... 220 Expenditures Within Each Fund Summary ..... 221 D Debt Policy ........................................................... 67 Debt Service Requirements ................................. 70 Debt Service Ten Year Historical Trends ............. 70 Departmental, Per Capita Performance Budget ............................................................ 135 Departments, Performance Budget City Attorney ................................................... 156 City Clerk ........................................................ 149 City Court........................................................ 150 City Manager .................................................. 140 Community Development ............................... 170 Community Relations...................................... 144 Community Services....................................... 190 Development Services.................................... 168 Diversity Program ........................................... 142 Financial Services........................................... 158 Fire ................................................................. 182 Human Resources .......................................... 152 Information Technology .................................. 166 Internal Audit .................................................. 141 Mayor and Council.......................................... 138 Police.............................................................. 176 Public Works................................................... 200 Water Utilities ................................................. 210 C Capital Improvements Program Capital Budget Policy ....................................... 10 Fund Balances ................................................. 32 Overview .......................................................... 25 Project Listing................................................... 33 Relationship Between Operating and Capital Budgets........................................... 66 Summary .......................................................... 30 Ten Year Historical Trends............................... 70 Charges for Services Development Related ..................................... 122 Recreation and Social Services...................... 121 City Attorney Performance Budget..................... 156 City Clerk Performance Budget.......................... 149 City Court Performance Budget ......................... 150 City Manager Performance Budget.................... 140 Citywide Overview of Operating Budget .............. 72 Debt Service, Revenue and Staffing ................ 72 Community Development Performance Budget . 170 Administration/Economic Development .......... 172 Revitalization/Redevelopment ........................ 173 Rio Salado...................................................... 175 Community Development Block Grant Revenue ......................................................... 128 Community Profile.............................................. 225 E Engineering Performance Budget ...................... 202 277 Enterprise Funds.................................................. 96 Revenue Golf Fees .................................................... 131 Solid Waste Fees........................................ 130 Unreserved Retained Earnings (10 Years) ... 22 Water/Wastewater User Fees..................... 129 General Governmental Revenue Charges for Services Development Related.................................. 122 Recreation and Social Services .................. 121 City Property Tax ............................................ 115 City Sales Tax ................................................ 114 Fines and Forfeitures...................................... 123 Salt River Project In-Lieu Tax ......................... 117 State Shared Income Tax ................................................. 120 Sales Tax .................................................... 118 Vehicle License Tax .................................... 119 Transient Lodging Tax .................................... 116 Glossary of Terms .............................................. 270 Golf Fund Comprehensive Financial Plan ....................... 100 Fund Balances.................................................. 22 Revenue ......................................................... 131 F Field Services Facility Management ...................................... 204 Solid Waste Services ..................................... 203 Financial Action Plan ......................................... 104 Financial Program................................................ 15 Financial Program Components........................... 20 Financial Program Summary................................ 16 Financial Reporting Policies................................. 12 Financial Services.............................................. 158 Accounting...................................................... 161 Administration and Budget ............................. 160 Central Services ............................................. 163 Customer Services ......................................... 165 Risk Management .......................................... 162 Tax and License ............................................. 164 Financial Structure and Organization Type of Budgeting .......................................... 222 Relationship Between Budgeting and Accounting .................................................. 222 Fund Structure................................................ 223 Fines and Forfeitures ......................................... 123 Fire Performance Budget ...................................... 182 Administration/Fire Prevention/ Personnel Safety ....................................... 184 Emergency/Medical Services ......................... 185 Training/Professional Development................ 186 Special Operations/Homeland Security .......... 187 Support Services ............................................ 188 Fleet Services Performance Budget .................. 205 Fund Balances, Unreserved General Fund ................................................... 21 Highway User Revenue Fund........................... 21 Local Transportation Assistance Fund ............. 21 Fund Structure ................................................... 223 Fund Summary .................................................... 14 H Highway User Tax Fund (HURF) Fund Balances, Unreserved (10 Years)............ 21 Comprehensive Financial Plan ......................... 94 Revenue ......................................................... 126 Human Resources Performance Budget............ 152 I Impact of Budget on Residents ............................ 77 Information Technology Performance Budget....................................... 166 Internal Audit Performance Budget .................... 141 L Library Performance Budget .............................. 192 Local Sales Tax.................................................. 114 Local Transportation Assistance Fund (LTAF) Fund Balances, Unreserved (10 Years)............ 21 Comprehensive Financial Plan ......................... 94 Revenue ......................................................... 127 M Mayor and Council Performance Budget............ 138 Mission Statement..................................................ix G General Fund Fund Balances, Unreserved (10 Years) ........... 21 Comprehensive Financial Plan......................... 88 278 N R Needs Assessment Phase ................................... 18 Neighborhood Services Performance Budget .... 147 Recreation Performance Budget ........................ 199 Relationship Between Operating and Capital Budgets ................................................ 66 Reserve Policies .................................................. 11 Retained Earnings, Unreserved Golf Fund............................................ 12, 14, 100 Solid Waste Fund ................................. 12, 14, 98 Water and Wastewater Fund ................. 12,14, 96 Revenue By Source ....................................................... 109 Charges for Service Development Related.................................. 122 Recreation and Social Services .................. 121 City Property Tax ............................................ 115 City Sales Tax ................................................ 114 Community Development Block Grant............ 128 Comparative Revenue by Source ................... 111 Fines and Forfeitures...................................... 123 Golf Course Fees............................................ 131 Highway User Tax .......................................... 126 Local Transportation Assistance Fund............ 127 Performing Arts Fund...................................... 125 Salt River Project In-Lieu Tax ......................... 117 Solid Waste Fees............................................ 130 Section 8 Housing Grant................................. 128 State Shared Income Tax ............................... 120 State Shared Sales Tax.................................. 114 State Shared Vehicle License Tax.................. 119 Total Revenue ................................................ 108 Transit Tax...................................................... 124 Transient Lodging Tax (Bed Tax) ................... 116 Water/Wastewater User Fees......................... 129 Rio Salado Comprehensive Financial Plan ....................... 102 Performance Budget....................................... 175 O Operating Budget Policies.................................... 10 Operating Revenue............................................ 109 Organization Chart.................................................xi P Parks and Recreation Performance Budget....... 196 Administration................................................. 197 Parks Services ............................................... 198 Recreation Services ....................................... 199 Per Capita Operating Expenditures by Program....................................................... 74 Per Capita Performance Budget ........................ 135 Performance Benchmarking............................... 136 Performance Budget Summary.......................... 134 Performance Budget, Departmental Per Capita ...................................................... 135 Personnel Schedules....................................................... 231 Summary by Department................................ 230 Summary by Fund .......................................... 269 Ten-Year History .............................................. 78 Police Performance Budget ...................................... 176 Office of the Chief........................................... 177 Patrol .............................................................. 178 Support Services ............................................ 179 Investigations ................................................. 180 Program Budget At a Glance....................................................... 73 Department Summary ...................................... 76 Fund Summary................................................. 75 Per Capita ........................................................ 74 Property Tax Levy and Rate ................................................ 217 Ordinance....................................................... 215 Revenue ......................................................... 115 Ten Year Historical Trends............................... 70 Public Works Performance Budget ...................................... 200 Administration and Engineering...................... 202 Field Services Solid Waste Services .................................. 203 Facility Management................................... 204 Fleet Services................................................. 205 Streets and Traffic Operations........................ 206 Transportation ................................................ 206 S Sales Tax, City ................................................... 114 Salt River Project In-Lieu Tax............................. 117 Solid Waste Fund Comprehensive Financial Plan ......................... 98 Performance Budget....................................... 203 Retained Earnings, Unreserved Revenue............................................. 10,14, 22 Schedule A......................................................... 216 Schedule B......................................................... 217 Schedule C......................................................... 218 Schedule D......................................................... 220 Schedule E......................................................... 221 279 Section 8 Housing Performance Budget ...................................... 174 Revenue Trends............................................. 128 Social Services Performance Budget................. 194 Special Revenue Highway User Revenue Fund......................... 126 Local Transportation Assistance Fund ........... 127 Community Development Block Grant ........... 128 Section 8 Housing Grant ................................ 128 Transit Tax ..................................................... 124 Performing Arts Tax ....................................... 125 State Shared Revenue Income Tax..................................................... 120 Sales Tax ....................................................... 118 Vehicle License Tax ....................................... 119 Strategic Issues: Goals and Strategy/Action Plan Arts and Community Services Committee ........ 24 Central City Development Committee Of the Whole................................................. 24 Education and Technology Advancement Committee .................................................... 24 Finance, Economy and Veterans Affairs Committee .................................................... 24 Neighborhood Quality of Life, Public Safety, And Parks and Recreation Committee.......... 24 Tourism and Amateur Sports Committee ......... 24 Transportation and Affordable Housing Committee .................................................... 24 Streets and Traffic Operations Performance Budget ...................................... 208 T Transient Lodging Tax (Bed Tax)....................... 116 Transit Fund Comprehensive Financial Plan......................... 90 Performance Budget ...................................... 206 Revenue ......................................................... 124 Transportation Comprehensive Financial Plan......................... 94 Performance Budget ...................................... 206 Revenue Highway User Tax ...................................... 126 Local Transportation Assistance Fund........ 127 Transit Tax.................................................. 124 W Water Utilities Performance Budget ................... 210 Water/Wastewater Fund Comprehensive Financial Plan......................... 96 Retained Earnings, Unreserved ........................................12, 14, 22 Revenue ......................................................... 129 280 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. Tom Mikesell Lead Budget and Finance Analyst Mark Day 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/budget 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 Office of Management and Budget Staff. In the background is Tempe City Hall. This award-winning and unusual building was completed in 1970. It serves as municipal offices for the City of Tempe. Its unique shape was designed to conserve energy by allowing less light into the building. It was designed by Michael and Kemper Goodwin, Tempe architects. 281 This page intentionally left blank. 282